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Business Administration > BA352 Final > Flashcards

BA352 Final Flashcards

1
Q

Organizational behavior

A

field of study devoted to understanding and explaining the attitudes and behaviors or individuals and groups in organizations. focuses on why individuals and groups in organizations act the way they do.

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2
Q

two primary outcomes

A

job performance and organizational commitment

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3
Q

Individual mechanisms

A

job satisfaction, stress, motivation, trust, justice, and ethics, learning and decision making

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4
Q

individual characteristics

A

personality, cultural values, ability

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5
Q

group mechanisms

A

team characteristics, diversity, team processes and communication, leader power and negotiation, leader styles and behaviors.

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6
Q

theory

A

collection of assertions, both verbal and symbolic, that specifies how and why variable are related, as well as the conditions in which they should be related

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7
Q

motivation

A

set of energetic forces that originates both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence.

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8
Q

motivation

A

determines its direction, intensity, and persistence. influenced by intrinsic and extrinsic factors

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9
Q

psychological force ->

A

effort

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10
Q

expectancy theory

A

effort -> performance -> outcome

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11
Q

why set goals?

A

achieve

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12
Q

Alderfer’s ERG theory

A

existence -> relatedness -> growth

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13
Q

McClelland’s Learned Needs

A

need for affiliation -> need for power -> need for achieved

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14
Q

Self-efficacy

A

the belief that a person has the capabilities needed to execute the behaviors required for task success

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15
Q

psychological empowerment

A

an intrinsic form of motivation derived from belief that one’s work tasks are contributing to some larger purpose.

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16
Q

equity theory

A

rewards are equitable when a person’s ratio of outcomes to inputs matches those of some relevant comparison other.

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17
Q

task performance defintion

A

behavior necessary to perform job/task

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18
Q

types of task perf

A

routine - usualadaptive - unusualcreative - novel ideas, products. risky

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19
Q

citizenship behavior def

A

voluntary employee activities by improving overall quality. going extra mile

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20
Q

types of citizenship behavior

A

organizational - voice, civic virtue, boosterisminterpersonal - helping, courtesy, sportsmanship

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21
Q

counterproductive behavior def

A

behaviors that intentionally hinder organizational accomplishment.

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22
Q

types of counterproductive behaviors

A

minor organizational - production deviance (wasting resources)serious organizational - property deviance (sabotage, theft)minor interpersonal - political deviance (gossiping)serious interpersonal - personal aggression (harassment)

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23
Q

knowledge work

A

cognitive work, applying theoretical and analytical knowledge

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24
Q

service work

A

provides non tangible goods to customers through direct electronic, verbal, or physical interaction.

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25
Q

MBO

A

management by objectivesmanagement philosophy that bases an employee’s evaluations on whether the employee achieves specific performance goals.

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26
Q

BARS

A

behaviorally anchored rating scalesmeasure performance by directly assessing job performance behaviors.

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27
Q

360 feedback

A

collecting performance info not just form the supervisor but from anyone else who might have firsthand knowledge about the employee’s performance behaviors.

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28
Q

forced ranking

A

20% of Fortune 500 companies use Welch’s system

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29
Q

dissatisfaction equation

A

(V[want] - V[have]) X (V[importance])

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30
Q

Job characteristics theory

A

Variety (meaningful)Identity (meaningful)Significance (meaningful)Autonomy (responsibility of outcomes)Feedback (knowledge of results)

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31
Q

Variety

A

skills or talents. simple or repetitive?

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32
Q

Identity

A

entire piece of work from beginning to end. finish piece of work

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33
Q

Significance

A

impact or people affected. significant in broader scheme of things.

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34
Q

Autonomy

A

personal initiative or judgement. independence or freedom.

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35
Q

Feedback

A

figure out how well you are doing. after finished, know if performed well.

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36
Q

Affective commitment

A

emotion based.

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37
Q

continuance commitment

A

cost based

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38
Q

normative commitment

A

obligation based

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39
Q

embeddedness in continuance

A

links, fit, sacrifice

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40
Q

four types of employees

A

stars - high task perf and high org commitmentcitizens - low task perf and high org commitmentlone wolves - high task perf and low org commapathetics - low task perf and low org comm

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41
Q

Psychological withdrawal

A

neglect (daydreaming, socializing, looking busy, moonlighting-completing other work, cyberloafing-fun internet)

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42
Q

Physical withdrawal

A

exit (tardiness, long breaks, missing meetings, absenteeism, quitting)

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43
Q
  1. org comm should decrease the likelihood that individual will respond to a negative work event with blank and blank
A

exit and neglect

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44
Q
  1. when employees are very talented and feel a strong need for growth, the core job characteristics do not have any effect. T or F
A

False

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45
Q
  1. People who experience higher levels of equity tend to feel higher levels of affective commitment and higher levels of normative comm. T or F
A

True

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46
Q
  1. Competence brings with it a sense of pride and mastery that itself intrinsically motivating. T or F
A

True

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47
Q
  1. concerns about managing generational issues are limited to employees in US. T or F
A

False

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48
Q
  1. The dimensions of psychological empowerment include all except…
A

Needs

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49
Q
  1. it is often easy to “fix” companies struggle with organizational issues. T or F
A

False

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50
Q
  1. Motivation is not one thing but rather a set of distinct forces. T or F
A

True

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51
Q
  1. Motivation is a critical consideration because affective job performance…
A

motivation and ability

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52
Q
  1. For positive reinforcement to be successful, an employee needs to see a direct link between his or her behavior and the desired outcome. T or F
A

True

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53
Q
  1. Employees with transformational leaders tend to have higher levels of task performance. T or F
A

True

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54
Q
  1. The ability to influence others is greatly reduced, if a person works alone and performs tasks that nobody sees, even when he or she has high levels of expert and referent power. T or F
A

True

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55
Q
  1. learning is important because it has a significant impact on decision making. T or F
A

True

56
Q
  1. According to the similarity-attraction approach, a firm with high diversity will have high team effectiveness. T or F
A

False

57
Q
  1. According to researchers, a cohesive team is always a good team. T or F
A

False

58
Q
  1. Low outcome interdependence exists in teams in which individual members receive rewards and punishments on the basis of their own performance. T or F
A

True

59
Q
  1. Coordination loss is a necessary aspect of the team experience. T or F
A

True

60
Q
  1. traits are more predictive of leader emergence than they are of leader effectiveness. T or F
A

True

61
Q
  1. Organizational factors that are the most likely to increase political activity are those that raise the level of uncertainty in the environment. T or F
A

True

62
Q
  1. By making people write down ideas on their own, the nominal group technique increases social loafing and production blocking. T or F
A

False

63
Q
  1. Just before the final football game, the captain of the team made an emotional appeal to all his teammates to win the last game for their coach, who passed away. which influence tactics did captain use?
A

Inspirational appeal

64
Q
  1. Linda and shirley had a few arguments wit were finally resolved when linda gave in to shirleys demands. which influence tactics could shirley, who is the most experienced in the team, have used to convince the others of her choice?
A

Rational Persuassion

65
Q
  1. In a conflict situation, when john attempts to get his own goals met without concern of the other party, he is utilizing which of the following conflict resolution styles?
A

competing

66
Q
  1. ben just announced to his employees that if they meet the sales goal for the month of august, they can have a paid four-day vacation. which styles of leadership is being used by ben in this case?
A

contingent reward

67
Q
  1. which of the following is a suggested guideline for using expert power?
A

avoid rash, careless, or inconsistent statements

68
Q
  1. daniel describes his manager. daniel feels much more psychologically empowered and more self-confident because of how his manager leads his team. Work goals are more demanding than ever, but even though the rewards of the hard work may not come soon, daniel trusts his manager’s emphasis on the future good that will come from the work. much stronger emotional bond with the organization. overall interest in job satisfaction. daniels boss described as a leader.
A

transformational

69
Q
  1. ben is able but unwilling. which leadership behavior would be best suited to deal with ben’s readiness?
A

Participating

70
Q
  1. In the stage of team development, members come to realize that they need to work together to accomplish team goals, and consequently, they begin to cooperate with one another.
A

norming

71
Q
  1. Mark is a new hire. his work involves creating tech solutions. Mark’s work gets evaluated and rewarded at the end of each month. this is an example of reinforcent.
A

fixed interval

72
Q
  1. Jax loves working on new product team. everyone is friendly and no conflict. jax is sure they will come up with the most creative new product. is jax right? why or why not?
A

Not necessarily. the team members may be so focused on creating harmony, they may endanger task accomplishment.

73
Q
  1. What can be beneficial to teams if it stimulates conversations that result in the development and expression of new ideas.
A

Task conflict

74
Q
  1. Andrew is popular and admired by professors and students. he is a role model for all students and leads by example. andrew’s popularity gives him what power in his college?
A

referent

75
Q
  1. Sally’s daughter just started going to school and because of which sally has been coming to work early of rate past few weeks. her colleagues are under the impression that sally is trying too hard for a promotion. sallys colleagues are subject to:
A

fundamental attribution error

76
Q
  1. There are many factors to consider when leaders choose a decision making style. the most obvious consideration is the:
A

quality of the resulting decision

77
Q
  1. As the level of task interdependence , members must spend amounts of the time and coordinating with other members to complete tasks.
A

increasing, increasing

78
Q
  1. One way to potentially prevent problems associated with cohesion is to formally institute the role of a(n) , who would be responsible for evaluation challenging prevailing points of view in a constructive manner and also bringing in fresh perspectives and ideas to the team.
A

Devil’s advocate

79
Q
  1. the highest level of info richness is achieved when messages are transmitted through:
A

face-to-face channels

80
Q

selective perception def

A

see enviro only as it affects them

81
Q

projection bias def

A

project own thoughts, attitudes, motives, onto other people

82
Q

anchoring def

A

rely on too heavily trait or info

83
Q

framing def

A

make decisions how question phrased

84
Q

representativeness def

A

comparing

85
Q

contrast def

A

judge by reference near

86
Q

recency def

A

weigh recent events more than earlier

87
Q

ration bias effect def

A

probability

88
Q

what can people and organizations do to improve people’s learning decision making?

A

how they use knowledge
reinforcement, observation
programmed/unprogrammed

89
Q

difference between team and group

A

team is two or more work independently to accomplish common goals related to task oriented purpose.

90
Q

how to measure effectiveness

A

team performance and team viability(team work effectively into future)

91
Q

improve team effectiveness

A

team performance, member roles, team size

92
Q

process gain def

A

getting more from team than expected

93
Q

process loss def

A

getting less from the team

94
Q

coordination loss def

A

consumes time otherwise devoted to task

95
Q

production blocking def

A

wait on member before your task

96
Q

factors influencing comm process

A

info -> sender -> encoding -> message -> decoding -> receiver -> understanding

97
Q

cohesion def

A

strong bonds

98
Q

transactive memory def

A

specialized knowledge

99
Q

what is power?

A

ability to influence the behavior of others and resist unwanted influence in return.

100
Q

effective use of power

A

internalization. behavioral and attitude change

101
Q

organization sources of power

A

legitimate-position of authority
reward-control over resources or rewards others want
coercive-control over punishment, based on fear

102
Q

individual sources of power

A

expert-experise, ability to solve problems

referent-others want to identify and be associated with a person

103
Q

influence tactics

A

rational persuasion-use of logical arguments and hard facts
inspirational appeal-targets values and ideas
consultation-target participates in making decision
collaboration-make easier for target to complete request
ingratiation-use of favors, compliments
personal appeal-based on friendship, loyalty
exchange-offer reward or resource
apprising-explain benefits to target
pressure-coercive power (last resort)
coalitions-enlist others to help convince target (last resort)

104
Q

stages of negotiation

A

prep, exchange info, bargaining, closing/commitment

105
Q

distributive bargaining

A

competing (high assertive, low cooperation)
avoiding (low assertive, low cooperation)
accommodating (low assertive, high cooperation)
collaboration (high assertive, high cooperation)

106
Q

transformational leader

A

effective and active

107
Q

transactional leaders 3 types

A

contingent- effective and active
active mangement by exception-middle of chart
passive management by exception-passive and ineffective

108
Q

trust def

A

a willingness to be vulnerable to an authority based on positive expectations about the authority’s actions and intentions

109
Q

ethics def

A

the principles people use to analyze or interpret a situation decide how they should behave

110
Q

code of ethics

A

rooted in values. society, profession, organization, individual

111
Q

trust propensity

A

some people have personality traits that include a general propensity to trust others

112
Q

trustworthiness aspects

A

Ability – what enables them to be successful in a given area
Benevolence – belief that trustee has the trustor’s interests at heart
Integrity – belief that the trustee adheres to a set of valueas and principles the trustor finds acceptable

113
Q

types of justice

A

Distributive justice – was the decision fair?
Procedural justice – was the process for making the decision fair?
Interactional and informational justice – perception of how treated and nature of communication

114
Q

Moral awareness

A

recognition that a moral issue exists or an ethical standard/principle is relevant.
Moral intensity – urgency of issue
(potential for harm, social pressure)
Moral attentiveness – how much people think about issues of morality

115
Q

Moral judgement

A

the process used to determine if a particular course of action is ethical.
Preconventional – concern is impact on self
Conventional – concern is others’ expectations
Principled/post conventional – guided by internal values

116
Q

Moral intent

A

degree of commitment to acting ethically

117
Q

corporate social responsibility

A

economic, legal, ethical, citizenship

118
Q

personality

A

a collection of multiple traits that explains a person’s characteristic patterns of though, emotion, and behavior; captures what people are like

119
Q

cultural values

A

shared beliefs about desirable end states or modes of conduct in a given culture; influence the expression of trait

120
Q

ability

A

relatively stable capabilities people have to perform a particular range of activities; captures what people can do

121
Q

big 5 - CANOE

A

conscientiousness (dependable), agreeableness, neuroticism (emotional stability), openness (imaginative), extraversion (talkative, status striving)

122
Q

Myer-Briggs Type Indicator

A

Extraversion-Introversion (energy – people/activities vs thoughts/ideas)
Sensing-Intuition (info gathering – what is/was vs. what might be)
Thinking-Feeling (evaluating info – logic vs values)
Judging-Perceiving (lifestyle orientation – organized vs spontaneous)

123
Q

Hollands RIASEC model

A

realistic-working with data and things
investigative-working with things and ideas
artistic-working with ideas
social-working with ideas and people
enterprising-working with people and data
conventional-working with data

124
Q

hofstedes cultural dimensions

A

Individualism-collectivism – the degree to which people act as individuals rather than members of a group.
Masculinity-femininity – the degree to which a society embodies stereotypically masculine versus feminine qualities.
Power distance – describes the degree of inequality among people that is considered to be normal.
Uncertainty avoidance – how cultures seek to deal with the fact that the future is not perfectly predictable.
Long-term—short-term orientation – describes how a culture balances immediate benefits with future rewards.

125
Q

ethnocentrism

A

viewing ones culture as right or wrong

126
Q

cognitive ability

A

related to acquisition and application of knowledge in problem-solving

127
Q

emotional intelligence

A

capabilities related to the management and use of emotions when interacting with others

128
Q

organizational culture

A

the shared social knowledge within an org regarding the rules, norms, and values the shape the attitudes and behaviors of its employees.

129
Q

general culture types

A

fragmented-low solidarity, low sociability
mercenary-high solidarity, low sociability
communal-high solidarity and sociability
networked-low solidarity and high sociability

130
Q

counterculture

A

when a subculture’s values are inconsistent with the larger org

131
Q

observable artifacts

A

symbols, physical structures, language, stories, rituals, ceremonies

132
Q

dimensions of socialization

A

goals and values, performance expectations, language, history, politics, people

133
Q

org structure

A

how jobs and tasks are divided among and coordinated between individuals and groups within the company

134
Q

common org forms

A

Simple structures – small organization with one person at the top.
Bureaucratic structures – designed for efficiency but communication issues are common

135
Q

Elements of org structure

A

Work specialization – division of labor
Chain of command – reporting relationships (authority)
Span of control – # of employees that report to supervisors
Centralization – where/how decision making occurs
Formalization – rules and procedures (standardization)
Necessary for products/services to be standardized
Combinations of elements-organic and mechanistic

136
Q

issues how org designed

A

Nature of the business environment - stable versus dynamic
Company strategy – e.g., low cost versus differentiation
Technology – process of transforming inputs into outputs (i.e., routine)
Company size – number of employees, products, revenues

137
Q

reasons for restructuring

A

decrease costs, increase efficiency, change strategy(need to adapt)

Business Administration (5 decks)

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