Behaviors that express a willingness to work for the good of an organization

 Behaviors that express a willingness to work for the good of an organization

Attitude

 

·         A predisposition to respond that exerts an influence on a person's response to a person, a thing, an idea, or a situation.

 

Cognitive dissonance

 

·         the situation in which the pieces of knowledge, information,attitudes, and belief shield by an individual are contradictory.

 

Emotion

 

·         A feeling, such as anger, fear, joy, or surprise, that underlies behavior

 

Emotional labor

 

·         The process of regulating both feelings and expressions to meet organizational goals.

 

Job satisfaction

 

·         The amount of pleasure or contentment associated with a job.

 

Organizational citizenship behavior (OCB)

 

·         Behaviors that express a willingness to work for the good of an organization even without the promise of a specific reward.

 

Ethics

 

·         An individual's moral beliefs about what is right and wrong or good and bad.

 

Corporate social responsibility

 

·         The idea that firms have an obligation to society beyond their economic obligations to owners or stockholder and also beyond those prescribed by law or contract.

 

Whistle-blower

 

·         AN employee who discloses organizational wrongdoing to parties who can take action.

 

Social entrepreneurship

 

·         An entrepreneurial approach to social problems such as homeless, contaminated drinking water, and extreme poverty.

 

Decision

 

·         The act of choosing among two or more alternatives in order tp solve a problem.

 

Problem

 

·         A discrepancy between the ideal and the real.

 

Classical decision model

 

·         An approach to decision making that views that manager's environment as certain and stable and the manager as rational.

 

Behavioral decision model

 

·         An approach to decision making that views managers as having cognitive limitations and action only in terms of what they perceive in a giving situation.

 

 

Decision criteria

 

·         The strands of judgment used to evaluate alternatives.

 

Bounded rationality

 

·         The idea that people's limited mental abilities, combined with external influences over which they have little or no control, prevent them from making entirely rational decisions.

 

Heuristics

 

·         Simplified strategies that become rules of thumb in decision making.

 

Intuition

 

·         An experience-based way of knowing or reasoning in which weighing and balancing evidence are done automatically.

 

Self-efficacy

 

·         The feeling of being an effective and competent person with respect to a task.

 

Procrastination

·         To delay taking action without a valid reason.

 

Creativity

 

·         The process of developing good ideas that can be put into action.

 

Innovation

 

·         The process of creating new ideas and their implementation or commercialization.

 

Creative self-efficacy

 

·         The belief that one can be creative in a work role.

 

Experience of flow

 

·         Being "in the zone"; total absorption in one's work.

 

Motivation

 

·         In a working setting, the process by which behavior is mobilized and sustained in the interest of achieving organizational goals.

 

employee engagement

 

·         High levels of personal investment int he work tasks performed on the job.

 

Maslow's Heirarchy of needs

 

·         A classical theory of motivation that arranges human needs into a pyramid-shaped model, with basic physiological needs at the bottom and self- actualization needs at the top.

 

Two-factor theory of work motivation

 

·         Heisenberg's theory contending that there are two different sets of job factors. One set can satisfy and motivation people (motivators or satisfiers); the other set can only prevent dissatisfaction ( dissatisfiers or hygiene factors)

 

Need for achievement

 

·         The desire to accomplish something difficult for its own sake.

 

Need for power

 

·          

 

Need for affiliation

 

·         The desire to establish and maintain friendly and warm relationship with others.

 

 

Goal

 

·         What a person is trying to accomplish.

 

Superordinate goals

 

·         Overreaching goals that capture the imagination of people.

 

Feedback

 

·         Information about how well someone is doing in achieving goals. Also, messages sent back from the receiver to the sender of information.

 

Reinforcement theory

 

·         The contention that behavior is determined by its consequences.

 

Operant conditioning

 

·         Learning that takes place as a consequence of behavior.

 

Positive reinforcement

 

·         The application of a pleasurable or valued consequence when a person exhibits the desired response.

 

Avoidance motivation

 

·         Rewarding by taking away an uncomfortable consequence

 

Extinction

 

·         Weakening or decreasing the frequency of undesirable behavior by removing the reward for such behavior.

 

Punishment

 

·         The presentation of an undesirable consequence for a specific behavior.

 

Expectancy theory

 

·         The theory that motivation results from deliberate choices to engage in activities in order to achieve worthwhile outcomes.