Organizational Behavior Ch 3,4,9,2,8

The degree to which a person's values, personality, goals, and other characteristics match those of the organization.

The degree to which a person's skill, knowledge, abilities, and other characteristics match the job demands.

Stable life goals people have, reflecting what is most important to them.

End states people desire in life, such as leading a prosperous life and a world at peace.

Views on acceptable modes of conduct, such as being honest and ethical, and being ambitious.

The relatives stable feelings, thoughts, and behavioral patterns a person has.

The degree to which a person is curious, original, intelluctual, creative, and open to new ideas.

The degree to which a person is organized systematic, punctual, achievement oriented, and dependable.

The degree to which a person is outgoing, talkative, sociable, and enjoys being in social situations.

The degree to which a person is nice, tolerant, sensitive, trusting, kind, and warm.

The degree to which a person is anxious, irritable, aggressive, temperamental, and moody.

People who experience positive moods more frequently and tend to be happier at work.

People who experience negative moods with greater frequency, focus on the "glass half empty", and experience more anxiety and nervousness.

The extent to which people are capable of monitorying their actions and appearnce in social situations.

A person's inclination to fix what is perceived to be wrong, change the status quo, and use initiative to solve problems.

The degree to which a person has overall positive feelings about oneself.

A belief that one can perform a specific task successfully.

The belief that a person controls their own destiny and what happens to them is their own doing.

The belief that things happen because of other people, luck, or a powerful being.

The practice of answering questions in a way one thinks the company is looking for.

The process with which individuals detect and interpret environmental stimuli.

The tendency to overestimate our performance our performance and capabilities and the see ourselves in a more positive light than other see us.

The tendency to underestimate our performance and capabilities, and to see events in a way that puts ourselves in a more negative light.

How we as human beings overestimate how similar we are to other people.

Generalization based on a perceived group characteristics.
 

This happends when an established stereotype causes one to behave in a certain way, which leads the other party to behave in a way that makes the stereotype come true.

When we pay selective attention to parts of the environment while ignoring other parts.

The casual explanation we give for an observed behavior.

Explaining someone's behavior using the internal characteristics of the actor.

Explaining someone's behavior by referring to the situation.

The degree to which other people behave the same way as the actor.

The degree to which the actor behaves the same way across different situations.

The degree to which the actor behaves the same way on different occasions in the same situation.

The tendency to attribute our failures to the situation while attributing our successes to internal causes

Our opinions, beliefs, and feelins about aspects of our environment.

The feelings people have toward their job.

The emotional attachment people have toward their company they work for

An unwritten understanding about what the employee will bring to the work environment and what the company will provide in exchange.

Violation of the unwritten understanding between the employee and the organization regarding expectations.

Sureys that are given to employees periodically to tract their work attitudes.

A meeting with the departing employee

Or in-role performance, refers to the performance level on factors included in the job description.

Or coginitive abilities, refers to our reasoning abilities, verbal and numerical skills, analytical skills, and overall intelligence leve.

Voluntary behaviors employees perform to help other and benefit the orgization.

Unscheduled absences from work.

An employee's leaving an organization.

People who report wrongdoing

A collection of individuals who interact with each other such that one person's actions have an impact on the others.

Two or more individuals who are aassociated with one another in ways not prescribed by the formal organization.

Is made up of managers, subordinates, or both with close association among group members that influence the behavior of individuals in the group.

Proposed by Bruce Tuckman in 1965 and involved a four-stage map og group evolution.

The fifth and final stage later added to the Tuckman model.

Stage when the group comes together for the first time.

Stage when partcicpants focus less on keeping their guard up as they shed social facades, becoming more authentic and more argumentative.

Stage when participants find it easy to establish their own ground rules (or norms) and define their operating procedures and goals.

Stage when participants are not only getting the work done, but they also pay greater attention to how they are doing it.

The theory that change within groups occurs in rapid, radical spurts rather than graudally over time.

The degree of camaraderie within th group

A tendency to avoid a critical evaluation of ideas the group favors.

The tenency of individuals to put in less effort when working in a group context.

A group's perception of its ability to successfully perform well.

Any aspect of group interaction that inhibits group functioning

A cohesive coalition of people working together to achieve mutual goals.

Tasks that include actually making something such as a building, product, or a marketing plan.

Creative tasks such as brainstorming a new direction or creating a new process.

Refers to coming up with plans for actions and making decisions.

The degree that team members are dependent upon one another to get information, support, or materials from other team members to be effective.

When team members may work independently and simply combine their efforts to create the team's output.

In a team, when one person's output becomes another person's input.

Team members working on each task simultaneously

When the rewards that an individual receives depend on the performance of others.

A type of temporary team which is asked to address a specific issue or problem until it is resolved.

Other teams that may be temporary or ongoing.

Teams that involve individuals from different parts of the organization staff.

Team where members are not located in the same physical place.

Team appointed by the chief executive office (CEO) and, ideally, reflect the skills and areas that the CEO considers vital for the company

Teams where the manager serves as the team leader

Teams that manage themselves and do not report directly to a supervisor. Instead, team mebers select their own leaders, and may even take turn in the leadership role.

teams that have the responsibility as well as the authority to achieve their goals.

A special form of self-managed teams where mebers determine who will lead them with no external oversight

Shared expectations about how things operate within a group or team.

Agreements on established ground rules, goals, and roles.

The process by which information is exchanged between individuals through a common system of symbols, signs, or behavior.

The person iniating a communication

the translation of ideas into words.

The way that a sender's message is conveyed

The person who a message is intended to reach

The process of assigning meaning to a received message

noise

The distortion or withholding of information to manage a person's reactions.

The personal filtering of what we see and hear to suit our own needs.

what occurs when the information processing demands on an individual's time to perform interactions and internal calculations exceed the supply or capacity of time available for such processing.

The informal gossip network within a given organizaiton.

The meaning of a word  or phrase

Jargon

A narrative account of an event or events

Discussions in which the stakes are high, opinions vary, and emotions run strong.

Professionals who create external communications about a client's product, services, or practices for specific receivers.