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MGMT 372: Organzational Behavior

Erin McCune Domingo

Final Exam Study Guide Ch. 10-18

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Across
2.The second, highly achievement-oriented career stage in which people focus on increasing their competence, ch. 17
4.A style of leadership in which the leader fails to accept the responsibilities of the position, ch. 12
5.The process of affecting the thoughts, behavior, and feelings of another person, ch. 11
7.Psychological withdrawal from change, ch. 18
11.A style of leadership in which the leader takes collaborative, responsive, interactive actions with followers concerning the work and work environment, ch. 12
12.Feeling that one's identity is being threatened by a change, ch. 18
13.The second, highly achievement-oriented career stage in which people focus on increasing their competence, ch. 17
16.An aggressive mechanism in which an individual directs his or her anger toward someone who is not the source of the conflict, ch. 13
19.The expression of oneself as one performs in work or other roles, ch. 14
20.Anything outside the boundaries of an organization, ch. 15
23.An organizational goal that is more important to both parties in a conflict than their individual or group goals, ch. 13
24.A compromise mechanism characterized by trying to justify one's behavior by constructing bogus reasons for it, ch. 13
27.The process of deciding how to divide the work in an organization, ch. 15
28.The process of being guided and directed by a leader in the work environment, ch. 12
31.Leader behavior aimed at nurturing friendly, warm working relationships, as well as encouraging mutual trust and interpersonal respect within the work unit, ch.12+
32.Deeply held beliefs that guide behavior and tell members of an organization how to perceive and think about things, ch. 16
33.An elusive power that is based on interpersonal attraction, ch. 11
34.Symbols of culture in the physical and social work environment, ch. 16
36.A leader who promises reward and threatens punishment, ch. 12
40.The pattern of work-related experiences that span the course of a person's life, ch. 17
41.A set of specified work and task activities that engage an individual in an organization, ch. 14
42.The tendency for group discussion to produce shifts toward more extreme attitudes among members, ch, 10
47.The stress caused by new and advancing technologies in the workplace, ch. 14
49.Conflict that occurs within a single role, such as when a person receives conflicting messages from role senders about how to perform a certain role, ch. 13
50.Placing technology and engineering at the center of job design decisions, ch. 14
51.A withdrawal mechanism in which emotional conflicts are expressed in physical symptoms, ch. 13
53.Power that is based on an agent's ability to cause an unpleasant experience for a target, ch, 11
54.A method of job design that increases the number of activities in a job to overcome the boredom of overspecialized work, ch. 14
55.Technique of gathering the judgments of experts for use in decision making, ch. 10
56.Sharing power within an organization, ch. 11
57.The degree to which many different types of activities occur in the organization, ch. 15
Down
1.A moderately decentralized form of organization that emphasizes the middle level and standardization of outputs, ch. 15
3.Placing human considerations at the center of job design decisions, ch. 14
6.The second socialization stage in which the newcomer learns the tasks associated with the job, clarifies roles, and establishes new relationships at work, ch. 16
8.Change in which the organization moves to a radically different, and sometimes unknown, future state, ch. 18
9.A compromise mechanism whereby an individual patterns his or her behavior after another's, ch. 13
10.The second step in Lewin's change model, in which new attitudes, values, and behaviors are substituted for old ones, ch. 18
14.A selectively decentralized form of organization that emphasizes the support staff and mutual adjustment among people, ch. 15
15.The final stage in an individual's career in which the individual contemplates retirement or possible career changes, ch. 17
17.Shortcuts in decision making that save mental activity, ch. 10
18.The degree to which decisions are made at the top of the organization, ch. 15
19.The first stage of a person's career, in which the person learns the job and begins to fit into the organization and occupation, ch. 17
21.The use of multiple methods to measure organizational culture, ch. 16
22.A lack of power, ch, 11
25.The degree to which jobs are narrowly defined and depend on unique expertise, ch. 15
26.The final step in Lewin's change model, in which new attitudes, values, and behaviors are established as the new status quo, ch. 18
29.The ability to influence another person, ch. 11
30.The degree to which the organization has official rules, regulations, and procedures, ch. 15
34.The right to influence another , ch. 11
35.A style of leadership in which the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, and relationships in the work environment, ch. 12
37.A deterioration of mental efficiency, reality testing, and moral judgment resulting from pressures within the group, ch, 10
38.Power based on an agent's ability to control rewards that a target wants, ch. 11
39.Any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties, ch. 13
40.A process influenced by individual and organizational factors that results in the production of novel and useful ideas, products, or both, ch. 10
43.A fast, positive force in decision making that is utilized at a level below consciousness that involves learned patterns of information, ch, 10
44.An aggressive mechanism in which an individual keeps up a dysfunctional behavior that obviously will not solve the conflict, ch. 13
45.The process of guiding and directing the behavior of people in the work environment, ch. 12
46.An advocate for stability and the status quo, ch. 12
48.A leader's use of personal abilities and talents in order to have profound and extraordinary effects on followers, ch. 12
52.An advocate for change and new approaches to problems, ch. 12

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