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BUAD304 > Midterm #1 LECTURES 1-3 > Flashcards

Midterm #1 LECTURES 1-3 Flashcards

1
Q

Learning Theory

A

Environment determines behavior

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2
Q

Need Theory

A

Person determines behavior

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3
Q

Equity Theory

A

A comparison of equal state of justice in comparison to others in the work place

You can mess with the outcomes, you can mess with the inputs, change comparison groups,

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4
Q

Equity Considerations

A

Realizing that you are being screwed, changes effort at work.

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5
Q

Individual Level

A

Biographical Feature, Personality, Values and Attitudes

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6
Q

Perception

A

process by which individuals organize and interpret their sensory input

How members make sense of the world

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7
Q

Biographical Features

A

Age, Gender, Tenure

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8
Q

Age

A

reliability, less turnover, poorer health

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9
Q

Gender

A

women are actually more absent

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10
Q

Tenure

A

more happiness, performance indicator

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11
Q

Differences in Ability

A

intellectual, physical, emotional intelligence

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12
Q

Cognitive Dissonance

A

incompatibility between 2 attitudes

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13
Q

Low Power Distance

A

Power Distance: the degree to which people in a country accept that power is unequally distributed

USA
“no differences in power, individualism, short term”

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14
Q

High Power Distance

A

CHINA

high collectivism, long term orientation

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15
Q

Personality

A

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

Locus of Control
Machiavellianism
Self Esteem
Self Monitoring
Risk Taking
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16
Q

Locus of Control

A

internal locus of control = their own traits

external locus of control = external, environmental traits.

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17
Q

Machiavelliasm

A

pragmatic, maintains emotional distance, and believes ends can justify the means.

harsh

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18
Q

self esteem

A

obvious

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19
Q

Self-Monitoring

A

high self monitoring: pay attention to cues in the environment and adjust behavior to environment/situations: sales, marketing

very adaptive

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20
Q

Risk Taking

A

people with a high risk taking propensity. willing to venture into the unknown

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21
Q

Perception

A

organize and interpret sensory input to give meaning to environment

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22
Q

factors influecing perception

A

perceiver; target situation

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23
Q

person perception

A

people vs things; motives & intentions

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24
Q

What are our perceptions of people based on?

A

Judgement about motives and intentions

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25
Q

Attribution Theory

A

determining whether people’s behavior is internally or externally caused

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26
Q

What three factors do we use to determine whether someones behavior is caused internally or externally?

A

Don’t
Cut
Corn

Distinctness
Consensus
Consistency

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27
Q

consesnsus

A

do others behave the same way in similar situations?

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28
Q

consistency

A

does a person behave the same way over time?

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29
Q

Distinctness

A

does a person behave differently in different situations?

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30
Q

Fundamental Attribution Error

A

Underestimate external, overestimate internal

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31
Q

selective perception

A

we see what we wanna see

32
Q

self serving bias

A 
success = internal
failure = external
33
Q

halo effect

A

generalizing one attribute to everything

34
Q

contrast effect

A

interviewing after the BEST candidate

35
Q

expectancy effect

A

expectations set up self fulfillment

36
Q

Projection

A

assume others are the same as self/similar to one

37
Q

Basic Leadership Model

A

Knowledge of OB x Behavioral Skills = leadership effectiveness

38
Q

Group Level

A

how teams function, how to lead teams, power + politics, ethical decision making

39
Q

organizational level

A

how to structure teh firm
how to select and develop talent
how to change organization
how to create and sustain culture

40
Q

Borrowed Disciplines

A 
psychology
sociology
social psychology
antropology
poly sci
econ
41
Q

Behavioral Skills

A 
facilitate team decision making
communicate effectively
exercise power wisely
negotiate wisely
manage organization
42
Q

BIG 5 MODEL OF PERSONALITY

A 
Openness to Experience
Conscientiousness
Extraversion
Agreeableness
Neuroticism/Emotional Stability
43
Q

Motivation

A

how much effort is put forth to achieve organizational goals

3 Key Elements:
Intensity - how hard he tries
Direction - the right direction
Persistence - maintain effort

44
Q

performance

A

= motivation x ability x opportunity

45
Q

Theories of Motivation:

A

Learning Theory

Need Theory

46
Q

Job Enrichment

A

increases the degree to which the worker controls the planning, execution, and evaluation of the work.

47
Q

Job enrichment. how?

A

Horizontal Dimensions

a. skill variety
b. task identity - broader
c. task significance

Vertical Dimensions:

a. autonomy
b. self control

Feedback of Results

48
Q

Expectancy Theory

A

belief that an amount of effort depends on what we see ourselves receiving in return

Expectancy: effort will lead to good performance

Instrumentality: good performance will lead to outcomes

Valence: how much people will value those outcomes

49
Q

gainsharing

A

ties performance to pay

50
Q

expectancy formula

A

E —> P x P –> O x V = effort to perform ( motivation )

51
Q

employee engagement

A

an individuals involvement with satisfaction with and enthusiasm for the work he does

52
Q

Emotional Intelligence

A

person’s ability to:

1) perceive emotions
2) understand the meaning of these emotions
3) regulate one’s emotions accordingly in a cascading model

53
Q

Myers-Briggs Type Indicator

A

100 question personality test that asks about feelings in certain situations

mine: ENFP

54
Q

Values

A

basic convictions that a specific mode of conduct or end state of existence is personally or socially preferable to an opposite or converse mode of conduct of end state of existance

55
Q

Rational Decision Making

A

consistent, value-maximizing choices within specific constraints

  1. define the problem
  2. identify the decision criteria
  3. allocate weights to the criteria
  4. develop the alternatives
  5. evaluate the alternatives
  6. select the best alternatives
56
Q

bounded reality

A

reducing complex problems to a level at which it can readily understood

57
Q

intuition

A

unconscious process created from distilled experience

58
Q

overconfidence bias

A

tendency to be too confident keep some from planning how to avoid

59
Q

anchoring bias

A

tendency to fixate on the initial information and fail to adequately adjust for subsequent information

60
Q

conformation bias

A

seeking out info that reaffirms our past choices; we discount info that contradicts it

61
Q

availability bias

A

tendency to base judgments on info readily available

62
Q

escalation of commitment

A

staying with a decision even when there is clear evidence its wrongl

63
Q

randomness error

A

our belief that we can predict the outcome of random events is randomness error

64
Q

risk aversion

A

tendency to prefer a sure thing over a risky outcome

65
Q

hindsight bias

A

tendency to believe falsely after the outcome is known that we’d have accurately predicted it

66
Q

6 Responses to Inequity

A
  1. Change input
  2. Change output
  3. Distort perception of own work
  4. Distort perception of other’s work
  5. Change referent
  6. QUIT
67
Q

Four Types of Referent Comparisons

A

Self-Inside - an employee’s experience in a position inside the org
Self-Outside - an employee’s experience in a position outside the org
Other-Inside - same except not an employee
Other-Outside

68
Q

Maslow’s Hierarchy of Needs

A 
Influence to Society ( Self Actualization )
Self-Esteem, Autonomy
Social Belonging
Security 
Basic needs ( sex, food, water )
69
Q

Expectancy Theory: 3 Parts

A

Effort - Performance
Performance - Reward
Reward - Personal Goal

70
Q

Three-Component Model of Creativity

A

Expertise

Creative-Thinking Skills

Intrinsic Task Motivation

71
Q

Employee Involvement

A

A participative process that uses employee’s input to increase their commitment to the organization’s success.

72
Q

Self-Efficacy

A

Self-Confidence

Social Learning Theory: The individual’s belief that he is capable of performing a task. The higher your self-efficacy, the more confidence you have in your ability to succeed.

73
Q

Factors that Influence Perception

A

Perceiver

Target

Situation

74
Q

Five Factors of Emotional Intelligence

A 
Self-Awareness
Self-Management
Self-Motivation
Empathy
Social Skills
75
Q

Four Definitions for Job Fit

A

Biographical
Values
Personality
Skill

76
Q

Decision Making Bias’s

A 
Overconfidence Bias
Anchoring Bias
Confirmation Bias
Availability Bias
Escalation of Commitment
Randomness Error
Risk Aversion
Hindsight Bias
77
Q

Perceptual Bias’s

A

Selective Perception
Halo Effect
Contrast Effect
Stereotyping

BUAD304 (13 decks)

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