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BUAD 304 Midterm Prep > Midterm Vocab > Flashcards

Midterm Vocab Flashcards

1
Q

Organizational behavior

A

the study of the human elements of organizations– what people need and desire at work, how they use their time, talent, and energy for collective ends, and how they can work together effectively for the greater good

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2
Q

Leadership

A

the process by which an individual guides and influences others to engage in these collective endeavors

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3
Q

Values

A

abstract ideals of what’s good and bad

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4
Q

Organizational commitment

A

you identify with the org and its goals

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5
Q

Employee engagement

A

you are actively involved

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6
Q

Perceived organizational support

A

the org seems to value and care about you

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7
Q

Job satisfaction

A

you like the org

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8
Q

Cognitive dissonance

A

when our attitudes conflict with each other or with our behavior, it causes distress (ex: someone who believes smoking is unhealthy continues to smoke)

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9
Q

Self-efficacy

A

I can do that

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10
Q

Self-esteem

A

I am worthy

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11
Q

Locus of control

A

Was that me or was that them?

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12
Q

Emotional stability

A

Relax

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13
Q

Personality

A

combination of physical, behavior, and mental traits that give us our unique identity

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14
Q

Emotions

A

complex biologically based states that are triggered by events or experiences; how we feel in response to an experience

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15
Q

Emotional intelligence

A

ability to monitor your own emotions and those of others, understand, and behave effectively

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16
Q

Mindfulness

A

pausing to look at your immediate situation in a larger perspective

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17
Q

Motivation

A

how much effort is put forth to achieve organization goals (direction, intensity, and persistence)

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18
Q

Extrinsic needs

A

satisfied externally from the environment (pay, promotion, recognition, etc.)

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19
Q

Intrinsic needs

A

satisfied internally from self (self-praise, positive feelings from doing well, etc.)

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20
Q

Efficacy theory

A

Motivation: Can I/we do it?; Individual’s belief in their own ability to succeed in specific tasks

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21
Q

Hedonism

A

Motivation: we do things that give us pleasure

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22
Q

Learning theory

A

Motivation: environment determines motivation

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23
Q

Cognitive need theory

A

Motivation: person determines motivation

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24
Q

Maslow’s Hierarchy of Needs

A

Motivation requires basic (physiological) needs first (environment, protection, safety). Then, social (pyschological) needs (recognition, increased salary)

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25
Herzberg Two Factor Theory
Motivation: Hygiene Factors (dissatisfiers when not met) - salary, job security, quality of supervision; motivation factors (satisfiers when met) - status, recognition, achievement
26
McClelland's Motivational Needs
Motivation: The need for power, the need for affiliation, and the need for achievement (different people are motivated by one of these needs more than the others)
27
McGregor Theories
Motivation: Theory X (top-down management); Theory Y (bottom-up management)
27
Equity Theory
Motivation: Equal pay for the same performance Access your ratio of outcomes/inputs (Low ratio = under-rewarded; vice versa)
28
Expectancy theory
Motivation: Effort -> Performance -> Goal
29
Social comparison
Motivation: Sometimes motivation drops when we compare ourselves to superstars
29
Job characteristics
Motivation: seeking to change the characteristics of a job
30
Attribution theory (Kelley)
we attribute behaviors to either internal or external factors based on three dimensions: Distinctiveness, Consensus, Consistency
30
Implicit Cognition
thoughts or beliefs automatically activated from memory without conscious awareness
31
Fundamental attribution theory
tendency to attribute another person’s behavior to his or her personal characteristics rather than situation factors
32
Self-serving bias
our tendency to take more personal responsibility for success than failure
33
Perception
mental and cognitive process that enables us to interpret and understand our surroundings (Based on our perception of reality, not reality itself)
34
Stereotypes
individual’s set of beliefs about the characteristics or attribute of a group
35
Contrast effect
distorts our perception of something when we compare it to something else, by enhancing differences between them
36
System 1 thinking
automatic, instinctive
37
System 2 thinking
slow, logical (avoids bias)
38
Rational decision making
Identify problem, generate alternative solutions, evaluate alternatives and select a solution, implement and evaluate solution
39
Simon's Normative Model
Non-rational decision-making: Bounded reality - decision makers are restricted by a variety of constraints when making decisions; satisficing - choosing a solution that meets some minimum qualifications and this is “good enough”
40
Holistic hunches
Intuition: decisions based on intuitive understanding and a deep, often subconscious, grasp of a situation
41
Automated experiences
Intuition: decisions that are made automatically based on repetitive experience and learning, often without conscious thought
42
Types of decision making
1. Rational 2. Simon's Normative Model 3. Intuition 4. USC-CT
43
Overconfidence bias
believing your judgment is better or more reliable than it actually is
44
Confirmation bias
selectively seek, interpret, and remember information that supports our beliefs (ignoring info that goes against a decision)
45
Availability bias
tendency to base decisions on info readily available on memory
46
Anchoring bias
decisions makers influenced by first information they receive about a decision, even if it is irrelevant
47
Hindsight bias
knowledge of an outcome influences our believe about the probability that we could have predicted the outcome earlier
48
Framing bias
related to the manner in which a question is posed or framed leading us to change the way we interpret alternatives
49
Escalation of commitment (sunk cost bias)
tendency to hold to an ineffective course of action even when it is unlikely the bad situation can be reversed
50
Groupthink
reduces the quality of decisions and is caused by high levels of cohesiveness among group members that overrides individual differences
51
Power
the description and means to enforce your will over others
52
Legitimate power
Formal power: authority for one’s position
53
Coercive power
Formal power: ability to punish
54
Reward power
Formal power: ability to provide positive benefit
55
Expert power
Personal power: expertise, skills, and knowledge
56
Referent power
Personal power: identification with person, respect, and admiration
56
Empowerment
efforts to enhance employee performance, well-being and positive attitudes
57
Structural empowerment
transfers authority and responsibilities from management to employees
58
Psychological empowerment
occurs when employees experience meaning, competence, self-determination (autonomy), impact
59
Commitment and consistency
Persuasion: ppl feel pressure to conform to their past commitments and behaviors
59
Reciprocity
Persuasion: ppl feel the need to return gifts and favors
59
Conger's Steps to Persuassion
1. Establish credibility 2. Frame goals with common ground 3. Use compelling evidence and vivid language 4. Connect emotionally
60
Social proof
Persuasion: ppl do what similar other do
61
Liking
Persuasion: ppl are influenced by those they like
62
Authority
Persuasion: symbols of expertise lead to influence
63
Scarcity
Persuasion: ppl are wired to want what is scarce
64
Politics
intentional actions to improve individual or organizational interests
65
Consensus
general agreement about a decision; does not require full agreement from every individual but ensures that all participants feel heard and are comfortable with the decision made (the goal of group problem-solving)
66
Communication
the exchange of information between a sender and a receiver and the inferred meaning between the individuals involved
67
Media richness
explains an individual’s choice of communication channel
68
Active listening
the process of actively decoding and interpreting verbal messages
69
Empathy
the ability to recognize and understand another person’s feelings and thoughts
70
Conflict
the energy created by the perceived gap between what we want and what we’re experiencing
71
Personality conflicts
interpersonal opposition based on personal dislike or disagreement
72
Incivility
any form of socially harmful behavior including aggression, interpersonal deviance, social undermining, interactional injustice, harassment, abusive supervision and bullying
73
Contact hypothesis
the more members of different groups interact, the less intergroup conflict they will experience
74
Conflict resolution technique
problem solving, compromise
75
Conflict costs
there is a money component attached to the cost of conflict
76
Negotiation
give and take decision making process involving two or more parties with different objectives
77
Distributive/Position Based Negotiation
Single issue; win-lose; fixed pie to be divided
78
Integrative/Interest Based Negotiation
Multiple issues; win-win; expand pie for everyone
79
ZOPA
Distributive bargaining: Zone of possible agreement (how high the buyers would go and how low the seller would go)
80
BATNA
Distributive bargaining: Best alternative to a negotiated agreement (the willingness to go out of the zone they want)
81
Ingratiation
social strategy where someone tries to make themselves more likable or appealing to another person, often by using flattery, praise, or other forms of social charm
82
Representative bias
when people base decisions on stereotypes or prototypes instead of objective information
83
Halo effect
an individual's overall impression of a person, company, or product influences their thoughts and judgments about specific attributes or qualities of that entity

BUAD 304 Midterm Prep (8 decks)

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