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Organizational Behavior > Final Review > Flashcards

Final Review Flashcards

1
Q

Organizational Culture

A

system of shared values, norms, and assumptions that guides member’s attitudes, behavior, and influences on how they perceive and react to their environment

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2
Q

observable artifacts

A

easily identified (ex. dress code, language, ceremonies, taboos)

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3
Q

Assumptions

A

beliefs about reality and human nature that are often taken for granted (ex. people are untrustworthy and steal)

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4
Q

Cultural Iceberg (Schein)

A

Top: enacted values, espoused values and artifacts
Bottom: underlying beliefs, values, and assumptions

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5
Q

Power Distance Index

A

High: acceptance of a hierarchical order in which everybody has a place
Low: people strive to equalize the distribution of power and demand justification for inequalities of power

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6
Q

Individual vs. Collective

A

Individualism: loosely-knit social framework
Collective: tight-knit social framework

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7
Q

Masculinity vs. Femininity

A

Masculinity: preference in society for achievement, heroism, assertiveness
Femininity: stands for a preference for cooperation, modesty, caring for the weak and quality of life

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8
Q

Uncertainty Avoidance Index

A

High: maintains rigid codes of belief and behavior are intolerant of unorthodox behavior and ideas
Low: societies maintain a more relaxed attitude in which practice counts more than principles

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9
Q

Long vs. Short Term Orientation

A

High: pragmatic approach, they encourage thrift and efforts in modern education as a way to prepare for the future
Low: societies prefer to maintain time-honored traditions and norms while viewing societal change with suspicion

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10
Q

Indulgence vs. Restraint

A

Indulgence: societies that allow relatively free gratification of basic and natural human drives related to enjoying life and having fun
Restraint: societies that suppress gratification of needs and regulates it by means of strict social norms

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11
Q

Enacted Values

A

norms and behaviors actually exhibited by employees

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12
Q

culture content

A

determines appropriate behavior

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13
Q

Culture Strength

A

how deep and consistent the values and assumptions are held

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14
Q

Strong Culture Benefits

A

increase behavioral consistency, solidarity, and identity and is more important for some organizations than others

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15
Q

Strong Culture Drawbacks

A

barrier to change, process more important than goals

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16
Q

Googleyness

A

an attempt to hire people who challenge the status quo and thereby preserve their innovation culture

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17
Q

Weak Culture Benefits

A

beneficial for diverse or international companies and can facilitate learning and adaption

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18
Q

Socialization

A

how individuals become social beings

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19
Q

organizational socialization

A

how employees learn about the firm’s culture (rewards supports and punish challengers)

20
Q

Conformability

A

obeying the status quo

21
Q

diversity

A

challenging the status quo

21
Q

influences of person-organization fit

A

job offers, performance reviews, and promotions

22
Q

Diversity Myths

A
  • Diversity is about fairness and betterness
  • Generational differences are predicable
  • Match diversity with inclusion
  • The best hires come from blind selection
23
Q

Diversity is About Better

A
  • Cost - less turnover, more productivity if employees are engaged in work
  • Resource-acquisition - better PR, more able to attract best talent and sell product if you have a good reputation
  • Marketing - better insight to market to many populations
  • Creativity - different sources of ideas, different perspectives
  • Problem-solving - wider range of perspectives, devil’s advocate, avoid groupthink
  • Flexibility - more fluid, can react to environmental changes
  • Avoid litigation
24
Q

Summer-Prophets (Boomers)

A

Focused internally, self-actualizers, their main societal contribution are in the area of vision, values, and religion

25
Q

Autumn-Nomads (Gen X)

A

Pragmatic survivors, their main societal contributions are in the area of liberty, survival, honor

26
Q

Winter-Heroes (Millennials)

A

Focused externally, society builders, their main social contributions are in the area of community, affluence, and technology

27
Q

Spring-Artists (Gen Z)

A

Empathetic post-awakening elders, their principle endowments are often in the domain of pluralism, expertise, and due process

28
Q

Barriers to Inclusion

A
  • “Like me” cognitive biases - people prefer to associate with others they perceive to be similar to themselves
  • Stereotypes - beliefs about groups and individuals based on the idea that all group members are the same
  • Prejudice - outright bigotry or intolerance for other groups
  • Discrimination - an action or behavior based on prejudice
  • Perceived threat of loss - impeding diversity efforts to thwart a perceived threat to one’s own career opportunities
  • Ethnocentrism - the belief that one’s own language, country, and culture are superior to all others
  • Unequal access to organizational networks - women and minorities are often excluded from organizational networks, which can be important to job performance and career opportunities
29
Q

Civil Rights Act of 1964

A

prohibits discrimination based on race, color, religion, sex, and national origin

30
Q

International Business Trends

A
  • The internet, easy travel
  • Opportunity for new markets (untapped customers–BRIC countries)
  • Opportunities for lower costs (outsourcing)
  • Keep up with competitors (mutual hostage situation)
31
Q

Cultural Competence

A

the ability to interact effectively with people of different cultures

32
Q

Stress Process

A
  • alarm
  • resistance
  • exhaustion/burnout
33
Q

burnout

A

the feeling of exhaustion that results when a person feels too much pressure and has too few sources of satisfaction

34
Q

eustress

A

generally good for us (ex. when we get a promotion or better job)

35
Q

distress

A

generally bad for us (ex. pressure, unreasonable demands)

36
Q

Organizational Stressors

A

task demands, role demands, interpersonal demands, physical demands

37
Q

life stressors

A

life change, life trauma

38
Q

individual consequences of stress

A
  • behavioral (ex. smoking)
  • psychological (ex. depression)
  • medical (ex. heart disease)
39
Q

Organization Consequences of Stress

A
  • decline is performance
  • withdrawal (ex. quitting)
  • negative changes in attitude (ex. burnout)
  • financial
40
Q

Organizational Coping Strategies

A
  • institutional programs (ex. job design and culture)
  • collateral programs (ex. onsite fitness center)
41
Q

Individual Coping

A
  • exercise
  • relaxation and rest breaks
  • vacation
  • time management
  • role management
  • support groups
42
Q

Quiet quitting

A

low satisfaction

43
Q

Meditation can stop depression

A
  • breaks you out of your default network
  • allows you to access your problem solving network
44
Q

What’s the greatest weapon against stress according to William James?

A

Choosing our thoughts

Organizational Behavior (3 decks)

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