Midterm Flashcards
Organizational Behavior
studies the influence that individuals, groups and structure have on behavior within organizations
Intuition
your “gut feeling” explanation of behavior
systematic study
improves the ability to accurately predict behavior
Evidence based Management
Bases decisions on the best available scientific evidence
Surface level diversity
differences in age, race, gender (less significant over time)
Deep level diversity
differences in personality and values (more important in the long run)
Biographical characteristics
- 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)
discrimination
noting of a difference between things
stereotyping
judging someone off a perception of a group they belong to
stereotype threat
the degree to which we internally agree with stereotypes
types of discrimination
- sexual harrassment
- intimidation
- insults
- exclusion
- incivility
race
heritage
ethnicity
additional cultural traits
hidden disability
disability that isn’t easily observable
cultural identity
past ancestors
ability
an individuals capacity to perform a job
intellectual ability
capacity to do mental activities (thinking, reasoning, problem solving)
General Mental Ability (GMA)
overall factor of intelligence as suggested by positive correlations between dimensions
dimensions of GMA
- number aptitude
- verbal comprehension
- perceptual speed
- inductive reasoning
- deductive reasoning
- spatial utilization
- memory
physical ability
capacity to do tasks that demand stamina, dexterity and strength
strength factors
dynamic, trunk, static and explosive strength
positive diversity climate
inclusive/accepting environment
diversity management
processes/programs used to make everyone more aware/sensitive to others
attitude
evaluative statements about something (good or bad)
main components of attitudes
- cognitive (evaluation)
- affect (feeling)
- behavioral (action)
cognitive dissonance
any inconsistency between 2 or more attitudes or between behavior and attitudes (individuals seek to minimize dissonance)
job satisfaction
a positive feeling about a job resulting from an evaluation of its characteristics
how is job satisfaction measured
- single global rating method
- summation score
what causes job satisfaction
- the work itself
- social component
- pay
- corporate social responsibility
what do satisfied employees lead to
satisfied customers
impact of job dissatisfaction
- exit/leave
- attempt to improve conditions and speak up
- passively wait for conditions to improve
- passively allow conditions to worsen
emotional intellegence
a persons ability to ….
- perceive their own emotions
- understand the meaning of those emotions
- regulate ones emotions
emotion regulation
identifying and modifying the emotions you feel (acknowledge, vent and deal with)
personality
the sum total of ways in which an individual reacts to and interacts with others
felt emotions
the individuals actual emotions
displayed emotions
the learned emotions that the organization requires workers to show and consider certain emotions
affective event theory
if something good happens to you then your productivity probably goes up
what does personality reflect
heredity and enviornment
heredity
the most dominant factor of personality
Myers Briggs Personality Categories
1) Extroverted/Introverted
2) Sensing/Intuitive
3) Thinking/Feeling
4) Judging/Perceiving
Out of the big 5 model categories which is the best to predict job performance
conscientiousness
the Dark Triad
1) Machiavellianism
2) Narcissism
3) Psychopathy
values
the building blocks of our attitudes, behavior and motivation
terminal values
desirable end states of existence/goals that a person would like to achieve
instrumental values
preferable modes of behavior or means of achieving the terminal values
person-organization fit
a persons values match up with the company’s values, environment and personality
Hofstede’s Framework for assessing cultures
1) power distance
2) individualism vs. Collectivism
3) Masculinity vs. Femininity
4) Uncertainty avoidance (risk)
5) long term vs. short term orientation
satisficing
selecting the first alternative that is good enough
intuitive decision making
a non-conscious process created out of distilled experience
overconfidence bias
as you become more knowledgeable this goes away
anchoring bias
a tendency to fixate on initial information and fail to adequately adjust to new information
confirmation bias
seeking info that reaffirms past choices and discounts contradicting information
availability bias
basing off info that is available
randomness error
our tendency to believe we can predict the outcome of random events
Escalation of Commitment
staying with a decision even when there is clear evidence that is wrong
risk aversion
preferring a sure thing over a risky outcome
hindsight bias
believing falsely that we could have predicted the outcome of an event after that happened
individual differences on decision making
- personality
- gender
- general mental ability
- cultural differences
organizational constraints on decision making
- performance evaluations
- formal regulations
- rewards system
- time constraints
- historical precedents
utilitarianism view
provide the greatest good for the greatest number of people
rights view
make decisions consistent with fundamental liberties and privileges
justice view
impose and enforce rules fairly and impartially so that there is equal distribution of equity and costs
Creative behavior steps
1) problem formulation
2) information gathering
3) Idea Generation
4) Idea Evaluation
motivation
the processes that account for an individuals intensity, direction and persistence of effort toward attaining an organizational goal
Maslow’s Hierarchy of Needs
1) self actualization
2) esteem
3) social belonging
4) safety/Security
5) physiological (food/water/shelter)
herzbergs 2 factors
hygiene factors (pay, conditions, policy) motivation factors (promotions, recognition, responsibility, growth)
McClellands theory of needs
1) Need for Achievement (drive to excel)
2) Need for power (make others behave a certain way)
3) need for affirmation (desire for relationships)
what type of jobs to high achievers prefer
Jobs with a lot of feedback
self determination theory
people prefer to have control over their actions so when they feel they are forced to do something they previously enjoyed, motivation will decrease
cognitive evaluation theory
the introduction of extrinsic rewards for work (pay) that was previously intrinsically rewarding tends to decrease overall motivation (people don’t like change)
self concordance
considers how strongly people’s reasons for pursuing goals are consistent with their interests and core values
SMART Goals
S - Specific M - Measurable A - Attainable R - Realistic T - Time Frame
Management by objectives
employees get a say in what their objectives are
self efficacy theory
an individuals belief that they can do the job
reinforcement theory
behavior is a function of consequences
equity theory
people weigh their input compared to the output they get out
3 parts of expectancy theory
1) effort-performance (what to do)
2) performance-reward (doing it)
3) rewards personal goals (rewards)
job engagement
we want our employees to be engaged because it increases performance
