DSST-Organizational Behavior-Theories – Flashcards
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Robert House-leaders role is to help employees understand
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Path-goal
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Fiedler-Proper match between leader & situation
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Fiedler Contingency
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contingency theory focused followers readiness
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Situational leadership
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Because time pressures leader establishes relationship small group
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LMX-Vertical dyad linkage
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Victor Vroom & Phillip Yetton-Employee Participation in decision making
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Expectancy theory
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Leadership is attribution people make about other individiuals
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Attribution
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Followers make attributions of heoric or extraordinary leadership attributes
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Charismatic leadership
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Leaders who provide individualized consideration & intellectual stimulation & possess charisma
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Transformational leaders
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French & Raven-5 sources of power
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Coercive, reward, legitimate, expert, & referent
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Charasteristics & relationship to persons and work outcomes-Skill variety, task identify, task significance, autonomy, and feedback
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Job characteristic model (JCM)
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Kurt Lewin-Unfreezing, moving, refreezing
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Three step change model
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Robert Katz-3 essential mgmt skills
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Technical skills, human skills, and conceptual skills
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Mgmt that is driven by constant attainment of customer service thru improvement of Organizational processes
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Total quality management (TQM)
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5 traits of personality-openness, conscientiousness, extroversion, aggreeableness, & neuroticism
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Big 5 (also called OCEAN)
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4 charasteristics classify people in 1 of 16 types
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Myers-Briggs Personality tests (MBTI)
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6 personality types fit between personality & occupational environment
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Personality-Job Fit (John Holland)
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Ivan Pavlov-Individuals respond to stimulus they would not ordinarily respond to.
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Classical conditioning
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B F Skinner-conditioning in which undesired behavior leads to reward or punishment
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Operant conditioning
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People learn thru observation & direct experience
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Social-learning
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Occurs when one person inaccurately perceives another resulting in 2nd person behaving in way of the original perception.
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Self-fulfilling or Pygmalion
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Milton rokeach-2 sets of values with each containing 18 individual value items
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Rokeach value study (RVS)
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Leon Festinger-any incompatibiliity between 2 or more attitudes or behavior
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Cognitive dissonance
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Attitudes used after the fact 2 make sense out of what happened
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Self-perception
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Abraham Maslow-Physiological, safety, love, esteem, & self-actualization
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Hierarchy of needs
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Clayton Aderefer-Existence, relatedness, & Growth.
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ERG theory (reworked Maslow's theory of needs)
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Douglas McGregor
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Theory X(lazy) and Theory Y (likes work)
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Frederick Herzberg-intrinsic factors are related job satisfaction while extrinsic related dissatisfication.
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Motivation-hygiene
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David McClelland
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acuired needs=achievement, power, & affiliation
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Allocates extrinsic rewards for behavior that had previously intrinsically rewarded
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Cognitive Evaluation theory
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Specific & difficult goals lead to higher performance
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Goal setting
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Behavior is function of its consequences (counterpoint to goal-setting)
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Reinforcement
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Concerned not only amount reward they get but what others get (John S. Adams)
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Equity
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Victor Vroom-Motivated to exert high levels of effort when think lead good performance/reward.
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Expectancy theory
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Herber Simon-Pick first choice that meets predetermined criteria
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Bounded rationality(heuristics)
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Drucker-Encompasses specific goals set for explicit time period with feedback on goal progress.
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Management by objectives (MBO)
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5 stages group
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Forming, storming, norming, functioning, & disbandment
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Attempts to explain & predict how behavior is aroused, sustained, started, and stopped
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Motivation theory
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Long periods of inertia with brief change triggers primary members awareness of time & deadlines
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Puncutated-equilibrium model
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Decision making model chooses the first solution that is good enough or satisficing & sufficient
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Satisficing model
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Leader obtains effective group performance by first making effective plans, decision, & strategies then communicating them thru directive behavior.
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Cognitive resource theory
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Allport-cardinal trait, central trait, secondary trait, genotypes, & phoneotypes
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Trait theory
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Blade & Mouton-Managerial Grid
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concern for people & concern for production
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Gilbreath-Scientific
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Science of Bricklaying
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Gantt
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Gantt charts-scheduling
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Wrote "The Human side of Enterprise"
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Douglas McGregor
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Referent power
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French & Raven
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360 degree feedback
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Look at Entire picture of employee
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Mintzberg-managerial roles
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Informational, interpersonal, decisional
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Bureaucracy
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Weber
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Humanistic
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Rogers
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Father of scientific management
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TAYLOR
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Father of modern management
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Fayol-classical/administrative
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Mayo & Roethlisberger
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Behavioral/human relations-Hawthorne studies
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Rensis Likert
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SYSTEM 4 (participative)
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Chester Barnard
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systems-inputs/transformations/outputs-everything effects everything else
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Drucker
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productivity (output dividied by input)
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Moreno
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Sociometry
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Ringelmann
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Social loafing
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Grid 1,1
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Indifferent (improverished) evade & elude
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Grid 1,9
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accommodating (country club) yield & comply
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Grid 9,1
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dictatorial (produce or perish) control & dominate
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Grid 5,5
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status quo (middle of road) balance & compromise
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Grid 9,9
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Sound (team style) contribute & commit
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Opportunistic style
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exploit & manipulate
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Paternalistic style
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prescribe & guide
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Power to change
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managers use to praise & support
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Initiative
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taking action, driving & supporting
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Inquiry
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questioninb, researching, & verifying understanding
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Advocacy
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Expressing convictions & championing ideas
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Decision making
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Evaluating resources, choices & consequences
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Conflict resolution
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confronting & resolving disagreements
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Resilience
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Dealing with problems, setbacks & failures
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Critique
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Delivering objectives, candid feedback
