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Management > Management 101 Exam #1 > Flashcards

Management 101 Exam #1 Flashcards

1
Q

What is OB?

A

Study and application of knowledge about how individuals and groups act within organizations.

Field of study devoted to understanding, explaining and ultimately improving the attitudes and behaviors of individuals and groups in organizations

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2
Q

What are the Goals of OB?

A

-Predicting organizational behavior and events.
-Explaining organizational behavior and events in organizations.
-Managing organizational behavior.

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3
Q

What are some foundations of OB?

A

-I/O Psychology, Job performance and Individual characteristics
- Social Psychology, satisfaction, emotions, and team processes
- Sociology, team characteristics and organizational structure
-Economics, motivation, learning, and decision making
-Medical Sciences, Stress and its effects on people

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4
Q

What are the three levels of analysis?

A

-Individual, The manager’s personality itself
-Group, How a given manager’s personality affects a team
-Organization, how the organization’s culture affects organizational performance

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5
Q

Why does OB matter?

A

-Individual, getting along with others, lowering stress levels, making more effective decisions
-Group level, resolving group conflict and building cohesion
- Organization level- understanding and valuing people within the organization

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6
Q

How Do we Know what we know about OB?

A

OB researchers work with hypothesis based on:
-Their observations, readings on the subject, information from individuals within an organization
-Based on these, they set out to understand the relationship among different variables
- Then, they use different research methods to examine these relationships and their hypothesis

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7
Q

Surveys

A

-Most common method
-Involves asking individuals to respond to open ended or close ended questions

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8
Q

Case Studies

A

-Offer an in-depth description of a single company or industry
- involve a great deal of detail about the topic being studied
-difficult to generalize other areas

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9
Q

Field Studies

A

-Conducted in actual organizations
-usually involves surveying employees but could involve an experimental design

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10
Q

Treatment group

A

-The group employees assigned to the change/behavior condition

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11
Q

Control group

A

The group that does not get the change/behavior condition

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12
Q

Lab Studies

A

-Consists of manipulation
-treatment and control groups
-can often help determine casual rather than simple correlation relationships

-Controlled conditions

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13
Q

Meta-Analysis

A

-Technique used to summarize what other researchers have found on a given topic
-Best test of a theory is many many studies
-Takes all correlations found in studies for a particular relationship and calculates an average

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14
Q

Reliability Vs Validity

A

-Reliability refers to the consistency of measurement, same results over time, Consistent
-Validity refers to whether the measure captures what it intends to measure. Accuracy

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15
Q

Correlation vs causation

A

-Correlation means that two things co-vary
-Causation is the act of making something happen

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16
Q

Aging
Workforce

A
  • Over the next 30 years:
  • 76 million baby
    boomers will retire
  • Only 46 million new
    workers from
    Generations X and Y
    entering the
    labor force
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16
Q

Tech, AI, &
Automation

A

Technology has transformed
the way work gets done and
has created many great
opportunities

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17
Q

Virtual
Marketplace for
Staffing

A
  • Gig economy pertains to temporary,
    flexible jobs where organizations hire
    independent contractors instead of, or in
    addition to, full-time employees
  • Outsourcing refers to having someone
    outside the organization do the work
    previously handled in-house
  • Can involve temporary employees,
    consultants, or even offshoring
    workers
  • Offshoring means sending jobs previously
    done in one country to another country
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18
Q

The Interactionist
Perspective

A
  • Behavior is influenced by both personality and
    situation
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19
Q

Person-organization fit

A

Do person’s values, personality, goals, and other
characteristics match those of the organization?

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20
Q

Person-job fit

A

Do person’s skill, knowledge, abilities, and other
characteristics match the job demands?

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21
Q

The Big 5

A

-Openness to Experience
-Conscientiousness
-Extraversion
-Agreeableness
-Neuroticism (Emotional Stability)

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22
Q

Conscientiousness

A

High: well organized, orderly,
careful, persevering, punctual,
dependable, systematic,
achievement-oriented, purposeful

Low: disorganized, spontaneous,
careless, unreliable, sloppy,
irresponsible, negligent

High conscientiousness predicts:
* Job performance across most
occupations
* Academic achievement
* College retention
* Low absenteeism
* Likelihood of getting a job
* Larger salaries
* Career Success
* Health and longevity

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23
Q

Agreeableness

A

High: friendly, cooperative,
pleasant, supportive, and
empathetic, easy to get
along with
Low: cynical,
confrontational, unfriendly,
mean-spirited, rude,
critical, cold

Agreeable people are more
likely to create strong social
networks, a resource for
enhancing health.

Low-agreeableness people
have fewer friends and have
health issues related to their
anger & cynicism

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24
Q

Neuroticism

A

Anxious, irritable, temperamental,
moody, nervous, insecure, jealous,
emotional
* Second most important from
Big Five to job performance
* Associated with low levels of
job satisfaction and happiness

Emotional Stability
* Neurotic people detect, recall, and
ruminate on perceived threats, dangers,
and slights that a more stable person
would not see.
* Have high levels of chronic stress
* Prone to anxiety, depressions, self-
consciousness, and emotional vulnerability

25
Q

Openness to
Experience

A

Curious, imaginative, creative, complex,
refined, sophisticated
Related to success in training &
innovation

High: receptive to new ideas,
interactions, and environments.
Have artistic and cultural interests,
a preference for exotic tastes and
smells, and a more complex way of
construing the world
* Low: resistant to trying new things,
comfortable with routines.

26
Q

Extraversion

A

Outgoing, talkative,
sociable, enjoys being in
social situations

  • Related to
    performance in jobs
    that require
    interpersonal
    interaction (e.g.,
    sales!)
  • Related to leadership
    emergence
27
Q

Positive Affectivity

A
  • Tendency to experience pleasant,
    engaging moods such as enthusiasm,
    excitement, elation
  • Happier at work
  • Happiness is contagious (spreads to
    others at work)
  • More cooperation and helping
28
Q

Negative Affectivity

A

Tendency to experience unpleasant
moods, such as hostility,
nervousness, and annoyance

  • “Glass half empty”
  • Experience more anxiety &
    nervousness
29
Q

Impression Management

A

Controlling/shaping how others
perceive us
* Modify behavior according to
the demands of the situation
* Great influencers
Tend to experience stress

30
Q

Self-Efficacy

A

Belief that one can do it and
be successful at some task

31
Q

Locus of control

A

The degree to which someone
believes he or she is in control of
one’s fate

32
Q

Internal locus of control

A

believe that they control their own
destiny; what happens to them is their
own doing

33
Q

External locus of control

A

Belief that things happen
because of luck, other
people, or a powerful being

More likely to explain their
situation because of luck or
other external factors

Tend to be more impulsive
and give into instant
gratification

34
Q

Decision Making

A

▪ Selecting choices among
alternative courses of action
(including inaction)
▪ Increasing effectiveness in
decision making is an important
part of maximizing your
effectiveness at work

35
Q

Programmed decisions

A
36
Q

Rational
Decisions

A

▪ Describes the steps that
decisionmakers should
consider if their goal is
to maximize the quality
of their outcomes
▪ Doesn’t account for the
fact that people are not
always rational

36
Q

Bounded rationality

A

seek a decision that will be good enough, rather than the best possible decision.

37
Q

Intuition

A

▪ Emotionally charged
judgments

37
Q

Overconfidence Bias

A

People overestimate their ability
to predict future events

38
Q

Confirmation Bias

A

▪ We favor information that
conforms to our existing
beliefs
▪ We discount evidence that
does not conform to those
beliefs
▪ Think stereotypes!

39
Q

Availability Bias

A

▪ Placing greater value on
information that comes to
mind quickly and vividly
▪ Lottery winners are reported
in the media
▪ Plane crashes are reported in
the media

40
Q

Anchoring & Adjustment Bias

A

▪ Relying too heavily on the first piece of information received
(the “anchor”)
▪ Think charitable $$$ donations!

41
Q

Escalation of
Commitment
Bias/Sunk Costs

A

We continue a behavior based on
amount of time/energy/resources
invested
▪ Loss aversion
▪ Admitting mistake
▪ Feeling responsible

42
Q

Framing Bias

A

The tendency for people to make different decisions based on how the problem is presented

43
Q

Fundamental
Attribution Error

A

Tendency to attribute other’s
actions to internal causes
while largely ignoring
external factors
Opposite holds for oneself

44
Q

Innovation

A

The implementation
of creative ideas

45
Q

creative

A

fluency, flexibility, originality

46
Q

Fluency

A

the number of ideas a person generates

47
Q

Flexibility

A

refers to how different the ideas are from one another

48
Q

Originality

A

how unique a person’s ideas are

49
Q

Communication

A

The process by which
information is exchanged
between individuals through
a common system of
symbols, signs, or behavior
It is how we coordinate
actions and achieve goals

50
Q

Noise

A

Anything that
interferes or distorts
the message

51
Q

Encoding

A

The sender
encodes the
message
(translates the
idea into words)

52
Q

decoding

A

The receiver decodes the
message (assigns meaning to the
words)

53
Q

Filtering

A
  • Conveying only parts of
    the information (e.g., not
    telling the “whole” truth)
  • Distorting or withholding
    information to manage a
    person’s reactions
  • Prevents people from
    getting the complete
    picture
54
Q

Multitasking

A
  • Performing more than
    one activity at the
    same time
  • Trying to communicate
    through multiple media
    at the same time
  • Does not result in
    positive outcomes
55
Q

Gossip

A
  • AKA grapevine
  • 70% of all
    organizational
    communication
    occurs at the
    grapevine level
56
Q

Verbal Communication

A

Takes place over the phone,
in-person, or via video-
conferencing (e.g., Zoom)
* People enjoy it
* Helps build relationships at work
* Convey feelings
* Crucial Conversations
* High-stakes communications require
planning, reflection, and skill
* Crucial conversations can be high
stakes, involve multiple opinions, and
have strong emotions

57
Q

Written Communication

A
  • Email, texts, chat,
    company intranet
    platforms
  • Usually asynchronous
  • Convey facts
58
Q

Nonverbal Communication

A
  • Takes place through facial
    expressions, body position,
    eye contact, and other
    physical gestures
  • 55% of in-person
    communication comes from
    nonverbal cues
  • Body language, appearance,
    and tone need to be aligned
    with words
59
Q

Information
Richness

A

The channel/medium
used to communicate a
message affects how
accurately the message
will be received

Management (4 decks)

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