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Chapter 1Why People matter to Organization

Management: process of working with and through others to achieve organizational objectives efficiently and ethically. Societal cultures: socially derived taken-for-granted assumptions about how to think and act Organizational behavior: interdisciplinary field dedicated to better understanding and managing people at work. Theory Y: McGregors modern and positive assumptions about employees being responsible and creative Total quality management: an organizational culture dedicated to training continuous improvement, and customer

satisfaction

Contingency approach: using management tools and techniques in a situationally appropriate manner; avoiding the one-best-way mentality.

Human capital: the productive potential of ones knowledge and actions Social capital: the productive potential of strong, trusting, and cooperative relationships.

Chapter 2perception and diversity

Cognitive category: mental depositories for storing information Schema: mental picture of an event or object Monochronic time: preference for doing one thing at a time because time is limited, precisely segmented, and schedule

driven.

Polychromic time: preference for doing more than one thing at a time because time flexible and multidimensional. Casual attributions: suspected or inferred causes of behaviors Fundamental attributions bias: ignoring environmental factors that affect behaviors Self-serving bias: taking more personal responsibility for success than failure Affirmative action: voluntary and involuntary efforts to achieve equality of opportunity for everyone The four layers of diversity: (inside out) Personality -> Internal dimension (age, race, gender,..) -> external dimension

(marital status, income, religion, ) -> organizational dimensions ( management status, work location, seniority,) Glass ceiling: invisible barrier blocking women and minorities from top management positions. Underemployment: the result of taking a job that requires less education, training or skill than possessed by a worker. Accountability practices: focus on treating diverse employees fairly Development practices: focus on preparing diverse employees for greater responsibility and advancement Recruitment practices: attempts to attract qualified, diverse employees at all levels\

Chapter 4 & 5: Motivation in theory and practices:

Motivation: psychological processes that arouse and direct goal-directed behavior Content theories of motivation: identify internal factors influencing motivation Process theories of motivation: identify the process by which internal factors and cognitions influence motivation Needs: physiological or psychological deficiencies that arouse behavior Maslows need hierarchy theory: 5 basic needsphysiological, safety, love, esteem, and self-actualizationinfluence

behavior. Alderfers ERG theory: 3 basic needs existence, relatedness, and growthinfluence behavior McClellands need theory: need for achievement, need for affiliation, need for power Herzbergs motivator-Hygiene theory: motivators (job characteristics associated with job satisfaction); hygiene factors

(job characteristics associated with job dissatisfactions)

Equity theory: holds that motivation is a function of fairness in social exchanges Negative inequity: comparison in which another person receives greater outcomes for similar inputs Positive inequity: comparison in which another person receives lesser outcomes for similar inputs Equity sensitivity: an individuals tolerance for negative and positive equity Distributive justice: the perceived fairness of how resources and rewards are distributed Procedural justice: the perceived fairness of the process and procedures used to make allocation decisions. Interactional justice: extent to which people feel fairly treated when procedures are implemented Expectancy theory: holds that people are motivated to behave in ways that produce valued outcomes Expectancy: belief that effort leads to a specific level of performance Instrumentality: a performance to outcome perception Valence: the value of a reward or outcome Goal specificity: quantifiability of a goal Job design: changing the content and/or process of a specific job to increase job satisfaction and performance Scientific management: using research and experimentation to find the most efficient way to perform a job Job enlargement: putting more variety into a job Job rotation: moving employees from one specialized job to another Job enrichment: building achievement, recognition, stimulating work, responsibility, and advancement into a job. Performance management: continuous cycle of improving job performance with goal setting, feedback and coaching,

and rewards and positive reinforcement.

Performance outcome goal: targets a specific end result

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Management by objective (MBO): management system incorporating participation in decision making, goal setting, andfeedback.

Upward feedback: employees evaluate their boss 360-degree feedback: comparison of anonymous feedback from ones superior, subordinates, and peers with self-

perceptions.

Law of effect: behavior with favorable consequences is repeated; behavior with unfavorable consequences disappear. Respondent behavior: skinners term for unlearned stimulus response reflexes. Operant behavior: skinners term for learned, consequence-shaped behavior.

Positive reinforcement: making behavior occur more often

by contingently presenting sth positive

Punishment: making behavior occurs less often by

contingently presenting sth negativePunishment (response cost) Negative reinforcement: making behavior occur more

often by contingently withdraw sth negative

Extinction: making behavior occur less often by ignoring or not reinforcing it. (no contingent consequence)

Cont. reinforcement: reinforcing every instance of a behavior Intermittent reinforcement; reinforcing some but not all instances of a behavior

Chapter 6How groups work and how to lead them

Group cohesiveness: a we feeling binding group members together Maintenance roles: relationship building group behavior Norm: shared attitudes, opinions, feelings, or actions that guide social behavior Team: experiential learning aimed at better internal function of groups Trust: reciprocal faith in others intentions and behavior Self-managed teams: groups of employees granted administrative oversight for their work Cross-functionalism: team made up of technical specialists from different areas Virtual team: information technology allows group members in different locations to conduct business Groupthink: Janiss term for a cohesive in-groups unwillingness to realistically view alternatives Social loafing: decrease in individual effort as group size increases

Chapter 7How individuals and groups arrive at decisions

Rational model: logical 4 steps approach to decision making (identifying the problem gap between actual and desiredsituation), generating solutions, selecting a solution, implementing and evaluating the solution

Bounded rationality: constraints that restrict decision making Judgmental heuristics: rules of thumb or shortcuts that people use to reduce information-processing demand Availability heuristic: tendency to base decision on information readily available in memory Representative heuristics: tendency to assess the likelihood of an event occurring based on impressions about similar

occurences

Satisficing: choosing a solution that meets a minimum standard Knowledge management: implementing systems and practices that increase the sharing of knowledge information

through an organization.

Tacit knowledge: information gained through experience that is difficult to express and formalizeAnalytical: high tolerance for ambiguity & tend to

overanalyze a situation

Conceptual: high ambiguity & tend to focus on the people

or social aspect of a work situation

Directive: low ambiguity & is oriented toward task and

technical concern

Behavioral: low ambiguity & work well with others and

enjoy social interactions

Escalation of commitment: sticking to an ineffective course of action too long Participative management: involving employees in various forms of decision making Consensus: presenting opinions and gaining agreement to support a decision Nominal group technique: process to generate ideas and evaluate solutions Delphi technique: process to generate ideas from physically dispersed experts.

Chapter 8: Conflict Functional conflicts: serve organizationsinterest >< dysfunctional conflict Programmed conflict: encourages different opinion without protecting managements personal feelings Devils advocacy: assigning someone the role of critic Dialectic method: fostering a debate of opposing viewpoints to better understand an issue 5 conflict handling style

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Alternative dispute solution (ADR): avoiding costly lawsuits by resolving conflicts informally or through mediation or

arbitration

Added-value negotiation (AVN): cooperatively developing multiple-deal packages while building a long-termrelationship

Chapter 9Communication (interpersonal exchange of information and understanding)

Communication competence: ability to effectively use communication behaviors in a given contexgt Assertive (expressive + self-enhancing)/Aggressive (takes adv)/Nonassertive (timid and self-denying) Intranet: an organizations private internet Extranet: connects internal employees with selected customers, suppliers, and strategic partners. Group support system (GSS): using computer software and hardware to help people work together Telecommuting: doing work that is generally performed in the office away from the office using IT High-context cultures: primary meaning derived from nonverbal situation cues >< out-group exc Shared leadership: simultaneous, ongoing, mutual influence process in which people share responsibility for leading Servant leadership: focuses on increased service to others rather to oneself Level 5 leadership hierarchy (Jim Collins): highly capable individual -> contributing team member -> competent

manager -> effective leader -> executive

Chapter 12Organizational Culture (shared values and beliefs that underlie a companys identity)

Espoused values: the stated values and norms that are preferred by an org; enacted values: exhibited by employees Normative belief: thoughts and beliefs about expected behavior and modes of conduct Anticipatory socialization: occurs before an individual joins an organization, and involves the information people learn

about different careers, occupations, professions, and organizations.

Encounter phase: employees learn what the organization is really like and reconcile unmet expectations. Change and acquisition: requires employees to master tasks and roles and to adjust to work group values and norms Diversity of developmental relationship: the variety of people in a network used for developmental assistance

Chapter 14changes and learning in Org

Lewins change model: unfreezing (use benchmarking technique process by which a company compares itsperformance with that of high-performing org), changing, refreezing (org stabilize changes)

Organization development (OD) a set of techniques or tools that are used to implement organizational change Resistance to change: emotional/behavioral response to real or imagined work changes Commitment to change: a mind-set of doing whatever it takes to effectively implement change Learning org: proactively creates, acquires, and transfer knowledge throughout org Learning capabilities: the set of core competencies and internal processes that enable an org to adapt to its env. Learning modes: the various ways in which org attempt to create and maximize their learning.

intergrating obliging

dominating avoiding

compromising

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