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Organisational Behaviour > Exam Revision > Flashcards

Exam Revision Flashcards

1
Q

what are the big five personality types (personality factors)

A

conscientiousness, emotional stability, agreeableness, extroversion, openness

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2
Q

what are the Myers Briggs personality types

A

1) extroversion / introversion; 2) judge / perceive; 3) think / feel; 4) sense / intuition

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3
Q

what can the Big Five personality types indicate

A

more stable indicators of character insight

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4
Q

what do the Myers Briggs personality types show

A

approach to life; perceiving and assimilating data, making decisions, solving problems

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5
Q

what are the benefits of personality testing

A

depersonalise conflict, improve communication and collaboration, capitalise on diversity, divergent and convergent thinking, accept differences, improve hiring decisions

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6
Q

what are the weaknesses of personality testing

A

doesn’t reflect ability, intelligence or performance, personality shifts in different situations, not genuine personality at workplace

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7
Q

how can personality be valued in management

A

Robbins [avoid comfortable clone]; Kerr [emotional intelligence most valuable; self awareness, self regulation, motivation, empathy, social skill]

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8
Q

Motivation can make people ____

A

committed, productive, efficient, effective

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9
Q

what are some motivation models

A

Boxall & Purcell [P = f(AMO)]; Rollinson [direction, intensity, persistence]

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10
Q

what are some content theories (WHAT satisfies needs)

A

Theory X, Theory Y; Two Factor Theory; Theory of Needs; PAA [Power, Achievement, Affiliation]

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11
Q

what are some weaknesses of content theories

A

X&Y = polarised; Theory of needs = not progressive, limited pool of people general; 2 Factor = satisfaction - better performance; PAA - no cultural considerations

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12
Q

what are some process theories

A

equity theory; expectancy theory; goal theory; self concordance; self determination

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13
Q

why are psychological contracts necessary

A

Osborn - more motivation; lower turnover/recruitment cost; improve communication; stability - managing expectations better

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14
Q

how can managers improve employee motivation

A

communicating link between performance and reward; provide mentors; provide feedback; provide intrinsic and extrinsic reward; set goals; identify needs

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15
Q

what should some negotiation aims be

A

1) create win win situations; 2) engage in wise agreement; 3) focus on long term; improve/not damage relationship; 4) be efficient; 5) remain flexible

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16
Q

what are some negotiating pitfalls

A

1) locking into position; 2) position bargaining; 3) inefficiency; 4) lack of empathy; 5) assuming rationality; 6) assuming fixed outcome; 7) confrontation; 8) endanger existing relationship

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17
Q

what does principled negotiation involve

A

1) focus on interests 2) separate people from problem 3) hard on problem soft on people 4) set objective criteria 5) alternatives for mutual gain

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18
Q

what are some different negotiating outcomes

A

distributive, congruent, integrative

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19
Q

what does competitive bargaining involve

A

1) high initial demand 2) self concerned economic interests 3) guard information 4) identify opponent’s weaknesses

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20
Q

what does BATNA stand for

A

Best Alternative Two Negotiated Agreement

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21
Q

what does problem solving bargaining involve

A

1) accommodating for the other side 2) focus on long term interests 3) focus on target not BATNA 4) enable other side to get to BATNA favourable for you 5) give and take information 6) identify mutually acceptable criteria

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22
Q

what does claiming value in negotiating involve

A

short term, opposed interests, single issue; estimate BATNA; set reservation price; plan arguments

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23
Q

what does creating value in negotiating involve

A

being soft; long term relationship; convergent aims; reveal information; set priorities; understand other group’s priorities

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24
Q

what cultural factors affect negotiation

A

hierarchical, individualistic, collectivistic, egalitarian [doctrine of changed circumstances]

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25
Q

what factors inform group formation

A

nominal, informal, formal, identification, psychological, comparison

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26
Q

how can diversity improve profitability

A

creative and innovative types welcome, recruitment attraction, prevents conflict and discrimination

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27
Q

what are some problems associated with diversity

A

relationship conflict, task conflict, strong faultlines [creative abrasion]

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28
Q

how can diversity be managed

A

set common goal, set common guidelines, allow time for divergent and convergent thinking

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29
Q

what are the stages of group activity

A

forming, stormin, norming, performing, adjoining

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30
Q

how can we resolve conflict re diversity

A

focus on task; switch between relationship and task orientation; diagnose probability of faultlines appearing; identify - uneven distribution of power/inclusion and exclusion/areas of affection

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31
Q

what do Belbin’s team roles involve

A

spread of mental abilities and personal attributes linked to optimising outcomes; coordinator, plant, resource allocator, implementer

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32
Q

what are some negative group processes

A

conflict, social loafing, scapegoating, polarised views, pressure, lack of synergy

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33
Q

what are the symptoms of groupthink

A

morality, invulnerability, dismissing opposing ideas, pressure to conform [Janis - reality testing, moral judgement, mental efficiency]

34
Q

what are some ways of overcoming groupthink

A

1) expression of doubt 2) devil’s advocate 3) some subgroup work 4) brainstorm 5) authority speaks last 6) accepting criticism

35
Q

what are some successful team attributes

A

1) cohesiveness 2) shared goal 3) effective interpersonal relationships 4) clear procedures 5) interdependence 6) diversified team mix

36
Q

what are the challenges of leadership according to O’Reilly

A

managing up and out, managing down, managing oneself, managing disappointment

37
Q

what are some criticisms of how management is taught

A

One size fits all; Hill - temperament and feeling; McCall - focus on lessons; Gladwell - experience, practice, coaching

38
Q

What can change the dynamic of a managerial role

A

role transitions, changing business context, personal transition

39
Q

What does a manager’s job involve

A

discontinuity, brevity, variety; rely on judgement and tuition; rely on verbal media not aggregated documents; ritual and ceremony

40
Q

what forms of leadership must managers assume

A

interpersonal, informal, decisional, informational

41
Q

how can managers optimise their roles

A

share privileged information; turn obligations into advantages; turn interests into obligations; consider broad strategic picture

42
Q

what do leaders aim to do

A

be transformative; change systems and challenge; empower; maintain strategic big picture; introduce novelty (Grint)

43
Q

what do managers do

A

are transactional; focus on procedure; maintaining control; monitor; short term focus; execute routine and maintain stability

44
Q

what are leadership functions

A

align people, motivate, produce change, establish direction

45
Q

what are management functions

A

planning, organising, controlling

46
Q

what does transformational leadership involve

A

idealised influence; inspirational motivation; intellectual stimulation; individualised consideration

47
Q

what does transactional behaviour involve

A

contingent reward; active management by exception; passive management by exception

48
Q

what are some leadership discourses

A

controller, therapist, messiah, eco leader

49
Q

what does followship involve

A

1) systematic devaluation of followers 2) obedience 3) romanticised leadership role 4) negative connotations

50
Q

what are some team leadership theories

A

1) action centred leadership 2) country club 3) impoverished 4) authority compliance 5) team

51
Q

what are the factors of situational leadership

A

telling, selling, participating, delegating

52
Q

what are some weaknesses of situational theories

A

no consideration of context; leader can seem fickle; can leaders actually adapt; implicit leadership theory contributes

53
Q

what are the different definitions of power

A

persuasion, power over others, power from within

54
Q

how can authority be justified

A

linked to managerial position; right of subordinates to make decisions themselves as the manager would

55
Q

what are the types of responsibility

A

role-related obligation; fulfil a task to avoid reprimand

56
Q

what are the types of power

A

coercive, reward, legitimate, referent, expert

57
Q

what are the principles of persuasion

A

liking, social proof, reciprocity, consistency, authority, scarcity

58
Q

what are some potential reactions to power

A

cognitive dissonance; submission to perceived authority

59
Q

what do social networks enable

A

tacit/hard knowledge; homophily; success [HC + FC + SC]; power [degree centrality, degree closeness, bridging gaps]; consider competition; diffuse innovation

60
Q

what are the benefits of social capital

A

bridging structural holes; career enhancing reputation; gain new ideas; exposure to opportunities; positively related to career success and salary

61
Q

what is the criteria for a useful social network

A

entrepreneurial network higher value; density is redundant; diversity is more important than size; structure is more important than size; protection against groupthink; process, collect and digest information

62
Q

what are the different kinds of network focus

A

global, affiliation, work/family

63
Q

what are the characteristics of an internally focused group

A

trust, cooperation, better for tacit information, subject to groupthink, bad for gathering resources

64
Q

what are the characteristics of an externally focused group

A

entrepreneurial, weak links, open, bad for developing consensus and common mission

65
Q

how can social networks improve career progression

A

weak ties more beneficial (Pfeffer); access diversity information; share social identity; share little information

66
Q

what are the benefits of degree centrality

A

more power; control information being shared; control decision making process

67
Q

what are some definitions of culture

A

appropriate attitudes and behaviours (O’Reilly); accepted and expected behaviour (Drennan); traditions, policies, values (McLean)

68
Q

how is culture manifest

A

artifacts; espoused values; basic underlying assumptions

69
Q

what can culture shape

A

1) relation to authority 2) conception of self 3) relationship between individual and society 4) masculinity and femininity 4) managing conflict

70
Q

what does strong culture reflect

A

core values shared widely

71
Q

what does weak culture reflect

A

little agreement on values, not internalised

72
Q

what does culture mean for an organisation

A

means of control; component of organisational success; part of managing change

73
Q

what are the factors of the nesting of cultures

A

national culture, professional culture, company culture, work unit culture

74
Q

what can culture be reflected in

A

jargon, dress, physical location, rituals, language

75
Q

what are the elements of culture

A

values, norms, behaviour

76
Q

what forms the internal organisation

A

values; leadership styles; behavioural norms; power/politics; informal groupings

77
Q

what is Handy’s typology of culture

A

power; role; task; person

78
Q

what is Deal & Kennedy’s typology of culture

A

tough guy; work hard play hard; bet your company; process

79
Q

what is Miles & Snow’s typology of culture

A

prospector, defender, analyser, reactor

80
Q

where do cultural dimensions differ the most?

A

1) performance orientation; 2) assertive 3) future orientation 4) humane orientation 5) institutional collectivism 6) in group collectivism 7) gender egalitarianism 8) power distance 9) uncertainty avoidance

81
Q

what are the dangers of culture typing

A

1) ecological fallacy 2) attributionist fallacy 3) stereotyping 4) subcultures 5) cultural range

82
Q

what are the weaknesses of cultural assessment

A

aggregation; weak explanation of differences; national differences relevant

Organisational Behaviour (1 decks)

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