Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

HLTH 205 > MSCI 211 - Quiz 1 > Flashcards

MSCI 211 - Quiz 1 Flashcards

Chapters 1 - 4

1
Q

what is organization?

A

group of people, relative continuous basis to achieve common goal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

what is organizational behaviour?

A

impact that individuals, groups, and structure have on behaviour within organiza-
tions for the purpose of applying such knowledge toward improving an organization’s effectiveness.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

what is evidence-based management EBM

A

basing decisions on best available scientific evidence, argues managers should become more scientific in how they think about problems

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

what is systematic study

A

attempt to attribute causes and effects on data gathered under controlled conditions and measures

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

what makes behaviour within organization “organizational”?

A

context - behaviour - outcomes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

consequences of OB

A

organizations have the power to control employees’ behaviour and can create monsters

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

what is organizational citizenship behaviour OCB

A

discrete behaviour that isn’t part of employee’s formal job requirements

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

what is task performance

A

combination of effectiveness and efficiency at doing job tasks

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

what is ethical dilemmas and ethical choices

A

situation where individuals required to define right and wrong conduct

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

what does workplace diversity do

A

acknowledges workforce consists of women and mend, racial and ethnic groups. those with physical and psychological abilities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

what does OB study?

A

investigates impact individuals and groups have on behaviour within organizations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

why is OB studied?

A

organizations are increasingly expecting their employees to work in teams and collaborate effectively. Will continue to be a part of various organizations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

what is group cohesion

A

extent to where members support and validate one another at work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

what is group functioning

A

quantity and quality of group’s work output

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

what is included in productivity

A

effectiveness(meeting criteria) and efficiency(achieve its ends at low cost)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

what is perception?

A

process individuals organized impressions to give meaning to their environment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

is perception reality?

A

it is not reality, perception misleads (matters more than reality)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

why is perception relevant in OB?

A

can shape behaviours. difference in perception can cause conflict and problems. can mislead us

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

what is the milgram experiment?

A

participants were asked to increase the shock level whenever an question was answered incorrectly

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

what is self-fulfilling prophecy?

A

shaping reality through a response to the perception of their own reality. how behaviour is determined by others’ expectations. behaviour consistent with how they think they are perceived by others

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

what is prejudice

A

dislike person/group based on opinions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

what is self-serving bias

A

when judge ourselves, tend to believe that our own behaviours are more positive than those around them

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

what are the perception errors?

A

attribution theory
selective perception
halo effect
contrast effect
stereotyping

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

what is selective perception?

A

characteristic that makes person stand out increase probability it will be perceived. example: when we are focusing on one thing we tend to miss other aspects of the same thing. Such as the monkey business illusion where we were told to focus on the white shirt players, but may have missed the gorilla, a player leaving, and the curtains changing colours

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

what is halo effect?

A

when base general impression of individual on single characteristic. example: tanis is a good communicator, she must be competent at her job

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

what is projecting?

A

attribute own characteristic to other people. assuming that others want the same

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

what is contrast effect?

A

reaction to one person influenced by other people we’ve recently encountered. distorts perceptions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

what is stereotyping?

A

example: elisa is not a good driver because she is a woman

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

what are the three rules of attribution theory

A

distinctiveness
consensus
consistency

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

what is distinctiveness

A

where individual acts similarly in variety of situations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

what is consensus

A

if everyone faced with similar situation responds in same way, shows consensus

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

what is consistency

A

does person respond to situation the same over time

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

what is attribution theory

A

explains the way we judge people differently depending on the meaning we give on each given behaviour

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

what is personality?

A

sum of ways individual reacts and interacts with others

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

why is personality relevant to OB?

A

traits can predict behaviours and have implications for their performance in an organization.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

how can we identify personality?

A

from traits (characteristics that describe behaviour), MBTI and big five model

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

what is part of the big five model?

A

openness to experience, conscientiousness, extraversion, agreeableness, neuroticism (emotional stability)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

what is part of the dark triad?

A

machiavellianism, narcissism, psychopathy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

how ‘real’ is personality?

A

self-reported brings on social desirability bias (how you want to appear). traits can be primed, also situational

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

should employers make hiring and promotions based on personality tests?

A

between 30-50% elevated prsoaity when applying for job.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

do personality psychologists believe personality determine behaviour?

A

yes, but no clear agreement of what personality is and which personality is a better predictor of what

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

do existentialists believe personality determine behaviour?

A

jean-paul sartre argue human beings free to choose behaviour so personality = sum of choices under influence, not control of external facts of our existence

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

what are emotions related to?

A

moods

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

what are emotions?

A

intense feelings directed at something, have contextual stimulus - brief in duration. can be contagious

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

what are moods?

A

less intense than emotions and lack contextual stimulus - lasting longer than emotions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

example of emotions?

A

joy, sadnes, anger …

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

why is emotion relevant in OB?

A

present in most work situations - AET. Are contagious, there are negative workplace emotions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

what is affective events theory AET?

A

employees react emotionally to things that happen at work - influence job performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q

how are emotions contagious?

A

emotions - behaviour - other’s emotions - other’s behaviour

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
50
Q

what is emotional labour?

A

when employee express organizationally desired emotions during interpersonal interactions. so instead of felt emotions(actual emotions), showcase displayed emotions (appropriate in given job). this leads to decreasing performance and causing stress

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
51
Q

what is emotional intellignece?

A

ability to detect and manage emotional cues - in self and in others. houses the five dimensions of emotional intelligence. increasingly important in workplace environment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
52
Q

what are the five dimensions of emotional intelligence?

A

awareness, self-regulation, motivation, empathy, social skill

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
53
Q

what are some emotional regulation techniques?

A

surface acting vs deep acting, emotional suppression, cognitive appraisal, social sharing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
54
Q

what is deep acting

A

trying to modify inner feelings based on display rules

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
55
Q

what is surface acting

A

hiding inner feelings with emotional expressions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
56
Q

what are values?

A

convictions of what is important, judgemental element for what is right, good, desirable

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
57
Q

what are the attributes of values?

A

content - what’s important
intensity - how is it important

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
58
Q

what the characteristics of values?

A

formed in early years through socialization. relatively stable and enduring

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
59
Q

why are values important?

A

affect behaviour, differ across generations an cultures. considerable diversity in values in organizations - where they can collide

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
60
Q

what is geert hofstede’s framework of cultural values?

A

power distance, masculinity vs femininity, uncertainty avoidance, long-term vs short-term, indulgence vs restraint, individualism vs collectivism

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
61
Q

what is the globe framework

A

stands for - global, leadership, organizational behaviour effectiveness research program. extended of hofstede’s framework including humane orientation, and performance orientation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
62
Q

what are attitudes?

A

positive or negative evaluative statement of objects, people, or events

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
63
Q

the differences between attitudes and values?

A

attitudes are less stable than values, and are more about something particular (not what is right or wrong)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
64
Q

difference between values and emotions

A

attitudes have cognitive dimension(emotions are only affective) attitudes more deliberate

65
Q

what causes job satisfaction

A

conditions - nature of work, social interaction, supervision, personality an dpay

66
Q

job satisfaction is correlated with

A

individual and organizational productivity, customer satisfaction, life satisfaction, organizational citizenship behaviour

67
Q

job satisfaction is not correlated with

A

absenteeism, turnover

68
Q

how employees express dissatisfaction

A

exit - active, destructive
voice - active, constructive
neglect - destructive, passive
loyalty - constructive, passive

69
Q

what is job dissatisfaction exit?

A

actively attempt to leave, look for new position and resign. This action is considered destructive from organizations POV

70
Q

what is job dissatisfaction voice?

A

actively attempt to improve conditions. form union activity, improvements and discussion

71
Q

what is job dissatisfaction loyalty?

A

passive optimistically wait for conditions to improve

72
Q

what is job dissatisfaction neglect?

A

passively allow conditions to worsen, reduced efforts, lateness, and increased error rate. destructive from

73
Q

what is organizational commitment

A

degree to which employee identifies with particular organization and goals, maintain membership

74
Q

what does organizational commitment correlate with

A

job productivity

75
Q

what doesn’t organizational commitment correlate with

A

absenteeism, turnover

76
Q

what are the different forms of organizational commitment

A

affective commitment
continuance commitment
normative commitment

77
Q

what is affective commitment

A

strongly relate to organizational performance than continuance commitment

78
Q

what is continuance commitment

A

lower intention to quit, but increased tendency to be absent an lower job performance

79
Q

what is normative commitment

A

obligation to stay

80
Q

what is cognitive dissonance

A

inconsistency that individual might perceive between two cognitions ( beliefs, attitudes, values) when their behaviour conflicts with attitudes
example: smoke because I enjoy smoking, shouldn’t smoke because smoking can cause cancer

81
Q

what are the consequences of cognitive dissonance

A

people try to look for harmony and balance. dissonance causes discomfort (phsyical)

82
Q

what is the key claim of dissonance reduction

A

attempt to reduce dissonance(discomfort) by
- changing behaviour
- adjusting their attitudes
- adding another cognition
- trivializing dissonance
this means that: reverses normal casual relationship attitude to behaviour, to behaviour to attitude

83
Q

what is motivation?

A

process of an individual’s intensity, direction, persistence of effort towards attain goal

84
Q

what is intensity in regards to motivation

A

how hard person tries

85
Q

what is direction in terms of motivation

A

where effort is channeled

86
Q

what is persistence in terms of motivation

A

how long effort is maintained

87
Q

is motivation a personal trait

A

no - it is instead a result of the person and the SITUATION

88
Q

what are intrinsic motivators

A

internal desire to do something that is based on interest, challenge, personal satis action. And there is satisfaction from performing the task. exists within the individual

89
Q

what are extrinsic motivators

A

comes outside of a person, pay, bonuses, and tangible awards. Satisfaction comes from task-unrelated rewards

90
Q

what is the needs theory of motivation

A

needs come from being unsatisfied, which motivates. Individuals will undertake activities that they expect will lead to satisfying their needs
example: hunger (unsatisfied) will motivate to look for food

91
Q

what are the needs theories

A

maslow’s hierarchy of needs
mcClelland’s theory of needs

92
Q

what is a part of maslow’s hierarchy of needs?

A

physiological (internal), safety (internal), social (external), esteem (external), self-actualization (external)

93
Q

what is a part of McClelland’s Theory of Needs

A

need for achievement, need for power, need for affiliation

94
Q

what is part of need for achievement

A

driven to excel and succeed, take intermediate tasks that motivate to achieve and succeed. They aren’t necessarily good managers because they focus on their personal achievement, but not necessarily good at working with others

95
Q

what is part of need for power

A

see people behave how they want them to be, or they wouldn’t have otherwise, gain influence on others, focus on influence rather than performance. Potential to be good manager as long as they don’t abuse the power

96
Q

what is part of need for affiliation

A

desire for friendly close interpersonal relationships, like cooperation, more agreeable, don’t like to have competition with colleagues

97
Q

what is theory X

A

negative and suggests that employees dislike work. Will avoid and must be coerced or threatened with punishment to achieve these goals

98
Q

what is theory y

A

positive, suggests employees like work, creative, seek responsibility, exercise self-direction, self-control and are committed to the objectives

99
Q

how do goals motivate

A

specific and difficult goals lead to higher performance
these would include direction, regulate effort, increase persistence, and encourage development of strategies and action plan

100
Q

what are the SMART goals

A

specific, measurable, attainable, results-oriented, time-bound

101
Q

how can goal setting go wrong

A

when neglect important things, external factors which may prevent reaching goal, prevent from exploring other alternatives
example: achieve A, may precent form exploring other courses that are more interesting

102
Q

what does expectancy theory deal with?

A

perception and not reality

103
Q

what is expectancy in expectancy theory

A

it is the effort to a performance
example: seeing how their effort would increase chances to an award
to improve: Through improving ability to perform
Make sure employee has skills
Provide training

104
Q

what is fairness

A

Relative, and subjective. Depends on who you compare with

105
Q

what is fairness of outcomes

A

absolute rewards are less relevant to employees than relative rewards
individuals compare their reward/effort ratio to other referents
if aren’t balance experience inequity

106
Q

how do people respond to inequity when under-rewarded (cognitive dissonance)

A

exert less effort, leave field, choose different referent, disregard inequity

107
Q

how do people respond to inequity when under-rewarded

A

depends on individual differences

108
Q

how do people respond to inequity when over-rewarded(cognitive dissonance reduction strategies)

A

rationalize situation

109
Q

how do people respond to inequity when over-rewarded

A

not affect behaviours in general

110
Q

what are the theories of justice(fairness of procedures and interpersonal treatment)

A

distributive justice
procedural justice
informational justice
interactional justice

111
Q

what is distributive justice

A

perceived fairness of the outcome

112
Q

what is procedural justice

A

perceived fairness of process used to determine distribution of rewards

113
Q

what is informational justice

A

perceived truthfulness of explanation for decisions

114
Q

what is interactional justice

A

quality of interpersonal treatment received from others

115
Q

what is goal-setting theory

A

specific, difficult, individual goals that have different effects in different cultures.

116
Q

what is self-determination theory

A

people prefer to feel they have control over their actions. so previously enjoyed tasks feel like an obligation than freely chosen

117
Q

what is cognitive evaluation theory

A

extrinsic rewards reduce intrinsic interest in a task. so when people are paid to do something, they will have a feeling of something they have to do instead of want to do

118
Q

what is equity theory and fairness

A

motivation is clearly driven by sense of fairness, equity in a workplace. there is evidence that both individuals in individualistic and collectivistic cultures prefer equitable distribution of rewards over and equal division

119
Q

what is cross-cultural consistencies

A

desire for interesting work seems to be important to almost all employees. basic principles respected and employees around the world prefer rewards based on performance over seniority

120
Q

what is fair process and treatment

A

precursor to study of organizational justice - concerned with how broadly employees feel authorities and decision makers

121
Q

what is self-efficacy theory

A

individual’s belief in their ability to perform task influences their behaviour. higher it is the more self confidence you would have

122
Q

what is reinforcement theory

A

behaviour is environmentally caused, what controls behaviour is reinforces, seeing any consequence their will be immediate responses

123
Q

what is cultural intelligence (CQ)

A

suggests that people vary in how they deal with other cultures.

124
Q

which profiles do managers fall into regarding CQ profiles

A

provincial (work best. with those with similar backgrounds)
analyst (analyze culture’s rules to figure how they interact with one another)
natural(using intuition rather than systematic study)
ambassador(communicate to convince everyone that they fit in even with little knowledge)

125
Q

what are biographical characteristics?

A

age, gender, race, disability

126
Q

what is employee engagement

A

involvement and satisfaction for their work

127
Q

what is perceived organizational support (POS)

A

degree to which employees believe organization values contribution and care for their well-being

128
Q

what is job involvement

A

degree to which people relate/identify psychologically with their job

129
Q

what is power distance?

A

degree to which people accept power is distributed unequally.

130
Q

what is individualism

A

degree to which people act as individuals rather than members of groups

131
Q

what is collectivism

A

a tight social framework in which people expect others to look after and protect them

132
Q

what is masculinity

A

degree in which culture favours traditional masculine roles ( achievement, power, control)

133
Q

what is feminity

A

degree to which cultures sees little differentiation between male and female roles, treating equal in all aspects

134
Q

what is uncertainty avoidance

A

degree to which people prefer structured over unstructured situations. with increase level of anxiety about uncertainty, with laws to reduce uncertainty

135
Q

what is long-term orientation

A

looking into future and value, persistence and tradition

136
Q

what is short-term orientation

A

people with value here and now, more readily able to accept change, don’t really see commitment

137
Q

what is indulgence vs restraint

A

indulgence encourages free gratification of natural human desires, and restraint emphasizes need to control gratification of needs

138
Q

what is ethics

A

study moral values to guide behaviour and inform us the right and wrong

139
Q

what is terminal values

A

goals individuals like to achieve during lifetime
- comfortable life
- senes of accomplishment
- inner harmony
- happiness

140
Q

what is instrumental values

A

mode of behaviour for achieving terminal values
- ambitious
- capable
- courageous

141
Q

what is the rokeach value survey

A

consist of two sets of values which contain terminal values and instrumental values

142
Q

what is core self-evaluation

A

able to see themselves as effective, capable, in control of their environment.people with positive perform better than those with negative

143
Q

what is self-monitoring

A

ability to adjust their behaviour to external, situational factors. can behave differently based on varying situations

144
Q

what is proactive personality

A

can identify opportunities, take action, until meaningful change occurs

145
Q

what is narcissism

A

grandiose sense of self-importance, excessive admiration, sense of entitlement, self-centredness is needed to succeed

146
Q

what is machiavellianism

A

pragmatic, maintains emotional distance, and believes ends JUSTIFY the means

147
Q

what is psychopathy

A

lack of concern for others, and lack of remorse when actions cause harm

148
Q

what is the big 5

A

extraversion, agreeableness, conscientiousness, emotional stability, openness to experience

149
Q

what is extraversion

A

comfort level with relationships and tend to be assertive, sociable

150
Q

what is introversion

A

reserved, timid, quiet

151
Q

what is aggreeableness

A

persons propensity to defer to others, warm trusting

152
Q

conscientiousness

A

measure of reliability, persistent, dependable

153
Q

what is emotional stability

A

neuroticism - ability to withstand stress, positive tend to be calm

154
Q

what is openness to experience

A

interests and fascination with novelty, curious. opposite tend to find comfort in the familiar

155
Q

what is the big five personality model test?

A

predict how people behave in variety of real-life situations

156
Q

is MBTI a good measure of personality

A

results tend to be unrelated to job performance and managers shouldn’t us it, for this test explains that there is no in between

157
Q

what is personality made of?

A

both hereditary and environmental factors, moderated by situational conditions

158
Q

does personality change over a lifetime

A

don’t change very much, and rank orders don’t change very much because the changes are so little

159
Q
A

HLTH 205 (4 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions