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COMM 202/329 Final Exam Reference Sheet

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Department
Commerce
Course
COMM 292
Professor
All Professors
Semester
Fall

Description
Organizational Behaviour Final Exam Reference Sheet Registered Name Student ID # Course (292 or 329) Section # Action research –based on the systematic Conformity – Adjusting one’s behaviour to First-order change – linear, continuous collection of data and then selection of a align w/ the norms of the group change change action based on what the analyzed Conscientiousness –a person in responsible, Framing – selective use of perspective that data dependable, persistent, and achievement- alters the way we view a situation in Affective commitment – An individual’s oriented formulating a decision emotional attachment to the organization Consensus –asks if everyone faced with a Fundamental Attribution error – Affective conflict – Conflict that’s emotional similar situation responds in the same way underestimate the influence of external factors and aimed at a person rather than an issue. Contingency approach – considers behaviour and vice versa Agreeableness – A personality factor that within the context in which it occurs Groupshift – initial positions of individual describes the degree to which a person is Contingency theories – Propose leadership Group members become exaggerated cuz of good-natured, cooperative, and trusting effectiveness is dependent on the situation the interactions of the group Appreciative inquiry –seeks to identify the Continuance commitment – a person’s Groupthink – group pressures for conformity unique qualities and special strengths of an calculation to stay with the org based on the prevent the group from critically appraising organization, which can then be built on to perceived costs of leaving the organization unusual, minority, or unpopular views. improve performance. Contrast effects –reaction to one person is Halo effect – drawing a general impression of Arbitrator – A third party to a negotiation who often influenced by other ppl we have recently an indiv. On the basis of a single characteristic has the authority to dictate an agreement encountered Idea champions – who actively promote an Attribution theory –t when we observe what Defensiveness –verbal attacking, making idea, support, and overcome resistance to it. seems like atypical behaviour by an individual, sarcastic remarks to defend themselves Imitation strategy – moving into new products we attempt to determine whether it is internally Delegation – Assignment of authority to only after their viability has been proven or externally caused another person to carry out specific duties, Initiating structure – define his and his Autonomy –job provides substantial freedom, allowing the employee to make some of the employee’s role to attain goals independence, and discretion to the individual decisions Instrumentality – performance is related to in scheduling the work and determining the Distinctive competencies – What an org rewards procedures to be used in carrying it out delivers better than its competition Integrative bargaining – seeks one/more Availability heuristic – The tendency for ppl Distinctiveness – asks if an individual acts settlements that create a win-win solution to base their judgment on information that’s similarly across a variety of situations Interacting groups – face-to-face interaction readily available to them rather than complete Distributive bargaining – divide up a fixed Internals – they control their destinies data amt of resources; win-lose Intrinsic motivation – internal desire to do sth BATNA – The best alternative to a negotiated Double-loop learning – errors are corrected Intuitive decision making – sixth-sense agreement; the outcome an individual faces if by modifying the org’s objectives and policies Knowledge mgmt – right info gets to the right negotiations fail Employee deviance – voluntary actions that ppl at the right time Bounded rationality – Limitations on a violate established norms and threaten the org. Leader-participation model – provides a set person’s ability to interpret, process, and act Employee-oriented leader – who emphasizes of rules to determine the form and amt of on information interpersonal relations participative decision making in diff situations Chain of command – The unbroken line of ESOP – employees acquire stock as their Legitimate power – position power authority that extends from the top of the benefits Leniency Error – every evaluator has his organization to the lowest echelon and clarifies Encounter stage – socialization process in value system that acts as a standard who reports to whom which a new employee sees wt the org is really Level 5 leaders – who’re ambitious and Charismatic leadership – Leadership that like an confronts the possibility that driven, but their ambition is for the company, critically examines the status quo with a view expectations and reality may diverge not for themselves to developing and articulating future strategic Equity theory – individuals compare their job Locus of control – they are in control of their goals/ vision for the org, and then leading org inputs and outcomes w/ those of others and own fate members to achieve these goals through then respond to minimize inequities Low differentiation – ignore differences empowering strategies Escalation of commitment – an incr. Machiavellianism – ends justify means Coercive power – Power that’s based on fear commitment to a previous decision despite Maintenance roles – maintain gd relations Cognitive conflict – Conflict that’s task- negative info within the group oriented and related to differences in Expectancy theory – individuals act Mgmt by Objectives – specific goals are set perspectives and judgments depending upon their evaluation of whether by managers and employees Cognitive evaluation theory – Offering their effort will lead to good performance, if McClelland’s theory of needs – achievement, extrinsic rewards (e.g. Pay) for work effort that good performance will be followed by a given power, affiliation  motivation was previously rewarding intrinsically will tend outcome, and whether that outcome is Mechanistic Model – tree structure to decrease the overall level of a person’s attractive to them Mediator – 3 party, using persuasion, motivation Expert power – influence based on special suggestions Cohesiveness –team members are attracted skills/ knowledge Metamorphosis stage –new employee to each other and are motivated to stay on the Extrinsic motivators – Motivation that comes adjusts to the work group’s values and norms team. from outside the person and includes
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