Organizational Behavior By : Zohaib Hassan

innovation Answer : the process of creating and doing new things that are introduced into the marketplace as products and services or processes adhocracy Answer : this structure is typically found in young organizations in highly technical fields within it decision making is spread throughout the organization power resides with the experts horizontal and vertical specialization exists and there is little formalization bounded rationality Answer : the idea that decision makers cannot deal with information about all the aspects and alternatives pertaining to a problem and therefore choose to tackle some meaningful subset of it organizational development Answer : the process of planned change and improvement of the organization through application of knowledge of the behavioral sciences intrapreneurship Answer : entrepreneurial activity that takes place within the context of a large corporation administrative hierarchy Answer : the system of reporting relationships in the organization from the lowest to the highest managerial levels overdetermination Answer : occurs because numerous organizational systems are in place to ensure that employees and systems behave as expected to maintain stability oganizational climate Answer : current situations in an organization and the linkages among work groups employees and work performance authority Answer : power that has been ligitimzed with a particular social context cognitive dissonance Answer : the anxiety a person experiences when he or she simultaneously possesses two sets of knowledge or perceptions that are contradictory or incongruent

quality of work life Answer : the extent to which workers can satisfy important personal needs through their experiences in the organization organization culture Answer : the set of values that helps the organizations employees understand which actions are considered acceptable and which unacceptable centralization Answer : a structural policy in which decision making authority is concentrated at the top of the organizational hierarchy conflict model Answer : a very personal approach to decision making because it deals with the personal conflicts that people experience in particularly difficult decision situations refreeing Answer : the process of making new behaviors relatively permanent and resistant to further change organizational socialization Answer : the process through which emploees learn about the firm's culture and pass thier knowledge and understanding on to others contingency approach Answer : an approach to organization design in which the desired outcomes for the organization can be achieved in several ways contingency plans Answer : alternative actions to take if the primary course of action is unexpectedly distupted or rendered inappropriate structural change Answer : a systemwide organization development involving a major restructuring of the organization or instituting programs such as quality of work life procedural justice Answer : the extent to which the dynamics of an organizations decision making processes are judged to be fiar by those most affectied by them

delegation Answer : the transfer to others of the authority to make decisions and use organizational resources decision making Answer : the process of choosing from among several alternatives transition management Answer : the process of systematically planning organizing and implementing change radical innovation Answer : a major breakthrough that changes or creates whole industries departmentalization Answer : the manner in which divided tasks are combined and allocated to work groups decision rule Answer : a statement that tells a decision maker which alternative to choose based on the charcteristics of the decision situation unfreezing Answer : the process by which people become aware of the need for change socialization Answer : the process through which individuals become social beings divionalized form Answer : this structure is typical of old very large organizations the organization is divided according to the different markets served defensive avoidance Answer : entails making no changes in present activities and avoiding any further contact with associated issues because thre appears to be no hope of finding a better solution strategic values Answer : the basic beliefs about an organizations environment that shape its strategy environmental complexity Answer : the number of invironmental components that impinge on organizational decision making

delphi tenchnique Answer : a method of systematically gathering judgments of experts for use in developing forecasts systems innovation Answer : creates a new functionality by assembling parts in new ways environmental dynamism Answer : the degree tow hich environmental components that impinge on organizational decision making change group polarization Answer : the tendency for a groups average post discussion attitudes to be more extreme than its average prediscussion attitudes environmental uncertainty Answer : exists when managers have little information about environmental events and their impact on the organization formalization Answer : the degree to which rules and procedures shape the jobs and activities of employees hypervigilance Answer : a frantic superficial pursuit of some satisficing strategy general environment Answer : the broad set of dimensions and factors within which the organization operaties including political legal sociocultural technological economic and international factors nominal group technique Answer : technique in which group members follow a generate discussion vote cycle until they reach an appropriate decision human organization Answer : renis likerts approach that is based on supportive relationships participation and overlapping work groups ideal bureaucracy Answer : weber's model that is characterized by a hierarchy of authority and a system of rules and procedures designed to create an optimally effective system for large organizations

nonprogrammed deicision Answer : a decision that recurs infrequently and for which there is no previously established decision rule practical approach to decision making Answer : this approach combines the steps of the rational approach with the conditions in the behavioral approach to create a more realistic process for making decisions in organizations machine bureaucracy Answer : this structure is typical of large well established organizations work is highly specialized and formalized and decision making is usually concentrated at the top PRAM model Answer : this model guides the negotiater through the four steps of planning for agreement building relationships reaching agreements and maintaining relationships management functions Answer : set forth by henri fayol they include planning organizing command coordination and control problem solving Answer : a form of decision making in which the issue is unique and alternatives must be developed and evaluated without the aid of a programmed decision rule matrix design Answer : combines two different designs to gain the benefits of each typically combined are product or project departmentalization scheme and a functional structure mechanistic structure Answer : this structure is primarily hierarchical interactions and communications are typically vertical instructions come from the boss knowledge is concentrated at the top and loyalty and obedience are required to sustain membership rational decision making approach Answer : a systematic step by step process for making decisions organic structure Answer : this structure is set up like a network interactions and communications are horizontal knowledge resides where ever it is most useuful to the organization and membership requires a commitment to the organizations tasks

self reactions Answer : comparisons of alternatives with internatlized moral standards organization Answer : a group of people working together to attain common goals suboptimizing Answer : knowingly accepting less than the best possible outcome to avoid unintended negative effects on other aspects of the organization unconflicted adherence Answer : continuing with current activities if doing so does not entail serious risks organization structure Answer : the system of task reporting and authority relationships within which the organization does its work unconflicted change Answer : involves making changes in present activities if doing so presents no serious risks organizational downsizing Answer : a popular trend aimed at reducing the size of corporate staff and middle management to reduce costs vigilant information processing Answer : involves thoroughly investigating all possible alternatives weighing their costs and benefits before making a decision and developing contingency plans organizational environment Answer : everything outside an organization including people other organizations economic factors objects and events that lie outside the boundaries of the organization organizational technology Answer : the mechanical and intellectual processes that transform inputs into outputs professional bureaucracy Answer : this structure is characterized by horizontal specialization by professional area of expertise little formalization and decentralized decision making simple structure Answer : this structure is typical of relatively small or new organizations and has little

specialization or formalization power and decision making are concentrated in the chief executive strategy Answer : the plans and actions necessary to achieve organizational goals structural imperatives Answer : the three structural imperatives environment, technology and size and the three primary determinants of organizational structure task environment Answer : this environment includes specific organizations groups and individuals that influence the organization universal approach Answer : an approach to organization design in which prescriptions or propositions are designed to work in any circumstance task groups Answer : usually are established to solve a particular organizational problem command group Answer : relatively permanent group composition of a group Answer : a group described in terms of the homogenity or hetergeneity of group members heterogeneous group Answer : if members of the group differ along one or more dimensions homogeneous group Answer : if members are similar in one of the several traits such as age - work experience education or technical specialty or cultural background accomomodation among groups Answer : occurs when the groups goals are compatible but interactions are not considered important to goal attainment competition among groups Answer : when the goals of the interacting groups are incompatible and the interactions are important to goal attainment

a team Answer : usually refers to people or animals organized to work together job categories Answer : the jobs in work groups are usually defined in narrow descriptions of highly specialized jobs that require minimal training quality circles Answer : small groups of employees from the same work area who meet regularly to discuss and recommend solutions to problems work teams Answer : permanent groups to do normal everyday work of the team and usually make decisions about how the work of the team will be performed steps in implemeting teams Answer : planning the change - making the decision - preparing for implementation phases of implementation Answer : phase 1 startup - reality and unrest - leader centered teams - tightly formed teams self managing teams behavioral approaches to leadership Answer : came from Michigan studies - the Ohio state studies and the leadership grid job centered leader Answer : behavior occurs when the leader pays close attention to the work of subordinates employee centered leader behavior Answer : behavior occurs when the leader attempts to develop a cohesive work group and ensure that employees are basically satisfied with thier jobs job centered and employee cenetred leader Answer : behavior were presumed to be at opposite ends of a single dimension Ohio state studies Answer : studies based on a questionairre designed to assess subordinates perceptions of ther leaders behavior Robert Blake and Jane srygley Mouton Answer : who developed the Leadership grid

Fred Fiedler Answer : developed the contingency theory - considers the personality of the leader and the complexities of the situation task versus relationship motivation Answer : parallels job centered and initiating structure leader behavior fred fiedler Answer : who contends the only alternative is to change the situation through job engineering Results of the contingency model Answer : inconsistent LPC lacks validity Path goal theory of leadership Answer : developed by Martin Evans and Robert House Theory that allows for the possibility of adapting leadership to the situation Answer : path goal theory achievement oriented leadership Answer : leader sets challenging goals - expects subordinates to perform at thier highest level directive leadership Answer : occurs when the leader lets subordinates know what is expected of them -gives specific guidance Vroom decision tree approach Answer : leadership model focuses on a songle aspect of leader behavior - subordinate participation in decision making Victor Vroom - and Philip Yetton Answer : decision model that takes the form of tree Hersey Blanchard Model Answer : model of leadership identifies different combinations of leadership presumed to work best with different levels of organizational maturity on the part of followers John RP French and Bertram Raven Answer : developed a framework for studying five general bases of power in organizational change

French and Raven Answer : developed - legitimate power - reward power - coercive power -expert power and referent power Gary Yukl Answer : who developed a useful perspective for understanding how power might be used Gerald Cavanaugh - Dennis Moberg and Manuel Velasquez Answer : who developed a model of ethical political behavior rational approach to decision making Answer : describes a systematic - step by step rocess behaviorial approach to decision making Answer : assumes decision makers act with bounded rationality rather than with perfect rationality practical approach to decision making Answer : combines the advantageous features of the rational and behavioral approaches personal approach to decision making Answer : Janis Mann process called the conflict model Janis Mann process Answer : decision process that makes 5 assumptions - deals only with important life decisions Delphi Technique Answer : technique developed by the Rand Corp - a method of systematically gathering the judgments of experts for use in developing forecasts Max Weber Answer : who developed the structuring the organization effectively