Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

BU288 > Midterm 2 > Flashcards

Midterm 2 Flashcards

1
Q

general cognitive ability

A

person’s basic info processing abilities and cognitive resources

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

4 branches of EI

A
  1. perceive emotions accurately in oneself and others
  2. use emotion to facilitate thinking
  3. understand emotions, emotional language, and the signal conveyed by emotions
  4. managing emotions to attain goals
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Maslow’s 5 sets of needs (from lowest to highest)

A
  1. physiological needs
  2. safety needs
  3. belongingness
  4. esteem
  5. self actualization
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

3 categories of ERG theory

A
  1. existence
  2. relatedness
  3. growth
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

mcclelland’s 3 needs

A
  1. need for achievement
  2. need for affiliation
  3. need for power
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

maslow’s hierarchy of needs

A
  • once a particular level of the hierarchy is satisfied, the individual turns attention to next highest level
  • satisfied needs are no longer a motivator
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

alderfer’s ERG theory

A
  • the more lower level needs are gratified, the more higher level need satisfaction is desired
  • the less higher level needs are gratified, the more lower level need satisfaction is desired
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

mcclelland’s theory of needs

A

different people have different needs that they wish to satisfy - no hierarchy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

2 managerial implications of need theory

A
  1. appreciate diversity within employees and offer goals/incentives that correspond to them
  2. appreciate the motivation potential of intrinsic motivators and existence of higher order needs
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

content theories

A

focus on the needs that must be met in order to motivate individuals - WHAT motivates

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

process theories

A

focus on the underlying processes involved in motivating employees - HOW motivation occurs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

expectancy theory

A

motivation is determined by the outcomes that people expect to occur as a result of their actions on the job

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

equity theory

A

comparison of the inputs one invests in a job and the outcomes one received in comparison with the inputs/outcomes of another person

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

goal setting theory

A

specific
challenging
committed
feedback

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

4 mechanisms of goal setting theory

A
  1. direct attention toward goal-related activities
  2. leads to greater effort
  3. increase and prolong persistence
  4. lead to discovery and use of task-relevant strategies for goal attainment
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

5 basic components of Vroom’s expectancy theory

A
  1. outcomes
  2. instrumentality
  3. valence
  4. expectancy
  5. force
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

first level outcome

A

the immediate outcome that follows a behaviour (productivity) - interest to organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

second level outcome

A

outcome that follows the first (pay increase) - interest to individual

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

piece rate

A

workers are paid a certain sum of money for each unit of production completed

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

wage incentive plans

A

systems that link pay to performance on production jobs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

merit pay plans

A

systems that attempt to link pay to performance on white-collar jobs

22
Q

5 potential problems with wage incentive plans

A
  1. lowered quality
  2. differential opportunity
  3. reduced cooperation
  4. incompatible job design
  5. restriction of productivity
23
Q

3 potential problems with merit pay plans

A
  1. low discrimination between good and bad performers
  2. merit increases are too small to be effective motivators
  3. extreme pay secrecy
24
Q

4 ways to use pay to motivated teamwork

A
  1. profit sharing
  2. employee stock ownership plans (ESOPs)
  3. gainsharing
  4. skill-based pay
25
Q

employee stock ownership plans

A

employees own a set amount of a company’s shares and provide employees with a stake in the company’s future earnings and success

26
Q

profit sharing

A

cash bonuses based on organization profits

27
Q

gainsharing

A

when measured costs decreases, employees receive a bonus based on predetermined formula

28
Q

5 core job characteristics

A
  1. skill variety
  2. task identity
  3. task significance
  4. autonomy
  5. feedback from job
29
Q

job characteristics theory

A

job design as an intrinsic motivator

30
Q

5 implementation principals for job enrichment

A
  1. combining tasks
  2. form natural work units
  3. establish client relationships
  4. vertically loading the job
  5. opening feedback channels
31
Q

organizational justice theory

A

employees form more positive perceptions of the process when procedures are perceived to be fair

32
Q

3 forms of organizational justice

A
  1. distributive justice: outcomes are fair
  2. procedural justice: procedure is fair
  3. interactional justice: treatment during process was fair
33
Q

social facilitation

A

tendency to perform better in the presence of others

34
Q

social inhibition

A

tendency to perform worse in the presence of others

35
Q

5 stages of group development

A
  1. forming
  2. storming
  3. norming
  4. performing
  5. adjourning
36
Q

punctuated equilibrium model

A

how groups with deadlines are affected by their first meetings and crucial midpoint transactions

37
Q

social loafing

A

tendency to withhold physical or intellectual effort when performing a group task

38
Q

groupthink

A

pressure to conform in a group

39
Q

group polarization

A

group discussion tends to exaggerate initial position of the group

40
Q

bounded rationality

A

decision strategy that relied on limited info and reflects time constraints and political considerations

41
Q

two pronged attack

A

one prong assets the technical merits of the party’s position, the other prong asserts the fairness of the target position

42
Q

5 aspects of integrative negotiation

A
  1. information exchange
  2. framing differences as opportunities
  3. cutting costs
  4. increasing resources
  5. introducing superordinate goals
43
Q

superordinate goals

A

attractive outcomes that can only be achieved by collaboration

44
Q

verbal persuasion

A

attempt to change the attitudes of the other party toward your target position - most effective when persuaders are seen as experts, likeable and unbiased

45
Q

intransigence

A

sticking to your target position, offering concessions, and waiting for other party to give in

46
Q

2 irrational tendencies in negotiation

A
  1. unrealistic expectations

2. escalation of commitment

47
Q

2 ways to help resist escalation of commitment

A
  1. BATNA - Best Alternative To a Negotiated Agreement

2. reservation price

48
Q

2 signals in distributive negotiation

A
  1. bids - moving slower = less likely to move anymore

2. speed - faster response = more likely to make concessions

49
Q

4 suggestions if reach an impasse in negotiation

A
  1. focus on interests vs. positions
  2. make small concessions
  3. take a break
  4. bring in third party
50
Q

mythical fixed pie

A

your loss = my gain

51
Q

nibble

A

attempting to get more after the deal is done -> may result in post-settlement settlement

52
Q

3 rules of thumb to negotiation settlement

A
  1. negotiate to the end
  2. read agreement carefully
  3. agree on the meaning of every provision on agreement

BU288 (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions