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An individual who achieves goals through other people


a consciously coordinated special unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals


a process that includes defining goals, establishing strategy, and developing plans to coordinate activities


determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made


a function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts


monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations


(interpersonal role) symbolic head; required to perform a number of routine duties of a legal or social nature


(interpersonal role) responsible for the motivation and direction of employees


(interpersonal role) maintains a network of outside contacts who provide favors and information


(informational role) receives a wide variety of information; serves as nerve center of internal and external information of the organization


(informational role) transmits information received from outsiders or from other employees to members of the organization


(informational role) transmits information to outsiders on organization's plans, policies, actions, and results; serves as expert on organization's industry


(decisional role) searches organization and its environment for opportunities and initiates projects to bring about change

disturbance handler

(decisional role) responsible for corrective action when organization faces important, unexpected disturbances

resource allocator

(decisional role) makes or approves significant organizational decisions


(decisional role) responsible for representing the organization at major negotiations

technical skills

the ability to apply specialized knowledge or expertise

human skills

the ability to work with, understand, and motivate other people, both individually and in groups

conceptual skills

the mental ability to analyze and diagnose complex situations

traditional management

decision making, planning, and controlling


exchanging routine information and processing paperwork

human resource management

motivating, disciplining, managing conflict, staffing and training


socializing, politicking, and interacting with outsiders

organizational behavior (OB)

a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization's effectiveness

systematic study

looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence

evidence-based management (EBM)

the basing of managerial decisions on the best available scientific evidence


a gut feeling not necessarily supported by research


the science that seeks to measure, explain, and sometimes change the behavior of humans and other animals

social psychology

an area of psychology that blends concepts from psychology and sociology and that focuses on the influence of people to one another


the study of people in relation to their social environment or culture


the study of societies to learn about human beings and their activities

contingency variables

situational factors: variables that moderate he relationship between two or more variables

workforce diversity

the concept that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and inclusion of other diverse groups

positive organizational scholarship

an area of OB research that concerns how organizations develop human strength, foster vitality and resilience, and unlock potential

ethical dilemmas and ethical choices

situations in which individuals are required to define right and wrong conduct


an abstraction or reality. a simplified representation of some real-world phenomenon


variables that lead to processes


actions that individuals, groups, and organizations engage in as a result of inputs and that lead to certain outcomes


key factors that are affected by some other variables

task performance

the combination of effectiveness and efficiency at doing your core job tasks

citizenship behavior

discretionary behavior that contributes to the psychological and social environment of the workplace

withdrawal behavior

the set of actions employees take to separate themselves from the organization

group cohesion

the extent to which members of a group support and validate one another while at work

group functioning

the quantity and quality of a work group's output


the combination of the effectiveness and efficiency of an organization


the degree to which an organization meets the needs of its clientele or customers


the degree to which an organization can achieve its ends at a low cost

organizational survival

the degree to which an organization is able to exist and grow over the long term

surface-level diversity

differences in easily perceived characteristics such as gender, race, ethnicity, age, or disability, that do not necessarily reflect the ways people think or feel but that may activate certain stereotypes

deep-level diversity

differences in vales, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better


noting of a difference between things; often we refer to unfair discrimination, which means making judgements about individuals based on stereotypes regarding their demographic group

discriminatory policies or practices

actions taken by representatives of the organization that deny equal opportunity to perform or unequal rewards for performance

sexual harassment

unwanted sexual advances and other verbal or physical conduct of a sexual nature that create a hostile or offensive work environment


overt threats or bullying directed at members of specific groups or employees

mockery and insults

jokes or negative stereotypes; sometimes the result of jokes taken too far


exclusion of certain people from job opportunities, social events, discussions, or informal mentoring; can occur unintentionally


disrespectful treatment, including behaving in an aggressive manner, interrupting the person, or ignoring his or her opinions

biographical characteristics

personal characteristics-such as age, gender, race, and length of tenure-that are objective and easily obtained from personnel records. These characteristics are representative of surface-level diversity


an individual's capacity to perform the various tasks in a job

intellectual abilities

the capacity to do mental activities-thinking, reasoning, and problem solving

general mental ability (GMA)

an overall factor of intelligence, as suggested by the positive correlations among specific intellectual ability dimensions

number aptitude

ability to do speedy and accurate arithmetic

verbal comprehension

ability to understand what is read or heard and the relationship of words to each other

perceptual speed

ability to identify visual similarities and differences quickly and accurately

inductive reasoning

ability to identify a logical sequence in a problem and then solve the problem

deductive reasoning

ability to use logic and asses the implications of an argument

spatial visualization

ability to imagine how an object would look if its position in space were changed


ability to retain and recall past experiences

physical abilities

the capacity to do tasks that demand stamina, dexterity, strength, and similar characteristics

dynamic strength

ability to exert muscular force repeatedly or continuously over time

trunk strength

ability to exert muscular strength using the trunk (abdominal) muscles

explosive strength

ability to exert force against external objects

extent flexibility

ability to move the trunk and back muscles as far as possible

dynamic flexibility

ability to make rapid, repeated flexing movements

body coordination

ability to coordinate the simultaneous actions of different parts of the body


ability to maintain equilibrium despite forces pulling off balance


ability to continue maximum effort requiring prolonged effort over time

diversity management

the process and programs b which managers make everyone more aware of and sensitive to the needs and differences of others


evaluative statements or judgements concerning objects, people, or events

cognitive component

the opinion or belief segment of an attitude

affective component

the emotional or feeling segment of an attitude

behavioral component

an intention to behave in a certain way toward someone or something

cognitive dissonance

any incompatibility between two or more attitudes or between behavior and attitudes

job satisfaction

a positive feeling bout one's job resulting from an evaluation of its characteristics

job involvement

the degree to which a person dientifies with a job, actively participates in it, and considers performance important to self-worth

psychological empowerment

employees' belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their perceived autonomy in their work

organizational commitment

the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization

perceived organizational support (POS)

the degree to which employees believe an organization values their contribution and cares about their well-being

employee engagement

an individual's involvement with, and enthusiasm for the work he or she does

core self-evaluations

bottom-line conclusions individuals have about their capabilities, competence, and worth as a person


dissatisfaction expressed through behavior directed toward leaving the organization


dissatisfaction expressed through active and constructive attempts to improve conditions


dissatisfaction expressed by passively waiting for conditions to improve


dissatisfaction expressed through allowing conditions to worsen


a broad range of feelings that people experience


intense feelings that are directed at someone or something


feelings that tend to be less intense than emotions and that lack a contextual stimulus

positive affect

a mood dimension that consists of specific positive emotions such as excitement, self-assurance, and cheerfulness at the high end and boredom, sluggishness, and tiredness at the low end

negative effect

a mood dimension that consists of emotions such as nervousness, stress, and anxiety at the high end and relaxation, tranquility, and poise at the low end

positivity offset

the tendency of most individuals to experience a mildly positive mood at zero input (when nothing in particular is going on)

affect intensity

individual differences int he strength with which individuals experience their emotions

illusory correlation

the tendency of people to associate two events when in reality there is no connection

emotional labor

a situation in which an employe expresses organizationally desired emotions during interpersonal transactions at work

emotional dissonance

inconsistencies between the emotions people feel and the emotion they project

felt emotions

an individual's actual emotions

displayed emotions

emotions that are organizationally required and considered appropriate in a given job

surface acting

hiding one's inner feelings and forgoing emotional expressions in response to display rules

deep acting

trying to modify one's true inner feelings based on display rules

affective events theory (AET)

a model that suggests that workplace events cause emotional reactions on the part of employees, which then influence workplace attitudes and behaviors

emotional intelligence (EI)

the ability to detect and to manage emotional cues and information

emotional contagion

the process by which peoples' emotions are caused by the emotions of others


enduring characteristics that describe an individual's behavior


factors determined at conception; one's biological, physiological, and inherent psychological makeup

personality traits

enduring characteristics that describe an individual's behavior

Myers-Briggs type indicator (MBTI)

a personality test that taps four characteristics and classifies people into 1 of 16 personality types

big five model

a personality assessment model that taps five basic dimensions


a personality dimension describing someone who is sociable, gregarious, and assertive


a personality dimension that describes someone who is good natured, cooperative, and trusting


a personality dimension that describes someone who is responsible, dependable, persistent, and organized. only reliable one of the big 5

emotional stability

a personality dimension that characterizes someone as calm, self-confident, secure (positive) versus nervous, depressed, and insecure (negative)

openness to experience

a personality dimension that characterizes someone in terms of imagination, sensitivity, and curiosity

core self-evaluation

bottom-line conclusions individuals have about their capabilities, competence, and worth as a person


the degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means


the tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement


a personality trait that measures an individual's ability to adjust his or her behavior to external, situational factors

proactive personality

people who identify opportunities, show initiative, take action, and persevere until meaningful change occurs


basic convictions 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

value system

a hierarchy based on a ranking of an individual's values in terms of their intensity

terminal values

desirable end-states of existence; the goals a person would like to achieve during his or her lifetime

instrumental vales

preferable modes of behavior or means of achieving one's terminal values

personality-job fit theory

a theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover

power distance

a national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally


a national culture attribute that describes the degree to which people prefer to act as individuals rather than as members of groups


a national culture attribute that describes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them


a national culture attribute that descries the extent to which the culture favors traditional masculine wrk roles of achievement, power, and control. Societal values are characterized by assertiveness and materialism


a national culture attribute that indicates little differentiation between male and female roles; a high rating indicates that woman are treated as the equals of men in all aspects of the society

uncertainty avoidance

a national culture attribute that describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them

long-term orientation

a national culture attribute that emphasizes the future, thrift, and persistence

short-term orientation

a national culture and attribute that emphasizes the past and present, respect for tradition, and fulfillment of social obligations

video on Wed. Aug 22 (2nd Day)

the office: Michael Scott & Tony Flenderson. Michael is the boss and Tony is HR. Hostile work environment, manager's not treating his employees correctly.

order of managers

direct report, first line supervisors, line level. direct report can't be successful without the work from first line supervisors and line level employees and vise versa.

Mintzberg's managerial roles

interpersonal, information, decisional

successful managers vs. effective managers

successful managers are personally successful through networking, effective managers are reaching success in their department, getting things done right through communication

management research methodology

correlational or survey research

experimental methodology

better for determining causation through manipulating independent variables and seeing their effects on dependent variables, importance of random assignment. lab studies/field studies: controlling confounds verses generalizability

In this decade, almost all of the USA's population growth comes from


the vast majority of the fortune 500 companies now offer

domestic partner benefits to their employees-considered a bell-weather measure of employee orientation

personas aged 50 and older compromise the..

largest and fastest growing population group-the baby boomers and people living longer due to medical advances

most accommodations made by employers for employees with disabilities cost less than

$1000-about 1/3 are free

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