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Introduction to Business Administration > 15. Managing individual behaviour > Flashcards

15. Managing individual behaviour Flashcards

1
Q

Behavior

A

The actions of people

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2
Q

Organizational behavior

A

the study of the actions of people at work

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3
Q

Visible aspects of an organization

A
  • Strategies
  • Objectives
  • Policies and Procedure
  • Structure
  • Technology
  • Format authority
  • Chain of command
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4
Q

Hidden aspects of an organization

A
  • Attitudes
  • Perceptions
  • Group norms
  • Informal interactions
  • Interpersonal and intergroup conflicts
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5
Q

On which three major areas focuses the organizational behavior?

A
  1. Individual behavior including attitudes, personality, perception, learning, and motivation.
  2. Group behavior including norms, roles, team building, leadership, and conflict.
  3. Organizational aspects including structure, culture, and human resource policies and practices.
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6
Q

Goals of organizational behavior

A

Explain predict and influence beahviors such as:

  • Employee productivity
  • Absenteeism
  • Turnover
  • Organizational citizenship Behavior
  • Job satisfaction
  • Workplace misbehavior
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7
Q

Employee productivity

A

A performance measure of both efficiency and effectiveness

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8
Q

Absenteeism

A

the failure to show up for work

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9
Q

Turnover

A

The voluntary and involuntary permanent withdrawl from an organization

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10
Q

Organizational citizenship Behavior

A

discretionary behavior that is not part of an employee’s formal job requirements, but which promotes the effective functioning of the organization.

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11
Q

Job satisfaction

A
  • An employee’s general attitude toward his or her job.
  • A person with a high level of job satisfaction has a positive attitude toward his or her job.
  • A person who is dissatisfied has a negative attitude.
  • Job satisfaction is linked to productivity, absenteeism, turnover, customer satisfaction, OCB, and workplace misbehavior.
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12
Q

Workplace misbehavior

A

any intentional employee behavior that is potentially damaging to the organization or to individuals within the organization.

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13
Q

Attitudes

A

evaluative statements, either favorable or unfavorable, concerning objects, people, or events.

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14
Q

3 components of an attitude

A
  • Cognitive component (that part of an attitude that’s made up of the beliefs, opinions, knowledge, or information held by a person.)
  • Affective component (that part of an attitude that’s the emotional or feeling part.)
  • Behavioral component (that part of an attitude that refers to an intention to behave in a certain way toward someone or something)
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15
Q

Job involvement

A

The degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance to be important to self-worth.

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16
Q

Organizational commitment

A

The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in that organization.

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17
Q

Preceived organizational support

A

Employees’ general belief that their organization values their contribution and cares about their well-being.

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18
Q

Employee engagement

A

When employees are connected to, satisfied with, and enthusiastic about their jobs.

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19
Q

Cognitive dissonance

A

Any incompatibility or inconsistency between attitudes or between behavior and attitudes.

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20
Q

Attitude surveys

A

Surveys that elicit responses from employees through questions about how they feel about their jobs, work groups, supervisors, or the organization.

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21
Q

Personality

A

The unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others

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22
Q

Big Five model includes:

A
  1. Extraversion
  2. Agreeableness
  3. Conscientiousness
  4. Emotional stability
  5. Openness to experience
23
Q

Locus of control

A

the degree to which people believe they are masters of their own fate.

24
Q

Machiavellianism

A

a measure of the degree to which people are pragmatic, maintain emotional distance, and believe that ends justify means.

25
Q

Self-esteem

A

an individual’s degree of like or dislike for him/herself.

26
Q

Self-monitoring

A

a personality trait that measures the ability to adjust behavior to external situational factors.

27
Q

Proactive personality

A

a trait belonging to people who identify opportunities, show initiative, take action, and persevere until meaningful change occurs.

28
Q

Resilience

A

an individual’s ability to overcome challenges and turn them into opportunities.

29
Q

Emotions

A

intense feelings that are directed at someone or something.

30
Q

Emotional intellegence

A

the ability to notice and to manage emotional cues and information.

31
Q

The five dimensions of Emotional intellegence

A
  1. Self-awareness
  2. Self-management
  3. Self-motivation
  4. Empathy
  5. Social skills
32
Q

Self-awareness

A

The ability to be aware of what you’re feeling

33
Q

Self-management

A

The ability to manage one’s own emotions and impulses

34
Q

Self-motivation

A

The ability to persist in the face of setbacks and failures

35
Q

Empathy

A

The ability to sense how others are feeling

36
Q

Social skills

A

The ability to handel the emotions of others

37
Q

Perception

A

A process by which we give meaning to our environment by organizing and interpreting sensory impressions.

38
Q

Attribution Theory

A

How the actions of individuals are perceived by others depends on what meaning (causation) we attribute to a given behavior.

39
Q

The 3 factors on which Attribution depends:

A
  1. Distinctiveness
  2. Consensus
  3. Consistency
40
Q

Fundamental attribution error

A

The tendency to underestimate the influence of external factors and to overestimate the influence of internal or personal factors.

41
Q

Self-serving bias

A

The tendency of individuals to attribute their successes to internal factors while blaming personal failures on external factors.

42
Q

Assumed similarity

A

The assumptions that others are like oneself

43
Q

Stereotyping

A

judging a person on the basis of one’s perception of a group to which he or she belongs

44
Q

Halo effect

A

A general impressions of an individual based on a single characteristic.

45
Q

Learning

A

Any relatively permanent change in behavior that occurs as a result of experience

46
Q

Operant conditioning

A

A theory of learning that says behavior is a function of its consequences.

  • Behaviors are learned by making rewards contingent to behaviors.
  • Behavior that is rewarded (positively reinforced) is likely to be repeated.
  • Behavior that is punished or ignored is less likely to be repeated.
47
Q

Social learning theory

A

A theory of learning that says people can learn through observation and direct experience

  • The influence that these models have on an individual is determined by four processes:
    1. Attentional processes
    2. Retention processes
    3. Motor reproduction processes
    4. Reinforcement processes
48
Q

Shaping behavior

A

The process of guiding learning in graduated steps using reinforcement or lack of reinforcement.

  • Positive reinforcement: rewarding desired behaviors
  • Negative reinforcement: removing an unpleasant consequence once the desired behavior is exhibited
  • Punishment: penalizing an undesired behavior
  • Extinction: eliminating a reinforcement for an undesired behavior
49
Q

What can managers do to manage negative behavior in the workplace?

A
  • Screening potential employees for certain personality traits.
  • Responding immediately and decisively to unacceptable negative behaviors.
50
Q

The 4 dimensions of the MBTI

A
  1. Social interaction
  2. Preference for gathering data
  3. Preference for decision-making
  4. Style of making decisions
51
Q

Attentional processes

A

People learn from a model when they recognize and pay attention to its critical features. We’re most influenced by models who are attractive, repeatedly available, thought to be important, or seen as similar to us.

52
Q

Retention processes

A

A model’s influence will depend on how well the individual remembers the model’s action, even after the model is no longer readily available.

53
Q

Motor reproduction processes

A

After a person has seen a new behavior by observing the model, the watching must become doing. This process then demonstrates that the individual can actually do the modeled activities.

54
Q

Reinforcement processes

A

Individuals will be motivated to exhibit the modeled behavior if positive incentives or rewards are provided. Behaviors that are reinforced will be given more attention, learned better, and performed more often.

Introduction to Business Administration (16 decks)

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