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MOS 2181 Quiz 1-3 > MOS 2181 Quiz 1-3 > Flashcards

MOS 2181 Quiz 1-3 Flashcards

1
Q

Field of Study that focuses on the applications of OB theories and principles in organizations

A

Human Resources Management

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2
Q

Field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviours of individuals and groups in organization

A

Organizational Behaviour

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3
Q

Field of study devoted to exploring the product choices and industry characteristics that affect on organization’s profitability

A

Strategic Management

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4
Q

Using scientific methods to design optimal and efficient work processes and tasks

A

Scientific Management

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5
Q

An organizational form that emphasizes the control and coordination of its members through a strict chain of command

A

Bureaucracy

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6
Q

Field of study that recognizes the psychological attributes of individual workers and social forces within work group share important effects on work behaviours

A

Human Relations Movement

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7
Q

A model that argues that rare and inimitable resources help firms maintain competitive advantage

A

Resource-based view

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8
Q

In short Supply

A

Rare

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9
Q

Incapable of being imitated or copied

A

Inimitable

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10
Q

A collective pool of experience,wisdom, and knowledge that benefits the organization

A

History

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11
Q

Small decisions that people make every day

A

Numerous Small Decisions

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12
Q

Resources created by people, such as culture, teamwork, trust, and reputation

A

Socially Complex Resources

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13
Q

The belief that at best one-eighth, or 12 percent, of organizations will actually do what is required to build profits by putting people first

A

The rule of one-eighth

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14
Q

A collection of verbal and symbolic assertions that specify how and why variables are related, as well as the conditions in which they should (and should not) be related

A

Theory

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15
Q

Written predictions that specify relationships between variables

A

Hypotheses

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16
Q

The statistical relationship b/n two variables

A

Correlation

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17
Q

Correlation can be…

A

(Can be +ve or -ve and ranges from -1 to +1)

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18
Q

Concluding that one variable really does cause another

A

Casual Inference

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19
Q

A method that combines results of multiple scientific studies by essentially calculating a weighted average correlation across studies

A

Meta Analysis

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20
Q

Employee behaviours that contribute either positively or negatively to the accomplishment of organizational goals

A

Job performance

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21
Q

Employee behaviours that are directly involved in the transformation of organizational resources into the goods or services that the organization produces

A

Task Performance

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22
Q

Well-known or habitual responses by employees to predictable task demands

A

Routine Task Performance

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23
Q

Thoughtful responses by an employee to unique or unusual task demands

A

Adaptive Task Performance

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24
Q

Ideals or physical outcomes that are both novel and useful

A

Creative Task Performance

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25
Q

A national database of occupations in Canada

A

National Occupational Classification

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26
Q

Voluntary employee behaviours that contribute to organizational goals by improving the context in which work takes place

A

Citizenship Behaviour

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27
Q

Going beyond normal job expectations to assist, support, and develop coworkers and colleagues

A

Interpersonal Citizenship Behaviour

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28
Q

Assisting coworkers who have heavy workloads, aiding them with personal matters, and showing new employees the ropes

A

Helping

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29
Q

Sharing important information with coworkers

A

Courtesy

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30
Q

Maintaining a +ve attitude with coworkers through god and bad times

A

Sportsmanship

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31
Q

Going beyond normal expectations to improve operations of the organization, defend it, and be loyal to it

A

Organizational Citizenship Behaviour

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32
Q

Speaking up to offer constructive suggestions for change, often in reaction to a negative work event

A

Voice

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33
Q

Participating in company operations at a deeper than normal level (through voluntary meetings, readings, and keeping up with news that affects the company)

A

civic virtue

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34
Q

Positively representing the organization when in public

A

Boosterism

35
Q

Employee behaviours that intentionally hinder organizational goal accomplishment

A

Counterproductive Behaviour

36
Q

Behaviours that harm the organization’s assets and possesions

A

Property Deviance

37
Q

Intentional destruction of equipment, organizational process, or company products

A

Sabotage (physical)

38
Q

Stealing company products or equipment from the organization

A

Theft

39
Q

Intentionally reducing organizational efficiency of work output

A

Production Deviance

40
Q

Using too many materials or too much time to do too little work

A

Wasting Resources

41
Q

The abuse of drugs or alcohol before coming to work or while on the job

A

Substance Abuse

42
Q

Behaviours that intentionally disadvantage other individuals

A

Political Deviance

43
Q

Casual conversations about other people in which the facts are not confirmed as true

A

Gossiping

44
Q

Communication that is rude, impolite, discourteous, and lacking in good manners

A

Incivility

45
Q

Hostile verbal and physical actions directed toward other emplyees

A

Personal Aggression

46
Q

Unwanted physical contact or verbal remarks from a colleague

A

Harassment

47
Q

Employee assault or endangerment from which physical and psychological injuries may occur

A

Abuse

48
Q

A management philosophy that bases employee evaluations on whether specific performance goals have been met

A

Management by objectives (MBO)

49
Q

Use of examples of critical incidents to evaluate an employee’s job performance behaviours directly

A

Behaviourally Anchored Rating Scales

50
Q

A performance evaluation system that uses ratings provided by supervisors, coworkers, subordinates, customers, and the employees themselves

A

360 degree feedback

51
Q

A performance management system that forces managers to rank each of their people into one of three categories

A

Forced Ranking

52
Q

An employee’s desire to remain a member of an organization

A

Organizational Commitment

53
Q

Employee actions that are intended to avoid work situations

A

Withdrawal Behaviour

54
Q

An employee’s desire to remain a member of an organization due to a feeling of emotional attachment

A

Affective commitment

55
Q

An employee’s desire to remain a member of an organization due to an awareness of the costs of leaving

A

Continuance Commitment

56
Q

An employee’s desire to remain a member of an organization due to a feeling of obligation

A

Normative commitment

57
Q

A model that suggests that employees with fewer bonds with coworkers are more likely to quit the organization

A

Erosion Model

58
Q

A model that suggests that employees with direct linkages to coworkers who leave the organization will themselves be more likely to leave

A

Social Influence Model

59
Q

An employee’s connection to and sense of fit in the organization and community

A

Embeddedness

60
Q

An active response to a negative work event which one ends or restricts organizational membership

A

Exit

61
Q

A passive response to a negative work event in which one publicly supports the situation but privately hopes for improvement

A

Loyalty

62
Q

A passive, destructive response to a negative work event in which one’s interest and effort in the job declines

A

Neglect

63
Q

Actions that provide a mental escape from the work environment

A

Psychological Withdrawal

64
Q

A form of psychological withdrawal in which one’s work is interrupted by random thoughts or concerns

A

Daydreaming

65
Q

A form of psychological withdrawal in which one verbally chats with coworkers about non-work topics

A

Socializing

66
Q

A form of psychological withdrawal in which one attempts to appear consumed with work when not performing actual work tasks

A

Looking Busy

67
Q

A form of psychological withdrawal in which employees use work time and resources to do non-work related activities

A

Moonlighting

68
Q

A form of psychological withdrawal in which employees use Internet, email, and instant messaging access for their personal enjoyment rather than work duties

A

Cyberloafing

69
Q

A physical escape from the work environment

A

Physical withdrawal

70
Q

A form of physical withdrawal in which employees arrive late to work or leave work early

A

Tardiness

71
Q

A form of physical withdrawal in which employees take longer than normal lunches or breaks to spend less time at work

A

Long Breaks

72
Q

A form of physical withdrawal in which employees do not show up for an entire day of work

A

Absenteeism

73
Q

A form of physical withdrawal in which employees voluntarily leave the organization

A

Quitting

74
Q

A model that predicts that various withdrawal behaviours are uncorrelated so that engaging in one type of withdrawal has little bearing on engaging other types

A

Independent forms Model

75
Q

A model indicating that the various withdrawal behaviours are negatively correlated so that engaging in one type of withdrawal makes one less likely to engage in other types

A

Compensatory forms Model

76
Q

A model indicating that the various withdrawal behaviours are positively correlated so that engaging in one type of withdrawal makes one more likely to engage in other types

A

Progression Model

77
Q

Psychological contracts that focus on a narrow set of specific monetary obligations

A

Transactional Contracts

78
Q

Psychological Contracts that focus on a broad set of open-ended and subjective obligations

A

Relational Contracts

79
Q

The degree to which employees believe that the organization values their contributions and cares about their well being

A

Perceived Organizational Support

80
Q

A form of physical withdrawal in which employees neglect important work functions while away from the office

A

Missing Meetings

81
Q

Employee beliefs about what employees owe the organization and what the organization owes them

A

Psychological Contracts

82
Q

The people, places, and things that inspire a desire to remain a member of an organization

A

Focus of Commitment

83
Q

translating principles into practice based on the best scientific evidence rather than personal preference

A

Evidence-Based Management

MOS 2181 Quiz 1-3 (6 decks)

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