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MGMT 363 Fall 2024 > EXAM 1 > Flashcards

EXAM 1 Flashcards

1
Q

Organizational Behavior

A

Field or study devoted to understanding, explaining and ultimately improving the behaviors and attitudes of individuals in groups and organizations.

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2
Q

How do we know what we know about organizational behavior?

A

We can know this from our experience, authority, science, or our intuition.
-According to the professor, science is the best way to know something.

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3
Q

What is a theory?

A

A collection of assertions, both verbal and symbolic

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4
Q

Job Performance

A

The value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishments.

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5
Q

What does it mean to be a “good performer”?

A

-Task performance
-Citizenship behavior
-Counter Productive behavior

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6
Q

Task performance

A

The behaviors directly involved in transforming organizational resources into the goods or services an organization produces (that is, the behaviors included in one’s job description)

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7
Q

Job Analysis

A

-Generate a list of the activities involved in the job
-Rate the tasks on frequency and importance
-use most frequent and important tasks to define task performance

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8
Q

Types of citizenship behaviors

A

Voluntary activities that may or may not be rewarded but that contribute to the organization by improving the quality of the setting where work occurs.

Organizational: Voice, Civic Virtue, Boosterism

Interpersonal: Helping, Courtesy, Sportsmanship

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9
Q

Counter productive behavior:

A

Employee behaviors that intentionally hinder organizational goal accomplishment.

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10
Q

Organizational commitment

A

a desire on the part of an employee to remain a member of an organization.

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11
Q

Affective Commitment

A

A desire on the part of an employee to remain a member of an organization because of an emotional attachment to, and involvement with that organization
- You stay because you want to

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12
Q

Continuance Commitment

A

A desire on the part of an employee to remain a member of an organization because of an awareness of the costs associated with leaving it.
- You stay because you need to
- Sunk Costs

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13
Q

Normative Commitment

A

A desire on the part of the employee to remain a member of an organization because of a feeling of obligation
-You stay because you ought to

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14
Q

Withdrawal:

A

A set of actions that employees perform to avoid the work situation

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15
Q

Types of withdrawal

A

Exit-Voice-Loyalty-Neglect

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16
Q

Exit:

A

Ending or restricting organizational membership

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17
Q

Voice:

A

A constructive response where individuals attempt to improve the situation

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18
Q

Loyalty:

A

A passive response where the employee remains supportive while hoping for improvement

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19
Q

Neglect:

A

Reduced interest and effort in the job

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20
Q

Task Performance/Organizational commitment

A

Stars: High Task Performance, High Org. Commitment
Citizens: Low Task performance, High Org. Commitment
Lone Wolves: High Task performance, Low Org. Commitment
Apathetic: Low task performance, Low Org. Commitment

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21
Q

How exactly are the different forms of withdrawal related to one another?

A

-Independent forms
-Compensatory Forms
-Progression

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22
Q

Job Satisfaction

A

A pleasurable emotional state resulting from the appraisal of one’s job or job experiences

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23
Q

Value fulfillment

A

Value percept theory argues that job satisfaction depends on whether you perceive that your job supplies you with things that you value

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24
Q

Affective Component

A
  • Even the most satisfied employees aren’t always satisfied with every aspect of a job
  • Satisfaction levels wax and wane throughout the day due to things like moods and emotions
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25
Q

Positive Emotions

A

Pride
Relief
Hope
Love
Joy
Compassion

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26
Q

Negative emotions

A

Anger
Anxiety
Fear
Guilt
Shame
Sadness
Envy
Disgust

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27
Q
  • Emotional labor:
A

The work you are doing to exhibit an emotion, much like physical labor It is possible to get fatigued from emotional labor.

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28
Q

Stress

A

A psychological response to demands that possess certain stakes for a person and that tax or exceed the person’s capacity or resources

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29
Q

Hindrance stressors

A
  • Role Conflict:
  • Role Ambiguity
  • Role overload
  • Daily hassle
30
Q

Challenge Stressor:

A

Could be perceived as good challenges that sometimes result in stress
- Time pressures
- Work complexity
- Work responsibly

31
Q

Family stressors

A
  • Work-family conflict
  • Financial uncertainty
  • Negative life events
  • Time demands from family
  • Personal development
  • Positive life events
32
Q

How do people cope with their stress

A

Coping refers to the behaviors and thoughts people use to manage stressful demands and the emotions associated with those demands

33
Q

Rule of one eighth

A

thought that only 12% of a firm will do what is best to build profits by putting people first

34
Q

Method of Intuition

A

knowledge based upon it being obvious or evident to someone

35
Q

Method of Experience

A

knowledge of something because it is consistent with a person’s observations/experiences

36
Q

Method of Authority

A

knowledge of something based upon a reputable official or source has said it is correct

37
Q

Method of Science

A

knowledge of something based upon results being replicated using scientific studies

38
Q

routine task performance

A

predictability to task demands based upon habitual or well known responses

39
Q

adaptive task performance

A

unusual task demands are met by thoughtful responses by an employee

40
Q

creative task performance

A

level of degree that individuals ideas or outcomes are useful and have some novelty

41
Q

citizenship behavior

A

employee voluntary behaviors that contribute to goals by improving context of the way work is done

42
Q

interpersonal citizenship behavior

A

assist and develop coworkers by going past normal job expectations

43
Q

helping

A

assisting co workers who have workloads or assisting in personal matters

44
Q

courtesy

A

the sharing of important information with co workers

45
Q

sportsmanship

A

maintaining a good attitude with coworkers in both hard and good times

46
Q

civic virtue

A

participation in organization operations that is more than normal through voluntary reading, meetings, news

47
Q

organization citizenship behavior

A

loyalty and defense of organization and going beyond expectations to improve operations

48
Q

boosterism

A

representing the organization publically in a positive manner

49
Q

property deviance

A

behaviors that try to harm a firm’s assets or property

50
Q

sabotage

A

destroying equipment or products or processes of an organization on purpose

51
Q

theft

A

stealing assets of an organization likely through products or equipment

52
Q

production deviance

A

intentionally trying to reduce efficiency of work output by an organization

53
Q

wasting resources

A

using excessive resources or too much time to accomplish little work

54
Q

political deviance

A

behaviors that are directly done intentionally to disadvantage others

55
Q

incivility

A

rude or impolite communication that lacks good manners

56
Q

MGMT by Objectives (MBO)

A

evaluations of employees by management is based upon specific performance goals are met

57
Q

Behaviorally Anchored Rating Scales (BARS)

A

use of critical incidents to evaluate job performance behaviors of an employee by management

58
Q

360 degree feedback

A

evaluation that uses rating from various sources…employees and their supervisors, coworkers, subordinates

59
Q

forced ranking

A

rating system used by managers to rank employees relative to one another

60
Q

erosion model

A

suggest those employees with less invested with coworkers in terms of bonding are more likely to leave

61
Q

social influence model

A

suggests that those who have coworkers that they are linked to, will leave if the coworker leaves

62
Q

embeddedness

A

employees connection to a business or community and that person’s sense of fit within it

63
Q

moonlighting

A

the use of time on the job and the organization’s resource to do non work related activities

64
Q

independent forms model

A

behaviors are uncorrelated in withdrawal behavior, engaging in one has little to do with another

65
Q

progression model

A

withdrawal behaviors from work are positively correlated, one withdrawal method likely cause others to occur

66
Q

perceived organization support

A

how much a person believes an organization values their contributions and cares about them as a person

67
Q

value percept theory

A

job satisfaction is based upon belief as to whether job gives things of value to him

68
Q

job characteristics theory

A

has five core characteristics that in combination cause levels of satisfaction by a person on the job

69
Q

variety

A

degree to which a job requires various activities and skills and how many different one are necessary

70
Q

meaningfulness of work

A

state of a person’s feelings about goals and task of work and how they contribute to society/person passions

MGMT 363 Fall 2024 (2 decks)

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