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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
Neuroticism
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
Openness to Experience
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
Extraversion
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
Positive Affectivity
* 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
Negative Affectivity
Tendency to experience unpleasant moods, such as hostility, nervousness, and annoyance * “Glass half empty” * Experience more anxiety & nervousness
29
Impression Management
Controlling/shaping how others perceive us * Modify behavior according to the demands of the situation * Great influencers Tend to experience stress
30
Self-Efficacy
Belief that one can do it and be successful at some task
31
Locus of control
The degree to which someone believes he or she is in control of one’s fate
32
Internal locus of control
believe that they control their own destiny; what happens to them is their own doing
33
External locus of control
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
Decision Making
▪ 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
Programmed decisions
36
Rational Decisions
▪ 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
Bounded rationality
seek a decision that will be good enough, rather than the best possible decision.
37
Intuition
▪ Emotionally charged judgments
37
Overconfidence Bias
People overestimate their ability to predict future events
38
Confirmation Bias
▪ We favor information that conforms to our existing beliefs ▪ We discount evidence that does not conform to those beliefs ▪ Think stereotypes!
39
Availability Bias
▪ 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
Anchoring & Adjustment Bias
▪ Relying too heavily on the first piece of information received (the “anchor”) ▪ Think charitable $$$ donations!
41
Escalation of Commitment Bias/Sunk Costs
We continue a behavior based on amount of time/energy/resources invested ▪ Loss aversion ▪ Admitting mistake ▪ Feeling responsible
42
Framing Bias
The tendency for people to make different decisions based on how the problem is presented
43
Fundamental Attribution Error
Tendency to attribute other’s actions to internal causes while largely ignoring external factors Opposite holds for oneself
44
Innovation
The implementation of creative ideas
45
creative
fluency, flexibility, originality
46
Fluency
the number of ideas a person generates
47
Flexibility
refers to how different the ideas are from one another
48
Originality
how unique a person’s ideas are
49
Communication
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
Noise
Anything that interferes or distorts the message
51
Encoding
The sender encodes the message (translates the idea into words)
52
decoding
The receiver decodes the message (assigns meaning to the words)
53
Filtering
* 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
Multitasking
* 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
Gossip
* AKA grapevine * 70% of all organizational communication occurs at the grapevine level
56
Verbal Communication
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
Written Communication
* Email, texts, chat, company intranet platforms * Usually asynchronous * Convey facts
58
Nonverbal Communication
* 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
Information Richness
The channel/medium used to communicate a message affects how accurately the message will be received

Management (5 decks)

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