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Organizational Behavior > Final > Flashcards

Final Flashcards

1
Q

The process of generating and choosing from a set of alternatives to solve a problm?

A

Decision Making

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2
Q

What is knowledge that is easy to communicate, and can be taught

A

explicit knowledge

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3
Q

What is knowledge that is only learned from experience?

A

Tacit Knowledge

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4
Q

Relatively permanent changes in employee’s knowledge or skills

A

learning

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5
Q

What is the basic theory behind reinforcement theory?

A

Operant Conditioning (Antecedent, behavior, consequence)

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6
Q

What are the four types of reinforcers?

A

Positive Reinforcement, Extinction, Punishment, Negative Reinforcement

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7
Q

A positive ourcome following a desired behavior

A

Positive Reinforcement

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8
Q

Occurs when an unwanted outcome is removed from following a specific behavior?

A

Negative Reinforcement

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9
Q

Occurs when an unwanted outcome follows an unwanted behavior

A

punishment

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10
Q

Occurs when there is a removal of a consequence following an unwanted behavior

A

Extinction

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11
Q

What are the five types of reinforcement schedules?

A

Continuous, Fixed Interval, Variable Interval, Fixed Ratio, Variable Ratio

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12
Q

What is the simplest reinforcement schedule and happens when a specific consequence follows each and every time a desired behavior is performed.

A

Continuous

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13
Q

What is the simplest reinforcement schedule and happens when a specific consequence follows each and every time a desired behavior is performed.

A

Continuous (Rapid learning, impractical)

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14
Q

Most common reinforcement schedule; outcome follows after a certain amount of time; paycheck

A

Fixed Interval

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15
Q

Reinforcement schedule in which consequence occurs after a random period of time

A

Variable Interval

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16
Q

Reinforcement schedule in which behaviors are reinforced after a certain number of them have been exhibited

A

Fixed Interval

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17
Q

What is the idea that people have the ability to learn from others in the organization

A

social learning theory

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18
Q

What are the four steps to behavioral modeling?

A

Observing the actions of others
Remembering what you learn
Doing the Behavior
Reinforcement

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19
Q

What are the three types of goal learing?

A

Learning orientation
Performance-prove orientation
Performance-avoid orientation

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20
Q

building competence deemed more important than demonstrating it

A

Learning-orientation

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21
Q

focusig on demonstrating competence

A

performance prove

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22
Q

focusing on demonstrating ability to improve self image

A

performance avoid

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23
Q

focusing on demonstrating ability to improve self image

A

performance avoid

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24
Q

What is the differences between programmed and non-programmed decisions?

A

Decisions regarding situations that have been dealt with before are programmed, while unknown situations are dealt with with non-programmed decisions. Programmed decisions rely on intuition while non-programmed are rational

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25
Q

What is the model that offers a step-by-sterp approach to making decisions that maximize outcomes by examining all the alternatives?

A

rational decision-making model

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26
Q

What are some assumptions of the rational decision-making model?

A

Rational People
perfect information
can weigh all alternatives at once
Decision makers seek the best outcome for their organizations

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27
Q

Steps of the decision making process

A
  1. Determine decision criteria
  2. List of alternatives
  3. Evaluate the alternives against criteria
  4. Choose the solution that maximizes value
  5. Implement solution
  6. Evaluate decision against original criteria
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28
Q

What is the notion that decisions do not have the ability or resources to process all available infomrations and alternatives to make a good decision

A

bounded rationality

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29
Q

What is accepting the first acceptable alternative?

A

satisficing

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30
Q

What is tendency to see environment only as it affects them aand as it is consistent with their expectations

A

selective perception

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31
Q

What is projecting one’s owns thoughts, feelings, and attitudes onto other people?

A

projection bias

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32
Q

What is the idea that people indentify themsleves by the groups to which they bolong and perceive and judhge others by their group membership

A

social identify theory

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33
Q

What is the idea that people indentify themsleves by the groups to which they bolong and perceive and judhge others by their group membership

A

social identify theory

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34
Q

Assumptions made about others due to their membership in a social group

A

stereotyping

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35
Q

Assumptions made about others due to their membership in a social group

A

stereotyping

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36
Q

availability bias hueristic

A

relying too heavily on easily available information

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37
Q

What is relying too heavily on one trait or piece of info

A

anchoring

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38
Q

What is the tendency to make different decisions based on how a question is phrased?

A

Framing

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39
Q

Judging incorrectly because of recent refernces

A

contrast

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40
Q

What are attributions?

A

making a judgment about where a decision comes from

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41
Q

What are the two errors related to attribution

A

Fundamental Attribution error (judging others behaviors as internal actions)
Self-serving Bias (Judging ourselves more leniently)

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42
Q

What are the two errors related to attribution

A

Fundamental Attribution error (judging others behaviors as internal actions)
Self-serving Bias (Judging ourselves more leniently)

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43
Q

What are three keys to determining attribution?

A

Consensus, Distinctiveness, Consistency

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44
Q

What is the decision to continue with a failing decision>

A

Escalation of Commitment

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45
Q

What is the decision to continue with a failing decision>

A

Escalation of Commitment

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46
Q

What effect does learning have on job performance?

A

Moderately Positive

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47
Q

What effect does learning have on Org. Com.

A

weak positive

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48
Q

observing and learning from older employees

A

behavior modelin g training

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49
Q

Occurs when the knowledge, skills, and bnehaviors used on job are maintained ny the learning once training ends

A

transfer of training

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50
Q

What is an organizational climate that allows for the use of new skills learned through training

A

climate of training

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51
Q

Refers to the structures and ropensities inside people that explain their characteristic patterns of thought, emotion, and behavior

A

personality

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52
Q

Recurring regularities of trends in peple’s responses to their environment, such as politeness

A

traits

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53
Q

Shared beliefs about desirable end states or modes of conduct in a given culture

A

cultural values

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54
Q

What are the big five personality characteristics?

A 
Conscientiousness
Agreeableness
Neuroticism
Openness
Extraversion
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55
Q

What are the big five personality characteristics?

A 
Conscientiousness
Agreeableness
Neuroticism
Openness
Extraversion
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56
Q

What terms define conscientiousness?

A 
Dependable
Organized
Reliable
Ambitious
Hardworking
Perserving
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57
Q

What terms define Agreeableness

A 
Kind
Cooperative
Sympathetic
Helpful
Courteous
Warm
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58
Q

What terms define Neuroticism

A 
Nervous
Moody
Emotional
Insecure
Jealous
Unstable
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59
Q

What terms define openness

A 
Curious
Imaginative
Creative
Complex
Refined
Sophisticated
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60
Q

Extraversion

A 
Talkative
Socialable
Passionate
Assertive
Bolt
Dominant
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61
Q

A strong desire to accomplish task-related goals as a means of expressing personality

A

Accomplishment Striving (Conscientiousness)

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62
Q

A strong desire to obtain acceptanec in personal relationships as a means of expressing personality

A

Communion Striving (Agreeableness)

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63
Q

A strong desire to obtain acceptanec in personal relationships as a means of expressing personality

A

Communion Striving (Agreeableness)

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64
Q

What is positive affectivity and what personality type experiences it?

A

A dispositional tendency to experience pleasnt, engaging moods such as enthusiasm, excitement, and elation. Extraversion

65
Q

What is negative affectivity and what personality type experiences it?

A

a dispositional tendency to experience unpleasant moods such as hostility, nervousness, and annoyance

66
Q

What three terms describe why neurotic people are more stressed?

A

differential exposure
differential reactivity
External Locus of Control

67
Q

being more likely to appriase day-to-day situations as stressfull

A

differential exposure

68
Q

being less likely to believe one can cope with the stressors they experience

A

differential reactivity

69
Q

what reflects whether people attribute the causes of events to themselves or to the external environment

A

locus of control

70
Q

What are the four dimensions of Myer-Briggs Type Indicator

A

Extraversion vs Introversion
Sensing versus Intuition
Thinking vs Feeling
Judging versus Perceiving

71
Q

What are the four dimensions of Myer-Briggs Type Indicator

A

Extraversion vs Introversion
Sensing versus Intuition
Thinking vs Feeling
Judging versus Perceiving

72
Q

What are Hoftede’s dimensions of culture?

A 
Individualistic vs collectivism
Power Distance
Uncertainty Avoidance
Masculinity vs Femininity
Short-Term vs Long-Term Orientation
73
Q

What are the dimensions of project GLOBE?

A 
Gender Egalitarianism
Assertiveness
Future Orientation
Performance Orientation
Humane Orientation
74
Q

wHAT IS A GROUP OF TWO OR MORE PEOPLE WHO WORK INTERDEPENDENTLY over some time period to accomplish common goals related to some task-oriented purpose

A

team

75
Q

What is special about teams vs groups

A

Interdependence

Common goals

76
Q

What are the five types of teams?

A 
Work Team
Management Team
Parallel Team
Project Team
Action Team
77
Q

Produce goods or provide services; long life span and high member involvement

A

Work Team (Maintaintence/Sales Team)

78
Q

Long life span with moderate involvement; integrates activities of subunits across business functions

A

Management Team (top management team)

79
Q

Provide recommendations and resolve issues; variable life span with low involvement

A

Parallel team (Advisory council, committee)

80
Q

Produce a one-time output; variable life span and involvement

A

Project Team

81
Q

Performs complex tasks thjat vary in duration and take place in highly visible or challenging circumstances

A

Action Team (Surgical Team, Band)

82
Q

Teams in which the members are geographically dispersed, and interdepdent activity occurs through electronic communications.

A

virtual team

83
Q

What are the five steps of team progression

A

forming, storming, norming, performing, adjourning

84
Q

What is the phenomena that teams create patterns of behavior that last for the first half of the project, and at the midway point, members begin to change their task paradigm in order to complete the task

A

Punctuated Equilibrium

85
Q

What are the four types of task interdependence?

A

Comprehensive Interdependence
Reciprocal Interdependence
Sequential Interdependence
Pooled Interdependence

86
Q

Refers to the degree to which team members interact with and rely on other team members for info. materials. and resources

A

Task Interdependence

87
Q

The lowest deree of coordination; group members complete their work assignments independently and the en worked is collected (Fishing Boat)

A

pooled interdependence

88
Q

Different tasks are done in a prescribed order, and the group is structered such that the members specialize in these tasks

A

Sequetial interdependence

89
Q

Strict sequence of activities, members interact with subset of other members to complete the team’s work (Building houses)

A

reciprocal Interdependence

90
Q

Highest level of interaction; each member has a great deal discretion in terms of what they do and with whom they interact

A

comprehensive interdependence

91
Q

Exists when team members have a shared vision of the team’s goal and align their individual goals with that vision as a result

A

goal interdependence

92
Q

Exists when team members share in the rewards that the team earns

A

outcome interdependence

93
Q

refer to behaviors that directly faciliatate the accomplishment of team tasks

A

team task roles

94
Q

refers to behaviors that influence the quality of a team’s social climate

A

team-building roles

95
Q

Behaviors that benefit the individual at the expense of the team

A

individualistic roles

96
Q

What are three personality characteristics that benefit teams?

A

Conscientiousness, Agreeableness, and Extraversion

97
Q

What are tasks in which a person with the highest skills has the most influence

A

disjunctive task

98
Q

What is a task in which a team’s performance is determined by the “weakest link”

A

conjunctive tasks

99
Q

What are tasks in which the team’s performance is a sum of each individual member’s accomplishment

A

additive

100
Q

What are the two theories regarding diversity in team building

A

Value in Diversity problem-solving approach

Similarity-attraction approach

101
Q

How does surface level diversity affect teams?

A

Easy to overcom e at the beginning, subgroups might form.

102
Q

How does deep-level diversity affect teams?

A

Can create long term problems in teams

103
Q

A term that reflects the different types of communication activities and interactions that occur within teams that contribute to their ultimate end goals

A

Team process

104
Q

What happens when teams work together and the whole is greater than to sum of its parts

A

process gain/synergy

105
Q

What is getting less from the team than one would expect?

A

Process loss

106
Q

What is the activity of getting the team to work together?

A

cordination loss

107
Q

What occurs when members have to wait on one another before they can do their part on the team task

A

production blocking

108
Q

The loss in team productivity that occurs when team members don’t work as hard as they could

A

motivational loss

109
Q

Feelings of reduced responsibility that leads team members to work less than they would if they were working alone

A

social loafing

110
Q

What are the activities of team members that relate direcly to the accomplishment of tasks

A

taskwork processes

111
Q

What refers to the interpersonal activities that faciliatate the accomplishment of the team’s work but do not directly involve task accomplishment itself

A

teamwork processes

112
Q

How does brainstorming differ from Nominal Group technique?

A

NGT is more structured, with idea generation occuring before a meeting, then ideas are modified and ranked by those present.

113
Q

What three factors contribute to effective decision making?

A

decision informity
staff validity
hierarchial sensitivity

114
Q

What are the three boundary spanning activities?

A

Ambassador activities–protet the team
Task coordinator activites–coordinate team
Scout activities–gather information for team

115
Q

teamwork activities that focus on prepartion for future work

A

transition processes

116
Q

an analysis of the team’s task, the challenges the team faces, and the resources available for completeing the work

A

mission analysis

117
Q

refers to the development of courses of action and contingency plans, and then adapting those plans in light of changes that occur in the team’s environment

A

strategy formulation

118
Q

involves the development and prioritization of goals related to the team’s mission and strategy

A

goal specification

119
Q

are important as the taskwork in being accomplished

A

action processes

120
Q

keeping of track of things the team needs to accomplish its work

A

systems monitoring

121
Q

members going out of their way to help or back up other team members

A

helping behavior

122
Q

synchronizing team members’ activities in a way that makes them mesh effectiely and seamlessly

A

coordination

123
Q

processes that are important before, during, or between periods of taskwork, and are related to team member relationships

A

interpersonal processes

124
Q

refers to things team memers d or say that affects the degree to which members are motivated to work hard on the team’s task

A

motivating and confidence beuilding

125
Q

activities that foster a sense of emotional balance and unity

A

affect manageent

126
Q

activies that the team uses to manage conflict

A

conflict management

127
Q

refers to disagreements among team members in terms of interpersonal relationships or incompatiblities with respect to personal values or preferences

A

relationship conflict

128
Q

The amount and depth of information that gets transmitted in a message

A

Information richness

129
Q

When is a centralized communication network structure good?

A

when simple tasks, and when member satisfaction is not too important

130
Q

what is emotiopnal attachment to other team members and the team itself

A

cohesion

131
Q

How can cohesiveness benefit team?

A

higher level of motivation and commitment, higher task performance

132
Q

How can cohesiveness hurt a team?

A

groupthink

133
Q

the degree to which members believe that the team can be effective accross a variety of situation and tasks (like self effacacy)

A

potentcy

134
Q

refer to the level of common understanding among team members with rgard to important aspects of the team and its task

A

mental models

135
Q

refers to how specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team

A

transactive memory

136
Q

Team processes have what correlation with team performance and team commitment?

A

Mod pos w/ TP

Strong pos w/TC

137
Q

The use of power and influence to direct the activities of followers towarrd goal achievement

A

leadership

138
Q

What are the four types of interpersonal power?

A

Legitimate, reward, coercive, expert, and reference

139
Q

What are the four contingency affects the amount of power someone has?

A

Low substitutability
High centrality
High Discretion
High Visibility

140
Q

What are the most effective influence tactics?

A

Rational Persuasion
Consultation
Inspirational Appeals
Collaboration

141
Q

What are moderately effectivve influence tactics?

A

Ingration
Personal Appeals
Exchange
Apprising

142
Q

What are the least effective influence tactics?

A

Pressure and coalitions

143
Q

What are the three results of influence attemps?

A

Compliance (change actions)
Internalization (Change actions and attitudes)
Resistance (No change)

144
Q

Actions by individuals that are directed toward the goal of further their own self-interests

A

organizational politics

145
Q

What are four political skills one might develop?

A

networking ability
social astuteness
interpersonal influence
apparent sincerity

146
Q

What personal characteristics lead to politicing?

A

need for power

Machiavellianism

147
Q

What are organization characteristics that lead to politics?

A 
Lack of particpation in decision making
Limited or changing resources
Ambiguity in roles
High performance pressure
Unclear Evaluations
148
Q

High assertiveness, low cooperation; occurs when one part attempts to get his or her way without concern for the other party’s results (win-lose)

A

competing

149
Q

Low assertiveness, low cooperation; occurs when one party wants to remain nuetral, stay away form conflict, or postpost conflict, allow cooldown

A

avoidance

150
Q

Low assertivesness, high cooperation; occurs when one party gives in to the other and acts completely unselfish, not an important issue, lose-win

A

accomodating

151
Q

High assertiveness, high cooperation; occurs when both parties work together to maximize outcomes, win win

A

collaboration

152
Q

moderate assertiveness, moderate cooperation; occurs when the conflict is resolved through give-and-take concession, most common

A

compromise

153
Q

Study table 13-4 page 443

A

Yes

154
Q

Win-lose negotation over a “fixed pie”

A

distributive bargaining

155
Q

bargaining aimed at accomplishing a win-win scenario

A

integrative bargaining

156
Q

What are the four steps of the neogation process?

A
  1. Preparation
    Exchanging Information
    Bargaining
    Closing and Commitment
157
Q

What are some neotiator baises?

A

Power bias (thinking you have more) and emotional bias (positive emotions get better deals)

158
Q

what are the two alternative dispute resolution?

A

Mediation and Arbitration

159
Q

What is the difference between mediation and arbitration

A

Mediation is none-bind while abitration is

Organizational Behavior (7 decks)

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