MANA 3335 Test 2

The way in which factors such as skills, abilities, personalities, perceptions, attitudes, values and ethics differ from one idividual to another

The psychological approach to understanding human behavior that involves knowing something about the person and situation

A relatively stable set of characteristics that influence an individual's behavior

A personality theory that advocates breaking down behavior patterns into a series of observable traits in order to understand human behavior

the broad theory that describes personality as a composite of an individual's psychological process

A situation that overwhelms the effects of individual personalities by providing strong cues for appropriate behavior

an individual's generalized belief about internal control (self-control) vs. external control (control by the situation or by others)

An individual's general belief that he or she is capable of meeting job demands in a wide variety of situations 

an individual's general feeling of self-worth

The extent to which people base their behavior cues from other people and situations

An individual's tendency to accentuate the positive aspects of herself, others and the world in general

An individual's tendency to accentuate the negative aspects of himself, others and the world in general

A personality test that elicits and individual's response to abstract stimuli

personality assessments that involve observing an individual's behavior in a controlled situation

A common personality assessment that involves an individual's responses to a seies of questions

An instrument developed to measure Carl Jung's theory of individual differences

Being energized by interaction with other people

Being energized by time alone

Gathering information through a "sixth sense" and focusing on what could be

Gathering information through the 5 sensesand focusing on what ACTUALLY exists

Making decisions in a logical, objective fashion

Making decisions in a personal, value oriented way

Preferring closure and completion in making decisions

Preferring to explore many alternatives with flexibility on spontaneity

The process of interpreting info about another person

the assumption that an individual's behavior is accounted for by the situation 

the tendency to select information that supports our individual viewpoints while discounting information that threatens our viewpoints 

a generalization about a group of people

forming lasting opinions about an individual based on the initial perceptions

overestimating the number of people who share our beliefs, values and behaviors

allowing expectations about people to affect our interaction with them in such a way that those expectations are fulfilled

the process by which individuals try to control the impressions others have on them

a theory that explains how individuals pinpoint the causes of their own and others' behavior 

the tendency to make attributions to internal causes when focusing on someone else's behavoir

the tendency to attribute one's own successes to internal causes and one's failures to external causes

a psychological tendency expressed by evaluating something with a degree of favor or disfavor

the emotional component of an attitude

a state of tension produced when an individual experiences conflict between attitudes and behavior

the process of deriving attitudes from family, peers, religious orgs, and cuolture

a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences 

behavior that is above and beyond the call of duty

any voluntary counterproductive behavior that violates organizational norms and causes some degree of harm to an organization functioning

the strength of an individual's identification with an organization 

organizational commitment based on an individual's desire to remain in an organization.

organizational commitment based on the fact that an individual cannot afford to leave

organizational commitment based on an individual's perceived obligation to remain with an organization.  

mental states that include feelings, physiological changes and the inclination to act

a dynamic process through which the emotions of one person are transferred to another, either consciously or unconsciously, through verbal channels

acting in ways consistent with one's personal values and the commonly held values of the organization and society

enduring beliefs that a specific mode of conduct or end state of existence is personally or socially preferable to an opposite or converse mode of conduct or end state of existence 

values that shape the acceptable behaviors that can be used to achieve some goal or end state

values that shape the acceptable behaviors that can be used to achieve some goal or end state

values that influence the goals to be achieved or the end states of existence

a personality characteristic involving one's willingness to do whatever it takes to get one's own way

The process of moving through stages of maturity with regard to making ethical decisions

the successful implementation of creative ideas in organizations

the production of novel and useful ideas

a difference in the form, quality, or condition of an organization over time

a cycle that begins with the birth of a new technology and ends when that new technology reaches its limits and is replaced by a newer, substantially, better technology

pattern of technological innovation characterized by slow initial progress, then rapid process, then slow process again as a technology matures and reaches its limits

patterns of innovation over time that can create sustainable competitive advantage

when a scientific advance or a unique combination of existing technologies creates a significant breakthrough in performance or function

the phase of a technology cycle characterized by technological subsitution and design competition

the purchase of new technologies to replace older ones

competition between old and new technologies to establish a new technological standard or dominant design

new technological design or process that becomes the accepted market standard

when a new dominant design (ie: significantly better technology) prevents a company from competitively selling its products or makes it diffcult to do so

the phase of a technology cycle in shich companies innovate by lowering costs and improving the functioning and performance of the dominant technological design

work-place cultures in which workers perceive that:
new ideas are welcomed, valued and encouraged

a psychologial state of effortlessness in which you became completely absorbed in what you're doing and time seems to pass quickly

An approach to innovation that assumes a highly uncertain environment and uses intuition, flexible options and hands-on experience to reduce uncertainty and accelerate learning and understanding

a cycle repetition in which a company tests a prototype of a new product or service, improves that design and then builds / tests the improved prototype

a full-scale, working model that is being tested for desighn, function and reliability.

the systematic comparison of different product designs or design iteriations

formal project review points used to assess progress and performance

work teams composed of people from different departments

an approach to innovation that assumes that incremental innovation that assumes that incremental innovation can be planned using a series of steps and that compressing those steps can speed innovation

change based on incremental improvements to a dominant technological design such that the improved technology is fully backward compatible with the older technology

a large decrease in organizational performance that occurs when companies don't anticipate, recognize, neutralize, or adopt to the internal or external pressures that threaten survival

forces that produce differences in the form, quality or condition of an organization over time

forces that support the existing state of conditions in organizations

opposition to change resulting from self-interest, misunderstanding and distrust, and general intolerance to change

getting the people affected by change to believe that change is needed 

the process used to get workers and managers to change their behavior and work practices

change created quickly by focusing on the measurement and improvement of results 

getting the people affected by change to believe that change is needed

the process used to get workers and managers to change their behavior and work practices

supporting and reinforcing new changes to they stick

using formal power and authority to force others to change 

change created quickly by focusing on the measurement and improvement of results 

a 3 day meeting in which managers and employees from different levels and parts of an org quickly generate and act on solutions to specific business problems

a philosophy and collection of planned change interventions designed to improve an organization's long-term health and performance 

the person formally in charge of guiding a change effort

a small number of people with complementarty skills who hold themselves mutually accountable for pursuing a common purpose, achieving performance goals, and improving interdependent work processes 

training team members to do all or most of the jobs performed by the other team members 

behavior in which team members withold their efforts and fail to perform their share of the work

a group composed of 2 or more people who work together to achieve a shared goal

a team that provides advice or makes suggestions to management concerning specific issues

a group that has the authority to make decisions and solve problems related to the major tasks of producing a product or service

a team that manages and contols all of the major tasks of producing a product or service 

a team that has the characteristics of self-managing teams but also controls team design, work tasks, and team membership

a team composed of employees from different functional areas of the org

a team composed of geographically or organizationally dispersed coworkers who use telcommunication and information technologies to accomplish an organizational task

a team created to complete specific, one time projects or tasks within a limited time

informally agreed upon standards that regulate team behavior

the extent to which team members are attracted to a team and motivated to remain in it

the first stage of team development in which team members meet each other, form inital impressions and begin to establish team norms

the 2nd stage of team dev. characterized by conflict and disagreement, in which team members disagree over what the team should do and how it should do it

the 3rd stage of team dev in which the team members begin to settle into their roles, group cohesion grows, and positive team norms develop

the 4th and final stage of team dev.  performance improves because the team has matured into an effective, fully functioning team

the ability to change organizational structures, policies and practices in order to meet stretch goals

the ability to make changes without first getting approval from managers or other parts of an org

the degree to which a person believes that people should be self-sufficient and that loyalty to oneself is more important than loyalty to oneself is more important than loyalty to team or company 

the average level of ability, experience, personality, or any other factor of a team

the variances or differences in ability, experience personality or any other factor of the team

sills such as listening, communicating, questioning and providing feedback that enable people to have effective working relationships with others

compensation system that pays employees for acquiring additional skills or knowledge 

a compensation system in which companies share the financial value of performance gains, such as productivity, cost savings or quality with their workers

the process of finding, developing, and keeping the right people to form a qualified workforce 

an exception in employment law that permits sex, age, religion and the like to be used when making employment decisions but only if they are "reasonably necessary to the normal operation of that particular business"; strictly monitored by the EEOC

intentional discrimination that occurs when people are purposely not given the same hiring, promotion or membership opportunities because of their race, color, sex, age, ethnic group, national origin or religious groups

unintentional discrimination (or any other employment decision) that occurs when members of a particular race, sex or ethnic group are unintentionally harmed or disadvantaged because they are hired, promoted or trained at substantially lower rates than others 

a rule of thumb used by the courts and the EEOC to determine whether there is evidence of adverse impact; a violation of this rule occurs when the selection rate for a protected group is less than 80 percent or 4/5  of the selection rate for a non-protected group

a form of discrimination in which unwelcome sexual advances, requests for sexual favors or other verbal or physical conduct of a sexual nature occurs while performing one's job

form of sexual harassment in which employment outcomes, such as hiring, promotion, or simply keeping one's job depend on whether an individual submits to sexual harassment

a form of sexual harassment in which unwelcome and demanding sexually related behavior creates an intimidating and offensive work environment 

the process of developing a pool of qualified job applicants

a purposeful, systematic process for collecting info on the important work-related aspects of a job

a written description of the basic tasks, duties and responsibilities required of an employee holding a particular job

a written summary of the qualifications needed to successfully perfom a particular job

the process of developing a pool of qualified applicants from people who already work for that company

the process of developing a pool of qualified applicants outsie the company 

the process of gathering info about job applicants to decide who should be offered a job 

the process of determining how well a selection test or procedure predits future job performance; the better or more accurate the predication of future job performance, the more valid a test is said to be

sources such as previous employers, coworkers who can provide job-related info about job candidates

procedures used to verify truthfulness and accuracy of information provided by applicant to possibly uncover negative, job-related background info not provided by the applicant

tests that measure the extent to which an applicant possess the particular king of ability needed to do a job well

tests that measure the extent to whic applicants have abilities in perceptual speed, verbal comprehension, numerical aptitude, general reasoning and spatial aptitude 

extensive surveys that ask applicants questions about their personal backgrounds and life experiences 

tests that require applicants to perform tasks that are actually done on the job

a series of managerial simulations, graded by trained observers, that is used to determine applicants' capability for managerial work

a selection tool in which company reps ask job applicants job-related questions to determine if they are qualified for the job

interviews in which interviewers are free to to ask applicants anyting they want

interviews in which all applicants are asked the same set of standardized questions, usually including situational, behavioral, background and job-knowledge

developing the skills, experience and knowledge employees need to perform their jobs or improve their performance

the process of identifying and prioritizing the learning needs of employees

the process of assessing how well employees are doing their jobs

measures of job performance that are easily and directly counted or quantified 

a rating scale that indicates the frequency with which workers perform specific behaviors that are representative of the job dimeensions critical to successful job performance 

training performance appraisal process in which feedback is obtained from the boss, subordinates, peers and coworkers and employees themselves

the financial and nonfinancial rewards that an organization gives empolyees in exchange for their work

the voluntary or involuntary loss of an employee

a process that determines the worth of each job in a company by evaluating the market value of the knowledge, skills and requirements needed to perform it 

a compensation system in which employees are paid a set rate for each item they produce

a compensation system where employees earn a percentage of each sale they make

a compensation system where the company pays a percentage of its profits to employees in addition to their regular compensation

a compensation system that awards employees shares of company stockin addition to their regular compensation
 

a compensation system that gives employees the right to purchase shares of stock at a set price, even if the value of the stock increases above that price 

a legal doctrine that requires employers to have job related reasons to terminate employees 

the planned elimination of jobs in a company

employment counseling services offered to employees who are losing their jobs because of downsizing

programs that offer financial benefits to employees to encourage them to retire early 

employees transition to retirement by working reduced hours over a period of time before completely retiring

loss of employees who voluntarily choose to leave the company

loss of poor-performing employees who voluntarily choose to leave a company

loss of high-performing employees who voluntarily choose to leave a company

a variety of demographic, cultural, and personal differences among an org's employees and customers 

purposeful steps taken by an org to create employment opportunities for minorities and women

differences such as personality and attitudes that are communicated through verbal and nonverbal behaviors and are recognized only through extended interaction with others 

differences such as age, sex, race, ethnicity and physical disabilities that are observable, easy to measure and typically can't be changed.

the degree to which group members are psychologically attracted to working with each other to accomplish a common objective

treating people differently because of their sex

treating people differently because of their age
(ie: firing, hiring and compensation decisions)

the invisible barrier that prevents women and minorities from advancing to the top jobs in organizations

treating people differently because of their race or ethnicity

a mental or physical impairment that substantially limits one or more major life activities

treating people differently because of their disability

the tendency to respond to situations and events in a predetermined manner

the relatively stable set of behaviors, attitudes and emotions displayed over time that makes people different from each other

the degree to which someone is active, assertive, gregarious,  sociable, talkative and energized by others

the degree to which someone is not angry, depressed, anxious, emotional, insecure, or excitable

the degree to which someone is cooperative, polite, flexible, forgiving, good-natured, tolerant and trusting

the degree to shich someone is organized, hardworking, responsible, persevering, thorough and achievement oriented

the degree to which someone is curious, broadminded, and open to new ideas, things, and experiences; is spontaneous; and has a high tolerance for ambiguity 

a work environment in which 

1.  All members are empowered to contribute in a way that maximizes the benefits of the organization, customers and themselves

2.  the individuality of each member is respected by not segmenting or polarizing people on a basis of their relationship in a particular group 

training that is designed to raise employees' awareness of diversity issues and to challenge the undertlying assumptions or stereotypes they may have about others

training that teaches employees the practical skills they need for managing a diverse work force, such as flexibility and adaptability, negotiation, problem solving and conflict resolution

formal assessments that measure employy and management attitudes, investigate the extent to which people are advantaged or disadvantaged with respecct to hiring and promotions, and review companies' diversity-related policies and procedures 

a mentoring program in which people of different cultural backgrounds, sexes, or races/ethnicities are paired so that they can get to know each other and change any stereotypical beliefs and attitudes