ORGB 364 - FINAL EXAM TERMS|Complete and A+
Graded
Ability
the natural aptitudes and learned capabilities required to successfully complete a task
Affective Organizational Commitment
an individual's emotional attachment to, involvement in, and identification with an organization
achievement-nurturing orientation
a cross-cultural value describing the degree to which people in a culture emphasize competitive
versus cooperative relations with other people
Agreeableness
A personality dimension that describes someone who is good natured, cooperative, and trusting.
Adaptive culture
an organizational culture in which employees are receptive to change, including the ongoing
alignment of the organization to its environment and continuous improvement of internal processes
Anchoring & Adjustment Heuristic
a natural tendency for people to be influenced by an initial anchor point such that they do not
sufficiently move away from that point as new information is provided
Artifacts
the observable symbols and signs of an organization's culture
Attitudes
the cluster of beliefs, assessed feelings, and behavioral intentions toward a person, object, or event
Attraction-Selection-Attribution Theory
theory which states that organizations have a natural tendency to attract, select, and retain people
with values and personality characteristics that are consistent with the organization's character,
resulting in more homogeneous organization and stronger culture
Attribution Process
the perceptual process of deciding whether an observed behavior or event is caused largely by
internal or external factors
Authentic Leadership
the view that effective leaders need to be aware of, feel comfortable with, and act consistently with
their values, personality, and self-concept
Availability Heuristic
natural tendency to assign higher probabilities to objects that are easier to recall from memory
,Best Alternative to a Negotiated Agreement (BATNA)
the best outcome you might achieve through some other course of action if you abandon the current
negotiation
Bicultural Audit
a process of diagnosing cultural relations between companies and determining the extent to which
cultural clashes will likely occur
Bounded Rationality
the view that people are bounded in their decision-making capabilities, including access to limited
information, limited information processing, and tendency toward satisficing rather than maximizing
when making choices
Brainstorming
a freewheeling, face-to-face meeting where team members aren't allowed to criticize but are
encouraged to speak freely, generate as many ideas as possible, and build on the ideas of others
Brainwriting
a variation of brainstorming whereby participants write (rather than speak about) and share their
ideas
Brooks's Law
the principle that adding more people to a late software project only makes it later
Categorical Thinking
organizing people and objects into preconceived categories that are stored in our long-term memory
Ceremonies
planned displays of organizational culture, conducted specifically for the benefit of an audience
Cognitive Dissonance
emotional experience caused by a perception that our beliefs, feelings, and behaviour are
incongruent with each other
Collectivism
a cross-cultural value describing the degree to which people in a culture emphasize duty to groups to
which they belong and to group harmony
Communication
the process by which information is transmitted and understood between two or more people
Confirmation Bias
the process of screening out information that is contrary to our values and assumptions and to more
readily accept confirming information
, Conflict
process in which one party perceives that its interests are being opposed or negatively affected by
another party
Conscientiousness
a personality dimension describing people who are organized, dependable, goal-focused, thorough,
disciplined, methodical, and industrious
Contact Hypothesis
a theory stating that the more we interact with someone, the less prejudiced or perceptually biased
we will be against that person
Continuance Commitment
an individual's calculative attachment to an organization
Corporate Social Responsibility (CSR)
organizational activities intended to benefit society and the environment beyond the firm's
immediate financial interests or legal obligations
counterproductive work behaviors
voluntary behaviors that have the potential to directly or indirectly harm the organization
Creativity
the development of original ideas that make a socially recognized contribution
Decision Making
the conscious process of making choices among alternatives with the intention of moving toward
some desired state of affairs
Deep-Level Diversity
differences in the psychological characteristics of employees, including personalities, beliefs, values,
and attitudes
Distributive Justice
perceived fairness in the individual's ratio of outcomes to contributions relative to a comparison
other's ratio of outcomes to contributions
Distributive Situation
When the goals of two or more people are zero-sum so that one can gain only at the other's expense
Divergent Thinking
reframing a problem in a unique way and generating different approaches to the issue
Drives
Graded
Ability
the natural aptitudes and learned capabilities required to successfully complete a task
Affective Organizational Commitment
an individual's emotional attachment to, involvement in, and identification with an organization
achievement-nurturing orientation
a cross-cultural value describing the degree to which people in a culture emphasize competitive
versus cooperative relations with other people
Agreeableness
A personality dimension that describes someone who is good natured, cooperative, and trusting.
Adaptive culture
an organizational culture in which employees are receptive to change, including the ongoing
alignment of the organization to its environment and continuous improvement of internal processes
Anchoring & Adjustment Heuristic
a natural tendency for people to be influenced by an initial anchor point such that they do not
sufficiently move away from that point as new information is provided
Artifacts
the observable symbols and signs of an organization's culture
Attitudes
the cluster of beliefs, assessed feelings, and behavioral intentions toward a person, object, or event
Attraction-Selection-Attribution Theory
theory which states that organizations have a natural tendency to attract, select, and retain people
with values and personality characteristics that are consistent with the organization's character,
resulting in more homogeneous organization and stronger culture
Attribution Process
the perceptual process of deciding whether an observed behavior or event is caused largely by
internal or external factors
Authentic Leadership
the view that effective leaders need to be aware of, feel comfortable with, and act consistently with
their values, personality, and self-concept
Availability Heuristic
natural tendency to assign higher probabilities to objects that are easier to recall from memory
,Best Alternative to a Negotiated Agreement (BATNA)
the best outcome you might achieve through some other course of action if you abandon the current
negotiation
Bicultural Audit
a process of diagnosing cultural relations between companies and determining the extent to which
cultural clashes will likely occur
Bounded Rationality
the view that people are bounded in their decision-making capabilities, including access to limited
information, limited information processing, and tendency toward satisficing rather than maximizing
when making choices
Brainstorming
a freewheeling, face-to-face meeting where team members aren't allowed to criticize but are
encouraged to speak freely, generate as many ideas as possible, and build on the ideas of others
Brainwriting
a variation of brainstorming whereby participants write (rather than speak about) and share their
ideas
Brooks's Law
the principle that adding more people to a late software project only makes it later
Categorical Thinking
organizing people and objects into preconceived categories that are stored in our long-term memory
Ceremonies
planned displays of organizational culture, conducted specifically for the benefit of an audience
Cognitive Dissonance
emotional experience caused by a perception that our beliefs, feelings, and behaviour are
incongruent with each other
Collectivism
a cross-cultural value describing the degree to which people in a culture emphasize duty to groups to
which they belong and to group harmony
Communication
the process by which information is transmitted and understood between two or more people
Confirmation Bias
the process of screening out information that is contrary to our values and assumptions and to more
readily accept confirming information
, Conflict
process in which one party perceives that its interests are being opposed or negatively affected by
another party
Conscientiousness
a personality dimension describing people who are organized, dependable, goal-focused, thorough,
disciplined, methodical, and industrious
Contact Hypothesis
a theory stating that the more we interact with someone, the less prejudiced or perceptually biased
we will be against that person
Continuance Commitment
an individual's calculative attachment to an organization
Corporate Social Responsibility (CSR)
organizational activities intended to benefit society and the environment beyond the firm's
immediate financial interests or legal obligations
counterproductive work behaviors
voluntary behaviors that have the potential to directly or indirectly harm the organization
Creativity
the development of original ideas that make a socially recognized contribution
Decision Making
the conscious process of making choices among alternatives with the intention of moving toward
some desired state of affairs
Deep-Level Diversity
differences in the psychological characteristics of employees, including personalities, beliefs, values,
and attitudes
Distributive Justice
perceived fairness in the individual's ratio of outcomes to contributions relative to a comparison
other's ratio of outcomes to contributions
Distributive Situation
When the goals of two or more people are zero-sum so that one can gain only at the other's expense
Divergent Thinking
reframing a problem in a unique way and generating different approaches to the issue
Drives
