Midterm Flashcards
method of experience
people stick to believe because of own experience
method of intuition
people stick to believe because it seems obvious
method of authority
people stick to believe because a respected official has said so
method of science
people stick to believe because scietific studies have replicate result
what is a theory
model how different concepts interact to produce a outcome
what is a concept
abstraction, category representing behavior that go together
key elements of studies
need to be reliable, valid and randomly assigned
what is organizational behavior
study of principles underlying human behavior
what does organizational behavior allow us to do
understand, describe and analyze behavior in organization
managers: improve or change work behaviors
frederick taylor´s 4 principles (mechnistic view of organizational behavior)
study the way employees perform their tasks
put new methods of performing tasks into written rules and standarts
select employees whose skill match the needs of taks and train them
extablish acceptabnle level of performance for a task -> develop a pay system (include bonuses)
different views of organizational behavior
mechanistic view
humanistic view
mary parker follett - humanistic view of operational behavior
management must consider human side
employees involved in job analysis
person with knowledge should be in control of work process
cross - functioning teams
organizational behavior theory X
most people are lazy and only work hard when they are forced to
organizational behavior theory Y
under right circustances people work productively and accepting responsibility
types of learning
operant conditioning
vicarious learning
operant conditioning
learned associations between actions and outcomes through personal experience
vicarious learning
learned associations between actions and outcomes through observing experience
what is used to increase desired behavior
positive/negative reinforcement
positive reinforcement
giving rewards for doing good things - improve desired behavior
negative reinforcement
remove negative consequence when desired behavior occurs - increase desired behavior
reinforcement schedules
continous
partial
partial reinforement
fixed interval (always in the same timely manner) variable interval (interval of rewards changes) fixed ratio (reward always after same unit of action) variable ratio (rewards always after different units of action)
what is shaping
reinforcement of successive and closer approximations to a desired behavior
what is used to decrease undesired behavior
extinction
punishment
extinction
eliminate reinforcement
punishment
adminsitering a negative consequence when undesired behavior occurs
components of the social cognitive theory
vicarious learning
self-control
self-efficacy
ceativity
process of producing novel and useful ideas
three basic components of creativity
domain relevant skills
creativity relevant skills
intrinsic task motivation
domain relevant skills
know about a kind of business
creativity relevant skills
take different perspectives
think beyond common definitions
intrinsic motivation
creative because of personal satisfaction
model of the creative process
recognition of problem or opportunity gather information production of creative ideas selection of creative ideas implementation of creative ideas
what influences behavior
situational influence
dispositional influences
personality
pattern of relatively enduring ways that a person feels, thinks, and behaves
what influences personality
nature (bilogical heritage)
nurture (life experiences)
how do you measure personality
questionnaires and surveys
the big 5 dimensions of personality
Openness to experience conscientiousness extraversion agreeableness neuroticism
extraversion
degree to which individuals are gregarious, assertive, and sociable
opposite of extraversion
introversion
neuroticism
degree to which individuals are insevure, anxious, depressed and emotional unstable
opposite of neuroticism
emotional stable
openess to experience
extend to which an individual is curious, willing to take risks, has broad interests…
conscientiousness
describes to which extend a person is careful, disciplined, and perserving
agreeableness
captures the destinction between individuals that get along well and those who don´t
what is self - efficacy
one´s belief that one has the resources available to accomplish tasks
elements of self - efficacy
magnitude
strength
generality
sources of self - efficacy
past performance
vicarious experience
verbal persuasion
reading
what does high self - monitors strive for
socially acceptable behavior
good impression management
what are low self - monitors drive by
their own attitude
not concerned what others think
ability
what a person is capable of doing
types of ability
cognitive ability
physical ability
emotional intelligence
what are attitudes
collections of feelings, believes and thoughts about behavior
what does work attitude reflect
feelings, beliefs, and thoughts about behaiors that people hold about their jobs and organizations
components of attitude
cognitive - thoughts
affective - feelings
behavioral - action
what attitudes are hard to change
emotion - based attitudes
when do attitudes influence behavior
when the situation is weak and the attitudes is strong
what are types of work attitudes that are studied
job satisfaction
job engagement
organizational commitment
ways to measure and predict job satisfaction
steady - state theory
facet model
herzberg´s motivator-hygience theory
discrepany model
what is the steady state theory
typical or chronic level of job satisfaction
move up or down but will end at the same level of job satisfaction
what does the facet model say
sum of satisfaction with facets or charactersitics of job and workplace environment form job satisfaction
what does herzberg´s motivator-hygience theory say
everyone has two sets of needs (motivator and hygiene)
focuses on effects of vertain types of job facets
employee can be satisfied and dissatisfied with job at the same time
example for herzberg´s motivator-hygience theory
motivator needs - interest level in work, responsibility
hygience needs - working condition, pay
what does the discrepancy model explain
satisfaction comes from comparison of actual and ideal job
what are values
conviction about what one should strive for in life and how to behave
difference between intrinsic and extrinsic work values
instrinsic values -> motivators needs (interesting work…)
extrinsic values -> hygiene needs ( pay, security…)
what is work mood
how people feel while performing jobs
what influences work mood
gender, exercise
not weather
what is emotional intelligence
identify own and others´ emotions
use emotions
regulate emotions
what is emptional labor
employee´s expression of organizationally desired emotions during interpersonal transactions at work
what is emotional dissonance
inconsistency between emotions we feel and express
what is emotional contagion
picking up moods from others
transfer mood to others
what is stress
experience of opportunities or threats that people perceive as important
what causes stress
uncertainty
resources < requirements
low self efficacy
opportunity and threat
opportunity: potential for sth good to happen
threat: opportunity for sth bad to happen
sources of stress
people
work-life balance
job responsibilities
environmental uncertainty
job related stressors
role conflict role ambiguity overload underload challenging assignments economic well being and job security
role conflict
when asked to do contradictory things in job or parts of life
subdivisions of role conflict
time-based conflict
stress-based conflict
behavior-based conflict
role ambiguity
appears when not sure what is expected from you
within one domain of life
what are overload and underload known as
load related stressors
overload - too many tasks to perform
underload - not enough work to do
what are challenign assignments and threats to economic well-being and job security known as
other job related stressors
group and organizational related stressors
cultural differences
bad/unsafe working conditions
how does personality influence stress
comes from perception of opportunities and threats
personality traits alter perception and evaluation
stress spillover
stress can spillover between different roles in life
what is stress management important for
to relieve stress and being able to succeed
prolonged stress
burnout
stress coping strategies for individuals
problem focused
emotion focused
examples for individuals problem focused stress coping
time management
mentoring
role negotiation
examples for individuals emotion focused stress coping
exercise
meditation
social support
clinical counseling
examples for proplem focused stress coping for organizations
job redesign job rotation uncertainty reduction job security ...
what is perception
your reality (even though they might not be real)
schema
cognitive cource of bias
charcterisitcs of schema
based on past experience and knowledge
resisant to change
give us “roadmaps”
what are stereotypes
schemas about people
important knowledge about stereotypes
everybody has them
we can be aware of them
we can attempt to correct them
contrast effect
perceiver´s perception of other influence the perception of a target
similar-to-me effect
we see others that belong to our groups more positively
why do percptions matter
the way i think about a person can change a person´s behavior
what does the self-fulfilling prophecy say
the expectations I have towards another person can cause that person to behave similar to the expectations
what is social status
person´s real or perceived position in society guides how they are perceived
dispositional/internal attribution
sth about a person is primarily responsible of outcome
e.g. personality, motivation…
situation/external attribution
sth about situation is primarily responsible for outcome
e.g. task difficulty, luck
parts of attributional biases
fundamental attribution error
actor-observer effect
self-serving attribution
fundamental attribution error
explains other person´s behavior
internal attribution lead for other´s behavior
actor-observer effect
explains own behavior
external attribution lead to own behavior
self-serving attribution
explains own and other´s behavior
internal attribution caused success, external attributions caused failure
ambiguity
quality to be open for more than one interpretation
