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Organization Behavior > Lecture 5 > Flashcards

Lecture 5 Flashcards

1
Q

Self-Regulation

A

Managing competing motivations, especially shortterm and long-term goals. (eg. I want that cookie, but I also want to lose weight)

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2
Q

Hot and Cool Self-regulatory systems

A
  • Long-term goals are taken over by the hot system so that even when we prefer the long-term goal in general, in the moment, our preference becomes the short-term goal.
  • Hot system: emotional, impulsive, reflextive reponses, limbic system.
  • Cool system: cognitive, slow, strategic responses, prefrontal cortex.
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3
Q

Emotion regulation: How do people effectively control their “hot”impulses?

A
  • EI: some part can be learned
  • Distraction: focusing on other things
  • Suppression: suppressing negative thoughts and expression
  • Relaxtion: engaging in relaxtion techniques (eg. deep breath)
  • Congnitive reframing: We can control the way we think about it.
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4
Q

Cooling things down

A

Perspective conditions:

  • Self immersed: Go back to the time and place of the experience and relive the situation as if it were happening to you all over again
  • Self distance: “Take a few steps back and move away from your experience…watch the conflict unfold as if it were happening all over again to the distant you.”

Focus conditions:

  • What focus: Focus on the feeling and sensations you felt.
  • Why focus: Focus on the reasons underlying your feelings.
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5
Q

Reappraising a problematic “Hot” emotion

A

Anxiety (too anxious)

  • Drains working memory capacity
  • Decrease self-confidence
  • Harms performance

Excitement

  • Has many of the same physiological properties as anxiety (high arousal)
  • But positive effects on performance
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6
Q

Yerkes-Dodson Law

A
  • Arousal is not always bad.

- Optimal performance occurs in the presence of arousal/stress. (eg. time pressure has a positive impact on performance)

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7
Q

why are emotions and moods important in OB

A
  • Selection
  • Better decision making
  • Creativity
  • Motivation
  • Acceptance of messages of leadership
  • Customer services
  • Deviant workplace behaviors (actions to violate norms)
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8
Q

What is personality? and its sources?

A

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

Sources:

  • Heredity: factors determined at conception.
  • Environmental factors: culture, family, society, situation
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9
Q

Measuring personality

A

Measuring personality gives managers advantages in the recruitment processes:

  • Self-report surveys
  • Observer-ratings surveys eg. a co-worker does rating
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10
Q

The Myers-Briggs Type Indicator (MBTI)

A 
Perhaps most widely used personality test in business, but one of the most criticized by psychologists
̶ Extraverted vs. Introverted
̶ Sensing vs. Intuitive
̶ Thinking vs. Feeling
̶ Judging vs. Perceiving
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11
Q

Criticisms of the MBTI

A
  • Not empirical evidence
  • Not very reliable or valid
  • Very little predictive value
  • Creates stark dichotomies when personality is more fluid
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12
Q

Big Five: OCEAN

A
  • Openness: open to new ideas and experiences
  • Conscientiousness: responsible and achievement-oriented
  • Extraversion: outgoing, sociable, energetic
  • Agreebleness: warm, friendly, cooperative
  • Neuroticism: emotional control and security
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13
Q

Criticisms of Self-report Personality Tests

A

• Self-report can be biased (impression management)

• Self-report can be inaccurate (memory is
imperfect; confusion around question wording)

• Personality isn’t necessarily stable – e.g.,
sometimes I’m like this, sometimes I’m not

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14
Q

Self-report vs Projective tests

A

Self-report inventories: Test-taker reads questions and then rates how well the question or statement applies to him/her.

Projective test: those let a person respond to ambiguous stimuli,
presumably revealing hidden personality.

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15
Q

Is Personality Stable?

A

Different traits are differentially stable over the course of a relationship
– Extraversion highly stable
– Conscientiousness and agreeableness less so

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16
Q

Reliability & Validity of measurement

A

Reliability: Do you get the same result repeatedly?

Validity: Are you measuring what you think you’re measuring?

17
Q

T-Shirt Folding Study: Which group folded the most t-shirts?

A

-> Introverted leader with proactive followers

• Extraverted leaders are better for subordinates
who need vision & direction; and introverted leaders are better for creative, proactive employees.

• Introverted leaders were better at listening to subordinate’s ideas

18
Q

Dark Triad: Machiavellianism

A

The degree to which an individual is pragmatic, maintains emotional distance, and believes that the ends justify the means.

19
Q

Dark Triad: Narcissism

A

Narcissism describes a person who has a grandiose sense of self-importance.
They think they re better leaders. They are selfish and exploitive

20
Q

Dark Triad: Psychopathy

A

A lack of concern for others, and a lack of guilt or remorse when their actions cause harm.

21
Q

Core self-evaluation

A
  • People who have a positive core self-evaluation see themselves as effective, capable, and in control.
  • People who have a negative core self-evaluation tend to dislike themselves.
22
Q

Self-Monitoring

A
  • An individual’s ability to adjust his or her behavior to external, situational factors.
  • High self-monitors get good performance reviews and are more mobile in their careers
23
Q

Values

A
  • Differ across individuals and across cultures
  • Generally influence attitudes and behaviors.
  • Interprets what is “right” and “wrong”
24
Q

Types of Values

A

• Terminal values: desirable end-states
– Equality, world peace, social recognition

• Instrumental values: means of achieving the terminal values
– Independence, helpfulness, ambition, forgiveness

25
Q

Right vs. Right Ethical Value

A

• Truth vs. loyalty
̶ Told in confidence that a friend will be fired.

• Justice vs. mercy
̶ Catch someone plagiarizing

• Individual vs. community
̶ Know there is an elderly patient who needs a lot of care has HIV in my community

• Short-term vs. long-term
̶ Spend less time with family in order to get an MBA
that will lead to greater earnings for family

26
Q

Principles of resolution of Ethical Dilemma

A

̶ Ends-based thinking:
Do what’s best for the greatest number of people

̶ Rule-based thinking:
Follow your highest sense of principle.

̶ Care-based thinking:
Do what you want to do to you

27
Q

Criticism of Hofstede’s Model

A
  • Based on a single company (IBM).
  • Too simple and few to differentiate the diversity of cultures in a country
  • Too old to have any modern value particularly in today’s rapidly changing global environment.

Organization Behavior (5 decks)

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