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BU288 > Midterm 1 > Flashcards

Midterm 1 Flashcards

1
Q

3 aspects of organizations

A
  1. social inventions
  2. goal accomplishment
  3. group effort
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2
Q

organizational behaviour

A

the attitudes and behaviours of individuals and groups in organizations

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3
Q

human resources management

A

programs, practices and systems to acquire, develop, motivate, and retain employees

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4
Q

3 goals of OB

A
  1. predicting OB
  2. explaining OB
  3. managing OB
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5
Q

evidence-based management

A

translating principles based on the best scientific evidence into organizational practices

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6
Q

3 definitions of OB

A
  1. micro: the attitudes and behaviours of individuals and groups in organizations
  2. meso: how organizations can be structured more effectively
  3. macro: how events in external environment affect organizations
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7
Q

contingency approach

A

appropriate management styles depend on the demands of the situation

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8
Q

hawthorne effect

A

people reacting to being studies by changing their behaviour

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9
Q

classical viewpoint

A

high specialization of labour, intensive coordination, centralized decision making

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10
Q

scientific management

A

frederick taylor’s system of using research to determine the optimum degree of specialization and standardization of work tasks

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11
Q

bureaucracy

A

max weber’s type of organization - strict chain of command, detailed rules, high specialization, centralized power

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12
Q

3 managerial roles

A
  1. interpersonal roles: establishing and maintaining interpersonal relations
  2. informational roles: concerned with various ways the manager received and transmits info
  3. decisional roles: deal with decision making
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13
Q

outsourcing

A

practice of hiring other firms to do work previously performed by the organization itself

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14
Q

talent management

A

organization’s processes for attracting, developing, retaining, and utilizing people with the required skills to meet current and future business needs

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15
Q

moderator

A

variable that changes relationship between independent variable and dependent variable

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16
Q

mediator

A

variable that explains relationship between independent variable and dependent variable

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17
Q

correlation

A

determined from observational or correlational studies

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18
Q

causation

A

determined through experimentation

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19
Q

internal validity

A

the extent to which a researcher can be confident that changes in a DV are due to the IV

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20
Q

external validity

A

the extent to which the results of a study generalize to other samples and settings

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21
Q

random sampling

A

increases internal validity

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22
Q

3 research techniques

A
  1. experimentation: IV is manipulated under controlled conditions
  2. correlation: correlation does not mean causation
  3. observation: listening to what people say and watching what people do in an organization
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23
Q

2 types of observation

A
  1. participant observation: researcher becomes a member of the organization
  2. direct observation: researcher is not involved with the organization
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24
Q

3 concerns of research

A
  1. sampling
  2. hawthorne effect
  3. ethics
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25
Q

2 ways to measure variables

A
  1. reliability: the consistency of a subject’s response

2. validity: the extent to which a measure truly reflects what it is supposed to measure

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26
Q

2 types of validity

A
  1. convergent: strong relationship between different measures of the same variable
  2. discriminant: weak relationship
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27
Q

personality

A

relatively stable set of psychological characteristics that influences the way an individual interacts with their environment

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28
Q

3 approaches to personality

A
  1. dispositional: individuals possess stable trains or characteristics that influence their attitudes and behaviours
  2. situational: characteristics of the setting such as rewards and punishment influence people’s feelings, attitudes, behaviour
  3. interactionist: need to know about their personality and work setting and how they interact - most accepted approach
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29
Q

strong and weak situations

A
  1. strong - roles, rules, contingencies are more defined

2. weak - roles are loosely defined

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30
Q

2 implications of interactionist approach

A
  1. some personality characteristics are useful in certain organizational situations
  2. the importance of FIT
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31
Q

big five personality model (OCEAN)

A
  1. openness to experience
  2. conscientiousness
  3. extraversion
  4. agreeableness
  5. emotional stability
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32
Q

locus of control

A

set of beliefs about whether one’s behaviour is controlled mainly by internal or external factors ( high/low external/internal locus of control)

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33
Q

self-efficacy

A

person’s beliefs about his/her capabilities to perform a task

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34
Q

self-monitoring

A

the extent to which people observe and regulate how they appear and behave in social settings and relationships

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35
Q

self-esteem

A

the degree to which a person has a positive self evaluation

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36
Q

behavioural plasticity theory

A

people with low self esteem tend to be more susceptible to external and social influences

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37
Q

positive and negative affectivity

A

people high on positive affectivity - propensity to view the world in positive light
people high on negative affectivity - propensity to view the world in negative light

38
Q

general self-efficacy

A

an individual’s belief in their ability to perform successfully in a variety of challenging situations (motivational trait, not affective trait)

39
Q

high GSE

A

better able to adapt to novel, adverse situations - higher job satisfaction/performance

40
Q

proactive personality

A

personal disposition that reflects a tendency to take personal initiative

41
Q

proactive behaviour

A

taking initiative across a range of situations to effect positive change in one’s environment

42
Q

core self-evaluations

A

a bundle of specific traits that reflect the evaluations people hold of themselves and their self worth

43
Q

high core self evaluations

A

few stressors - job is more intrinsically satisfying - more likely to have complex jobs - high job satisfaction

44
Q

4 things employees learn

A
  1. practical skills
  2. intrapersonal skills
  3. interpersonal skills
  4. cultural awareness
45
Q

operant learning theory

A

subject learns to operate on the environment to achieve certain consequences

46
Q

law of effect

A

people repeat behaviours that bring them satisfaction and pleasure, and stop those that bring them dissatisfaction and pain

47
Q

positive reinforcement

A

adding/presenting a pleasant stimulus

48
Q

negative reinforcement

A

removing/taking away an unpleasant stimulus

49
Q

extinction (to decrease/terminate)

A

removing a pleasant stimulus

50
Q

punishment (to decrease/terminate)

A

adding an unpleasant stimulus

51
Q

2 ways to reduce the probability of behaviour

A
  1. extinction

2. punishment

52
Q

social cognitive theory (bandura)

A

emphasizes the role of cognitive processes in regulating people’s behaviour

53
Q

observational learning

A

process of observing and imitating the behaviour of others

54
Q

self-efficacy beliefs

A

beliefs people have about their ability to sucessfully performa specific task

55
Q

self-regulation

A

the use of learning principles to regulate one’s own behaviour

56
Q

organizational behaviour modificaiton

A

the systematic use of learning principles to influence organizational behaviour

57
Q

employee recognition programs

A

formal organizational programs that publicly recognize and reward employees to specific behaviours

58
Q

4 organizational learning practices

A
  1. organizational behaviour modification
  2. employee recognition programs
  3. training programs
  4. career development
59
Q

5 perceptual processes

A
  1. selective perception
  2. stereotyping
  3. halo effect
  4. projection
  5. contrast effects
60
Q

selective perception

A

selectively interpreting what you see on the basis of you interest, background, experience, and attitudes

61
Q

stereotyping

A

judging someone on the basis of one’s perception of the group to which that person belongs

62
Q

halo effect

A

drawing a general impression about an individual on the basis of a single characteristic

63
Q

contrast effects

A

evaluations of a person that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics

64
Q

projection

A

attributing one’s own characteristics to other people

65
Q

attribution theory

A

we observe behaviour and then attribute causes to it

66
Q

consistency cues

A

attribution cues that reflect how consistently a person engages in a behaviour over time

67
Q

consensus cues

A

attribution cues that reflect how a person’s behaviour compares with that of others

68
Q

distinctiveness cues

A

attribution cues that reflect the extent to which a person engages in some behaviour across a variety of situations

69
Q

3 biases in attribution

A
  1. fundamental attribution error
  2. actor-observer effect
  3. self-serving bias
70
Q

fundamental attribution error

A

tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behaviour of others

71
Q

actor-observer effect

A

actors and observers tend to view causes of actor’s behaviour differently

72
Q

self-serving bias

A

tendency to take credit for successful outcomes but not for failures

73
Q

bruner’s model of perceptual process

A

when a perceiver encounters an unfamiliar target, the perceiver is very open to the informational cues contained in the target and the situation surrounding it

74
Q

2 aspects of bruner’s model of the perceptual process

A
  1. selectivity: not all available cues are used and those that are used are thus given emphasis
  2. constancy: tendency for the target to be perceived in the same way over time or across situations
  3. consistency: tendency to select, ignore, and distort cues to fit together to form a homogeneous image of the target
75
Q

primacy effect

A

tendency for a perceiver to rely on early cues or first impressions

76
Q

recency effect

A

tendency for a perceiver to rely on recent cues or last impressions

77
Q

central traits

A

personal characteristics of a target person that are of particular interest to a perceiver

78
Q

implicit personality theories

A

personal theories that people have about which personality characteristics go together

79
Q

4 diversity stereotypes

A
  1. racial
  2. gender
  3. age
  4. lgbt
80
Q

behaviourally anchored rating scale (BARS)

A

a training method to improve rating accuracy that involves providing raters with a common frame-of reference to use when rating individuals

81
Q

power distance

A

in large power distance cultures, inequality is accepted as natural, superiors are inaccessible, and power differences are highlighted

82
Q

uncertainty avoidance

A

the extent to which people are uncomfortable with uncertain and ambiguous situations - strong uncertainty avoidance cultures stress rules and regulations

83
Q

4 basic dimensions of Hofstede’s study + 1 new study

A
  1. power distance
  2. uncertainty avoidance
  3. masculinity/femininity
  4. individualism/collectivism
  5. long vs. short term orientation
84
Q

masculinity/femininity

A

masculine cultures - differentiate gender roles specifically

feminine cultures - accept fluid gender roles, stress gender equality

85
Q

individualism/collectivism

A

individualistic - stress independence, privacy

collective - favour interdependence and loyalty to family

86
Q

long/short term orientation

A

long term - stress persistence, pay close attention to status
short term - stress personal steadiness, respect

87
Q

5 core facets of job satisfaction

A
  1. pay
  2. promotions
  3. coworkers
  4. supervision
  5. work itself
88
Q

3 components of attitudes

A
  1. cognitive - thoughts, knowledge, and beliefs about target
  2. affective - feelings, emotions towards target
  3. behavioural - how to behave toward target
89
Q

discrepancy theory

A

job satisfaction stems from the disconnect between the job outcomes wanted and the outcomes that are perceived to be obtained

90
Q

3 basic kinds of fairness

A
  1. distributive - people receive outcomes they think they deserve
  2. procedural - people believe the process is reasonable
  3. interactional - people receive respectful and informative communication about an outcome
91
Q

equity theory

A

job satisfaction stems from a comparison of the inputs one invests in a job and the outcomes one received in comparison to the inputs and outcomes of another person

92
Q

3 component model of organizational commitment

A
  1. affective - emotional attachment “want to stay”
  2. continuance - financial attachment “need to stay”
  3. normative - feeling obligation “ought to stay”

BU288 (3 decks)

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