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Organizational Behavior > EXAM 1 > Flashcards

EXAM 1 Flashcards

1
Q

An evaluative statement or judgment about objects, people, or events is known as:

A

Attitude

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2
Q

The cognitive component of an attitude is best described as:

A

An opinion or belief that underlies the attitude

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3
Q

Which component of an attitude describes an intention to behave a certain way toward someone or something?

A

Behavioral

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4
Q

Spencer was not awarded the promotion and now has been coming in late to work over the past week. Spencer is demonstrating which attribute of an attitude?

A

Behavioral

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5
Q

Example of Cognitive component of an Attitude?

A

“My pay is low”

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6
Q

Cognitive component of attitude:

A

an opinion or belief about the attitude target ie: boss, pay, management, company

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7
Q

Affective component of attitude:

A

Emotion of feeling aspect of a statement like “ I am mad that my pay is low”

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8
Q

Behavior Component of Attitude:

A

describes an intention to behave a certain way “I am going to look for another job that pays better”

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9
Q

ABCs of Attitude

A

Affective
Behavior
Cognitive

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10
Q

What forms the basis for job attitudes and behaviors and strongly predicts job attitude formation?

A

Organizational Identification

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11
Q

Unethical Behavior: Any behavior that violates

A

accepted standards or norms

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12
Q

Technical Skills is the ability to apply :

A

specialized knowledge or expertise

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13
Q

Organization is determining:

A
  1. what tasks are to be done
  2. who is to do them
  3. how teams are to be formed
    4.who reports to whom,
    5.where decisions are made
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14
Q

Withdrawal Behavior

A

The set of actions an employee under takes to separate themselves from an organization.

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15
Q

Leading is a function that include

A

motivating employees
directing others
selecting the most effective communication channels
resolving conflict

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16
Q

Productivity is a combination of the __________ and ____________ of an organization

A

A combination of the effectiveness and efficiency of an organization

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17
Q

Corporate social responsibility is an organizations __________________ to benefit __________ or ___________ outside of what is required by law.

A

an organizations self regulated actions to benefit society or the environment outside of what is required by law.

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18
Q

Conceptual skills

A

the mental ability to analyze or diagnose complex situations

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19
Q

Outcomes

A

key factors that are effected by other variables

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20
Q

Organizational Citizenship behavior (OCB)

A

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

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21
Q

OCB

A

Organizational Citizenship behavior

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22
Q

Processes are

A

actions that individuals, group or organizations engage in as a result of inputs that lead to certain outcomes

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23
Q

Contingency Variables

A

Situational factors that moderate the relationship between 2 variables

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24
Q

Evidence Based Management

A

Basing managerial decisions on the best available scientific evidence

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25
Q

EBM

A

Evidence Based Management

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26
Q

Effectiveness

A

The degree to which an organization meets the needs of its clients or customers

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27
Q

Job Performance

A

The total value of a workers contributions to an organization through their behaviors over a period of time.

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28
Q

Manager

A

an individual who achieves goals through other people

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29
Q

People skills

A

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

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30
Q

Planning is a process that includes:

A

Defining goals, establishing strategy, and developing plans to coordinate activity

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31
Q

Controlling

A

monitoring activities to ensure that they are being accomplished as planned and correcting any significant deviations

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32
Q

Efficiency

A

the degree to which an organization can achieve its ends at a low cost.

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33
Q

inputs are variables like _______, _________ and _______ that lead to processes.

A

personality, group structure and organizational culture

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34
Q

Organizational Behavior is a field of study that investigates the impact that ____________, ______________ and _______________ have on behavior within organizations for the purpose of applying such knowledge towards improving an organizations ______________.

A

individuals, groups, and structure have on behavior within organizations for the purpose of applying such knowledge towards improving an organizations effectiveness

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35
Q

OB

A

Organizational Behavior

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36
Q

Management Skill
1
2
3

A

Technical
People
Conceptual

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37
Q

Management Activities
1
2
3
4

A

Planning
Organizing
Leading
Controlling

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38
Q

Theory (AKA model)

A

a theory describes a set of systematically interrelated concepts or hypothesis that explain or predict phenomena.

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39
Q

Hypothesis

A

an idea how two variables are related.

If you pay people more then they are more motivated.

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40
Q

Hypothesis are always ____________: based on other people’s research.

A

Informed

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41
Q

Organizational behavior is always based on _____.

A

DATA

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42
Q

How to evaluate research :
1
2
3

A
  1. Reliability
  2. Generalizability - External Validity
  3. Internal Validity
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43
Q

How to evaluate research : Reliability

A

reliability refers to the consistency of measurement

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44
Q

How to evaluate research : Generalizability or external validity

A

Generalizable - is the population we are studying similar to the population we are trying to understand?

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45
Q

How to evaluate research : Internal Validity

A

the extent that you are sure your independent variable is the only cause for the change in your dependent variable

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46
Q

The experimental method:
dependent variable

A

measured by the researcher

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47
Q

The experimental method:
independent variable

A

manipulated by the researcher

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48
Q

does productivity go up according to pay

Productivity is ______ Variable

A

Productivity is the dependent variable

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49
Q

does productivity go up according to pay

Pay is ______ Variable

A

Pay is the independent variable

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50
Q

Moderating Variable:

A

X is Dependent on Y, but only when Z occurs. Z is the moderating variable.

51
Q

Variable:

If we increase supervision (X) in the work area, there will be more productivity (Y), but this effect will be moderated by the complexity (Z) of the task.

A

(X) Independent variable: Increase Supervision

(Y) Dependent variable: Productivity

(Z) Moderating variable: Complexity of task

52
Q

Causality - cause and effect

A

implies a relationship- this caused that.

53
Q

Correlation coefficient: Closer to 1 is ___________ and closer to 0 is _______________.

A
  • closer to one is stronger closer to 0 is weaker
54
Q

Positive Correlation

A

An increase in variable A increases Variable B

55
Q

Negative Correlation

A

An decrease in variable A increases Variable B

56
Q

Zero Correlation

A

Indicated no relationship exists

57
Q

Types of Research designs: Case Study

A

Drawn from real life situation, a case study present an in-depth analysis of one setting.

58
Q

Types of Research designs: Observational

A

(Qualititative ) Sitting in the room and observing the behavior being studied.

59
Q

Types of Research designs: Field Survey

A

A standardized questionnaire that allows for analysis, can be quantified, and summarized.

60
Q

Types of Research designs: Experimental

A

Testing a hypothesis in a lab or in the field. Uses variables and controls to find a cause and effect relationship

61
Q

Personality is the pattern of

A

pattern of enduring ways that a person feels, thinks, and behaves

62
Q

Personality is stable, hard to change, and it should be ____________ from week to week.

A

simliar

63
Q

Feelings, thoughts, attitudes, and behavior are a result of _____________ and _________________ interacting

A

personality and situation

64
Q

The big 5
O
C
E
A
N

A

OPENNESS
CONCIENTIOUSNESS
EXTRAVERSION
AGREEABLENESS
NEAUTOTICISM (EMOTIIONAL STABILITY)

65
Q

OCEAN: Openness to Experience

A

he extent to which an individual is
original, creative
open to a wide variety of stimuli, has broad interests, and is
Willing to take risks as opposed to being cautious

66
Q

OPENNESS is associated with

A

Risk and Creativity

67
Q

LOW OPENNESS is associated with

A

Down to earth, practical, traditional

+Detail focused, good project management, consistent and reliable

  • Focus on here and now, not big picture, fixed ideas
68
Q

HIGH OPENNESS is associated with

A

Imaginative, broad interests, conceptual, big picture

+Creative, enjoy change, tolerant

-Too much change, not enough detail, unrealistic and inconsistent

69
Q

OCEAN
Conscientiousness

A

Trait that describes the extent to which an individual is careful, reliable, organized and persistent

70
Q

LOW CONSCIENTIOUSNESS is associated with

A

Spontaneous, flexible,
disorganized, careless,
hasty

+Responsive to changing needs, easy-going, relaxed outlook

  • Distracted from goals, chaotic, unreliable
71
Q

HIGH CONSCIENTIOUSNESS is associated with

A

Efficient, well-organized, sense of duty

+Perfectionist, reliable, hard-working, high drive

  • Workaholic, hard on
    others, obsessive
    about control
72
Q

OCEAN
Extraversion

A

The degree to which individuals are gregarious, assertive, and sociable (extraverts) versus being reserved, timid, and quiet (introverts).
Includes traits such as talkative, energetic, and assertive.

73
Q

LOW EXTRAVERSION is associated with

A

Reserved, perceived as serious, prefer working alone, avoid leadership roles

+Think carefully, non-
disruptive, rich inner life

  • small networks
74
Q

HIGH EXTRAVERSION is associated with

A

Outgoing, sociable,
talkative, dominant,
assertive, energetic

+Skilled communicators, inclusive, good networkers

-Don’t listen, bulldoze others

75
Q

OCEAN
Agreeableness

A

Personality trait that captures the distinction between individuals who get along well with other people and those who do not

76
Q

LOW AGREEABLENESS associated with :

A

Skeptical, guarded, tough-minded, competitive, self-promoting

+Thick skinned, good at doing deals and staying focused

  • Alienate others, frequent conflicts, low trust
77
Q

HIGH AGREEABLENESS associated with :

A

Compassionate, cooperative, trusting, considerate, tolerant

+Caring, trusting, charitable, well-liked

-Transparent, easily manipulated, defer too much to others

78
Q

OCEAN
Emotional Stability (aka Neuroticism)

A

The degree to which individuals are
able to withstand stress Includes traits like tense, moody, and anxious.

79
Q

emotionally stable

A

calm, self-confident, optimistic and secure

80
Q

neurotic

A

insecure, anxious, depressed, and emotionally unstable

81
Q

HIGH EMOTIONAL STABILITY is associated with :

A

Calm, even-tempered, relaxed, optimistic, stress resistant

+Good in crisis, stable, predictable

  • Perceived as indifferent, insensitive, and unaware
82
Q

LOW HIGH EMOTIONAL STABILITY is associated with :

A

Worried, anxious, easily stressed, moody, pessimistic
+Show energy and enthusiasm, proactive and charismatic
- Nervous and stressed, uneven, micro-manage, bit of a downer

83
Q

HEXACO

A

Honesty/Humility
Emotionality
Extraversion
Agreeableness
Conscientiousness
Openness to Experience

84
Q

MBTI lacks

A

reliability

85
Q

Core Self Evaluations

A

Conclusions individuals have about their own abilities , competence and worth as a person.

86
Q

People who have positive CSE see themselves as more

A

effective and in control of their environment

87
Q

high core self evaluations are more positively related to job performance in ________ cultures.

A

individualistic- rather than collectivist.

88
Q

Self Monitoring describes an individuals ability to

A

adjust behavior to external factors

89
Q

Proactive personalities

A

identify opportunity, take action, show initiative, and persevere

90
Q

Situation Strength Theory

A

the way personality translate into behavior is dependent on the situational strength

91
Q

Factors that effect situational strength (4 Cs)

A

Clarity
Consistency
Constraints
Consequences

92
Q

Person Organization fit

A

People are attracted to and selected by organizations that match their values.

93
Q

Organizational identification

A

The extent an employee defines themselves by the same characteristics that define their organization

94
Q

What Causes job Satisfaction

A

Job conditions
Personality
Pay

95
Q

job Satisfaction

A

A positive feeling about the job resulting from an
evaluation of its characteristics.

96
Q

What makes employees happy?

A

Fairness
Trust + Respect
Voice in Decisions
Purpose Driven Change

97
Q

perceived Organizational Support (POS)

A

-Degree to which employees believe the organization
values their contribution and cares about their well-
being.
-Higher when rewards are fair, employees are involved
in decision making, and supervisors are seen as
supportive

98
Q

Employee Engagement

A

-The individual’s involvement with, satisfaction with, and
enthusiasm for the work.
– Engaged employees are passionate about their work
and company

99
Q

Organizational Commitment

A

-identifying with a particular organization and its goals
and wishing to maintain membership in the
organization.
– Employees who are committed will be less likely to
engage in work withdrawal even if they are dissatisfied,
because they have a sense of organizational loyalty.

100
Q

Job involvement

A

The degree to which people psychologically identify with their jobs and perceive their performance levels as important to their self worth.

101
Q

3 outcomes of job satisfaction

A

-Performance
-Organizational Citizen Behavior
-Customer satisfaction

102
Q

Job dissatisfaction
Voice

A

attempting to improve the organization

103
Q

Job dissatisfaction
Exit

A

leaving organization

104
Q

Job dissatisfaction
Loyalty

A

Passively waiting for things to get better on their own

105
Q

Job dissatisfaction
Neglect

A

Passively allowing conditions to worsen

106
Q

How are emotions different from moods

A

an emotion is a feeling in the moment as a result of a stimulus, a mood is a longer lived experience of feeling a certain way

107
Q

Affect

A

a generic term covering a broad range of feelings including emotions and moods

108
Q

emotions

A

intense, discrete , short lived, caused by an event, facial expressions

109
Q

mood

A

longer lived, less intense

110
Q

emotional labor

A

an employees expression of an organizations desired emotions while at work

111
Q

felt emotions

A

actual emotions

112
Q

displayed emotions

A

emotions organizations want us to display as they are appropriate to the job.

113
Q

surface acting

A

deals with displayed emotions - associated with increased stress and decreased job satisfaction

114
Q

emotional dissonce

A

expressing one emotion while feeling another

115
Q

Emotional Intelligence

A
  1. perceive emotions in others
  2. understand the meaning of emotions
  3. regulate ones own emotions
116
Q

emotional regulation

A

the ability to identify and modify the way you feel

117
Q

emotional regulation consists of 3 components

A

suppression
reappraisal
venting

118
Q

Affective Events Theory

A

employees react emotionally to thing that happen at work, and that those reactions influence job performance and satisfaction

119
Q

mood effect on creativity

A

activating moods (negative and positive) lead to more creativity

120
Q

managers can increase employee motivation by encouraging ________ moods

A

good moods

121
Q

Anger can benefit negotiations how?

A

the opponent may conclude that the negotiator has conceded everything they can and so the opponent may concede as well

122
Q

Angry negotiator who have less __________ and less ___________ have worse outcomes

A

information and power

123
Q

Incentive gaming

A

increase reward without improving performance.

124
Q

Examples of CSR initiatives (corporate responsibility)

A

Reducing carbon footprints.
Improving labor policies.
Participating in fairtrade.
Diversity, equity and inclusion.
Charitable global giving.
Community and virtual volunteering.
Corporate policies that benefit the environment.
Socially and environmentally conscious investments.

Organizational Behavior (5 decks)

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