Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Exam 2 Organizational Behavior and Diversity > Exam 2 Organizational Behavior and Diversity > Flashcards

Exam 2 Organizational Behavior and Diversity Flashcards

1
Q

What is Motivation

A

is the processes that accounts for an individual’s intensity, direction, and persistence of effort toward attaining a goal.

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

What are the 3 key elements of motivation

A

intensity,
direction,
persistence.

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

What is Intensity

A

Intensity is concerned with how hard a person tries. This is the element most of us focus on when we talk about motivation.

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

What is Direction

A

Direction is the orientation that benefits the organization, is your intent helpful or harmful in benefiting the organization.

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

What is Persistence

A

Persistence is a measure of how long a person can maintain his/her effort. Motivated individuals stay with a task long enough to achieve their goal.

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

What is Abraham Maslow’s Hierarchy of Needs

5 Needs

A

It is a theory of motivation
This order is from bottom to top Physiological being the first level and Self-Actualization Being on top of the triangle.

  1. Physiological
  2. Safety
  3. Social
  4. Esteem
  5. Self-Actualization
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

What is Abraham Maslow’s Hierarchy of Needs

A 
Physiological
Safety
Social
Esteem
Self-Actualization

is the most well-known theory of motivation. He hypothesized that within every human being there exists a hierarchy of five needs. Research does not generally validate the theory and it hasn’t been frequently researched since the 1960s.

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

What is Physiological

A

Includes hunger, thirst, shelter, sex, and other bodily needs.

If these needs are not satisfied the human body cannot function optimally.

Maslow considered physiological needs the most important as all the other needs become secondary until these needs are met.

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

What is Safety

A

Includes security and protection from physical and emotional harm.

People want to experience order, predictability and control in their lives.

These needs can be fulfilled by the family and society

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

What is the Social Level In Maslow’s Hierarchy of needs

A

Includes affection, belongingness, acceptance, and friendship.

Social needs refer to a humans emotional need for interpersonal relationships, affiliating, connectedness, and being part of a group.

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

What is Esteem

A

Includes internal esteem factors such as self-respect, autonomy, and achievement; and external esteem factors such as status, recognition, and attention.

Maslow classified esteem needs into two categories: esteem for oneself (dignity) and the desire for reputation or respect from others

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

What is Self-Actualization

A

The drive and realization to become the best version of yourself, the fulfillment of one’s full talents and potential, accomplishing one’s hopes and ambitions.(self-fulfillment).

For example, one individual may have a strong desire to become an ideal parent. In another, the desire may be expressed economically, academically or athletically.

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

Maslow separated the five needs into higher and lower orders what are they

A

a) Physiological and safety needs are described as lower-order needs.
b) Social, esteem, and self-actualization are described as higher-order needs.

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

How are lower-order-needs satisfied

A

they are predominantly satisfied externally.

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

How are Higher-order-needs satisfied

A

high order needs are satisfied internally.

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

What is the Pygmalion Effect/ Self-Fulfilling Prophecy

A

The Pygmalion effect is a form of self-fulfilling prophecy in which believing something can make it true.

based on the idea that others’ beliefs about us become true because their belief impacts how we behave.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Reinforcement Theory

A

takes a behavioristic view, arguing that reinforcement conditions behavior.

behaviors are shaped by consequences , individual behaviors can be changed through rewards and punishments.

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

Self-Efficacy Theory

A

a component of social cognitive theory or social learning theory, refers to an individual’s belief that he or she is capable of performing a task. The higher your self-efficacy, the more confidence you have in your ability to succeed in a task.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Goal Setting

A

Goal-setting is a cognitive approach, proposing that an individual’s purposes direct their actions.

Edwin Locke proposed that intentions to work toward a goal are a major source of work motivation.

Goals tell an employee what needs to be done and how much effort is needed. Evidence strongly suggests that specific goals increase performance.

Specific hard goals produce a higher level of output than do the generalized goals.

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

Victor Vrooms- Expectancy Theory

A

the willingness of a person to do something depends on the expectation that the act will be followed by a given outcome, attractiveness of that outcome to the individual.

the employee must believe the task is achievable, in order for them to put the effort into it.

It says that an employee will be motivated to exert a high level of effort when he/she believes that.

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

What are the three Key Relationships of Victor Vrooms- Expectancy Theory

A

Expectancy: the effort-performance relationship

Instrumentality: the performance-reward relationship

Valence: the rewards-personal goals relationship

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

What are the three Key Relationships of Victor Vrooms- Expectancy Theory

A

Expectancy: the effort-performance relationship

Instrumentality: the performance-reward relationship

Valence: the rewards-personal goals relationship

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

What is Expectancy: the effort-performance relationship

A

the probability perceived by the individual that exerting a given amount of effort will lead to performance.

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

What is Instrumentality: the performance-reward relationship

A

the degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

What is Valence: the rewards-personal goals relationship

A

the degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Ways to make jobs more Prosocially motivating

A

Prosocially Motivation-the desire to protect and promote the well-being of others

is to better connect employees with the beneficiaries of their work, for example, by relating stories from customers who have found the company’s products or services to be helpful.

Finally, connections allow employees to easily take the perspective of beneficiaries, which fosters higher levels of commitment.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

What is Telecommuting

A

Employees who do their work at home at least two days a week on a computer that is linked to their office.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Piece-Rate Pay Plans

A

workers are paid a fixed sum for each unit of production completed. A pure piece-rate plan provides no base salary and pays the employee only for what he or she produces.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Merit-based pay plans

A

based on performance appraisal ratings.

29
Q

Intrinsic Rewards

A

in the form of employee recognition programs, praise, compliments.

30
Q

Extrinsic Rewards

A

in the form of compensation systems, bonuses, raises.

31
Q

5 core job Dimensions for Job Characteristics Theory

A

principles for enriching jobs in organizational settings

Skill variety
Task identity
Task significance
Autonomy
Feedback
32
Q

Skill Variety

A

the degree to which the job requires a variety of different activities, so the worker can use a number of different skills and talent.

33
Q

Task Identity

A

the degree to which the job requires completion of a whole and identifiable piece of work.

34
Q

Task Significance

A

the degree to which the job has a substantial impact on the lives or work of other people.

35
Q

Autonomy

A

the degree to which the job provides the worker freedom, independence, and discretion in scheduling the work and determining the procedures to be used in carrying it out.

36
Q

Feedback

A

the degree to which carrying out the work activities, generates direct and clear information about the effectiveness of your own performance.

37
Q

What characteristics make someone more likely to work from home

A

Reduction of in work family conflict and increased job satisfaction.

Higher Education more likely to work from home.

38
Q

Temporary Group Processes

A
  1. Their first meeting sets the group’s direction.
  2. This first phase of group activity is one of inertia.
  3. A transition takes place at the end of this phase, which occurs exactly when the group has used up half its allotted time.
  4. A transition initiates major changes.
  5. A second phase of inertia follows the transition.
  6. The group’s last meeting is characterized by markedly accelerated activity. This pattern, called the punctuated-equilibrium model

The five stages through which groups progress: forming, storming, norming, performing, and adjourning.

39
Q

Punctuated Equilibrium Model

A

forming, storming, norming, and performing stages may occur at phase one

performing and conforming stage may occur in the second phase, following a short period of reforming group norms and expectations,

continual strengthening and weakening of systems of limited participation

40
Q

What is Ingroup favoritism

A

occurs when we see members of our group as better than other people, and people not in our group as all the same.

41
Q

What is Outgroup Favoritism

A

which is sometimes everyone else, but is usually an identified group known by the ingroup’s members.

42
Q

Role expectations

A

How others believe you should act in a given situation.

43
Q

Role Conflict

A

At the extreme, two or more role expectations are mutually contradictory.

44
Q

Role Perception

A

One’s view of how one is supposed to act in a given situation.

45
Q

Norms

A

Acceptable standard Behavior within a group.

46
Q

Conformity

A

compliance with standards or rules.

47
Q

Status

A

a socially defined position or rank given to groups or group members by others.

48
Q

Diversity

A

Degree to which members of the group are similar to or different from one another.

49
Q

Social Loafing

A

is the tendency for individuals to expend less effort when working collectively than when working individually.

50
Q

How to prevent Social Loafing

A

Set group goals, increase intergroup competition, engage in peer evaluation, select highly motivated members, and group rewards based on personal contributions.

51
Q

Are individual decisions more time consuming that group decisions.

A

No, group decisions are more time consuming.

52
Q

What are Virtual Teams

A

use computer technology to tie together physically dispersed members in order to achieve a common goal.

53
Q

Multiteam Systems

A

The types of teams we’ve described so far are typically smaller, standalone teams, though their activities relate to the broader objectives of the organization

54
Q

Reflexivity

A

is when teams reflect on and adjust their master plan when necessary.

55
Q

Team Cohesion

A

means members are emotionally attached to one another and motivated toward the team because of their attachment.

56
Q

Cultural Diversity is an asset when

A

tasks call for a variety of viewpoints.

57
Q

Relational vs Task Conflict

A

Task conflict is beneficial when members are open to experience and emotionally stable, stimulate discussion, promote critical assessment of problems and options, and can lead to better team decisions, though it may not lead to more innovative products.

Relationship Conflict are those based on interpersonal incompatibilities, tension, and animosity toward others.

Avoid Relationship conflict for teams to be effective.

58
Q

Trait Theory of Leadership

A

suggests that certain inborn or innate qualities and characteristics make someone a leader.

focuses on personal qualities and characteristics, organized around the Big Five framework has found extraversion to be the most important trait of effective leaders.

First, we can say that traits can predict leadership.
Second, traits do a better job predicting the emergence of leaders than they do at distinguishing between effective and ineffective leaders.

59
Q

Empathy and its relationship to emotional intelligence (EI)

A

EI- the ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and defuse conflict.

A core component of EI is empathy.

60
Q

Transformational Leadership

A

transformational leadership is a process that changes and transforms people. It is concerned with emotions, values, ethics, standards, and long-term goals.

It includes assessing followers’ motives, satisfying their needs, and treating them as full human beings.

Transformational leadership involves an exceptional form of influence that moves followers to accomplish more than what is usually expected of them.”

61
Q

Transactional Leadership

A

Transactional leaders guide their followers toward established goals by clarifying role and task requirements.

Recognises what it is that we want to get for our effort and tries to ensure that we get it if our performance merits it

  • Exchanges rewards and promises for our effort
  • Responsive to our immediate self-interests if they can be met by getting work done.
62
Q

Different between transactional and transformational

A

Transactional leadership is primarily based on processes and control, and requires a strict management structure.

Transformational leadership is the process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower. Transformational leadership, on the other hand, focuses on inspiring others to follow, and it requires a high degree of coordination, communication, and cooperation.

63
Q

Contingency Model

A

developed by Fred Fiedler, its a leader-match theory which means it tries to match leaders to appropriate situations, its called contingency because it suggests that a leader’s effectiveness depends on how well the leader’s style fits the context

64
Q

Least effective form of Leadership

A

Laissez-faire is the most passive and least effective type.

passive avoids making decisions, lazy.

65
Q

Charismatic Leadership Theory

A

a leader who uses his or her communication skills, persuasiveness, and charm to influence others.

On average individuals are born with personality traits that make them more charismatic

Four key characteristics of a charismatic leader:

1) Vision and Articulation
2) Personal Risk
3) Sensitivity to followers needs
4) Unconventional behavior

66
Q

Which theory of leadership most accurately predict emergence and appearance of leadership

A

Trait Theory - Traits do a better job predicting the emergence of leaders and the appearance of leadership than actually distinguishing between effective and ineffective leaders.

67
Q

Maslow’s Hierarchy of Needs, be able to list all 5 and describe each

A

Physiological- Includes hunger, thirst, shelter, sex, and other bodily needs. If these needs are not satisfied the human body cannot function optimally. Maslow considered physiological needs the most important as all the other needs become secondary until these needs are met.

Safety- Includes security and protection from physical and emotional harm. People want to experience order, predictability and control in their lives. These needs can be fulfilled by the family and society.

Social Hierarchy of needs- Includes affection, belongingness, acceptance, and friendship. Belongingness, refers to a human emotional need for interpersonal relationships, affiliating, connectedness, and being part of a group.

Esteem- Includes internal esteem factors such as self-respect, autonomy, and achievement; and external esteem factors such as status, recognition, and attention. Maslow classified esteem needs into two categories: esteem for oneself (dignity) and the desire for reputation or respect from others.

Self- Actualization- The drive and realization to become the best version of yourself, the fulfillment of one’s full talents and potential, accomplishing one’s hopes and ambitions.(self-fulfillment). For example, one individual may have a strong desire to become an ideal parent. In another, the desire may be expressed economically, academically or athletically.

68
Q

5 Core Job dimensions for Job characteristics theory, be able to list and describe each

A
  1. Skill variety: the degree to which the job requires a variety of different activities, so the worker can use a number of different skills and talent.
  2. Task identity: the degree to which the job requires completion of a whole and identifiable piece of work.
  3. Task significance: the degree to which the job substantially affects the lives or work of other people.
  4. Autonomy: the degree to which the job provides the worker freedom, independence, and discretion in scheduling the work and determining the procedures to be used in carrying it out.
  5. Feedback: the degree to which carrying out the work activities generates direct and clear information about your own performance.
69
Q

Victor Vrooms Expectancy Theory, be able to name and describe all 3 relationships.

A

Expectancy: the effort-performance relationship: the probability perceived by the individual that exerting a given amount of effort will lead to performance.

Instrumentality: the performance-reward relationship: the degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome.

Valence: the rewards-personal goals relationship: the degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual.

70
Q

List and Describe the 4 components of transformational leadership

A
  1. Individualized consideration: Gives personal attention, treats each employee individually, coaches, advises.
  2. Intellectual stimulation: Promotes intelligence, rationality, and careful problem solving.
  3. Inspirational motivation: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.
  4. Idealized influence: Provides vision and sense of mission, instills pride, gains respect and trust.

Exam 2 Organizational Behavior and Diversity (1 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions