WGU C715 Organization Behavior Complete Study Guide | Latest 2023/2024 Complete solutions

WGU C715 Organization Behavior Complete Study Guide | Latest 2023/2024 Complete solutions Ability - An individual's capacity to perform the various tasks in a job., Accommodating - The willingness of one party in a conflict to place the opponent's interests above his or her own. action research - A change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicate. Affect - A broad range of feelings that people experience. affect intensity - Individual differences in the strength with which individuals experience their emotions. affective component - The emotional or feeling segment of an attitude. 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. Agreeableness - A personality dimension that describes ¬someone who is good natured, cooperative, and trusting. Allostasis - Working to change behavior and attitudes to find stability. anchoring bias - A tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information. Anthropology - The study of societies to learn about human ¬beings and their activities. appreciative inquiry (AI) - An approach that seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance. Arbitrator - A third party to a negotiation who has the authority to dictate an agreement. assessment centers - A set of performance-simulation tests ¬designed to evaluate a candidate's managerial potential. Attitudes - Evaluations employees make about objects, people, or events. attribution theory - An attempt to determine whether an ¬individual's behavior is internally or externally caused. attribution theory of leadership - A leadership theory that says that leadership is merely an attribution that people make about other individuals. authentic leaders - Leaders who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly. Their followers would consider them to be ethical people. Authority - The rights inherent in a managerial position to give orders and to expect the orders to be obeyed. automatic processing - A relatively superficial consideration of evidence and information making use of heuristics. Autonomy - The degree to which a job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out. availability bias - The tendency for people to base their ¬judgments on information that is readily available to them. Avoiding - The desire to withdraw from or suppress a conflict. BATNA - The best alternative to a negotiated agreement; the least the individual should accept. behavioral component - An intention to behave in a certain way toward someone or something. behavioral ethics - Analyzing how people actually behave when confronted with ethical dilemmas. behavioral theories of leadership - Theories proposing that specific behaviors differentiate leaders from nonleaders. behaviorally anchored rating scales (BARS) - Scales that ¬combine major elements from the critical incident and graphic rating scale approaches. The appraiser rates the employees based on items along a continuum, but the points are examples of actual behavior on the given job rather than general descriptions or traits. Behaviorism - A theory that argues that behavior follows stimuli in a relatively unthinking manner. Big Five Model - A personality assessment model that taps five basic dimensions. 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. Bonus - A pay plan that rewards employees for recent performance rather than historical performance. boundary spanning - When individuals form relationships ¬outside their formallyassigned groups. bounded rationality - A process of making decisions by ¬constructing simplified models that extract the essential features from problems without capturing all their complexity. Brainstorming - An idea-generation process that specifically ¬encourages any and all alternatives while withholding any ¬criticism of those alternatives. Bureaucracy - An organization structure with highly routine operating tasks achieved through specialization, very formalized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control, and decision making that follows the chain of ¬command. Centralization - The degree to which decision making is concentrated at a single point in an organization. chain of command - The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom. challenge stressors - Stressors associated with workload, pressure to complete tasks, and time urgency. Change - Making things different. change agents - Persons who act as catalysts and assume the responsibility for managing change activities. channel richness - The amount of information that can be transmitted during a communication episode. charismatic leadership theory - A leadership theory that states that followers make attributions of heroic or extraordinary ¬leadership abilities when they observe certain behaviors. circular structure - An organizational structure in which executives are at the center, spreading their vision outward in rings grouped by function (managers, then specialists, then workers). Citizenship - Actions that contribute to the psychological environment of the organization, such as helping others when not required. coercive power - A power base that is dependent on fear of the negative results from failing to comply.