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HROB > Exam 1 > Flashcards

Exam 1 Flashcards

1
Q

What 3 elements are required to be an organization?

A

1) Must contain 2 or more people.
2) Must have ongoing coordination- people interacting on a regular basis
3) Must have a purpose, reason for being.

Can be private vs. public, profit vs. nonprofit

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2
Q

4 Functions of managers

A

1) Planning
2) Organizing
3) Leading-motivating
4) Controlling-monitoring

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3
Q

3 roles of managers

A

1) Interpersonal
2) Informational
3) Decisional

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4
Q

3 skills of managers

A

1) Technical (Ability to apply specialized knowledge or expertise)
2) Human (Ability to work with, understand, and motivate other people, both individually and in groups)
3) Conceptual (mental ability to analyze and diagnose complex situations)

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5
Q

4 activities of managers

A

1) Traditional management (Decision making, planning, controlling)
2) Communication (Exchanging routine information and processing paperwork)
3) Human resource management (Motivating, disciplining, managing conflict, staffing and training)
4) Networking (Socializing, politicking and interacting with outsiders)

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6
Q

Define organizational behavior

A

A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organizations’ effectiveness

Looks at people in the workplace and their attitudes about jobs

Looks at variables that influence job satisfaction.

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7
Q

What is a systematic study?

A

Grounded in research

Looking at relationships, attempting to attribute causes and effects and drawing conclusions based on scientific evidence.

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8
Q

What is evidence-based management? (and Big data)

A

Manage people based on evidence and research. Take advantage of what we know.

Big data is usually quantitative data. (Numbers)

The basing of managerial decisions on the best available scientific evidence.

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9
Q

What are the contributing disciplines? (4)

A

Concepts from psychology, sociology, anthropology, social psychology…put in context of work.

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10
Q

Define psychology:

A

The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.

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11
Q

Define sociology:

A

The study of people in relation to their social environment or culture.

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12
Q

Define social psychology:

A

An area of psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.

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13
Q

Define anthropology:

A

The study of societies to learn about human beings and their activities.

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14
Q

Key dependent variables (outcomes) (2)

A

Attitudes & behaviors

  • Performance
  • Citizenship behavior
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15
Q

Examples of withdrawal behaviors (outcomes) (4)

A

Turnover
Absenteeism
Tardiness
Deviant behavior

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16
Q

Three levels of independent variables (inputs and processes)

A

Individuals and process
Group/teams & process
Organizations & process

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17
Q

Discuss the value of this field of study and to whom it is valuable

A

This is valuable for any stakeholder such as CEO, investors, prospective applicants.

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18
Q

Identify the goals of science-“purpose of research” (3)

A

Helps explain and predict what will happen. Can control and help organizations.

Explain
Predict
Control

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19
Q

5 main ways to collect data

A

1) Survey (quantitative/qualitative)
2) Interview
3) Observation
4) Experiment
5) Case Study

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20
Q

What is correlation coefficient?

A

A relationship, association.

Measures the strength of relationship.
1.0 stronger than .2
.2 stronger than .7

Positive correlation-variables are going in the same direction.
Negative correlation- inverse. One goes up, the other goes down.

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21
Q

Describe how the workplace and force is changing-“challenges and opportunities”

A

Technological advances
More diverse- more women, different races
Globalization- working with people from different cultures

We respond by having diversity training and setting boundaries between work and life.

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22
Q

Explain the difference between surface level and deep level diversity

A

Surface level diversity are the characteristics we see ( gender/sex, race/ethnicity, disability)

Does not reflect the way people think or feel but that may activate certain stereotypes.

Deep level diversity includes the values, personalities. Becomes progressively more important for determining similarity as people get to know one another better. (Must interact with them)

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23
Q

Identify key biographical characteristics (4)

A

Age
Gender/sex
Race/ethnicity
Disability

Personal characteristics that are objective and easily obtained from personnel records. Represent surface-level diversity.

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24
Q

Define ability and describe two types of ability: intellectual and physical

A

Ability: an individual’s capacity to perform the various tasks in a job.

Intellectual ability: the capacity to do mental activities-thinking, reasoning and problem solving.

Physical ability: The capacity to do tasks that demand stamina, dexterity, strength and similar characteristics.

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25
Q

4 Main functions of Human Resources

A

1) Selection: hiring people
2) Training people
3) Performance, evaluation
4) Leadership

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26
Q

In general, how do people differ?

A

Languages, personalities, age, gender, ethnicities, religion, experiences, education, thought process, socioeconomic status

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27
Q

Why is ability important to employers?

A

Need the right person who can do the job. Affects performance.

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28
Q

How can organizations attract, develop and retain diverse employees?

A

Scheduling options, flexibility
Providing direct services (childcare)
Transportation

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29
Q

Describe the three main components of attitude

A

Cognitive-evaluation
Affective-feeling
Behavioral-action

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30
Q

Define cognitive dissonance

A

Inconsistence!!!
When our attitude is inconsistent with our behavior.
Attitude does not equal behavior

Example: Smoking is bad yet you still smoke however you try to make justifications for smoking such as smoking only 3 cigarettes a day.

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31
Q

5 major job attitudes

A

1) Job satisfaction
Not satisfied with job then won’t be involved

2) Job involvement
Someone identifies with job
Participation in job becomes part of identity

3) Organizational commitment
About organization you’re working in
Satisfied with company? Like job but not organization? How loyal are you to the company?

4) Perceived organizational support
Do you think the company actually cares about you?

5) Employee engagement
All encompassing attitude
How you feel about working in general

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32
Q

Why are job attitudes important to organizations?

A

Attitudes affect performance behavior.
Satisfaction leads to better job performance.
Job involvement provides an avenue for gaining more knowledge.
Impacts image of organization
Increases productivity, attitude DIRECTLY affects behavior.

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33
Q

Define perception:

A

Perception: the process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.

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34
Q

Three main factors influencing perception

A

Perceiver: the way we see the world (attitudes, interests, motives)

Target: object, event, person (background, size, novelty)

Situation: setting, time (influences how we see things)

35
Q

Identify the 4 shortcuts in judging others.

A

Selective perception

Halo effect

Contrast effect

Stereotyping

36
Q

Describe selective perception:

A

The tendency to selectively interpret what one sees on the basis of one’s interests, background, experience and attitudes.

Seeing the world through different lenses.
I see my car! Speed reading.

37
Q

Describe the halo effect:

A

The tendency to draw a general impression about an individual on the basis of a single characteristic.

Takes one attribute to make a whole bunch of other attributions.

38
Q

Describe the contrast effect:

A

Evaluation of a person’s characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics

Going after a good presentation.Comparing the variables!

39
Q

Describe stereotyping:

A

Judging someone on the basis of one’s perception of the group to which that person belongs.

40
Q

Why would it be beneficial to have an understanding or knowledge of perceptions in the workplace?

A

Make sure we create impression we want to create

Increase communication

People’s reality, operate based on our perceptions, act accordingly.

41
Q

How can we prevent ourselves from misjudging someone?

A

Keep an open mind, being willing to get to know the person, being mindful, get more information, use personal observations.

42
Q

Define affect:

A

Broad range of feelings people experience.

The experience of feeling or emotion.

43
Q

Define emotions:

A

Intense feelings that are directed at something or someone.

44
Q

Define mood:

A

Less intense than emotions and not directed at an object.

45
Q

Discuss positive and negative affect (two mood dimensions)

A

Those with high positive affectivity are typically enthusiastic, energetic, confident, active, and alert.

Those having low levels of positive affectivity can be characterized by sadness, lethargy, distress, and un-pleasurable engagement (see negative affectivity).

46
Q

Identify factors influencing emotions and moods

A 
Personality (optimistic/pessimistic)
Time of day (good mood late morning to late afternoon generally)
Day of week (Fridays!)
Stress
Social activities
Sleep
Exercise
47
Q

What is the relationship with weather and mood?

A

There is no direct correlation. Indirect effect

48
Q

Describe the difference between felt vs. displayed emotions

A

Felt: actually feeling

Displayed: emotions are displayed and shown

49
Q

Define emotional labor

A

Emotional labor or emotion work is a requirement of a job that employees display required emotions toward customers or others.

More specifically, emotional labor comes into play during communication between worker and citizen and between worker and worker.

50
Q

Define emotional dissonance:

A

What you’re feeling is different than what you are displaying.

51
Q

Define surface acting:

A

Actual act of putting on happy face when feeling another emotion.

52
Q

Define deep acting:

A

Actually feeling happy.

Surface acting can turn into deep acting.

53
Q

Define emotional intelligence (3 components)

A

Are you able to perceive emotions in yourself & others? (Self awareness)

Understand the meaning of emotions

Regulate emotions

54
Q

What jobs require a great deal of emotional labor?

A

Doctors, nurses, firefighters, law enforcements, judges, social workers

55
Q

Why would it be beneficial to have an understanding or knowledge of “emotions” in the workplace?

A

Can affect decision making

Affects performance

Why people act out? Road rage? Deviant behaviors?

Affect how we deliver messages

56
Q

Define the two main factors that determine an individual’s personality. Which factor is more influential in determining personality traits?

A

Hereditary/genetic: more influential, shapes much of our personality

Environment: social environment, culture, school, home environment

57
Q

Describe the MBTI framework

A

an introspective self-report questionnaire designed to indicate psychological preferences in how people perceive the world and make decisions.

Should not be used for hiring purposes

58
Q

Define Introvert:

A

Introverts (or those of us with introverted tendencies) tend to recharge by spending time alone. They lose energy from being around people for long periods of time, particularly large crowds.

59
Q

Define Extrovert:

A

Extroverts, on the other hand, gain energy from other people. Extroverts actually find their energy is sapped when they spend too much time alone. They recharge by being social.

60
Q

Identify the four main characteristics of MBTI framework:

A

Introversion vs. extroversion

Sensing vs. Intuitive

Thinking vs. feeling

Perceiving vs. judging

61
Q

Identify the key traits in the Big Five Personality model:

A

Extraversion (outgoing/energetic vs. solitary/reserved)

Agreeableness (friendly/compassionate vs. analytical/detached)

Conscientiousness (best predictor of behavior at work) (efficient/organized vs. easy-going/careless)

Emotional stability (sensitive/nervous vs. secure/confident)

Openness to experience (inventive/curious vs. consistent/cautious)

Can be used for hiring purposes.

62
Q

Define Machiavellianism:

A

Machiavellianism: cynical disregard for morality and a focus on self-interest and personal gain.

Cunning, scheming, SHIESTY! Conniving.

Don’t care how to get to end result, use people as stepping stones. Only care about outcome and themselves.

63
Q

Define Narcissism:

A

extreme selfishness, with a grandiose view of one’s own talents and a craving for admiration, as characterizing a personality type.

Thinks world revolves around them. Talk about themselves often. Their way or no way! Appear to be confident.

Arrogant…usually comes from insecurities deep rooted.

64
Q

Define psychopathy

A

Lack of empathy

a mental disorder in which an individual manifests amoral and antisocial behavior, lack of ability to love or establish meaningful personal relationships, extreme egocentricity, failure to learn from experience, etc.

65
Q

Describe the approach-avoidance framework (reactions to stimuli)

A

Approach-avoidance conflicts occur when there is one goal or event that has both positive and negative effects or characteristics that make the goal appealing and unappealing simultaneously.

For example, the popular American cultural construction of marriage is a momentous decision/goal/event that has both positive and negative aspects. The positive aspects, or approach portion, of marriage are togetherness, sharing memories, and companionship; however, there are negative aspects, or avoidance portions, including money issues, arguments, and in-laws. The negative effects influence the decision maker to avoid the goal or event, while the positive effects influence the decision maker to want to approach or proceed with the goal or event. The influence of the negative and positive aspects create a conflict because the decision maker either has to proceed with the goal or event or not partake in the goal or event at all

66
Q

Core self evaluation:

A

Bottom line conclusions individuals have about their capabilities, competence and worth as a person.

Sense of self (positive, negative)

67
Q

Define self monitoring:

A

A personality trait that measures an individual’s ability to adjust his or her behavior to external, situational factors.

Read cues, adjust behaviors accordingly (high self monitoring)

No filters, say anything (low self monitoring)

68
Q

Proactive personality:

A

People who identify opportunities, show initiative, take action and persevere until meaningful change occurs.

Go-getter, makes things happen!

69
Q

Describe the importance of situation strength theory

A

Situation strength theory is a theory indicating that the way personality translates into behavior depends on the strength of the solution.

Strong situations pressure us to exhibit the right behavior, clearly shows us what that behavior is, and discourages the wrong behavior.

Weak situations are pretty much “anything goes” and we are freer to express our personality in behavior.

Situation strength- norms of situation are so strong we don’t display them. (funeral)

70
Q

Define Trait Activation Theory:

A

A theory that predicts that some situations, events, or interventions “activate” a trait more than others.

Helping a stray dog or someone in need.

71
Q

Describe values and their importance

A

Values: basic convictions that a specific mode of conduct or end state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of conduct.

Basic convictions you hold and believe in. Very stable and enduring. Affect attitudes, perception, motivation.

Have both content and intensity attributes. Content dictates if the end-state of existence is important. Intensity (how important something is)

72
Q

Terminal values:

A

Desirable end states of existence; the goals a person would like to achieve during his or her lifetime.

73
Q

Instrumental values:

A

Preferable modes of behavior or means of achieving one’s terminal values.

How to get there. How to achieve terminal value!

74
Q

What are the 3 cohorts?

A

Boomers
Xers
Millennials

75
Q

Boomers dominant work values

A

(40’s-60’s)

Success, achievement, ambition, dislike of authority, loyal to career.

76
Q

Xers dominant work values

A

Late 20s-early 40s

Work/life balance, team-oriented, dislike of rules, loyalty to relationships.

77
Q

Millennials dominant work values

A

Under 30

Confident, financial success, self-reliant but team-oriented; loyalty to both self and relationships.

78
Q

Hofestede’s five values that differ across cultures

A 
Power distance
Individualism vs. Collectivism
Masculinity vs. Femininity 
Uncertainty avoidance
Long term vs. short term orientation
79
Q

Define power distance:

A

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

Comfort level with those holding all power.

U.S. low on power distance. Not comfortable with it completely, which is why we have the checks and balances system.

80
Q

Define uncertainty avoidance:

A

A national cultural attribute that describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.

High: avoids uncertainty at all costs.

Low: U.S, we view uncertainty as an opportunity for improvement. We are relatively tolerant of uncertainty and ambiguity.

81
Q

Define individualism vs. collectivism

A

Individualism is the degree to which people prefer to act as individuals rather than as members of a group and believe in individual rights above all else.

Collectivism emphasizes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them.

U.S. most individualistic nation of all.

82
Q

Define Masculinity vs. Femininity

A

Masculinity: Degree to which the culture favors traditional masculine roles such as achievement, power and control as opposed to viewing men and women as equals.

Femininity: culture sees little differentiation between male and female roles and treats women as the equals of men in all respects.

U.S. high on masculinity. Most people emphasize traditional gender roles.

83
Q

Define Long term vs. short term orientation:

A

Long term orientation: looks to the future and value thrift, persistence, and tradition.

Short term orientation: people value the here and now, they accept change more readily and don’t see commitments as impediments to change.

U.S. is short term oriented.

84
Q

Describe the main differences in the GLOBE’S framework compared to Hofstede’s

A

Humane orientation
Altruistic behavior- the U.S. is very high. Altruistic behavior is the reward for doing good for others. (relief work, floating hospitals)

Performance orientation: U.S. very high, value performance, work more hours than many other countries.

HROB (3 decks)

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