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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
Q

Herzberg Two Factor Theory

A

Motivation: Hygiene Factors (dissatisfiers when not met) - salary, job security, quality of supervision; motivation factors (satisfiers when met) - status, recognition, achievement

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26
Q

McClelland’s Motivational Needs

A

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)

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27
Q

McGregor Theories

A

Motivation:
Theory X (top-down management); Theory Y (bottom-up management)

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27
Q

Equity Theory

A

Motivation: Equal pay for the same performance
Access your ratio of outcomes/inputs (Low ratio = under-rewarded; vice versa)

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28
Q

Expectancy theory

A

Motivation: Effort -> Performance -> Goal

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29
Q

Social comparison

A

Motivation: Sometimes motivation drops when we compare ourselves to superstars

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29
Q

Job characteristics

A

Motivation: seeking to change the characteristics of a job

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30
Q

Attribution theory (Kelley)

A

we attribute behaviors to either internal or external factors based on three dimensions: Distinctiveness, Consensus, Consistency

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30
Q

Implicit Cognition

A

thoughts or beliefs automatically activated from memory without conscious awareness

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31
Q

Fundamental attribution theory

A

tendency to attribute another person’s behavior to his or her personal characteristics rather than situation factors

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32
Q

Self-serving bias

A

our tendency to take more personal responsibility for success than failure

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33
Q

Perception

A

mental and cognitive process that enables us to interpret and understand our surroundings (Based on our perception of reality, not reality itself)

34
Q

Stereotypes

A

individual’s set of beliefs about the characteristics or attribute of a group

35
Q

Contrast effect

A

distorts our perception of something when we compare it to something else, by enhancing differences between them

36
Q

System 1 thinking

A

automatic, instinctive

37
Q

System 2 thinking

A

slow, logical (avoids bias)

38
Q

Rational decision making

A

Identify problem, generate alternative solutions, evaluate alternatives and select a solution, implement and evaluate solution

39
Q

Simon’s Normative Model

A

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
Q

Holistic hunches

A

Intuition: decisions based on intuitive understanding and a deep, often subconscious, grasp of a situation

41
Q

Automated experiences

A

Intuition: decisions that are made automatically based on repetitive experience and learning, often without conscious thought

42
Q

Types of decision making

A
  1. Rational
  2. Simon’s Normative Model
  3. Intuition
  4. USC-CT
43
Q

Overconfidence bias

A

believing your judgment is better or more reliable than it actually is

44
Q

Confirmation bias

A

selectively seek, interpret, and remember information that supports our beliefs (ignoring info that goes against a decision)

45
Q

Availability bias

A

tendency to base decisions on info readily available on memory

46
Q

Anchoring bias

A

decisions makers influenced by first information they receive about a decision, even if it is irrelevant

47
Q

Hindsight bias

A

knowledge of an outcome influences our believe about the probability that we could have predicted the outcome earlier

48
Q

Framing bias

A

related to the manner in which a question is posed or framed leading us to change the way we interpret alternatives

49
Q

Escalation of commitment (sunk cost bias)

A

tendency to hold to an ineffective course of action even when it is unlikely the bad situation can be reversed

50
Q

Groupthink

A

reduces the quality of decisions and is caused by high levels of cohesiveness among group members that overrides individual differences

51
Q

Power

A

the description and means to enforce your will over others

52
Q

Legitimate power

A

Formal power: authority for one’s position

53
Q

Coercive power

A

Formal power: ability to punish

54
Q

Reward power

A

Formal power: ability to provide positive benefit

55
Q

Expert power

A

Personal power: expertise, skills, and knowledge

56
Q

Referent power

A

Personal power: identification with person, respect, and admiration

56
Q

Empowerment

A

efforts to enhance employee performance, well-being and positive attitudes

57
Q

Structural empowerment

A

transfers authority and responsibilities from management to employees

58
Q

Psychological empowerment

A

occurs when employees experience meaning, competence, self-determination (autonomy), impact

59
Q

Commitment and consistency

A

Persuasion: ppl feel pressure to conform to their past commitments and behaviors

59
Q

Reciprocity

A

Persuasion: ppl feel the need to return gifts and favors

59
Q

Conger’s Steps to Persuassion

A
  1. Establish credibility
  2. Frame goals with common ground
  3. Use compelling evidence and vivid language
  4. Connect emotionally
60
Q

Social proof

A

Persuasion: ppl do what similar other do

61
Q

Liking

A

Persuasion: ppl are influenced by those they like

62
Q

Authority

A

Persuasion: symbols of expertise lead to influence

63
Q

Scarcity

A

Persuasion: ppl are wired to want what is scarce

64
Q

Politics

A

intentional actions to improve individual or organizational interests

65
Q

Consensus

A

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
Q

Communication

A

the exchange of information between a sender and a receiver and the inferred meaning between the individuals involved

67
Q

Media richness

A

explains an individual’s choice of communication channel

68
Q

Active listening

A

the process of actively decoding and interpreting verbal messages

69
Q

Empathy

A

the ability to recognize and understand another person’s feelings and thoughts

70
Q

Conflict

A

the energy created by the perceived gap between what we want and what we’re experiencing

71
Q

Personality conflicts

A

interpersonal opposition based on personal dislike or disagreement

72
Q

Incivility

A

any form of socially harmful behavior including aggression, interpersonal deviance, social undermining, interactional injustice, harassment, abusive supervision and bullying

73
Q

Contact hypothesis

A

the more members of different groups interact, the less intergroup conflict they will experience

74
Q

Conflict resolution technique

A

problem solving, compromise

75
Q

Conflict costs

A

there is a money component attached to the cost of conflict

76
Q

Negotiation

A

give and take decision making process involving two or more parties with different objectives

77
Q

Distributive/Position Based Negotiation

A

Single issue; win-lose; fixed pie to be divided

78
Q

Integrative/Interest Based Negotiation

A

Multiple issues; win-win; expand pie for everyone

79
Q

ZOPA

A

Distributive bargaining: Zone of possible agreement (how high the buyers would go and how low the seller would go)

80
Q

BATNA

A

Distributive bargaining: Best alternative to a negotiated agreement (the willingness to go out of the zone they want)

81
Q

Ingratiation

A

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
Q

Representative bias

A

when people base decisions on stereotypes or prototypes instead of objective information

83
Q

Halo effect

A

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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