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organizational behavior > Exam 1 > Flashcards

Exam 1 Flashcards

1
Q

interpersonal managerial roles

A

figurehead, leader, liason

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2
Q

informational managerial roles

A

monitor, disseminator, spokesperson

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3
Q

decisional managerial roles

A

entrepreneur, disturbane handle, recourse allocator, negotiator

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4
Q

technical skills

A

The ability to apply specialized knowledge or expertise.

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5
Q

conceptual skills

A

The mental ability to analyze and diagnose complex situations.

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6
Q

human skills

A

The ability to work with, understand, and motivate other people, both individually and in groups.

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7
Q

average managers

A

traditional, hr, communication, networking

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8
Q

successful managers

A

networking, communication, traditional, hr

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8
Q

effective managers

A

communication, hr, traditional, networking

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9
Q

disciplines that contribute to OB

A

psychology, social psychology, sociology, anthropology

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10
Q

why there are few absolutes in OB

A

Because we are not alike and our ability to make simple, accurate, and sweeping generalizations about ourselves is limited.

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11
Q

inputs

A

Variables that lead to processes

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12
Q

processes

A

result of inputs and lead to outcomes.

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13
Q

outputs

A

Key factors that are affected by other variables.

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14
Q

discrimination

A

noting differences between thing

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15
Q

unfair discrimination

A

making judgments about individuals based on stereotypes regarding their demographic group.

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16
Q

diversity characteristics

A

age, gender, race/ethnicity, disabilities, religion, tenure, cultural identity

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17
Q

surface level diversity

A

Differences in easily perceived characteristics, such as gender, race, ethnicity, age, or disability, that do not
necessarily reflect the ways people think or feel but that may activate certain stereotypes.

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18
Q

stereotyping

A

Judging someone on the basis of our perception of the group to which that person belongs.

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19
Q

deep level diversity

A

Differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better.

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20
Q

How does workplace discrimination undermine organizational effectiveness

A

can leave qualified people out of jobs, reduced productivity, more conflict, increased turnover

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21
Q

diversity strategies

A

attract and retain diverse employees, effective diversity programs, examine workforce

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22
Q

attitude equation

A

cognitive + affective + behavioral = attitude

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23
Q

cognitive component

A

opinion or belief

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24
Q

affective component

A

emotional or feeling

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25
Q

behavioral

A

An intention to behave in a certain way toward someone or something.

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26
Q

attitudes predict

A

behavior

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27
Q

cognitive dissonance

A

when an individual holds beliefs, attitudes
or behaviors that are at odds with one another

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28
Q

when do we reduce dissonance

A

how important is the attitude, how much influence do you have over it, what are the rewards from the dissonance

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29
Q

how do we reduce dissonance

A

rationalize, change the attitude/behavior, change the environment

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30
Q

job condition

A

jobs that provide training, variety, independence, and
control satisfy most employees.

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31
Q

personality job attitude

A

those who believe in ones inner worth are more satisfied with their jobs than people with negative cse

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32
Q

pay job attitude

A

pay is not as important as other things with job satisfaction

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33
Q

corporate social responsibility

A

An organization’s self-regulated actions to benefit society or the environment beyond what is required by law.

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34
Q

outcomes of job satisfaction

A

job performance, Organizational Citizenship,
Turnover, Workplace deviance

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35
Q

organizational citizenship

A

Discretionary behavior that contributes to the
psychological and social environment of the
workplace.

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36
Q

workplace deviance

A

the deliberate desire to cause harm to an organization

37
Q

exit response to dissatisfaction

A

directs behavior toward leaving the organization

38
Q

voice response to dissatisfaction

A

actively and constructively attempting
to improve conditions

39
Q

loyalty response to dissatisfaction

A

means passively but optimistically waiting for
conditions to improve

40
Q

neglect response to dissatisfaction

A

passively allows conditions to worsen and
includes chronic absenteeism or lateness, reduced effort, and an increased error rate

41
Q

sources of emotions/moods

A

personality, day of the week, stress, social activities, sleep, exercise, age?, gender?

42
Q

mood

A

less intense and cause is general/unclear

43
Q

emotion

A

intense, directed at something

44
Q

six basic emotions

A

anger, fear, sadness, happy, disgust, surprise

45
Q

mood states

A

positive, negative

46
Q

emotions are necessary to

A

make good decisions

47
Q

what goes into decision making

A

feeling and thinking

48
Q

affective events theory

A

Emotions are a response to an event in the work environment

49
Q

affective events model

A

work environment - work events - emotional reactions -job satisfaction/perfromance

50
Q

emotional contagion

A

The process by which peoples’ emotions are caused by the emotions of others.

51
Q

EI compnents

A

conscientiousness, cognitive ability, emotional stability

52
Q

how is personality measured

A

myers briggs, big five

53
Q

myers briggs personality types

A

extroverts/introverts, thinkers/feelers, sensors/intuitive, judgers/perceivers

54
Q

big five

A

extroversion, openness, agreeableness, conscientiousness, emotional stability

55
Q

personality job-fit

A

(o*net) that the fit between personality type and occupational environment determines satisfaction and turnover.

56
Q

person organization fit

A

people are attracted to and selected by organizations that match their values, and leave when there is no compatibility.

57
Q

power distance

A

describes the extent to which a society accepts that power in institutions and organizations is distributed unequally.

58
Q

individualism

A

the degree to which people prefer to act as individuals rather than as members of groups.

59
Q

collectivism

A

people expect others in groups of which they are a part to look after them and protect them.

60
Q

masculinity

A

the extent to which the culture favors traditional masculine work roles of achievement, power, and control.

61
Q

femininity

A

little differentiation between male and female roles

62
Q

uncertainty avoidance

A

describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.

63
Q

long term orientation

A

emphasizes the future, thrift, and persistence.

64
Q

short term orientation

A

that emphasizes the present and accepts change.

65
Q

values

A

What an individual believes is good, right, desirable

66
Q

terminal values

A

the goals a person would like to achieve during his or her lifetime.

67
Q

instrumental values

A

means of achieving terminal values

68
Q

employee engagement charts

A

26% actively disengaged, 29% engage, 45% not engaged

69
Q

factors that influence perception

A

perceiver, target, situation

70
Q

attribution theory

A

is someone’s behavior internally or externally caused

71
Q

fundamental attribution error

A

We underestimate the influence of external factors and overestimate the influence of internal factors

72
Q

selective shortcut

A

choose to interpret what one sees based on one’s interests, background, experience, and attitudes.

73
Q

halo effect

A

positive judgement based on a single characteristic

74
Q

horns effect

A

negative judgement based on single characteristic

75
Q

contrast effect

A

judging based on comparison of someone else

76
Q

rational decision making

A

making consistent, value-maximizing choices within specified constraints.

77
Q

bounded rationality

A

constructing simplified models that extract the essential features from problems without capturing all their complexity.

78
Q

intuitive decision making

A

An unconscious process created out of experience.

79
Q

overconfidence bias

A

overconfident about our abilities and the abilities of others

80
Q

anchoring bias

A

A tendency to fixate on initial information, that one fails to correct for future information

81
Q

conformation bias

A

The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments.

82
Q

availability bias

A

The tendency for people to base their judgments on information that is readily available to them.

83
Q

escalation commitment

A

An increased commitment to a previous decision despite negative information.

84
Q

randomness error

A

The tendency of individuals to believe that they can predict the outcome of random events.

85
Q

risk aversion

A

The tendency to prefer a sure gain of a moderate amount over a riskier outcome

86
Q

hindsight bias

A

perceive past events as having been more predictable than they actually were

87
Q

reducing bias and errors

A

focus on goals, challenge beliefs and assumptions, don’t create meaning, increase options and alternatives

88
Q

ind influences of decision making

A

gender, personality, mental ability, cultural differences

89
Q

org influences of decision making

A

performance evaluation systems, reward systems, formal regulations, time constraints, historical precedents

90
Q

utalitariansim

A

greatest good for all

91
Q

deonance

A

decision made because “you ought to”

organizational behavior (3 decks)

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