EXAM 1 Flashcards
1
Q
An evaluative statement or judgment about objects, people, or events is known as:
A
Attitude
2
Q
The cognitive component of an attitude is best described as:
A
An opinion or belief that underlies the attitude
3
Q
Which component of an attitude describes an intention to behave a certain way toward someone or something?
A
Behavioral
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
5
Q
Example of Cognitive component of an Attitude?
A
“My pay is low”
6
Q
Cognitive component of attitude:
A
an opinion or belief about the attitude target ie: boss, pay, management, company
7
Q
Affective component of attitude:
A
Emotion of feeling aspect of a statement like “ I am mad that my pay is low”
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”
9
Q
ABCs of Attitude
A
Affective
Behavior
Cognitive
10
Q
What forms the basis for job attitudes and behaviors and strongly predicts job attitude formation?
A
Organizational Identification
11
Q
Unethical Behavior: Any behavior that violates
A
accepted standards or norms
12
Q
Technical Skills is the ability to apply :
A
specialized knowledge or expertise
13
Q
Organization is determining:
A
- what tasks are to be done
- who is to do them
- how teams are to be formed
4.who reports to whom,
5.where decisions are made
14
Q
Withdrawal Behavior
A
The set of actions an employee under takes to separate themselves from an organization.
15
Q
Leading is a function that include
A
motivating employees
directing others
selecting the most effective communication channels
resolving conflict
16
Q
Productivity is a combination of the __________ and ____________ of an organization
A
A combination of the effectiveness and efficiency of an organization
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.
18
Q
Conceptual skills
A
the mental ability to analyze or diagnose complex situations
19
Q
Outcomes
A
key factors that are effected by other variables
20
Q
Organizational Citizenship behavior (OCB)
A
Discretionary behavior that contributes to the psychological and social environment of the workplace
21
Q
OCB
A
Organizational Citizenship behavior
22
Q
Processes are
A
actions that individuals, group or organizations engage in as a result of inputs that lead to certain outcomes
23
Q
Contingency Variables
A
Situational factors that moderate the relationship between 2 variables
24
Q
Evidence Based Management
A
Basing managerial decisions on the best available scientific evidence
25
EBM
Evidence Based Management
26
Effectiveness
The degree to which an organization meets the needs of its clients or customers
27
Job Performance
The total value of a workers contributions to an organization through their behaviors over a period of time.
28
Manager
an individual who achieves goals through other people
29
People skills
The ability to work with, understand and motivate other people - individually and in groups
30
Planning is a process that includes:
Defining goals, establishing strategy, and developing plans to coordinate activity
31
Controlling
monitoring activities to ensure that they are being accomplished as planned and correcting any significant deviations
32
Efficiency
the degree to which an organization can achieve its ends at a low cost.
33
inputs are variables like _______, _________ and _______ that lead to processes.
personality, group structure and organizational culture
34
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 ______________.
individuals, groups, and structure have on behavior within organizations for the purpose of applying such knowledge towards improving an organizations effectiveness
35
OB
Organizational Behavior
36
Management Skill
1
2
3
Technical
People
Conceptual
37
Management Activities
1
2
3
4
Planning
Organizing
Leading
Controlling
38
Theory (AKA model)
a theory describes a set of systematically interrelated concepts or hypothesis that explain or predict phenomena.
39
Hypothesis
an idea how two variables are related.
If you pay people more then they are more motivated.
40
Hypothesis are always ____________: based on other people’s research.
Informed
41
Organizational behavior is always based on _____.
DATA
42
How to evaluate research :
1
2
3
1. Reliability
2. Generalizability - External Validity
3. Internal Validity
43
How to evaluate research : Reliability
reliability refers to the consistency of measurement
44
How to evaluate research : Generalizability or external validity
Generalizable - is the population we are studying similar to the population we are trying to understand?
45
How to evaluate research : Internal Validity
the extent that you are sure your independent variable is the only cause for the change in your dependent variable
46
The experimental method:
dependent variable
measured by the researcher
47
The experimental method:
independent variable
manipulated by the researcher
48
does productivity go up according to pay
Productivity is ______ Variable
Productivity is the dependent variable
49
does productivity go up according to pay
Pay is ______ Variable
Pay is the independent variable
50
Moderating Variable:
X is Dependent on Y, but only when Z occurs. Z is the moderating variable.
51
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.
(X) Independent variable: Increase Supervision
(Y) Dependent variable: Productivity
(Z) Moderating variable: Complexity of task
52
Causality - cause and effect
implies a relationship- this caused that.
53
Correlation coefficient: Closer to 1 is ___________ and closer to 0 is _______________.
- closer to one is stronger closer to 0 is weaker
54
Positive Correlation
An increase in variable A increases Variable B
55
Negative Correlation
An decrease in variable A increases Variable B
56
Zero Correlation
Indicated no relationship exists
57
Types of Research designs: Case Study
Drawn from real life situation, a case study present an in-depth analysis of one setting.
58
Types of Research designs: Observational
(Qualititative ) Sitting in the room and observing the behavior being studied.
59
Types of Research designs: Field Survey
A standardized questionnaire that allows for analysis, can be quantified, and summarized.
60
Types of Research designs: Experimental
Testing a hypothesis in a lab or in the field. Uses variables and controls to find a cause and effect relationship
61
Personality is the pattern of
pattern of enduring ways that a person feels, thinks, and behaves
62
Personality is stable, hard to change, and it should be ____________ from week to week.
simliar
63
Feelings, thoughts, attitudes, and behavior are a result of _____________ and _________________ interacting
personality and situation
64
The big 5
O
C
E
A
N
OPENNESS
CONCIENTIOUSNESS
EXTRAVERSION
AGREEABLENESS
NEAUTOTICISM (EMOTIIONAL STABILITY)
65
OCEAN: Openness to Experience
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
OPENNESS is associated with
Risk and Creativity
67
LOW OPENNESS is associated with
Down to earth, practical, traditional
+Detail focused, good project management, consistent and reliable
- Focus on here and now, not big picture, fixed ideas
68
HIGH OPENNESS is associated with
Imaginative, broad interests, conceptual, big picture
+Creative, enjoy change, tolerant
-Too much change, not enough detail, unrealistic and inconsistent
69
OCEAN
Conscientiousness
Trait that describes the extent to which an individual is careful, reliable, organized and persistent
70
LOW CONSCIENTIOUSNESS is associated with
Spontaneous, flexible,
disorganized, careless,
hasty
+Responsive to changing needs, easy-going, relaxed outlook
- Distracted from goals, chaotic, unreliable
71
HIGH CONSCIENTIOUSNESS is associated with
Efficient, well-organized, sense of duty
+Perfectionist, reliable, hard-working, high drive
- Workaholic, hard on
others, obsessive
about control
72
OCEAN
Extraversion
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
LOW EXTRAVERSION is associated with
Reserved, perceived as serious, prefer working alone, avoid leadership roles
+Think carefully, non-
disruptive, rich inner life
- small networks
74
HIGH EXTRAVERSION is associated with
Outgoing, sociable,
talkative, dominant,
assertive, energetic
+Skilled communicators, inclusive, good networkers
-Don’t listen, bulldoze others
75
OCEAN
Agreeableness
Personality trait that captures the distinction between individuals who get along well with other people and those who do not
76
LOW AGREEABLENESS associated with :
Skeptical, guarded, tough-minded, competitive, self-promoting
+Thick skinned, good at doing deals and staying focused
- Alienate others, frequent conflicts, low trust
77
HIGH AGREEABLENESS associated with :
Compassionate, cooperative, trusting, considerate, tolerant
+Caring, trusting, charitable, well-liked
-Transparent, easily manipulated, defer too much to others
78
OCEAN
Emotional Stability (aka Neuroticism)
The degree to which individuals are
able to withstand stress Includes traits like tense, moody, and anxious.
79
emotionally stable
calm, self-confident, optimistic and secure
80
neurotic
insecure, anxious, depressed, and emotionally unstable
81
HIGH EMOTIONAL STABILITY is associated with :
Calm, even-tempered, relaxed, optimistic, stress resistant
+Good in crisis, stable, predictable
- Perceived as indifferent, insensitive, and unaware
82
LOW HIGH EMOTIONAL STABILITY is associated with :
Worried, anxious, easily stressed, moody, pessimistic
+Show energy and enthusiasm, proactive and charismatic
- Nervous and stressed, uneven, micro-manage, bit of a downer
83
HEXACO
Honesty/Humility
Emotionality
Extraversion
Agreeableness
Conscientiousness
Openness to Experience
84
MBTI lacks
reliability
85
Core Self Evaluations
Conclusions individuals have about their own abilities , competence and worth as a person.
86
People who have positive CSE see themselves as more
effective and in control of their environment
87
high core self evaluations are more positively related to job performance in ________ cultures.
individualistic- rather than collectivist.
88
Self Monitoring describes an individuals ability to
adjust behavior to external factors
89
Proactive personalities
identify opportunity, take action, show initiative, and persevere
90
Situation Strength Theory
the way personality translate into behavior is dependent on the situational strength
91
Factors that effect situational strength (4 Cs)
Clarity
Consistency
Constraints
Consequences
92
Person Organization fit
People are attracted to and selected by organizations that match their values.
93
Organizational identification
The extent an employee defines themselves by the same characteristics that define their organization
94
What Causes job Satisfaction
Job conditions
Personality
Pay
95
job Satisfaction
A positive feeling about the job resulting from an
evaluation of its characteristics.
96
What makes employees happy?
Fairness
Trust + Respect
Voice in Decisions
Purpose Driven Change
97
perceived Organizational Support (POS)
-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
Employee Engagement
-The individual’s involvement with, satisfaction with, and
enthusiasm for the work.
– Engaged employees are passionate about their work
and company
99
Organizational Commitment
-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
Job involvement
The degree to which people psychologically identify with their jobs and perceive their performance levels as important to their self worth.
101
3 outcomes of job satisfaction
-Performance
-Organizational Citizen Behavior
-Customer satisfaction
102
Job dissatisfaction
Voice
attempting to improve the organization
103
Job dissatisfaction
Exit
leaving organization
104
Job dissatisfaction
Loyalty
Passively waiting for things to get better on their own
105
Job dissatisfaction
Neglect
Passively allowing conditions to worsen
106
How are emotions different from moods
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
Affect
a generic term covering a broad range of feelings including emotions and moods
108
emotions
intense, discrete , short lived, caused by an event, facial expressions
109
mood
longer lived, less intense
110
emotional labor
an employees expression of an organizations desired emotions while at work
111
felt emotions
actual emotions
112
displayed emotions
emotions organizations want us to display as they are appropriate to the job.
113
surface acting
deals with displayed emotions - associated with increased stress and decreased job satisfaction
114
emotional dissonce
expressing one emotion while feeling another
115
Emotional Intelligence
1. perceive emotions in others
2. understand the meaning of emotions
3. regulate ones own emotions
116
emotional regulation
the ability to identify and modify the way you feel
117
emotional regulation consists of 3 components
suppression
reappraisal
venting
118
Affective Events Theory
employees react emotionally to thing that happen at work, and that those reactions influence job performance and satisfaction
119
mood effect on creativity
activating moods (negative and positive) lead to more creativity
120
managers can increase employee motivation by encouraging ________ moods
good moods
121
Anger can benefit negotiations how?
the opponent may conclude that the negotiator has conceded everything they can and so the opponent may concede as well
122
Angry negotiator who have less __________ and less ___________ have worse outcomes
information and power
123
Incentive gaming
increase reward without improving performance.
124
Examples of CSR initiatives (corporate responsibility)
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.
