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.
2
Q
two primary outcomes
A
job performance and organizational commitment
3
Q
Individual mechanisms
A
job satisfaction, stress, motivation, trust, justice, and ethics, learning and decision making
4
Q
individual characteristics
A
personality, cultural values, ability
5
Q
group mechanisms
A
team characteristics, diversity, team processes and communication, leader power and negotiation, leader styles and behaviors.
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
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.
8
Q
motivation
A
determines its direction, intensity, and persistence. influenced by intrinsic and extrinsic factors
9
Q
psychological force ->
A
effort
10
Q
expectancy theory
A
effort -> performance -> outcome
11
Q
why set goals?
A
achieve
12
Q
Alderfer’s ERG theory
A
existence -> relatedness -> growth
13
Q
McClelland’s Learned Needs
A
need for affiliation -> need for power -> need for achieved
14
Q
Self-efficacy
A
the belief that a person has the capabilities needed to execute the behaviors required for task success
15
Q
psychological empowerment
A
an intrinsic form of motivation derived from belief that one’s work tasks are contributing to some larger purpose.
16
Q
equity theory
A
rewards are equitable when a person’s ratio of outcomes to inputs matches those of some relevant comparison other.
17
Q
task performance defintion
A
behavior necessary to perform job/task
18
Q
types of task perf
A
routine - usualadaptive - unusualcreative - novel ideas, products. risky
19
Q
citizenship behavior def
A
voluntary employee activities by improving overall quality. going extra mile
20
Q
types of citizenship behavior
A
organizational - voice, civic virtue, boosterisminterpersonal - helping, courtesy, sportsmanship
21
Q
counterproductive behavior def
A
behaviors that intentionally hinder organizational accomplishment.
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)
23
Q
knowledge work
A
cognitive work, applying theoretical and analytical knowledge
24
Q
service work
A
provides non tangible goods to customers through direct electronic, verbal, or physical interaction.
25
MBO
management by objectivesmanagement philosophy that bases an employee's evaluations on whether the employee achieves specific performance goals.
26
BARS
behaviorally anchored rating scalesmeasure performance by directly assessing job performance behaviors.
27
360 feedback
collecting performance info not just form the supervisor but from anyone else who might have firsthand knowledge about the employee's performance behaviors.
28
forced ranking
20% of Fortune 500 companies use Welch's system
29
dissatisfaction equation
(V[want] - V[have]) X (V[importance])
30
Job characteristics theory
Variety (meaningful)Identity (meaningful)Significance (meaningful)Autonomy (responsibility of outcomes)Feedback (knowledge of results)
31
Variety
skills or talents. simple or repetitive?
32
Identity
entire piece of work from beginning to end. finish piece of work
33
Significance
impact or people affected. significant in broader scheme of things.
34
Autonomy
personal initiative or judgement. independence or freedom.
35
Feedback
figure out how well you are doing. after finished, know if performed well.
36
Affective commitment
emotion based.
37
continuance commitment
cost based
38
normative commitment
obligation based
39
embeddedness in continuance
links, fit, sacrifice
40
four types of employees
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
41
Psychological withdrawal
neglect (daydreaming, socializing, looking busy, moonlighting-completing other work, cyberloafing-fun internet)
42
Physical withdrawal
exit (tardiness, long breaks, missing meetings, absenteeism, quitting)
43
1. org comm should decrease the likelihood that individual will respond to a negative work event with blank and blank
exit and neglect
44
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
False
45
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
True
46
1. Competence brings with it a sense of pride and mastery that itself intrinsically motivating. T or F
True
47
1. concerns about managing generational issues are limited to employees in US. T or F
False
48
1. The dimensions of psychological empowerment include all except...
Needs
49
1. it is often easy to "fix" companies struggle with organizational issues. T or F
False
50
1. Motivation is not one thing but rather a set of distinct forces. T or F
True
51
1. Motivation is a critical consideration because affective job performance...
motivation and ability
52
2. 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
True
53
2. Employees with transformational leaders tend to have higher levels of task performance. T or F
True
54
2. 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
True
55
2. learning is important because it has a significant impact on decision making. T or F
True
56
2. According to the similarity-attraction approach, a firm with high diversity will have high team effectiveness. T or F
False
57
2. According to researchers, a cohesive team is always a good team. T or F
False
58
2. Low outcome interdependence exists in teams in which individual members receive rewards and punishments on the basis of their own performance. T or F
True
59
2. Coordination loss is a necessary aspect of the team experience. T or F
True
60
2. traits are more predictive of leader emergence than they are of leader effectiveness. T or F
True
61
2. 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
True
62
2. By making people write down ideas on their own, the nominal group technique increases social loafing and production blocking. T or F
False
63
2. 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?
Inspirational appeal
64
2. 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?
Rational Persuassion
65
2. 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?
competing
66
2. 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?
contingent reward
67
2. which of the following is a suggested guideline for using expert power?
avoid rash, careless, or inconsistent statements
68
2. 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.
transformational
69
2. ben is able but unwilling. which leadership behavior would be best suited to deal with ben's readiness?
Participating
70
2. 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.
norming
71
2. 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.
fixed interval
72
2. 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?
Not necessarily. the team members may be so focused on creating harmony, they may endanger task accomplishment.
73
2. What can be beneficial to teams if it stimulates conversations that result in the development and expression of new ideas.
Task conflict
74
2. 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?
referent
75
2. 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:
fundamental attribution error
76
2. There are many factors to consider when leaders choose a decision making style. the most obvious consideration is the:
quality of the resulting decision
77
2. As the level of task interdependence , members must spend amounts of the time and coordinating with other members to complete tasks.
increasing, increasing
78
2. 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.
Devil's advocate
79
2. the highest level of info richness is achieved when messages are transmitted through:
face-to-face channels
80
selective perception def
see enviro only as it affects them
81
projection bias def
project own thoughts, attitudes, motives, onto other people
82
anchoring def
rely on too heavily trait or info
83
framing def
make decisions how question phrased
84
representativeness def
comparing
85
contrast def
judge by reference near
86
recency def
weigh recent events more than earlier
87
ration bias effect def
probability
88
what can people and organizations do to improve people's learning decision making?
how they use knowledge
reinforcement, observation
programmed/unprogrammed
89
difference between team and group
team is two or more work independently to accomplish common goals related to task oriented purpose.
90
how to measure effectiveness
team performance and team viability(team work effectively into future)
91
improve team effectiveness
team performance, member roles, team size
92
process gain def
getting more from team than expected
93
process loss def
getting less from the team
94
coordination loss def
consumes time otherwise devoted to task
95
production blocking def
wait on member before your task
96
factors influencing comm process
info -> sender -> encoding -> message -> decoding -> receiver -> understanding
97
cohesion def
strong bonds
98
transactive memory def
specialized knowledge
99
what is power?
ability to influence the behavior of others and resist unwanted influence in return.
100
effective use of power
internalization. behavioral and attitude change
101
organization sources of power
legitimate-position of authority
reward-control over resources or rewards others want
coercive-control over punishment, based on fear
102
individual sources of power
expert-experise, ability to solve problems
| referent-others want to identify and be associated with a person
103
influence tactics
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
stages of negotiation
prep, exchange info, bargaining, closing/commitment
105
distributive bargaining
competing (high assertive, low cooperation)
avoiding (low assertive, low cooperation)
accommodating (low assertive, high cooperation)
collaboration (high assertive, high cooperation)
106
transformational leader
effective and active
107
transactional leaders 3 types
contingent- effective and active
active mangement by exception-middle of chart
passive management by exception-passive and ineffective
108
trust def
a willingness to be vulnerable to an authority based on positive expectations about the authority’s actions and intentions
109
ethics def
the principles people use to analyze or interpret a situation decide how they should behave
110
code of ethics
rooted in values. society, profession, organization, individual
111
trust propensity
some people have personality traits that include a general propensity to trust others
112
trustworthiness aspects
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
types of justice
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
Moral awareness
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
Moral judgement
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
Moral intent
degree of commitment to acting ethically
117
corporate social responsibility
economic, legal, ethical, citizenship
118
personality
a collection of multiple traits that explains a person’s characteristic patterns of though, emotion, and behavior; captures what people are like
119
cultural values
shared beliefs about desirable end states or modes of conduct in a given culture; influence the expression of trait
120
ability
relatively stable capabilities people have to perform a particular range of activities; captures what people can do
121
big 5 - CANOE
conscientiousness (dependable), agreeableness, neuroticism (emotional stability), openness (imaginative), extraversion (talkative, status striving)
122
Myer-Briggs Type Indicator
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
Hollands RIASEC model
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
hofstedes cultural dimensions
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
ethnocentrism
viewing ones culture as right or wrong
126
cognitive ability
related to acquisition and application of knowledge in problem-solving
127
emotional intelligence
capabilities related to the management and use of emotions when interacting with others
128
organizational culture
the shared social knowledge within an org regarding the rules, norms, and values the shape the attitudes and behaviors of its employees.
129
general culture types
fragmented-low solidarity, low sociability
mercenary-high solidarity, low sociability
communal-high solidarity and sociability
networked-low solidarity and high sociability
130
counterculture
when a subculture's values are inconsistent with the larger org
131
observable artifacts
symbols, physical structures, language, stories, rituals, ceremonies
132
dimensions of socialization
goals and values, performance expectations, language, history, politics, people
133
org structure
how jobs and tasks are divided among and coordinated between individuals and groups within the company
134
common org forms
Simple structures – small organization with one person at the top.
Bureaucratic structures – designed for efficiency but communication issues are common
135
Elements of org structure
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
issues how org designed
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
reasons for restructuring
decrease costs, increase efficiency, change strategy(need to adapt)
