MAN 4240

Study of what people think, feel, and do in and around organizations. ch 1

Groups of people who work interdependently toward some purpose. ch 1

Broad concept represented by several perspectives including the organization's fit w/the external environment, interal-subsystems configuration for high performance, emphasis on organizational learning, & ability to satisfy needs of key stakeholders. ch 1

Perspective which holds that organizations depend on the external environment for resources, affect that environment through their output, & consist of internal subsystems that transform inputs to outputs. ch 1

Amount of outputs relative to inputs in the organization's transformation process. ch 1

Cluster of practices to improve organizational efficiency by continuously reducing waste, unevenness, & overburden in the production process. ch 1

Perspective which holds that organizational effectiveness depends on the organization's capacity to acquire, share, use, and store valuable knowledge. ch 1

Ability to recognize the value of new info, assimilate it, & use it for value-added activities. ch 1

Company's stock of knowledge, including human capital, structural capital, & relationship capital. ch 1

Stock of knowledge, skills, and abilities among employees that provides economic value to the organization. ch 1

Storage & preservation of intellectual capital. ch 1

Perspective which holds that effective organization incorporate several workplace practices that leverage the potential of human capital. ch 1

Individuals, organizations, & other entities that affect, or are affected by, the organization's objectives & actions. ch 1

Relatively stable, evaluative beliefs that guide a person's preferences for outcomes/courses of action in a variety of situations. ch 1

Study of moral principles/values that determine whether actions are right/wrong & outcomes are good/bad. ch 1

Organizational activities intended to benefit society & the environment beyond the firm's immediate financial interests/legal obligations. ch 1

Various forms of cooperation & helpfulness to others that support the organization's social & psychological context. ch 1

Voluntary behaviors that have the potential to directly/indirectly harm the organization. ch 1

Ecomonic, social, & cultural connectivity w/people in other parts of the world. ch 1

Observable demographic/physiological differences in people, such as their race, ethnicity, gender, age, & physical disabilities. ch 1

Differences in the psychological characteristics of employees, including personalities, beliefs, values, & attitudes. ch 1

Degree to which a person minimizes conflict between work & nonwork demands. ch 1

Work performed away from the traditional physical workplace by means of info technology. ch 1

Practice of making decisions & taking actions based on research evidence. ch 1

Forces within a person that affect his/her direction, intensity, & persistence of voluntary behavior. ch 2

Natural aptitudes & learned capabilities required to successfully complete a task. ch 2

Skills, knowledge, aptitudes, & other personal characteristics that lead to superior performance. ch 2

Extent to which people understand the job duties (roles) assigned to or expected of them. ch 2

Relatively enduring pattern of thoughts, emotions, & behaviors that characterize a person, along w/the psychological processes behind those characteristics. ch 2

5 abstract dimensions representing most personality traits: conscientiousness, emotional stability, openness to experience, agreeableness, & extroversion. ch 2

Personality dimension describing people who are careful, dependable, & self-disciplined. ch 2

Personality dimension describing people w/high levels of anxiety, hostility, depression, & self-consciousness. ch 2

Personality dimension describing people who are outgoing, talkative, sociable, & assertive. ch 2

Instrument designated to measure the elements of Jungian personality theory, particularly preferences regarding perceiving & judging info. ch 2

Individual's self-beliefs & self-evaluations. ch 2

Person's belief that he/she has the ability, motivation, correct role perceptions, & favorable situation to complete a task successfully. ch 2

Person's general belief about the amount of control he/she has over personal life events. ch 2

Theory that explains self-concept in terms of the person's unique characteristics (personal identity) & membership in various social groups (social identity). ch 2

Cross-cultural value describing the degree to which people in culture emphasize independence & personal uniqueness. ch 2

Cross-cultural value describing the degree to which people in a culture emphasize duty to groups to which people belong & to group harmony. ch 2

Cross-cultural value describing the degree to whcih people in a culture accept unequal distribution of power in a society. ch 2

Cross-cultural value describing the degree to which people in a culture tolerate ambiguity (low uncertainty avoidance) or feel threatened by ambiguity & uncertainty (high uncertainty avoidance). ch 2

Cross-cultural value describing the degree to which people in a culture emphasize competitive versus cooperative relations w/other people. ch 2

Degree to which an issue demands the application of ethical principles. ch 2

Personal characteristic that enables people to recognize the presence of an ethical issue & determine its relative importance. ch 2

Capacity for complex perceiving and thinking characterized by superior awareness of and openness to different ways that others perceive their environment. ch 3

Process of receiving information about and making sense of the world around us. ch 3

Process of attending to some information received by our senses and ignoring other information. ch 3

Organizing people & objects into preconceived categories that are stored in our longterm memory. ch 3

Visual or relational images in our mind that represent the external world. ch 3

Process of assigning traits to people on the basis of their membership in a social category. ch 3

Perceptual process of deciding whether an observed behavior or event is caused largely by internal or external factors. ch 3

Tendency to see the person rather than the situation as the main cause of that person's behavior. ch 3

Tendency to attribute our favorable outcomes to internal factors and our failures to external factors. ch 3

Perceptual process in which out expectations about another person cause that person to act in a way that is consistent with those expectations. ch 3

Perspective of organizational behavior that focuses on building positive qualities and traits within individuals or institutions as opposed to focusing on what is wrong with them. ch 3

Perceptual erro whereby our general impression of a person, usually based on one prominent characteristic, colors our perception of other characteristics of that person. ch 3

Perceptual error in which we quickly form an opinion of people on the basis of the first information we receive about them. ch 3

Perceptual error in which the most recent information dominates our perception of others. ch 3

Perceptual error in which we overestimate the extent to which other have beliefs and characteristics similar to our own. ch 3

Model of mutual understanding that encourages disclosure & feedback to increase our own open area & reduce the blind, hidden, & unknown areas. ch 3

Theory stating that the more we interact with someone, the less prejudiced or perceptually biased we will be against that person. ch 3

Person's understanding of & sensitivity to the feelings, thoughts, and situations of others. ch 3

Relatively permanent change in behavior (or behavioral tendency) that occurs as a result of a person's interaction with the environment. ch 3

Knowledge that is embedded in our actions & ways of thinking & is transmitted only through observation & experience. ch 3

Theory that explains learning in terms of the antecedents & consequences of behavior. ch 3

Theory stating that much learning occurs by observing others & then modeling the behaviors that lead to favorable outcomes & avoiding behaviors that lead to punishing consequences. ch 3

Reinforcement that occurs when an employee has control over a reinforcer but doesn't "take" it until completing a self-set goal. ch 3

Individual attitude & organizational culture in which people welcome new learning opportunities, actively experiment w/new ideas & practices, view reasonable mistakes as a natural part of the learning process, & continuously question past practices. ch 3

Physiological, behavioral, & psychological episodes experienced toward an object, person, or event that create a state of readiness. ch 4

Cluster of beliefs, assessed feelings, & behavioral intentions toward a person, object, or event. ch 4

Condition that occurs when we perceive an inconsistency between our beliefs, feelings, & behavior. ch 4

Effort, planning, & control needed to express organizationally desired emotions during interpersonal transactions. ch 4

Conflict between required & true emotions. ch 4

Set of abilities to perceive & express emotion, assimilate emotion in thought, understand & reason w/emotion, & regulate emotion in oneself & others. ch4

Person's evaluation of his/her job & work context. ch 4

4 ways that employees respond to job dissatisfaction. ch 4

Employee's emotional attachment to, identification with, & involvement in a particular organization. ch 4

Employee's calculative attachment to the organization, whereby the employee is motivated to stay only b/c leaving would be costly. ch 4

Positive expectations one person has toward another person in situations involving risk. ch 4

Adaptive response to a situation that is perceived as challenging or threatening to a person's well-being. ch 4

Model of the stress experience, consisting of 3 stages: alarm reaction, resistance, and exhaustion. ch 4

Process of emotional exhaustion, cynicism, & reduced personal accomplishment that results from prolonged exposure to stressors. ch 4

Any environmental conditions that place a physical or emotional demand on a person. ch4

Repeated & hostile or unwanted conduct, verbal comments, actions, or gestures that affect an employee's dignity or psychological or physical integrity & that result in a harmful work environment for the employee. ch 4

Unwelcome conduct of sexual nature that detrimentally affects the work environment or leads to adverse job-related consequences for its victims. ch 4

Capacity of individuals to cope successfully in the face of significant change, adversity, or risk. ch 4

Person who is highly involved in work, feels compelled to work, & has a low enjoyment of work. ch 4