Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

organizational behavior > Exam 1 > Flashcards

Exam 1 Flashcards

(92 cards)

Start Studying
1
Q

interpersonal managerial roles

A

figurehead, leader, liason

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

informational managerial roles

A

monitor, disseminator, spokesperson

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

decisional managerial roles

A

entrepreneur, disturbane handle, recourse allocator, negotiator

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

technical skills

A

The ability to apply specialized knowledge or expertise.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

conceptual skills

A

The mental ability to analyze and diagnose complex situations.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

human skills

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

average managers

A

traditional, hr, communication, networking

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

successful managers

A

networking, communication, traditional, hr

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

effective managers

A

communication, hr, traditional, networking

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

disciplines that contribute to OB

A

psychology, social psychology, sociology, anthropology

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

inputs

A

Variables that lead to processes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

processes

A

result of inputs and lead to outcomes.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

outputs

A

Key factors that are affected by other variables.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

discrimination

A

noting differences between thing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

unfair discrimination

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

diversity characteristics

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

stereotyping

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

How does workplace discrimination undermine organizational effectiveness

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

diversity strategies

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

attitude equation

A

cognitive + affective + behavioral = attitude

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

cognitive component

A

opinion or belief

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
affective component
emotional or feeling
25
behavioral
An intention to behave in a certain way toward someone or something.
26
attitudes predict
behavior
27
cognitive dissonance
when an individual holds beliefs, attitudes or behaviors that are at odds with one another
28
when do we reduce dissonance
how important is the attitude, how much influence do you have over it, what are the rewards from the dissonance
29
how do we reduce dissonance
rationalize, change the attitude/behavior, change the environment
30
job condition
jobs that provide training, variety, independence, and control satisfy most employees.
31
personality job attitude
those who believe in ones inner worth are more satisfied with their jobs than people with negative cse
32
pay job attitude
pay is not as important as other things with job satisfaction
33
corporate social responsibility
An organization’s self-regulated actions to benefit society or the environment beyond what is required by law.
34
outcomes of job satisfaction
job performance, Organizational Citizenship, Turnover, Workplace deviance
35
organizational citizenship
Discretionary behavior that contributes to the psychological and social environment of the workplace.
36
workplace deviance
the deliberate desire to cause harm to an organization
37
exit response to dissatisfaction
directs behavior toward leaving the organization
38
voice response to dissatisfaction
actively and constructively attempting to improve conditions
39
loyalty response to dissatisfaction
means passively but optimistically waiting for conditions to improve
40
neglect response to dissatisfaction
passively allows conditions to worsen and includes chronic absenteeism or lateness, reduced effort, and an increased error rate
41
sources of emotions/moods
personality, day of the week, stress, social activities, sleep, exercise, age?, gender?
42
mood
less intense and cause is general/unclear
43
emotion
intense, directed at something
44
six basic emotions
anger, fear, sadness, happy, disgust, surprise
45
mood states
positive, negative
46
emotions are necessary to
make good decisions
47
what goes into decision making
feeling and thinking
48
affective events theory
Emotions are a response to an event in the work environment
49
affective events model
work environment - work events - emotional reactions -job satisfaction/perfromance
50
emotional contagion
The process by which peoples’ emotions are caused by the emotions of others.
51
EI compnents
conscientiousness, cognitive ability, emotional stability
52
how is personality measured
myers briggs, big five
53
myers briggs personality types
extroverts/introverts, thinkers/feelers, sensors/intuitive, judgers/perceivers
54
big five
extroversion, openness, agreeableness, conscientiousness, emotional stability
55
personality job-fit
(o*net) that the fit between personality type and occupational environment determines satisfaction and turnover.
56
person organization fit
people are attracted to and selected by organizations that match their values, and leave when there is no compatibility.
57
power distance
describes the extent to which a society accepts that power in institutions and organizations is distributed unequally.
58
individualism
the degree to which people prefer to act as individuals rather than as members of groups.
59
collectivism
people expect others in groups of which they are a part to look after them and protect them.
60
masculinity
the extent to which the culture favors traditional masculine work roles of achievement, power, and control.
61
femininity
little differentiation between male and female roles
62
uncertainty avoidance
describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.
63
long term orientation
emphasizes the future, thrift, and persistence.
64
short term orientation
that emphasizes the present and accepts change.
65
values
What an individual believes is good, right, desirable
66
terminal values
the goals a person would like to achieve during his or her lifetime.
67
instrumental values
means of achieving terminal values
68
employee engagement charts
26% actively disengaged, 29% engage, 45% not engaged
69
factors that influence perception
perceiver, target, situation
70
attribution theory
is someone’s behavior internally or externally caused
71
fundamental attribution error
We underestimate the influence of external factors and overestimate the influence of internal factors
72
selective shortcut
choose to interpret what one sees based on one’s interests, background, experience, and attitudes.
73
halo effect
positive judgement based on a single characteristic
74
horns effect
negative judgement based on single characteristic
75
contrast effect
judging based on comparison of someone else
76
rational decision making
making consistent, value-maximizing choices within specified constraints.
77
bounded rationality
constructing simplified models that extract the essential features from problems without capturing all their complexity.
78
intuitive decision making
An unconscious process created out of experience.
79
overconfidence bias
overconfident about our abilities and the abilities of others
80
anchoring bias
A tendency to fixate on initial information, that one fails to correct for future information
81
conformation bias
The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments.
82
availability bias
The tendency for people to base their judgments on information that is readily available to them.
83
escalation commitment
An increased commitment to a previous decision despite negative information.
84
randomness error
The tendency of individuals to believe that they can predict the outcome of random events.
85
risk aversion
The tendency to prefer a sure gain of a moderate amount over a riskier outcome
86
hindsight bias
perceive past events as having been more predictable than they actually were
87
reducing bias and errors
focus on goals, challenge beliefs and assumptions, don't create meaning, increase options and alternatives
88
ind influences of decision making
gender, personality, mental ability, cultural differences
89
org influences of decision making
performance evaluation systems, reward systems, formal regulations, time constraints, historical precedents
90
utalitariansim
greatest good for all
91
deonance
decision made because "you ought to"

organizational behavior (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions