Organizational Behavior

The intensity, direction and persistance of effort a person shows in reaching a goal.

the assumption that employees dislike wor, will attempt to avoid it and must be coerced controlled or thereaatended with pusishment to achieve goals

the assumption that employees like work, are creative, seek responsiblity, and will exercise self derection and self control if they are committed to the objectives

a person's internal desire to do something, due to such things as interest, challenge, and presonal satisfaction

Motivation that comes form outside the person and includes such things as pay, bonuses, and other tangible rewards

a heirachy of five needs, Physiological, safety, social, esteem, and self actualization, all in which as each need is substantially satisfied, the next need becomes dominate

A theory that posits three groups of core needs: existence, relatedness and growth

A theory that relates intrinsic factors to job satisfaction and associates sxtrinsic factors with dissatisfaction

• need for achievement: the drive to excel, to achieve in relation to a set of standards, to strive to succeed.
• Need for power the need to make others behave in a way that they would not behaved otherwise
• Need for affilation the desire for friendly and close interpersonal relationships

The theory that indivduals act depending upon their evaluation of wheather their effor will lead to good perfomance, whether good performance will be follwed by a given outcome, and whether that outcome is attractive to them

the belief that effort is related to performance

the belief that performance is related to rewards

the value or importance an individual places on reward

what na individual is trying to accomplish

an approach to goal setting in which specific measurable goals are jointly set by managers and employees; progress on goals is periodically reviewed, and rewards are allocated on the basis of this progress

Individuals compare their job inputs and outcomes with those of others, and then repsond so as the eliminate any inequities

the perceived fairness of the amount and allocation of rewards among individuals

An overall perception of what is fair in the workplace, composed of distributive, procedual, and interactional justice

the perceived fairness of process used to determine the distribution of rewards

the quality of interpersonal treatment recived from a manager

offering extrinsic rewards (pay) for work effor that was perviously rewarding intrinsically will tend to decrease the oeverall level of a person's motivation

The degreee to which a pserson's reasons for pursuing a goal is consistent with the peroson's interest and core values

a type of conditioning in which desired voluntary behaviour leads to a reward or pervents a puinshment

a deired behaviour is reinforeced each and every time it is demonstrated

a desired behaviour is reinforced often enough to make the behaviour worth repeating, but not everytime it is demonstrated

the reward is given a fixed time intervals

the reward is given at fixed amounts of output

the reward is given at variable amounts of output

a reward program in which a portion of an employee's pay is based on some individual and/or organizational measure of performance

an individual based incentive plan in which employees are paid a fixed sum for each unit of production completed

an individual based incentive plan based on performance appraisal ratings

an individual based incentive plan that rewards employees for recent performance rather than historical performance

an individual based incentive plan that sets pay levels on the basis of how many skills employees have or how many jobs they can do

a group based incentive plan in which improvements in a group productivity determine the total amount of money to be shared

an organization wide incentive plan in which the employer shares profits with based on a predetermined formula

A company established benefit plan in which employees acquire stock as part of their benefits

a benefits plan that allows each employee to put together a benefits package individually tailored to his or her own needs and situation

how tasks are assigned to form a job

the periodic shifting of an employee form one task to another

the horizontal expansion of jobs

a modle that identifies five core job dimensions and their relationship to personal and work outcomes

the vertical expansion of jobs

the degree to which the job requires a variety of different activities

the degree to which the job requires completion of a whole and indentifiable peice of work

the degree to which the job has substantial impact on the lives or work of other people

the degree to which carrying out the work activitiesrequired by the job results in the individual obtaining direct and clear information about the effectiveness of his or her performance

a predictive index suggesting the motivation potential in a job

a four day week, with employees working 10 hours a day or nine days of work over two weeks

an arrangement where employees work during a common core period each day but can form their total workday from a flexible set of hours outside the core

the practice of having two or more people split a 40 hour week job

an arrangement where employees do their work at home on a computer that is linked to their office

• group two or more peopole with a common relationship
• Team a small number of people who work slosely together toward a common objective and are accountable to one another

a group of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment

a group of 10-15 employees who take on many of the responsibilities of their former managers

a group of employees at about the same hierachical level, but from different work areas, who come together to acomplish a task

a temporary cross functional team

a group composed of members from different departments

a team that uses computer technology to tie togher physically dispersed memberts in order to achieve a common goal

a set of expected behaviours of a person in given position in a soical unit

how others believe a person should act in a given situation

a situation in which an individual finds that complying with one role requirement may make it more difficult to comply with another

a person is unclear about his or her role

too much is epected of somone

too little is expected of someone and that person feels that he or she is not contributing to the group

acceptable standards of behaviour within a group that are shared by the group's members

adjusting one's behaviour to align with the norms of the group

• Forming; the first stage in a group development, characterized by much uncertaninty
• Storming; intragroup conflict
• Norming; close relationships and cohexiveness
• Performing; when the group is fully functional
• Adjouring; where attention is directed toward wrapping up activities rather than tak performance

Clear purpose, Informality, Participation, Listening, Civilized disagreements, Open communication, Shared leadership, self-assessment

Orients team to problem solving situation, organizes and manages team performance, promotes a positive team environment, facilitates and manages task conflict, appropriately peromotes persepctive

roles performed by a group members to ensure that the tasks of the group are accomplished

roles performed by group members to maintain good relations within the group

roles preformed by group members that are not productive for keeping the team on task

the persence of a heterogeneous mix of individuals within a group

Advantages; multiple perspctives, greater openness to new ideas, multiple interpertations, increased creativity, increased flexiblity and increased problem sloving skills

Disadvantages; ambiguity, complexity, confusion, miscommunication, diffictly in reaching a single agreement, difficlty in agreeing on sspecific actions

the tendency for individuals to expend less effort when working collectively than when working individually

a team characteristic of reflecting on and adjusting the master plan when necessary

the degree to which team members are attacted to each other and are motivated to stay on the team

• the transfer and understanding of a message between tow or more people
• Encoding; converting a message to symbolic form
• Decoding; interpreting a sender's message
• Message; what is communicated
• Channel; the medium though which a message travels
• Communication apprehension; undue tension and anxisty about oral communication, written communication or both
• channel richness the amount of information that can be transmitted during a communciation episode
• Feedback loop; it puts the message back into the system as check against misunderstandings

• Filtering; a sender's manipulation of information so that it will be seen more favourably by the receiver
• Selective perception
• Defensiveness
• Information Overload; the state of having more information than one can process
• Language
• Communicating under stress

• Chain; moderate-high-moderate-moderate
• Wheel; Fast-high-high-low
• All Channel; fast-mderate-none-high

• Single strand; each tells one another
• Gossip; one tells all
• Probability; each randomly tells others
• Cluster; some tell selected others; most typical

• nonverbal; msessages conveyed through the body movements, facila epression and the physical distance between the sender and receiver
• Kenesics the study of body motions such as gestures facial configurations and other movements of the body
• Proxemics the study of physcial space in interperonal relationships
• Silence; inaction or nonbehaviour
• Between Men and Women;
• Cross-Cultural communication