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[Organizational behavior] > Lecture 1 > Flashcards

Lecture 1 Flashcards

1
Q

Organizational behaviour definition

A

field of study that studies impact that individuals, groups and structures (three different levels) have on behaviour in organizations, to optimize organization’s effectiveness

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2
Q

On which 3 levels issues are tackled in OB

A

individuals, groups and structures

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3
Q

“Individuals” level consists of:

A

-Perception
-Emotions
-Decision making
-Job attitudes
-Motivation

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4
Q

“Groups” level consists of:

A

-Leadership
-Group dynamics
-Groups vs teams

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5
Q

“Structures/organizations” level consists of:

A

-Change
-Culture
-Structure
-Power & conflict

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6
Q

Personality definition

A

The sum total of ways in which an individual reacts to and interacts with others

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7
Q

Personality is a result of

A

heredity (genes) and individual’s environment

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8
Q

Values (individual level) described as:

A

What to individual is right, good, desirable, preferable. Values
are stable and enduring

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9
Q

Value system consists of 2 parts:

A

Content and intensity

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10
Q

Content meaning in value system

A

What do we find important?

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11
Q

Intensity meaning in value system

A

How important do we find said values?

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12
Q

2 type of values

A

Instrumental values and terminal values

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13
Q

Instrumental values meaning

A

values which ask how will you accomplish your goals

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14
Q

Terminal values meaning

A

our end goals

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15
Q

5 dimensions of Hoefstede

A
  1. Power distance
  2. Individualism/Collectivism
  3. Masculinity/Femininity
  4. Uncertainty avoidance
  5. Long-term/Short-term orientation
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16
Q

What does Hoeftede’s dimensions explain?

A

differences in national culture and, therefore, also differences
in national values

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17
Q

Explain “Power distance”

A

Hofstede’s dimension

Inequalities of power and wealth

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18
Q

Explain Individualism/Collectivism

A

Hofstede’s dimension

Act as individual or rather as member of a group

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19
Q

explain Masculinity/Femininity

A

Hofstede’s dimension

Separate or same roles for men and women

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20
Q

explain Uncertainty avoidance

A

Hofstede’s dimension

Acceptance or avoidance of ambiguity (being open to more than one interpretation)

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21
Q

explain Long-term / short-term orientation

A

Hofstede’s dimension

focusing on shor or long term goals

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22
Q

Meaning of systematic approach

A

belief that behaviour is not random

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23
Q

Systematic study

A

looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence.

24
Q

Evidence-based management (EBM)

A

complements systematic study by basing managerial decisions on the best available scientific evidence

25
Q

Systematic study and EBM add to:?

A

intuition about what makes others “tick.”

26
Q

OB built on these disciplines:

A

Psychology
Social psychology
Sociology
Anthropology

27
Q

the contingency variables meaning

A

situational factors or variables that moderate the relationship between two or more variables

[ We can say x leads
to y, but only under conditions specified in z(cont. var.)]

28
Q

Workforce diversity meaning

A

One of the most important challenges for organizations.

A trend by which organizations are becoming more heterogeneous (of various characteristics)

29
Q

What does working remote cause

A

feeling as a person is not part of a team

30
Q

Positive organizational scholarship/behaviour (POS)

A

a growing area in OB research

Studies how organizations develop human strengths, foster vitality and resilience, and unlock potential

31
Q

Ethical dilemmas and ethical choices

A

Requirement to identify right and wrong conduct

32
Q

Model explain

A

simplified representation of real-world phenomenon

33
Q

Inputs meaning

A

variables [like personality, group structure, organizational culture] which lead to processes

34
Q

Processes

A

actions that individuals, groups and organizations engage in as a result of inputs that lead to certain outcomes

35
Q

Outcomes explain

A

Key variables that you want to explain or predict, and are affected by some other variables

36
Q

Explain basic OB model

A

Inputs > Processes > Outcomes —> Inputs…..

37
Q

Organizational citizenship behaviour (OCB) meaning

A

Discretionary behaviour that contributes to the psychological and social environment of the workplace

38
Q

Withdrawal behaviour meaning

A

set of actions employees take to separate themselves from the organization

39
Q

Group cohesion meaning

A

The extent to which members of a group support and validate one another while at work

40
Q

Task performance meaning

A

Combination of effectiveness and efficiency at doing core job tasks

41
Q

Group functioning meaning

A

Quantity and quality of a group’s work output

42
Q

effectiveness meaning

A

the degree to which an organization meets the needs of its clientele or customers

43
Q

efficiency meaning

A

The degree to which an organization can
achieve its ends at a low cost

44
Q

Organization survival meaning

A

The degree to which an organization is able to exist and grow over the
long term

45
Q

Personality traits meaning

A

enduring characteristics that describe an individual’s behavior

46
Q

Heredity meaning

A

genetical factors gaines at birth

47
Q

Personality frameworks

A

Myers-Briggs Typer Indicator (MBTI),
The Big Five Personality Model

48
Q

Constellation of negative personality traits

A

The Dark Triad

49
Q

Core self-evaluations (CSEs) meaning

A

most important conclusions individuals have about their capabilities, competence, and worth as a person

50
Q

Self-monitoring meaning

A

personality trait that measures an individual’s ability to adjust his or her behavior to external, situational factors

51
Q

Proactive personality

A

People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs

52
Q

Situation strength theory

A

theory indicating that the way personality translates into behavior depends on the strength of the situation

53
Q

Situation strength meaning

A

The degree to which norms, cues, or
standards dictate appropriate behavior

54
Q

Situation strength elements

A
  • Clarity
  • Consistency
  • Constraints
  • Consequences
55
Q

Trait Activation theory (TAT)

A

Predicts that some situations, events, or interventions “activate” a trait more than others.

[Organizational behavior] (10 decks)

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