Important Key Terms Organizational Behavior
Important Key Terms Organizational Behavior, FHNW 2020
Important Key Terms Organizational Behavior, FHNW 2020
Kartei Details
| Karten | 81 |
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| Sprache | English |
| Kategorie | Marketing |
| Stufe | Universität |
| Erstellt / Aktualisiert | 19.06.2020 / 29.04.2024 |
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The ability to influence a group toward the achievement of a vision or set of goals
Leadership
The extent to which a leader has job relationships that are characterized by mutual trust, respect for subordinates’ ideas, and regard for their feelings
Consideration
The degree of confidence, trust, and respect that subordinates have in their leaders
Leader-Member Relations
The degree to which job assignments are regimented/organized
Task Structure
Influence derived from one’s formal structural position in the organization; includes the power to hire, fire, discipline, promote, and give salary increases
Position Power
A long-term strategy for attaining a goal or goals
Vision
A formal articulation of an organization’s vision or mission
Vision Statement
Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements
Transactional Leaders
Leaders who inspire, act as role models, and intellectually stimulate, develop, or mentor their followers, thus having a profound and extraordinary effect on them
Transformational Leaders
Leaders who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly
Authentic Leaders
Supervision that is hostile both verbally and nonverbally
Abusive Supervision
A leadership style marked by going beyond the leader’s own self-interest and instead focusing on opportunities to help followers grow and develop
Servant Leadership
A positive expectation that another will not act opportunistically
Trust
How likely an employee is to trust a leader
Trust Propensity
A senior employee who sponsors and supports a less-experienced employee, called a protégé
Mentor
Evaluative statements or judgements concerning objects, people, or events
Attitudes
Any incompatibility between two or more attitudes or between behavior and attitudes
Cognitive Dissonance
A positive feeling about one’s job resulting from an evaluation of its characteristics
Job Satisfaction
The degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth
Job Involvement
Employees’ belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their autonomy in their work
Psychological Empowerment
The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization
Organizational Commitment
The degree to which people in a country accept that power in institutions and organizations is distributed unequally
Power Distance
An employee’s involvement with, satisfaction with, and enthusiasm for the work he or she does
Employee Engagement
A broad range of feelings that people experience
Affect
Intense, discrete, and short-lived feelings experiences that are often caused by a specific event
Emotions
Feelings that tend to be longer-lived and less intense than emotions and that lack a contextual stimulus
Moods
A situation in which an employee expresses organizationally desired emotions during interpersonal transactions at work (employees act like they have to, e.g. flight attendants are always cheerful)
Emotional Labor
Hiding one’s feelings and forgoing emotional expressions in response to display rules (deals with displayed emotions)
Surface Acting
Trying to modify one’s true feelings based on display rules (deals with felt emotions)
Deep Acting
Inconsistencies between the emotions people feel and the emotions they project
Emotional Dissonance
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