Organizational Behavior Final Exam
Ability - ANS-Degree to which attempt leads to overall performance is modified
Active Listening SKills - ANS-Minimal Encourages, Paraphrasing, Emotional Labeling,
Mirroring, Open-ended questions, I messages, Effective pauses
Autonomy - ANS-degree to which a process affords the worker freedom, independence, and
discretion in scheduling the work and determining the techniques in sporting it out.
BATNA - ANS-Best Alternative to a Negotiated Agreement
Building Blocks of Negotiation - ANS-Parties, Interest, problems
Coercive - ANS-Obtaining compliance thru threatened or real punishment
Conclusion of Milgram's Experiment - ANS-A widespread percentage of humans do what
they are told to do regardless of the content of the act and with out limitations of judgment of
right and wrong, so long as they understand that the command comes from a legitimate
authority
Consideration - ANS-Extent to which a leader is probable to have relationships characterised
with the aid of mutual believe, recognize for subordinates' thoughts, and regard for their
feelings
Contingency Theories of Leadership - ANS-Leader's effect on followers relies upon upon
each the chief's conduct and the traits of the organizational situation
Culture Strength - ANS-A strong culture exists whilst there are a fixed of norms and values
that are widely shared and strongly held
Divergent Creativity - ANS-Entirely new precept or assumption
Effective Pauses - ANS-Used while the negotiator has said something very vital.
Emotional Labeling - ANS-Identifying the subject's anger and their frustration
Equity Theory - ANS-Ratio between what an employee gets from a process and what the
worker contributes to the process need to remain regular
Equity Theory: Inputs - ANS-Education/schooling, competencies, creativity, seniority, age,
character tendencies, attempt, private look
, Equity Theory: Outputs - ANS-Pay/bonuses, fringe advantages, difficult assignments, task
safety, promotions, popularity symbols, recognitions, participation in critical selections
Expectancy - ANS-Belief that effort results in a particular level of overall performance
Expectancy Theory - ANS-how personnel determine which behaviors to perform, how a
good deal attempt to exert, individuals as rational, careful processors of statistics
Expert - ANS-Obtaining compliance because of information, unique skill, or information
Expressive Behavior - ANS-Involves those conduct designed to speak the situation's
frustration, outrage, oppression, despair, and anger.
Feedback - ANS-the degree to which wearing out paintings sports generates direct and clear
data about your own performance.
Fiedler's Contingency Theory - ANS-A model that focuses on the suit between the chief's
predisposition or fashion of interacting with subordinates and the diploma to which the
situation offers control to the chief
Five Core Job Dimensions - ANS-Feedback, Autonomy, Skill Variety, Task Significance, Task
Identity
Fixed Pie Thinking - ANS-An assumption made that if it is accurate for me, it need to be
terrible for the alternative man or woman
Forms of Formal Power - ANS-Coercive, Reward, Legitimate
Forms of Personal Power - ANS-Expert and Referent
General Dependency Postulate - ANS-When you possess something that others require
however which you alone manage, you're making them dependent on you -> Increase
strength
Herzberg's Two Factor Theory - ANS-Hygiene factors save you dissatisfaction, motivator
elements increase satisfaction
I messages - ANS-Help the negotiator display their emotions when the subject begins to
apply profanity, insults and turns into verbally abusive
Incremental Creativity - ANS-Gradual development thru change
Initiating Structure - ANS-Extent to which a pacesetter is likely to define and structure his or
her role and those of subordinates in the look for intention attainment
Instrumental conduct - ANS-Involves substantive needs and truely recognizable desires that
if attained will advantage the subject. This conduct is intention directed and best addressed
thru a strategy of bargaining or hassle fixing
Ability - ANS-Degree to which attempt leads to overall performance is modified
Active Listening SKills - ANS-Minimal Encourages, Paraphrasing, Emotional Labeling,
Mirroring, Open-ended questions, I messages, Effective pauses
Autonomy - ANS-degree to which a process affords the worker freedom, independence, and
discretion in scheduling the work and determining the techniques in sporting it out.
BATNA - ANS-Best Alternative to a Negotiated Agreement
Building Blocks of Negotiation - ANS-Parties, Interest, problems
Coercive - ANS-Obtaining compliance thru threatened or real punishment
Conclusion of Milgram's Experiment - ANS-A widespread percentage of humans do what
they are told to do regardless of the content of the act and with out limitations of judgment of
right and wrong, so long as they understand that the command comes from a legitimate
authority
Consideration - ANS-Extent to which a leader is probable to have relationships characterised
with the aid of mutual believe, recognize for subordinates' thoughts, and regard for their
feelings
Contingency Theories of Leadership - ANS-Leader's effect on followers relies upon upon
each the chief's conduct and the traits of the organizational situation
Culture Strength - ANS-A strong culture exists whilst there are a fixed of norms and values
that are widely shared and strongly held
Divergent Creativity - ANS-Entirely new precept or assumption
Effective Pauses - ANS-Used while the negotiator has said something very vital.
Emotional Labeling - ANS-Identifying the subject's anger and their frustration
Equity Theory - ANS-Ratio between what an employee gets from a process and what the
worker contributes to the process need to remain regular
Equity Theory: Inputs - ANS-Education/schooling, competencies, creativity, seniority, age,
character tendencies, attempt, private look
, Equity Theory: Outputs - ANS-Pay/bonuses, fringe advantages, difficult assignments, task
safety, promotions, popularity symbols, recognitions, participation in critical selections
Expectancy - ANS-Belief that effort results in a particular level of overall performance
Expectancy Theory - ANS-how personnel determine which behaviors to perform, how a
good deal attempt to exert, individuals as rational, careful processors of statistics
Expert - ANS-Obtaining compliance because of information, unique skill, or information
Expressive Behavior - ANS-Involves those conduct designed to speak the situation's
frustration, outrage, oppression, despair, and anger.
Feedback - ANS-the degree to which wearing out paintings sports generates direct and clear
data about your own performance.
Fiedler's Contingency Theory - ANS-A model that focuses on the suit between the chief's
predisposition or fashion of interacting with subordinates and the diploma to which the
situation offers control to the chief
Five Core Job Dimensions - ANS-Feedback, Autonomy, Skill Variety, Task Significance, Task
Identity
Fixed Pie Thinking - ANS-An assumption made that if it is accurate for me, it need to be
terrible for the alternative man or woman
Forms of Formal Power - ANS-Coercive, Reward, Legitimate
Forms of Personal Power - ANS-Expert and Referent
General Dependency Postulate - ANS-When you possess something that others require
however which you alone manage, you're making them dependent on you -> Increase
strength
Herzberg's Two Factor Theory - ANS-Hygiene factors save you dissatisfaction, motivator
elements increase satisfaction
I messages - ANS-Help the negotiator display their emotions when the subject begins to
apply profanity, insults and turns into verbally abusive
Incremental Creativity - ANS-Gradual development thru change
Initiating Structure - ANS-Extent to which a pacesetter is likely to define and structure his or
her role and those of subordinates in the look for intention attainment
Instrumental conduct - ANS-Involves substantive needs and truely recognizable desires that
if attained will advantage the subject. This conduct is intention directed and best addressed
thru a strategy of bargaining or hassle fixing
