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1
Q

Self and authenticity - demographics?

A

Underlying differences in people such as age, ethnicity, nationality, etc

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2
Q

Self and authenticity - personality traits and what does OCEAN stand for

A 
O - openness to experience
C - conscientiousness
E - extraversion
A - agreeableness
N - neuroticism

Personality is a spectrum, changes with context, how people interact with their world

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3
Q

Self and authenticity - - locus of control

A

Internal and external - what is it

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4
Q

Self and authenticity - - narcissism

A

Tendency to be arrogant, entitlement, self-centred, can cause friction

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5
Q

Self and authenticity - - machiavellianism

A

Where people manipulate others for personal gain

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6
Q

Self and authenticity - - type A and B personality

A

Type A:

  • impatient
  • always working
  • multitask
  • obsessed with data and numbers
  • fast pace
  • productive

Type B

  • relaxed
  • no urgency
  • can relax without guilt
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7
Q

Self and authenticity - - pillars of authentic self

A

HAVSI (halfsie)

  • humility
  • accountability
  • vulnerability
  • security
  • integrity
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8
Q

Emotional intelligence - EQ (3 dot points)

A

1 - understand emotions
2- perceive emotions
3 - manage and use emotions

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9
Q

Emotional intelligence - affective events theory

A
  • how employees react differently/emotionally to things that happen at work compared to at home
  • emotional reactions influence their job performance and satisfactoin
  • so happier at work, better at job
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10
Q

Emotional intelligence - emotional labour

A
  • when we put on a show of emotions during work for the sake of work (pretending to be happy in front of customers)
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11
Q

Emotional intelligence - burnout and emotional exhausation

A
  • gradual increase of distress - reduced productivity, alienation and emotional exhaustion. In a spectrum
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12
Q

Positive psychology and happiness - optimal experience of flow

A
  • whole being is involved, being completely involved in an activity for its own sake - positive emotions will spill over into other aspects of life like work

conditions:

  • deep concentration of task
  • using your strengths
  • challenging task that requires skill
  • clear goals and immediate feedback
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13
Q

Positive psychology and happiness - mindfulnss

A

Definition?
Benefits?
How to apply at work

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14
Q

Positive psychology and happiness - meaning and achievement

A

definition and across contexts (eg. different countries)

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15
Q

Positive psychology and happiness - calling to work

A

more committed to career if they have a strong sense of purpose/meaning wrt their job

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16
Q

Positive psychology and happiness - job satisfaction

A

general attitude towards your job

key sources of this:

  • work
  • pay and advancement
  • supervision
  • coworkers
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17
Q

Positive psychology and happiness - organisaitonal citizenship behaviour

A

voluntary, informal behaviours that contribute to organisational effectiveness but are not rewarded or detected by formal performance systems (eg. when someone goes above and beyond)

examples:

  • altruism
  • courtesy
  • sportsmanship
  • conscientiousness
  • civic virtue
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18
Q

Positive psychology and happiness - organisational commitment 3 types

A

employee identifies with a particular organisation and its goals and wishes to maintain membership in the organisation

affective commitment - employees genuine emotional connection with the organisation

normative commitment - obligation employee feels to stay with an org

continuance commitment - calculated that it is in their best interest to stay compared to leaving

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19
Q

Judgment and decision making - perception

A

reality > perception > reaction

bias is from the perceiver

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20
Q

Judgment and decision making - what are the 3 dimensions to the attribution process (DCC)

A

When we observe an event/behaviour, we want to know if it was caused from internal or external factors

distinctiveness - does the individual act the same across different situations?
consensus - do they act the same way to other people?
consistency - does the person act the same way over time?

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21
Q

Judgment and decision making - what is fundamental attribution error

A

aka correspondence bias
- error experienced when you explain other people’s behaviour - would attribute more internal things than external (blame person ont circumstance) but when we talk about ourselves we thinkk about it externally

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22
Q

Judgment and decision making - judgment and decn making bias

A

goes against human nature not to be bias, to be impartial

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23
Q

Judgment and decision making - overconfidence 4 types

A

over-precision
- too certain that we are correct and accurate

illusion of control

planning fallacy - over-estimate speed which we complete tasks, not thinking about contingencies and the unexpected

over-placement - tend to believe we are better than others in ways when we are not (not knowing our weaknesses)

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24
Q

Judgment and decision making - overconfidence 4 types

A

over-precision
- too certain that we are correct and accurate

illusion of control

planning fallacy - over-estimate speed which we complete tasks, not thinking about contingencies and the unexpected

over-placement - tend to believe we are better than others in ways when we are not (not knowing our weaknesses)

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25
Q

Judgment and decision making - availability heuristic

A

how vivid is information?
- assess frequency, probability or likely causes of an event by the degree which instances of that event are available in the memory (the more recently/strong the memory was, the most likely we will make judgments ande decns based on this) - so use short term memory when really, long term memory is more appropriate

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26
Q

Judgment and decision making - representiveness heuristic

A

When making judgment about an individual or event, people look for characteristics the indivual or event may have in common with previously formed thoughts such as stereotypes

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27
Q

Judgment and decision making - framing heuristc

A

scenarios can be framed in different ways, presentedd in different ways but have same meaning

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28
Q

Judgment and decision making - anchoring bias

A

develop estimates starting with initial anchor that is based on whatever info is provided (eg. $18,999 instead of $19,000)

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29
Q

Judgment and decision making - self-serving bias in judment

A

make judgments in ways that benefit us

endowment effect: tend to perceive that our own belongings are more valuable than other’s same belongings

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30
Q

Judgment and decision making - escalation of commitment

A

sunk costs - keep going b/c you have already spent so much time and effort but you keep going b/c ego and self-justification

solution: focus on good decisions instead, get someone external to make decn since they will do what is best without bias

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31
Q

Judgment and decision making - hindsight bias

A

overestimate what we knew beforehand based on what we later learned

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32
Q

Judgment and decision making - curse of knowledge

A

when we assess other’s decn or behaviour, we tend to ignore the fact that they might not know what we know - need to share our info

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33
Q

Judgment and decision making - winner’s curse

A

suspect we overbid after we won a deal/auction

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34
Q

Judgment and decision making - unconscious decn-making

A

we can only think 7 things at the same time consciously

unconscious mind can process more things

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35
Q

Will power and motivation - definition

A

intensity, direction, persistence of effort a person shows when reaching a goal

direction - where effort is channeled
intensity - how hard a person tries
persistence - how long effort is maintained

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36
Q

Will power and motivation - definition

A

intensity, direction, persistence of effort a person shows when reaching a goal

direction - where effort is channeled
intensity - how hard a person tries
persistence - how long effort is maintained

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37
Q

Will power and motivation - theory x and theory y

A

theory x

  • employee dislikes work and attempts to avoid it
  • employee must be coerced, punished, controlled nad threatented to perform

theory y

  • likes to work and are creative, seek responsibility
  • can exercise self-direction and self-control
  • high motivation
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38
Q

Will power and motivation - self-regulation hot and cool system

A

cool - cognitive, emotionally neutral, strategic
hot - emotional, passion, impulsive, reflextive

self regulation is about balancing both

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39
Q

Will power and motivation - ego-depletion

A

our ability to self-regulate

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40
Q

Will power and motivation - 2 types of regulatory focus

A

promotion

  • emphasis on growth and opportunity,
  • goals, aspirations
  • wants positive outcomes
  • gain = success, non-gain = failure
  • more competitive

prevent

  • safety and security, minimise negative outcomes and loss
  • conservative
  • focus on duties and obligations
  • does not want errors
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41
Q

Will power and motivation - goal setting theory

A

specific and difficult goals with fedback = better performance

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42
Q

Will power and motivation - SMART goals

A 
specific
measurable
attianable
results orientated
time bound
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43
Q

Will power and motivation - self-efficacy

A

belief that they are capable of performing a task, confidence in this

how to increase:

  • mastery
  • watching someone else
  • someone convinceds you
  • when you feel challenged
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44
Q

Will power and motivation - expectancy theory

A

motivation to engage in a task depends on:

  • expectance (effort = performance)
  • instrumentality - performing at level = reward
  • valcen = extent that rewards will satisfy needs and wants
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45
Q

Will power and motivation - equity theory

A

when employees compares their inputs and outcomes compared to other co-workers

me: high effort, low pay
them: less effort, more pay

think unfair

46
Q

Will power and motivation - self-determination theory

A

intrinsic and extrinsic

47
Q

Will power and motivation - job design

A

actual nature of job they are doing

48
Q

Will power and motivation - job design - job characteristic model’s 5 dimensions

A

skill varierty

task identity

task signifance

autonomy

feedback

49
Q

Networking, power and politics - types of powers (5) CLERIR

A

CLERIR

Coercive
Legitimate
Expert
Referent
Information
Reward
50
Q

Networking, power and politics - how to gain power

A

Improve competency (negotiation, leadeship, skills)

Cultivate network (good employer, allies, network)

51
Q

Networking, power and politics - what is social network

A

social structure that consists of a group of social parties, set of ties and other social exchanges

52
Q

Networking, power and politics - what are networking strategies

A
  • socialising
  • maintaining contacts
  • community activities
  • increasing internal visibility
  • professional acivities
53
Q

Networking, power and politics - what are some interpersonal influence strategies?

A
  • Reciprocity
  • Scarcity (more scarce your expertise, more powerful)
  • authority
  • consistency
  • consensus
  • liking
54
Q

Networking, power and politics - what is social network centrality

A

Extent which one person is valuable and central in a social network
- more network centrality, more social capital and power

55
Q

Networking, power and politics - three dimensions to social network centrality

A
  • degree - number of connections
  • closeness - strength of ties
  • betweeness - how much one is located b/w other clusters of notes, more likely to be the broker b/w groups
56
Q

Networking, power and politics - what is employee empowerment

A

increasing the freedom and ability of employees to make decns and commitments

57
Q

Networking, power and politics - two types of how employees can be empowered

A
  • job content - tasks necesary for carrying out a job

- job context - setting which job is done such as structure, culture, reward

58
Q

Networking, power and politics - political behaviours

A
  • backstabbing
  • using others and taking credit
  • forming coalitions
  • controlling information
59
Q

Group and team dybnamics - definition of team

A

type of group - all members share challenges and try to obtain common goal

60
Q

Group and team dybnamics - types of teams (4)

A
  • problem solving
  • self-managed
  • cross functional
  • virtual teams
61
Q

Group and team dybnamics - team tasks - 3

A

additive - sum of all individuals
disjunctive - team performance is based onstrongest group member’s performance
conjunctive - team’s performance is based on weakest link

62
Q

Group and team dybnamics - optimal team size

A

optimal is 8, too many will decrease functionality

63
Q

Group and team dybnamics - team development stages - 4

A
  1. forming - dependency and inclusion
  2. storming - counterdependency and fight
  3. norming - trust and structure
  4. performing - coordinating and working
64
Q

Group and team dybnamics - team roles

A 
expectations
conflict
ambiguity
overload - too much expected of someone
underload
65
Q

Group and team dybnamics - 4 types of cultural intelligence forms

A

drive - interest and confidence in functioning in culturally diverse situations

knowledge -

action

strategy

66
Q

Group and team dybnamics - social conformity

A

inclination for social conformity, behave how they think will be approved by the group

67
Q

Group and team dybnamics - social loafing

A

free riding
- withhold effort when performing task, most likely due to big group size

how to reduce:
- small groups, specialise tasks, measure individual performance, incresae motivation of all

68
Q

Group and team dybnamics - social facilitation

A

people’s tendency to work harder in other’s presence

69
Q

Group and team dybnamics - main group decision methods

A
  • authority withot discussion
  • expert member
  • average of member’s opinions
  • decn by authority after decn
  • minotirty control
  • majority vote
  • consensus
70
Q

Group and team dybnamics - group polarisation

A

tendency of a group to reach a collective decn that is more extreme than initial positions of indv members

71
Q

Group and team dybnamics - groupthink

A

no one wants to rock the boat, think that the in-group is correct, uniformity

72
Q

Group and team dybnamics - intergroup behaviour

A

when two group encounter - could be hostility agaist the other group, us vs them, think that the in group is better

73
Q

Group and team dybnamics - intergroup contact theory

A

posiitve contact with member of anothere group - more contact, less prejudice towards the whole group

74
Q

Leadership - traits and attributes of a leader

A 
distal traits 
- perosnality
- mptives and values
-cognitive abiities
proximal attributes
- social appraisal skills
-problem solving skills
-expertise/tacit knowledge
75
Q

leadership - behavoiurs associated with being a leader

A
  • exercising influence over subordinates
  • wanting one’s way re: issues
  • asking subordinates to work harder
  • talking to subordinates frequently
76
Q

leadership - social identity theory of leadership - what is group prototype and what are benefits of resembling a group prototype?

A

the impresion of individuals most representative of group values and behaviours.

this can benefit a leader b/c the employees are more likely to be promoted as leaders, perceived as more effective, suitable, charismatic and pursuasive, blamed less when the organistaion is ineffective

77
Q

leadership - managerial grid: balance two aspects of leadership

A

concern for relaitoship - emphasises interpersonal relarionships
concern for task: emphasises the technical aspects of the job

78
Q

leadership - situational theory of leadership

A

a leader should be able to use the appropriate approach based on the subordinate’s readiness to complete a task:
- depending on how able and willing the subordinate is, the leadership style will change accordingly (telling, selling, participating, delegating)

79
Q

leadership - leader-membre exchange

A

leadership occurs when leaders and followers are able to develop effective relarionships/partners with effective influence and resource benefits.

Followers who experience high LMX tend to:

  • receive higher performance rating from the leader
  • experience higher satisfaction with the leader
  • exhibit higher commitment to org
  • higher role clarity, less conflict
  • less turnover intentions and behaviour
80
Q

leadership - transformational leadership

A
  • idealised influence
  • inspirational motivation
  • intellectual stimulation
  • individual consideration
81
Q

leadership - servant leadership

A

focus on making positive impacts on follower’s growth and wellbeing - focus on followers not organisation

  • altruism
  • authenticity
  • intimacy
  • morality
  • spirituality
  • transformation
82
Q

leadership - ethicl leadership

A

ethical dimension of leading - right vs wrong, moral vs immoral

a moral manager will communicate messages on ethics and values, be role model, manage ethical behaviour at work

83
Q

leadership - destructive leadership

A

systematic and repeated leader behviours that:

  • work against organisation’s interests
  • undermines org’s goals, tasks and resources
  • sabotage subordinates’ effectiveness, motivation and wellbeing
84
Q

leadership - consequences of destrctive leadership

A
  • counter-productive behaviour
  • more turnover
  • less justice or perception of it
  • more resistance toward leader
  • less trust in leader
  • more stress and negative emotions in followers
85
Q

leadership - narcissistic lreardership

A

their actions motivated by their own needs and beliefs, prioritising it over the organisation and followers that they lead

86
Q

leadership - abusive supervision

A

extent to which supervisors engage in hostile verbal and nonverbal behaviours excluding physical contact

87
Q

leadership - effects of abusive supervision on followers

A
  • voluntary turnover
  • low job satisfsaction and life satisfactoin
  • low normative and affective commitment
  • higher continuence commitment
  • lower OCB
88
Q

ethics - what is ethics

A

social value relating to how humans cooperate with one another in furthering human welfare and how they adjusticate conflicts among individual interest
- moral systems of interlocking sets of valuess, virtues, norms, etc that work together to suppress or regulate selfishness and make cooperative social life possible

89
Q

ethics - wht is a moral dilemma

A

decision wheere you need to choose from 1+ actions that have moral implications

90
Q

ethics - universal ethical values

A

theory that there is a set of ethical values that can be found across different countries and cultures

91
Q

ethics - what are the 5 niversal ethical values

A
  • harm/care
  • fairness/reciprocity
  • ingroup/loyalty
  • authority/respect
  • purity/sanctity
92
Q

ethics - what are the 6 moral developmental stages?

A
  1. heteonomous morality - avoid physical damage to others/their property and avoiding being punished for beaking the rules
  2. instrumental morality - serving one’s own needs and interests and being fair and engaging in equal exchange of benefits with others
  3. relaitonship focused - living up to expectation of others and maintaing social relationships
  4. social system conscience - maintaining existing social instrutitutions and being a good citizen - following the law, economy
  5. social contract and individual rights - promoting greatest good for greatest number and respecting basic human rights
  6. universal ethical principles - following self chosen principles and violating laws and social norms when necessary
93
Q

ethics - what is consequentialism

A

ethicality of a behaviour lies in its consequences. worse consequences = more unethical

94
Q

ethics - what is deontology

A

ethical behaviour lies in its consistency with a set of established rules, regardless of its coneseuqnces (breaking traffic rules if bad b/c it is a rule)

95
Q

ethics - what is kantian ethics

A

ethicaliyt lies in the intention - acts done with right intent are moral

96
Q

ethics - moral intuition hypothesis

A

we feel strong emotions in certin moral situations and reach a moral judgment intuitively, then we engage in rational and logical analyses to provide rationale for our judgment (eg. react with disgust if a dog gets eaten as gut instict)

97
Q

ethics - moral emotions

A

emotions linked to the interst or welfare either of society as a whole or at least of persons other than the judge or agent

98
Q

ethics - name 2 main moral emotions

A

guilt - specific behaviour that failed morally

shame - one’s overall identity failed

99
Q

ethics - 3 types of moral pride

A

pride: emotion generated by appraisals that one is responsible for a socially valued outcome or for being a socially valued person

moral pride - associated with meeting/exceeding moral standards
alpha moral pride -pride in one’s moral self
beta moral pride - pride in a specific moral behaviour

100
Q

ethics - what is embarrassment

A

mortification, chagrin that follows public social predicaments

causes:

  • when someone behaves in a clumsy or hapless way
  • awkward social interactions
  • when someone’s behaviour needs to be changed and it is obvious
101
Q

ethics - moral elevation

A

positive emotuon elicited when observing others behavin in a way particularly virtuous, commendable or superhuman

102
Q

ethics - necessary evil

A

tasks where a person knowingly and intentionally cause emotional or physical harm to another human in the process of achieving something perceived as the greater good

eg. firing people, discipline, terminating contracts, negative performance reviews

103
Q

ethics - moral disengagement

A

psychological and social mechanisms that disengage self-sanctions from unethical conduct

so higher = more likely to engage in unethical behaviours and not feel guilt or shame or stress

104
Q

ethics - 8 types of moral disengagement

A
  1. moral justification - acceptable if it serves a socially worthy purpose
  2. euphemistic labeling
  3. advantageous comparison - contrast harmful conduct with atrocities
  4. displacement of responsibility
  5. diffusion of responsibility - minimising their own role in the harm
  6. misrepresenting the harm
  7. ascription o blame - victim blaming
  8. dehumanistation
105
Q

negotiation - BATNA

A

best altnerative to a negotiated agreement

106
Q

negotiation - target point

A

what specific results do you want from the negotiation

107
Q

negotiation - resistance point

A

point where you would rather walk away than accept the conditions
aka reservation price

108
Q

negotiation - bargaining zone

A

differnce b/w the two party’s resistance points - between this they will agree

109
Q

negotiation - negotiation techniques

A
  • aggressive first offer
  • ask/give concessions
  • share information
110
Q

negotiation - negotiation traps

A
  • fixed-pie
  • reactive devluation - devaluing an offer just b/c it is proposed by an antagonist
  • agreement bias - settling for terms worse than your BATNA
  • winner’s curse
  • hubris - walking away from table when offer is better than BATNA
  • lose-lose negotiation

MGC Organisation Behaviour (1 decks)

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