Section 1
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Attitude - values
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Last updated
6 years ago
Date created
Mar 1, 2020
Cards (78)
Section 1
(50 cards)
Attitude - values
The guidelines and beliefs that a person uses when confronted with a situation in which a choice must be made
Model of the individual behavior framework
The environment (work and nonwork component) The individual (differences and psychological variables) Behaviors (problem solving, thinking process, communication and movement) Outcomes (short and long term performance, personal development, relations with others and satisfaction)
Organizational Processes
Communication, decision-making
Organizational Structure
Job design and organizational design
Attitudes - job satisfaction
Attitude that workers have about their jobs which results from their perception of the jobs, including 5 components a. pay (the amount received and perceived equity of pay) b. job (the extent to which job tasks are considered interesting and provide opportunities for learning and for accepting responsibility) c. promotion opportunities (the availability of opportunities for advancement) d. supervisor (the supervisor's abilities to demonstrate interest in and concern about employees)
Political Conditions
Characteristics of the political processes and institutions in a society, degree of political stability, electoral outcomes, political party alignments and success, policy initiatives
Anticipatory Socialization
Recruitment using realistic job previews; selection and placement using realistic career paths
Cultural Conditions
Predominant values, attitudes, beliefs, social customs, socialization processes concerning such things as sex roles, family structure, work orientation, and religious practices
Accommodation Socialization
Tailor made and individualized orientation programs; social as well as technical skills training; supportive and accurate feedback; challenging work assignments; and demanding fair supervisors
Individual psychological variables
1. perception 2. attribution 3. attitudes 4. personality 5. creativity 6. emotional intelligence
Mission
A statement which gives an organization's reason for being; whit it exist
Market Culture
An emphasis on sales growth, increased market share, financial stability, and profitability are attributes of a market culture
Activity
An action or input which contributes to the accomplishment of an object
System theory approach
Systems refer to a group0ing of elements that individually establish relationship with each other and that interact with their environment both as individuals and as a collective, including four basic elements 1. inputs 2. process 3. outputs 4. environments Organizations are social entities existing as parts of a larger environments and they function to satisfy the demands of the environments
Goal approach
Perspective on effectiveness that emphasizes the central role of goal achievement as a criterion or assessing effectiveness. Organizations are rational, purposive entities pursuing specific missions, goals, and objectives
Bureaucratic Culture
An organization that emphasizes rules, policies, procedures, chain of command, and centralized decision making has a bureaucrayic ulture
The Organization's Environment
Political, economic, social, and technological changes
Socialization Stages (3)
1. Anticipatory 2. Accommodation 3. Role Mangement
Attitudes
Mental states of readiness for need arousal The three components of attitudes a. affect (the emotional segment of an attitude) b. cognition (the perception, opinion, or belief segment of an attitude) c. behavior (the action that results form an attitude)
Perception
The process by which an individual gives meaning to the environment The perception process (major components) -reality in the work organization (stimuli) -the person's perceptual process (observation, evaluation and interpretation of reality) -outcomes (attitudes and behavior)
Socialization
The process by which organizations bring new employees into the culture. It involves a transmittal of values, assumptions, and attributes from the older to the newer employees
Economic Conditions
Levels of prosperity, inflations, interest rates, and tax rates; characteristics of labor, capital, and economic markets within and between nations
Organizational Development and Change
Managing changes and effectiveness
Demographic Conditions
Characteristics of the population, such as age, gender, race, religion, ad ethnic catergories
Culture
A pattern of assumptions that are invented, discovered, or developed to learn to cope with organizational life
Value
The conscious, affective desires or wants of people that guide their behavior
Ecological Conditions
Characteristics of the physical environment, including climate, geographical characteristics, pollution, natural resources, and the nature and density of organizational populations
Goal
A broad directional statement of emphasis or intent to do or accomplish something in the future e.g. to increase student enrollments in the Department of Public Administration
Organizations
Entities that enable society to pursue accomplishments that can't be achieved by individuals acting alone
Attitude - cognitive dissonance
Situation where an individuals cognitive and behavior components of his attitudes ate discrepant
Organization Behavior
Individual characteristics, motivation, rewards, and appraisal, group behavior, intergroup behavior, and conflict, power and politics, and leadership
Causes of Effectiveness
Individual (ability, skill, knowledge, attitude) Organizational (environment, technology, strategy, structure, and culture)
Abilities
A biological or learned trait that permits a person to do something mental or physical. Skills task related competencies. Job analysis is a process of defining and studying a job in terms of behavior and specifying education and training needed to perform the job
Organizational Behavior (OB)
The study of individuals's perceptions, values, learning capacities, and actions while working in groups within the organization; analyzing the external environment's effect on the organization and its human resources, missions, objectives, and strategies
Role Management Socialization
Provision of professional counseling; adaptive and flexible work assignments; sincere person oriented managers
Clan Culture
Being a part of a working family, following tradition and rituals, teamwork and spirit, self management, and social influence are characteristics of clan culture
Four types of culture
1. bureaucratic 2. clan 3. entrepreneurial 4. market
The nature of managerial work
POSDCORB (planning, organizing, staffing, directing, coordinating, reporting, and budgeting) Three perspectives of effectiveness 1. management performs the functions of planning, organizing, leading, controlling, to coordinate the behavior of individuals, groups, and organizations and to attain individual, group and organizational effectiveness
Stakeholder approach
Perspective that emphasizes the relative importance of different groups and individuals interests in an organization; direct vs indirect stakeholders and internal vs. external stakeholders
Attribution
The process of perceiving the causes of behavior and outcomes Dispositional attribution - emphasize some aspects of the individual, such as ability or skill to explain behavior Situational attributions - emphasize the environment's effect on behavior
Individual differences
The study of individual differences such as attitudes, perceptions, and abilities helps a manager explain differences in performance levels 1. abilities 2. demographics
Legal Conditions
Laws, regulations, legal procedures, court decisions; characteristics of legal institutions and values (e.g. provisions for individual rights and jury trials)
Entrepreneurial Culture
Innovation, creativity, risk taking, ad aggressively seeking opportunities illustrate an entrepreneurial culture
Technological Conditions
The general level of knowledge and capacity in science, engineering, medicine, and other substantive areas; general capacities for communication, transportation, and information processing (e.g. E government)
The evolution of a positive culture - Cohesive organizational culture through four intervening conditions (HOME)
1. Develop a sense of history (H) -elaborate on history and communications about and by heroes and others 2. Create sense of oneness (O) -leadership and role modeling and communicating norms and values 3. Promote a sense of Memberships (M) a. rewards systems b. career management and ob security c recruiting and staffing d. socialization of new staff members e. training and development 4. Increasing exchange among members (E) a. member contract b. participative decision making c. intergroup condition d. personal exchange
Objectives
A desirable specific output or result which is measurable, observable, or identifiable, with a timetable and a person who is accountable or responsible for its accomplishment e.g. PA department will increase the number of enrollment by 10% in the next three years
Personality
A stable set of characteristics and tendencies that determine commonalities and differences in people's behavior major forces influencing personality are: -heredity forces -cultural forces -family relationships -social class -other groups membership forces
Organizational Culture
What the employees perceive and how this perception creates a pattern of beliefs, values, and expectationd
Three Ways to think about effectiveness
1. Goal approach 2. System theory approach 3. Stakeholder approach
Demographics
Gender differences, racial and cultural diversity. Diversity describes human qualities such as race, gender, and ethnicity that are different from our own and that are outside the groups to which we belong
Section 2
(28 cards)