BAM - 04. Human Behavior Flashcards
1
Q
Five Influences of Behavior
A
- Aspirations
- Personality
- Self-Concept
- Self-Efficacy and Locus of Control
- Attitudes and Values
2
Q
A lack of something necessary or desirable.
A
Needs
3
Q
The objective toward which effort is directed.
A
Goals
4
Q
To act in a specific way.
A
Behaviors
5
Q
Return of information about the result of a process.
A
Feedback
6
Q
Things blocking our goal achievement.
A
Barriers
7
Q
Examples of External Barriers
A
Environment, other people, etc.
8
Q
Examples of Internal Barriers
A
Physical, mental, or emotional limitations (real or perceived)
9
Q
A key aspect of _____ is the person using them is usually not aware he or she is using them.
A
Defense Mechanisms
10
Q
This provides a degree of protection against a world that isn’t always what we’d like it to be.
A
Coping Behavior
11
Q
Two Forms of Coping Behaviors
A
- Becoming obsessed with the need
- Adjustment or Defense Mechanisms
12
Q
Common Defense Mechanisms
A
- Rationalization
- Projection
- Repression
- Suppression
- Withdrawal
13
Q
One of the most dominant factor in our choice of behavior is what we learned in the _____.
A
Past
14
Q
States that a person can be conditioned to respond to a given stimulus. Also known as stimulus-response.
A
Classical Conditioning Theory
15
Q
Based on the connection between a behavior and its consequences. When consequences are good, something pleasant happens or something unpleasant is removed, and behavior is reinforced. Conversely, when something unpleasant happens or something pleasant is removed, the behavior has resulted in punishment.
A
Operant Conditioning
16
Q
States that we tend to imitate what we see others do. The concept of being a good or poor example is based on this theory.
A
Observational Learning
17
Q
The “why” of behavior.
A
Motivation
18
Q
Internal states that lead to the instigation, persistence, energy, and direction of behavior.
A
Motivation
19
Q
A process that both energizes and direct goal-oriented behavior.
A
Motivation
20
Q
Theories of motivation can be placed into two categories:
A
- Universalistic
- Contingency
21
Q
Attempt to posit widespread applicability to the work environment.
A
Universalistic Theories
22
Q
Focus on individual differences that influence motivation levels.
A
Contingency Theories
23
Q
Two Universalistic Theories
A
- Herzberg’s Two-Factor Theory
- McClelland’s Achievement Motivation Theory
24
Q
Asserts job satisfaction and dissatisfaction are caused by different work-related factors.
A
Two-Factor Theory
25
Factors that lead to job satisfaction are labeled _____.
Motivators
26
Examples of Motivators
- Achievement
- Recognition (awards, rewards, etc)
- Advancement
- The Work Itself
- Possibility of Growth and Responsibility
27
Factors that influence work performance and cause dissatisfaction when they are lacking.
Hygiene Factors
28
Examples of Hygiene Factors
- Company Policy and Administration
- Technical Supervision
- Interpersonal Relations
- Salary
- Working Conditions
- Training Needed to Perform the Job
- Status
29
Contends that three critical needs may be fulfilled through the organization.
Achievement Motivation Theory
30
Three Critical Needs of Achievement Motivation Theory
1. Power
2. Affiliation
3. Achievement
31
The satisfaction derived from controlling others.
Power
32
The satisfaction derived from social and interpersonal activities.
Affiliation
33
The satisfaction derived from reaching one's goals.
Achievement
34
Theories centered on individual differences.
Contingency Theories
35
Two Prominent Contingency Theories
- Adams' Equity Theory
| - Vroom's Expectancy Theory
36
Assumes people want to be treated with equity on their jobs.
Equity Theory
37
Four Key Concepts of Equity Theory
- Person for whom the equity exists or doesn't exist
- Comparison Other
- Inputs
- Outcomes
38
The person or group used by the Person as a comparison regarding inputs and outputs.
Comparison Other
39
Subjective perceptions of the Person about the characteristics individuals possess.
Inputs
40
The subjective perceptions of the Person about the things one receives from the job.
Outcomes
41
_____ is a product of the comparison between the Person's inputs and outcomes and the Comparison Other's inputs and outcomes.
Motivation
42
When _______ exists, the person is motivated to act so that equity is achieved.
Inequity
43
Using Equity Theory, motivation to perform would _____ if an individual believed they were working harder than others yet were receiving similar compensation.
Decrease
44
______ theory focuses on not only previous experiences, but on anticipation of future events.
Expectancy
45
Three Components of Expectancy Theory
1. Expectancy
2. Instrumentality
3. Valence
46
The activity will lead to a given outcomes.
Expectancy
47
The belief that a person will receive a reward if the performance expectation is met.
Instrumentality
48
The value the individual places on the rewards based on their needs, goals, values and Sources of Motivation
Valence
49
For motivation to be _____, a person must believe effort will lead to effective performance and performance will lead to a reward. The reward must be valued.
Strong
50
To have a fervent hope or ambition.
To Aspire
51
The driving force in personalities.
Aspirations
52
By measuring the distance between a desired level of aspiration and the level reached up to now, a _____ can be established... one can thus discover whatever gap exists, as for instance between professional skill attained and the one desired.
Motivational Differential
53
Levels of growth and performance we desire to attain.
Aspirations
54
An individual's characteristic pattern of behavior, thought, and emotion.
Personality
55
Two Theories to Explain Personality
- Trait Theory
| - Type Theory
56
Relies on specific descriptive tendencies.
Trait Theory
57
Relatively enduring descriptive characteristics of a person... a ____ is a single continuous dimension of personality.
Trait
58
Terms such as generous, ambitious, aggressive, shy, and anxious are all examples of _____.
Traits
59
A more complex pattern of characteristics that serves as a model for categorizing people.
Type Theory
60
The _____ approach is popular among laypersons because it simplifies understanding commonalities and individual differences.
Type
61
Examples of the _____ approach are classifying people as type A/B and categorizing people as extroverted, sensing, and judging.
Type
62
Based on what we think and feel about ourselves and from feedback from external sources, we form a picture of ourselves.
Self-Concept
63
A self-image including assessment of abilities, attributes, and values.
Self-Concept
64
Aspects to our Self-Concept
1. Personal self-concept
| 2. Social self-concept
65
Descriptive attributes or behavioral characteristics as seen from one's personal perspective.
Personal Self-Concept
66
Self-descriptive attributes or behavioral characteristics as one thinks they are seen by others.
Social Self-Concept
67
In relation to personal self-concept, _____ are conceptions of what a person wants to be like, and in relation to social self-concept, they are how a person would like others to see them. They can range from general to very specific.
Self-Ideals
68
"I'd like to be a better technician" is an example of?
Personal Self-Ideals
69
"I want others to see me as more intelligent" is an example of?
Social Self-Ideals
70
_____ and _____ are terms used to categorize the amount of control people believe they have.
Self-Efficacy, Locus of Control
71
A sense of competence and self-control.
Self-Efficacy
72
People's beliefs in the capability to exercise control over their own functioning and over environmental demands.
Self-Efficacy
73
Someone who believes they control their own behavior has _____.
High Self-Efficacy
74
Someone who believes his or her behavior is not within his or her control, but is determined by external influences in their environment has _____.
Low Self-Efficacy
75
It doesn't matter whether an outcome is attainable, the _____ determines if one will try to attain it.
Perception of Control
76
The extent to which individuals believe that they can control events that affect them
Locus of Control
77
Whenever reinforcements (positive or negative) are perceived by the individual as being the result of his or her own behavior, efforts, or relatively permanent characteristics.
Internal Belief
78
Involve perceptions that reinforcements occur as the result of luck, chance, fate, ore the interventions of powerful others.
External Belief
79
Beliefs about _____ can fall anywhere along a dimension marked by external beliefs at the one extreme and internal ones a the other.
Locus of Control
80
A person with _____ will attribute the failure to meet a desired goal to poor personal preparation.
Internal Locus of Control
81
A person with _____ will attribute the failure to circumstances beyond the individuals control.
External Locus of Control
82
A key difference between locus of control and self-efficacy is that while _____ deals with who or what controls behavior, _____ deals with control over the outcomes of behavior.
Self-Efficacy, Locus of Control
83
An enduring belief that a specific principle, standard, or quality is regarded as worthwhile or desirable.
Value
84
A disposition to respond favorably or unfavorably to an object, person, institution, or event.
Attitude
85
An _____ is more specific than a _____.
Attitude, Value
86
_____ are more general and abstract than _____.
Values, Attitudes
87
Love of freedom is an example of?
Value
88
Enjoying flag ceremonies is an example of?
Attitude
89
_____ range from shallow, changeable opinions to major convictions.... a _____ is a more central and basic motivating belief, reflecting the goals and ideals that are important to a person.
Attitudes, Values
90
Attitudes and values are _____ predictors of behavior.
Poor
91
Why should we as leaders be concerned about the attitudes and values of our people?
- To help us understand why someone has behaved a certain way
- To help us understand what we must overcome when trying to change behavior
92
This person may be good at:
- Getting results
- Being in charge
- Causing action
- Making decisions
- Taking authority
Dominant Style
93
This person is not good at:
- Weighing pros and cons
- Using caution
- Researching facts
Dominant Style
94
To motivate a dominant person and make them successful
- Give them difficult assignments from time to time
| - Help them pace themselves and relax
95
This person is good at:
- Following standards, instructions, and directives
- Enforcing standards
- Values quality and accuracy
- Like to demonstrate expertise
- May ask why questions to ensure they have all the details
- Like to be in charge so the can enforce the standards
Compliance Style
96
This person may not be good at:
- Delegating important tasks and using teamwork; "If you want it done right, do it yourself"
- Making good decisions
- Encouraging teamwork
Compliance Style
97
To motivate a compliance person and make them successful
- Give them time to plan
- Give them specific instructions
- Help them value the work of others
98
This person is good at:
- Consistent, predictable tasks
- Patience
- Show loyalty and help others
- Maintain the status quo
- Do not like conflict
- Being a team player
Steady Style
99
This person may not be good at:
- Reacting quickly to change; tend to resist change
- Being optimistic
- Prioritizing work
Steady Style
100
To motivate a steady person and make them successful
- Give them plenty of notice about change
- Reinforce their value to the team
- Help them prioritize work by providing task lists and due dates
101
This person may be good at:
- Generating excitement
- Contacting people
- Public relations
- Supervising lots of people
- Making favorable impressions
- Customer service positions
Influential Style (Outgoing)
102
This person may not be good at:
- Speaking bluntly
- Working alone
- Dealing logical with some issues
- Easily distracted at times
Influential Style (Outgoing)
103
To motivate an influential (outgoing) person and make them successful
- Assist them with time management skills
| - Give them opportunities for social interaction
104
Four Behavior Traits
- Dominant
- Steady
- Compliance
- Influential
105
Best motivational environment is when the demands of the job match the person's ______.
Behavioral Trait
106
When the demands of the job do not match the behavioral traits of the person
A Job Mismatch
107
Questions on Pages 25-31
Questions on Pages 25-31
108
A sense of competence and self-control.
Self-efficacy
