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› 7 Mg3
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7 Mg3
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Adjourning = The final stage of group development for temporary groups during which group members are concerned with wrapping up activities rather than task performance Conflict = Perceived incompatible differences that result in interference or opposition Dysfunctional conflicts = Conflicts that prevent a group from achieving its conflicts Forming stage = The first stage of group development in which people join the group and then define the group’s purpose, structure, and leadership Functional conflicts = Conflicts that support a group’s goals and improve its performance Group = Two or more interacting and interdependent individuals who come together to achieve specific goals Group cohesiveness = The degree to which group members are attracted to one another and share the group’s goals Groupthink = When a group exerts extensive pressure on an individual to align his or her opinion with other opinions Human relations view of conflict = The view that conflict is a natural and inevitable outcome in any group Interactionist view of conflict = The view that some conflict is necessary for a group to perform effectively Norming stage = The third stage of group development, characterized by close relationships and cohesiveness Norms = Standards and expectations that are accepted and shared by a group’s members Performing stage = The fourth stage of group development when the group is fully functional and works on group task Process conflict = Conflict over how work gets done Relationship conflict = Conflict based on interpersonal relationships Role = Behavior patterns expected of someone occupying a given position in a social unit Social loafing = The tendency for individuals to expend less effort when working collectively than when working individually Status = A prestige grading, position, or rank within a group Storming stage = The second stage of group development, characterized by intragroup conflict Task conflict = Conflicts over content and goals of the work Traditional view of conflict = The view that all conflict is bad and must be avoided Work teams = Groups whose member work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills. Attitudes = Evaluative statements, either favorable or unfavorable, concerning objects, people, or events Attitude surveys = Surveys that elicit responses from employees through questions about how they feel about their jobs, work groups, supervisors, or the organization Attribution theory = A theory used to explain how we judge people differently depending on what meaning we attribute to a given attitude Behavior = The actions of people Behavioral component = That part of an attitude that refers to an intention to behave in a certain way toward someone or something Big Five Model = Personality trait model that includes extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience Cognitive component = That part of an attitude that’s made up of the beliefs, opinions, knowledge, or information held by a person Cognitive dissonance = Any incompatibility or inconsistency between attitudes or between behavior and attitudes Emotions = Intense feelings that are directed at someone or something Emotional intelligence (IE) = The ability to notice and to manage emotional cues and information Employee engagement = When employees are connected to, satisfied with, and enthusiastic about their jobs Employee productivity = A performance measure of both efficiency and effectiveness Fundamental attribution error = The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others Halo effect = A general impression of an individual based on a single characteristic Job involvement = The degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance to be important to self-worth Job satisfaction = An employee’s general attitude toward his or her job Learning = Any relatively permanent change in behavior that occurs as a result of experience Locus of control = The degree to which people believe they are masters of their own fate Machiavellianism = A measure of the degree to which people are pragmatic, maintain emotional distance, and believe that ends justify means Operant conditioning = A theory of learning that says behavior is a function of its consequences Organizational citizenship behavior (OCB) = Discretionary behavior that is not part of an employee’s formal job requirements, but which promotes the effective functioning of the organization Perceived organizational support = Employees’ general belief that their organization values their contribution and cares about their well-being Perception = A process by which we give meaning to our environment by organizing and interpreting sensory impressions Personality = The unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interact with others Proactive personality = People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs Organizational commitment = The degree to which an employee identifies with a particular organization and its goals and wishes to maintain the membership in that organization Resilience = An individual’s ability to overcome challenges and turn them into opportunities Self-esteem = An individual’s degree of like or dislike for himself or herself Self-monitoring = A personality trait that measures the ability to adjust behavior to external situational factors Self-serving bias = The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors Shaping behavior = The process of guiding learning in graduated steps using reinforcement or lack of reinforcement Social learning theory = A theory of learning that says people can learn through observation and direct experience Stereotyping = Judging a person on the basis of one’s perception of a group to which he or she belongs Turnover = The voluntary and involuntary permanent withdrawal from an organization Workplace misbehavior = Any intentional employee behavior that is potentially damaging to the organization or to individuals within the organization Active listening = Listening for full meaning without making premature judgments or interpretations Body language = Gestures, facial configurations, and other body movements that convey meaning Channel = The medium a message travels along Communication = The transfer and understanding of meaning Communication networks = The variety of patterns of vertical and horizontal flows of organizational communication Communication process = The seven elements involved in transferring meaning from one person to another Decoding = Retranslating a sender’s message Diagonal communication = Communication that cuts across work areas and organizational levels Downward communication = Communication that flows downward from a manager to employees Encoding = Converting a message into symbols Ethical communication = Communication that includes all relevant information, is true in every sense and is not deceptive in any way Filtering = The deliberate manipulation of information to make it appear more favorable to the receiver Formal communication = Communication that takes place within prescribed organizational work arrangements Grapevine = The informal organizational communication network Informal communication = Communication that is not defined by the organization’s structural hierarchy Information overload = When information exceeds our processing capacity Interpersonal communication = Communication between two or more people Jargon = Specialized terminology or technical language that members of a group use to communicate among themselves Lateral communication = Communication that takes place among any employees on the same organizational level Message = A purpose to be conveyed Noise = Any disturbances that interfere with the transmission, receipt, or feedback of a message Nonverbal communication = Communication transmitted without words Open workplaces = Workplaces with few physical barriers and enclosures Organizational communication = All the patterns, networks and systems of communication within an organization Upward communication = Communication that flows upward from employees to managers Verbal intonation = An emphasis given to words or phrases that conveys meaning Autonomy = The degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling work and determining the procedures to be used in carrying it out Distributive justice = Perceived fairness of the amount and allocation of rewards among individuals Employee recognition programs = Personal attention and expressing interest, approval, and appreciation for a job well done Esteem needs = A person’s needs for internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention Equity theory = The theory that an employee compares his or her job’s input-outcomes ratio with that of relevant others and then corrects any inequity Expectancy theory = The theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual Feedback = The degree to which carrying out work activities required by a job results in the individual’s obtaining direct and clear information about his or her performance effectiveness Goal-setting theory = The proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals Hierarchy of needs theory = Maslow’s theory that human needs-physiological, safety, social, esteem, and self-actualization-form a sort of hierarchy High-involvement work practices = Work practices designed to elicit greater input or involvement from workers Hygiene factors = Factors that eliminate job dissatisfaction, but don’t motivate Job characteristics model (JCM) = A framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships, and their impact on outcomes Job depth = The degree of control employees have over their work Job design = The way tasks are combined to form complete jobs Job enlargement = The horizontal expansion of a job by increasing job scope Job enrichment = The vertical expansion of a job by adding planning and evaluating responsibilities Job scope = The number of different tasks required in a job and the frequency with which those tasks are repeated Motivation = The process by which a person’s efforts are energized, directed, and sustained toward attaining a goal Motivators = Factors that increase job satisfaction and motivation Need for achievement (nAch) = The drive to succeed and excel in relation to a set of standards Need for affiliation (nAff) = The desire for friendly and close interpersonal relationships Need for power (nPow) = The need to make others behave in a way that they would not have behaved otherwise Open-book management = A motivational approach in which an organization’s financial statements (the “books”) are shared with all employees Pay-for-performance program = Variable compensation plans that pay employees on the basis of some performance measure Physiological needs = A person’s needs for food, drink, shelter, sexual satisfaction, and other physical needs Proactive perspective of work design = An approach to job design in which employees take the initiative to change how their work is performed Procedural justice = Perceived fairness of the process used to determine the distribution of rewards Referents = The persons, systems, or selves against which individuals compare themselves to assess equity Reinforcement theory = The theory that behavior is a function of its consequences Reinforcers = Consequences immediately following a behavior, which increase the probability that the behavior will be repeated Relational perspective of work design = An approach to job design that focuses on how people’s tasks and jobs are increasingly based on social relationships Safety needs = A person’s needs for affection, belongingness, acceptance, and friendship Self-actualization needs = A person’s need to become what he or she is capable of becoming Self-efficacy = An individual’s believe that he or she is capable of performing a task Skill variety = The degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents Task identity = The degree to which a job requires completion of a whole and identifiable piece of work Task significance = The degree to which a job has a substantial impact on the lives or work of other people Theory X = The assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform Theory Y = The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction Three-needs theory = The motivation theory that says three acquired (not innate) needs – achievement, power, and affiliation – are major motives in work Two-factor theory (motivation-hygiene theory) = The motivation theory that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction Autocratic style = A leader who dictates work methods, makes unilateral decisions, and limits employee participation Behavioral theories = Leadership theories that identify behaviors that differentiated effective leaders from ineffective leaders Charismatic leader = An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways Coercive power = The power a leader has to punish or control Consideration = The extent to which a leader has work relationships characterized by mutual trust and respect for group members’ ideas and feelings Credibility = The degree to which followers perceive someone as honest, competent, and able to inspire Democratic style = A leader who involves employees in decision making, delegates authority, and uses feedback as an opportunity for coaching employees Expert power = Power that’s based on expertise, special skills, or knowledge Fiedler contingency model = A leadership theory proposing that effective group performance depends upon the proper match between a leader’s style and the degree to which the situation allows the leader to control and influence High-high leader = A leader high in both initiating structure and consideration behaviors Initiating structure = The extent to which a leader defines his or her role and the roles of group members in attaining goals Laissez-faire style = A leader who lets the group make decisions and complete the work in whatever way it sees fit Leader = Someone who can influence others and who has managerial authority Leader-member exchange theory (LMX) = The leadership theory that says leaders create in-groups and out-groups and those in the in-group will have higher performance ratings, less turnover, and greater job satisfaction Leader-member relations = One of Fiedler’s situational contingencies that describes the degree of confidence, trust, and respect employees had for their leader Leadership = A process of influencing a group to achieve goals Least-preferred coworker (LPC) questionnaire = A questionnaire that measures whether a leader is task or relationship oriented Legitimate power = The power a leader has as a result of his or her position in the organization Managerial grid = A two-dimensional grid for appraising leadership styles Path-goal theory = A leadership theory that says the leader’s job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the goals of the group or organization Position power = One of Fielder’s situational contingencies that describes the degree of influence a leader has over activities such as hiring, firing, discipline, promotions, and salary increases Readiness = The extent to which people have the ability and willingness to accomplish a specific task Referent power = Power that arises because of a person’s desirable resources or personal traits Reward power = The power a leader has to give positive rewards Situational leadership theory (SLT) = A leadership contingency theory that focuses on followers’ readiness Task structure = One of Fiedler’s situational contingencies that describes the degree to which job assignments are formalized and structured Transactional leaders = Leaders who lead primarily by using social exchanges (or transactions) Transformational leaders = Leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes Trust = The belief in the integrity, character, and ability of a leader Visionary leadership = The ability to create and articulate a realistic, credible, and attractive vision of the future that improves upon the present situation Bias = A tendency or preference toward a particular perspective or ideology Deep-level diversity = Differences in values, personality, and work preferences Discrimination = When someone acts cut their prejudicial attitudes toward people who are the targets of their prejudice Diversity skills training = Specialized training to educate employees about the importance of diversity and teach them skills for working in a diverse workplace Employee resource groups = Groups made up of employees connected by some common dimension of diversity Ethnicity = Social traits (such as cultural background or allegiance) that are shared by a human population Glass ceiling = The invisible barrier that separates woman and minorities from top management positions Mentoring = A process whereby an experienced organizational member (or mentor) provides advice and guidance to a less-experienced member (a protégé) Prejudice = A preconceived believe, opinion, or judgment toward a person or a group of people Race = The biological heritage (incl. skin color and associated traits) that people use to identify themselves Stereotyping = Judging a person based on perception of a group to which that person belongs Surface-level diversity = Easily perceived differences that may trigger certain stereotypes, but that do not necessarily reflect the ways people think or feel Workplace diversity = The ways in which people in an organization are different from and similar to one another Affirmative action = Organizational programs that enhance the status of members of protected groups Board representatives = Employees who sit on a company board of directors and represent the interests of the firm’s employees Decruitment = Reducing an organization’s workforce Downsizing = The planned elimination of jobs in an organization Family-friendly benefits = Benefits that accommodate employees’ needs for work-life balance High-performance work practices = Work practices that lead to both individual and high organizational performance Human resource planning = Ensuring that the organization has the right number and kinds of capable people in the right places and at the right time Job analysis = An assessment that defines jobs and the behaviors necessary to perform them Job description = A written statement that describes a job Job specification = A written statement of the minimum qualifications that a person must possess to perform a given job successfully Labor union = An organization that represents workers and seeks to protect their interests through collective bargaining Orientation = Introducing a new employee to his or her job and the organization Performance management system = Establishes performance standards that are used to evaluate employee performance Realistic job preview (RJP) = A preview of a job that provides both positive and negative information about the job and the company Recruitment = Locating, identifying, and attracting capable applicants Selection = Screening job applicants to ensure that the most appropriate candidates are hired Sexual harassment = Any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individual’s employment, performance, or work environment Skill-based pay = A pay system that rewards employee for the job skills they can demonstrate Variable pay = A pay system in which an individual’s compensation is contingent on performance Work councils = Groups of nominated or elected employees who must be consulted when management makes decisions involving personnel
Ingezonden op 16-04-2014 - 655x bekeken.
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