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Organizational Behavior > Final Exam Mc > Flashcards

Final Exam Mc Flashcards

1
Q

Blaming others for failures and praise for when things are going wrong

A

Self serving bias

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2
Q

Motivation factors

A

Extrinsic (ex: pay, praise, bonuses, promotions) and Intrinsic (enjoyment, interestingness, skill development)

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3
Q

What is task performance

A

Includes employees behaviours that are directly involved in the transformation of the organizational resources into the goods or services that the organization produces.

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4
Q

What are the different types of task performance

A

-routine task performance
-adaptive task performance
-creative task performance

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5
Q

What are the 5 different core components of value-perception theory

A

Pay satisfaction, promotion satisfaction, supervision satisfaction, co worker satisfaction, and satisfaction with the work itself

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6
Q

What is value-percept theory

A

Argues that job satisfaction, depends on whether you perceive that your job supplies the things that you value 

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7
Q

What is the decision making process

A

Refers to the process of generating and choosing from a set of alternatives to solve a problem 

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8
Q

What is psychological withdrawal

A

Consists of actions that provide a mental escape from the work environment 

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9
Q

What are examples of physiological withdrawal

A
  1. Daydreaming
  2. Socializing
  3. Looking busy
  4. Moonlighting
  5. Cyber loafing
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10
Q

What are the behaviours of property deviance

A

Sabotage and theft

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11
Q

What is property deviance

A

Is behaviours that harm the organizations, assets and possessions (other ex: vandalism and fraud). wasting resources DOES NOT fall under this category. 

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12
Q

What are the stages of the socialization process of potential employees

A

1) anticipatory stage
2) the encounter stage
3) understanding and adaptation

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13
Q

What is the socialization process

A

Is the primary process by which employees learn the social knowledge that enables them to understand and adapt to the culture it begins before an employee starts work and doesn’t end until the employee leaves the organization

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14
Q

Environment leaders create for positive job relationships

A

Consideration – a pattern of behaviour in which the leader creates job relationships characterized by mutual trust, respect for employee ideas, and consideration of an employees feelings 

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15
Q

What are physical activities that are used to deal with a stressful situation

A

Behavioural coping

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16
Q

Underlying assumptions of employees

A

Taken for granted beliefs in philosophies that are so ingrained the employee simply act rather than questioning the validity of their behaviours in a given situation

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17
Q

What is underlying assumption of employees apart of

A

Underlying assumptions of employees is part of the three component model of organizational culture 

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18
Q

Leadership dimensions

A

Transformational leadership can be summarized using for dimensions: Idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration

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19
Q

Stressors, and their secondary appraisals

A

1.How do I cope with the stress? *
-Behavioural coping: the set of activities that are used to deal with a stressful situation
-Cognitive coping: the thoughts that are involved in trying to deal with a stressful situation
2. What should I do? What can I do?


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20
Q

Progression model of withdrawal

A

Argues that the various withdrawal behaviours are positively correlated with each other- Exhibiting one’s behaviour increases the tendency of exhibiting others behaviors.

-Psychological withdrawal, examples include daydreaming, socializing, looking busy, moonlighting in cyber loafing
-Physical withdrawal examples include tardiness, long breaks, missing, meetings, absenteeism, and quitting

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21
Q

A resource is more valuable if it is:

A

Rare

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22
Q

Organizational characteristics that foster organizational politics

A

Limited or changing resources, ambiguity in roles, high performance pressure, unclear performance evaluation’s

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23
Q

Aspects that create stressful demands

A

Work Hindrance stressor: made up of role conflict, role ambiguity, role overload, and daily hassles
Work challenge stressor: made up of time pressure, work complexity, work responsibility

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24
Q

Organizational commitment creating the likelihood of a negative work event

A

Should decrease the likelihood, increasing likelihood of voice and loyalty

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25
Q

Organizational commitment creating the likelihood of a negative work event. Employees can react:

A

Constructively: voice and loyalty
Destructive: neglect and exit

26
Q

The physical outcomes that are both novel and useful

A

Creative task performance

27
Q

The dimensions of psychological empowerment

A

Meaningfulness, self-determination, competence, and impact

28
Q

What are examples of behavioural strains?

A

Grinding one’s teeth at night, being overly critical and bossy, excessively smoking, compulsively gum chewing, alcohol and drug use

29
Q

What is a behaviour strain?

A

It is a pattern of negative behaviours associated with other strains 

30
Q

Strategizing about different ways of accomplishing (coping) you’re work more effectively 

A

Cognitive coping

31
Q

What are the different categories that abilities can be grouped in

A

Cognitive, emotional, and physical

32
Q

The facets of value-percept theory of job satisfaction

A

Facets include pay satisfaction, promotion satisfaction, supervision satisfaction, coworker satisfaction, and satisfaction within the work itself 

33
Q

The type of strain resulting from depression, angry

A

Psychological strains

34
Q

Trust propensity and based trust

A

-Disposition base trust (trust propensity)
-Cognition-based trust (ability, benevolence, and integrity)
-Affect based trust (feelings toward trustee)

35
Q

The benefits of teams

A

Tasks rolls and team building rolls
Mix of members
Diversity
Productivity
Creativity
Problem-solving

36
Q

The major aspects of organizational culture

A

Observational artifacts, espoused values, and basic underlying assumptions

37
Q

The explicit obligations for compensation by employees

A

Task performance

38
Q

People are inimitable What are the three reasons why

A

Socially complex resources
Numerous small decisions
History

39
Q

Managers adhering to the rules of fair process

A

Procedural justice

40
Q

What does the G factor refer to?

A

General cognitive ability

41
Q

Emotional intelligence is defined as

A

A human ability that affect social functioning

42
Q

What are the four types of emotional intelligence?

A

Self-awareness (appraisal and expression of emotion’s in oneself)
Other awareness (appraisal and recognition of emotions in others)
Emotional regulation
Use of emotions

43
Q

To identify job titles in occupational group descriptions

A

The national occupational classification (NOC)

44
Q

High levels of intensity and persistence in work effort

A

Engagement

45
Q

The learning plans and problem-solving approach is used to achieve successful performance

A

Task strategies 

46
Q

What is involved in making decisions?

A
  1. identify the problem by thoroughly examining the situation, and considering all interested parties
  2. Develop an exhaustive list of alternative to consider as solutions
  3. evaluate all of those alternatives simultaneously
  4. Use accurate information to evaluate alternatives
  5. Pick the alternative that maximizes value
47
Q

Political skill involves

A

Networking abilities
Social astuteness
Interpersonal Influence
Apparent sincerity

48
Q

What does the R stand for in the word S.M.A.R.T

A

Relevant

49
Q

What does S.M.A.R.T stand for

A

Specific
Measurable
Attainable
Relevant
Time bound

50
Q

The authorities degree of commitment to the moral course of action

A

Moral intent

51
Q

Individualistic role

A

Aggressor, blocker, recognition seeker, self confessor, slacker, and dominator

52
Q

Factors that keep organizational culture, strong

A

Attraction selection, attrition (ASA) , and socialization

53
Q

People naturally split themselves into teams based on their occupations. How would you define the scenario?

A

Social identity theory 

54
Q

Structures and propensities inside a person that explain his or her characteristic patterns of thought

A

Personality

55
Q

The response to negative events at work that is an active constructive response in which individuals attempt to improve the situation

A

Voice

56
Q

A strong desire to accomplish tasks related goals

A

Accomplishment striving

57
Q

What are two factors that directly contribute to the process losses

A

Coordination, loss and production blocking

58
Q

Forms of employee withdrawal behaviour

A

Physical withdrawal and psychological withdraw

59
Q

Influence tactics (most effective)

A

Rational persuasion, inspirational, consultation, collaboration 

60
Q

Influence tactics (moderately effective)

A

Ingratiation
Personal appeals
Apprising

61
Q

Effectiveness of the team depends on

A

Diversity, task interdependence , team size

62
Q

Behaviours that influence the quality of the team social climate

A

Team-building roles

Organizational Behavior (4 decks)

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