Admin Test 3

• increased tension
• anxiety
• boredom
• procrastination

• changes in eating habits
• increased smoking
• substance consumption
• rapid speech
• sleep disorders

• Person-job fit concerns
• Employee assistance Programs (EAPs)
• Wellness programs

• creativity
• acceptance of ambiguity
• tolerance of impractical
• low external controls
• tolerance of risk
• focus on ends rather than on means
• open systems focus

• marketplace competition
• governmental laws and regulations
• new technologies
• labor market shifts
• cycles in the economy
• social change

• strategy modifications
• new equipment
• new processes
• workforce composition
• restructured jobs
• compensation and benefits
• labor surpluses and shortages
• employee attitudes

• Structure
• Technology
• People

• education and communication- when resistance is due to misinformation
• participation- when resisters have the expertise to make a contribution
• facilitation and support- when resisters are fearful and anxiety-ridden
• negotiation- necessary when resistance comes from a powerful group
• manipulation- when a powerful group's cooperation and application of threats
• coercion- when a powerful group's endorsement is needed

• constraints- barriers that keep us from doing what we desire
• demands- cause persons to give up something they desire

people who have a chronic sense of urgency and an excessive competitive drive

People who are relaxed and easygoing and accept change easily

• cognitive component- beliefs, opinions, knowledge, and information held by a person
• affective component- emotional, or feeling, segment of an attitude
• behavioral component- an intention to behave in a certain way toward someone or something
• C.A.B.

• Extroversion
• Agreeableness
• Conscientiousness
• Emotional Stability
• Openness to Experience

personality dimension that describes the degree to which someone is sociable, talkative, and assertive.

a personality dimension that describes the degree to which someone is good-natured, cooperative, and trusting

describes the degree to which someone is responsible, dependable, persistent, and achievement oriented

• degree to which someone is
• calm
• enthusiastic
• secure (positive) or tense
• nervous
• depressed
• insecure(negative)

• whether a person is
• imaginative
• artistically sensitive
• intellectual

assortment of noncognitive skills, capabilities, and competencies that influence a person's ability to cope with environmental demands and pressures

• self-awareness of own feelings
• self-management of own emotions
• self-motivation in face of setbacks
• empathy for others' feelings
• social skills to handle others' emotions

process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment

• Personal characteristics
• target characteristics

• attitudes
• personality
• motives
• interests
• past experiences
• expectations

• relationship of a target to its background
• closeness and/or similarity to other things
• the context in objects is seen
• other situational factors

• Operant Conditioning- consequences, reinforcement, rewards
• Social Learning Theory- observation
• Modeling

• positive reinforcement
• negative reinforcement
• punishment
• extinction

• 1. Forming
• 2. Storming
• 3. Norming
• 4. Performing
• 5. Adjourning

team experiences uncertainty about its purpose, structure, and leadership

intragroup conflict predominates within the group

Close relationships develop and group members begin to demonstrate cohesiveness

team develops a structure that is fully functional and accepted by team members

team prepares for its disbandment

• work group- group that interacts primarily to share information and to make decisions that will help each member perform within his or her area of responsibility
• work team- group that engages in collective work that requires joint effort and generates a positive synergy

• clear expectations
• common understanding of the team leader role
• adequate resources
• empowerment
• feedback
• importance and value
• compatibility with each other

• -managers attempting to introduce teams into organization face the most difficulty
• -when individual employee resistance to teams is strong
• -where the national culture is individualistic rather than collectivist
• -when an established organization places high values on and significantly rewards individual achievement

• proper selection- hire emp. who have both the technical skills and interpersonal skills required to fulfill team roles
• employee training- provide training that involves emp. in learning the behaviors required to become team players
• rewarding the appropriate team behaviors- create a reward system that encourages cooperative efforts rather than competitive ones

• develop atmosphere of trust and respect
• maintain confidentiality

• -fresh and multiple perspectives on issues help the team identify creative or unique solutions and avoid weak alternatives
• -difficulty of working together may make it harder to unify a diverse team and reach agreements
• -although diversity's advantages dissipate with time, the added-value of diverse teams increases as the team becomes more cohesive

internal state that makes certain outcomes appear attractive

willingness to exert high levels of effort to reach organizational goals, conditioned by the effort's ability to satisfy some individual need

• self actualization
• esteem
• social
• safety
• physiological

• Need for Achievement (nAch)
• Need for Power (nPow)
• Need for Affiliation (nAff)

the drive to excel, to achieve in relation to a set of standards, to strive to succeed

the need to make others behave in a way that they would not have behaved otherwise

The desire for friendly and close interpersonal relationships

• skill variety
• task identity
• task significance
• autonomy
• feedback

the degree to which the job requires a variety of activities so the worker can use a number of different skills and talents

degree to which the job requires completion of a whole and identifiable piece of work

degree to which the job affects the lives or work of other people

degree to which the job provides freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out

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

• -recognizing the different personal needs and goals of individuals
• -providing a diversity of rewards to match the varied needs of employees
• -being flexible in accommodating the cultural differences within a diverse workforce when attempting to motivate workers

• flex time- scheduling option that allows employees select what their work hours will be
• job sharing- type part-time work that allows two or more workers to split a traditional 40-hour week
• telecommuting- system of working at home on a computer that is linked to the office

• competency-based compensation
• broad-banding
• stock options

program that pays and rewards employees on the basis of skills, knowledge, or behaviors they possess

pre-set pay level, based on the degree to which competencies exist and allow an employee to contribute to the organization

program that allows employees to purchase company stock at a fixed price and profit when company performance increases its stock value

• -allowing them to complete whole job
• -having emp. work together across departments and functions
• -using participative decision making- emp. provide input into decisions
• -delegating decisions and duties, turning over the responsibility
• -redesigning their jobs so they have discretion over the way they do their work