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COB 202 > Midterm > Flashcards

Midterm Flashcards

1
Q

Organizational Behavior

A

studies the influence that individuals, groups and structure have on behavior within organizations

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2
Q

Intuition

A

your “gut feeling” explanation of behavior

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3
Q

systematic study

A

improves the ability to accurately predict behavior

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4
Q

Evidence based Management

A

Bases decisions on the best available scientific evidence

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5
Q

Surface level diversity

A

differences in age, race, gender (less significant over time)

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6
Q

Deep level diversity

A

differences in personality and values (more important in the long run)

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7
Q

Biographical characteristics

A
  • age (relationship between age/performance)
  • gender (do women work as well as men)
  • race (research shows people favor their own race)
  • disability (ADA requires employers to make accomodations)
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8
Q

discrimination

A

noting of a difference between things

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9
Q

stereotyping

A

judging someone off a perception of a group they belong to

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10
Q

stereotype threat

A

the degree to which we internally agree with stereotypes

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11
Q

types of discrimination

A
  • sexual harrassment
  • intimidation
  • insults
  • exclusion
  • incivility
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12
Q

race

A

heritage

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13
Q

ethnicity

A

additional cultural traits

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14
Q

hidden disability

A

disability that isn’t easily observable

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15
Q

cultural identity

A

past ancestors

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16
Q

ability

A

an individuals capacity to perform a job

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17
Q

intellectual ability

A

capacity to do mental activities (thinking, reasoning, problem solving)

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18
Q

General Mental Ability (GMA)

A

overall factor of intelligence as suggested by positive correlations between dimensions

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19
Q

dimensions of GMA

A
  • number aptitude
  • verbal comprehension
  • perceptual speed
  • inductive reasoning
  • deductive reasoning
  • spatial utilization
  • memory
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20
Q

physical ability

A

capacity to do tasks that demand stamina, dexterity and strength

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21
Q

strength factors

A

dynamic, trunk, static and explosive strength

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22
Q

positive diversity climate

A

inclusive/accepting environment

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23
Q

diversity management

A

processes/programs used to make everyone more aware/sensitive to others

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24
Q

attitude

A

evaluative statements about something (good or bad)

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25
Q

main components of attitudes

A
  • cognitive (evaluation)
  • affect (feeling)
  • behavioral (action)
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26
Q

cognitive dissonance

A

any inconsistency between 2 or more attitudes or between behavior and attitudes (individuals seek to minimize dissonance)

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27
Q

job satisfaction

A

a positive feeling about a job resulting from an evaluation of its characteristics

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28
Q

how is job satisfaction measured

A
  • single global rating method

- summation score

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29
Q

what causes job satisfaction

A
  • the work itself
  • social component
  • pay
  • corporate social responsibility
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30
Q

what do satisfied employees lead to

A

satisfied customers

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31
Q

impact of job dissatisfaction

A
  • exit/leave
  • attempt to improve conditions and speak up
  • passively wait for conditions to improve
  • passively allow conditions to worsen
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32
Q

emotional intellegence

A

a persons ability to ….

  • perceive their own emotions
  • understand the meaning of those emotions
  • regulate ones emotions
33
Q

emotion regulation

A

identifying and modifying the emotions you feel (acknowledge, vent and deal with)

34
Q

personality

A

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

35
Q

felt emotions

A

the individuals actual emotions

36
Q

displayed emotions

A

the learned emotions that the organization requires workers to show and consider certain emotions

37
Q

affective event theory

A

if something good happens to you then your productivity probably goes up

38
Q

what does personality reflect

A

heredity and enviornment

39
Q

heredity

A

the most dominant factor of personality

40
Q

Myers Briggs Personality Categories

A

1) Extroverted/Introverted
2) Sensing/Intuitive
3) Thinking/Feeling
4) Judging/Perceiving

41
Q

Out of the big 5 model categories which is the best to predict job performance

A

conscientiousness

42
Q

the Dark Triad

A

1) Machiavellianism
2) Narcissism
3) Psychopathy

43
Q

values

A

the building blocks of our attitudes, behavior and motivation

44
Q

terminal values

A

desirable end states of existence/goals that a person would like to achieve

45
Q

instrumental values

A

preferable modes of behavior or means of achieving the terminal values

46
Q

person-organization fit

A

a persons values match up with the company’s values, environment and personality

47
Q

Hofstede’s Framework for assessing cultures

A

1) power distance
2) individualism vs. Collectivism
3) Masculinity vs. Femininity
4) Uncertainty avoidance (risk)
5) long term vs. short term orientation

48
Q

satisficing

A

selecting the first alternative that is good enough

49
Q

intuitive decision making

A

a non-conscious process created out of distilled experience

50
Q

overconfidence bias

A

as you become more knowledgeable this goes away

51
Q

anchoring bias

A

a tendency to fixate on initial information and fail to adequately adjust to new information

52
Q

confirmation bias

A

seeking info that reaffirms past choices and discounts contradicting information

53
Q

availability bias

A

basing off info that is available

54
Q

randomness error

A

our tendency to believe we can predict the outcome of random events

55
Q

Escalation of Commitment

A

staying with a decision even when there is clear evidence that is wrong

56
Q

risk aversion

A

preferring a sure thing over a risky outcome

57
Q

hindsight bias

A

believing falsely that we could have predicted the outcome of an event after that happened

58
Q

individual differences on decision making

A
  • personality
  • gender
  • general mental ability
  • cultural differences
59
Q

organizational constraints on decision making

A
  • performance evaluations
  • formal regulations
  • rewards system
  • time constraints
  • historical precedents
60
Q

utilitarianism view

A

provide the greatest good for the greatest number of people

61
Q

rights view

A

make decisions consistent with fundamental liberties and privileges

62
Q

justice view

A

impose and enforce rules fairly and impartially so that there is equal distribution of equity and costs

63
Q

Creative behavior steps

A

1) problem formulation
2) information gathering
3) Idea Generation
4) Idea Evaluation

64
Q

motivation

A

the processes that account for an individuals intensity, direction and persistence of effort toward attaining an organizational goal

65
Q

Maslow’s Hierarchy of Needs

A

1) self actualization
2) esteem
3) social belonging
4) safety/Security
5) physiological (food/water/shelter)

66
Q

herzbergs 2 factors

A 
hygiene factors (pay, conditions, policy)
motivation factors (promotions, recognition, responsibility, growth)
67
Q

McClellands theory of needs

A

1) Need for Achievement (drive to excel)
2) Need for power (make others behave a certain way)
3) need for affirmation (desire for relationships)

68
Q

what type of jobs to high achievers prefer

A

Jobs with a lot of feedback

69
Q

self determination theory

A

people prefer to have control over their actions so when they feel they are forced to do something they previously enjoyed, motivation will decrease

70
Q

cognitive evaluation theory

A

the introduction of extrinsic rewards for work (pay) that was previously intrinsically rewarding tends to decrease overall motivation (people don’t like change)

71
Q

self concordance

A

considers how strongly people’s reasons for pursuing goals are consistent with their interests and core values

72
Q

SMART Goals

A 
S - Specific 
M - Measurable 
A - Attainable 
R - Realistic 
T - Time Frame
73
Q

Management by objectives

A

employees get a say in what their objectives are

74
Q

self efficacy theory

A

an individuals belief that they can do the job

75
Q

reinforcement theory

A

behavior is a function of consequences

76
Q

equity theory

A

people weigh their input compared to the output they get out

77
Q

3 parts of expectancy theory

A

1) effort-performance (what to do)
2) performance-reward (doing it)
3) rewards personal goals (rewards)

78
Q

job engagement

A

we want our employees to be engaged because it increases performance

COB 202 (1 decks)

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