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Accounting Ratios > Org B 321 Midterm > Flashcards

Org B 321 Midterm Flashcards

1
Q

Organizational Behavior

A

The systematic study and application of knowledge about how individuals and groups act within the organizations where they work.

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2
Q

Field Studies

A

On site surveys with the organizations

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3
Q

Experimental Design

A

A study having a group that receives a treatment and a comparison group that receives no treatment

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4
Q

control groups

A

everything stays the same with this group

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5
Q

treatment groups

A

receiving the test

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6
Q

Lab work

A

Outside the work environment

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7
Q

case studies

A

one company

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8
Q

meta analysis

A

looking for trends the process of summarizing research finding from studies on related topics

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9
Q

Reliability

A

the consistency of measurement (get the same results each time)

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10
Q

Validity

A

the degree to which a measure captures what it intends to measure (it gives a consistent result, but it’s not what we are measuring)

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11
Q

Current challenges of OB

A

Ethics lack of employee engagement, technology, the flattening world (as business becomes more accessible on the international level a mix of cultures and policies creates challenge) sustainability & green business practices, the aging workforce & the millennials (different values), global marketplace for outsourcing

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12
Q

Challenges of diversity

A

ways in which people are similar or different from each other

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13
Q

Similarity

A

attraction phenomenon and its resultant unfair treatment

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14
Q

faultlines

A

an attribute along which a group is split into subgroups females and males for instance

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15
Q

Gender

A

Earnings gaps glass ceiling point where qualified employees can not advance to higher level

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16
Q

Sexual Orientation

A

Not covered by title v|| yet

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17
Q

affirmative action

A

Not a program to give preferential treatment to less qualified people between two qualified candidates, it puts priority on the minority status

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18
Q

Solutions for managing Diversity

A

Build a culture of respect
Hold managers accountable
Affirmative action programs
Recruitment programs - recruiting from places that are more diverse. By proving their process, they protect themselves from lots of legal issues

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19
Q

Hofstede Culture Framework

A

Individualism/Collectivism
Power Distance
Uncertaintity Avoidance
Masculinity Feminimity

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20
Q

Solutions for managing Cultural Diversity

A

Cultural Intelligence person’s capability to understand a persons cultural bacground

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21
Q

Ethnocentrism

A

The belief in the inherent superiority of one’s own ethnic group or culture

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22
Q

Individual Differences

A

Values and personality

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23
Q

Values

A

Stable life goals people have reflecting what is most important to them

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24
Q

Terminal Values

A

A world of beauty, an exciting life, family security, inner harmony, and self respect (All end states)

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25
Q

Instrumental Values

A

Broad-minded, clean, forgiving, imaginative, obedient, (Journey Process)

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26
Q

Big Fiver Personality Traits

A 
[OCEAN]
Openness
Conscientiousness
Extraversion
Agreeableness
Neuroticism
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27
Q

Openness

A

Open to new ideas

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28
Q

Conscientiousness

A

Being careful, or vigilant. Having a desire to do a task well, and to take obligations to others seriously. Tend to be efficient and organized as opposed to easy-going and disorderly. (#1 trait employers look for)

29
Q

Extraversion

A

Gain energy from social interaction

30
Q

Agreeableness

A

Willingness to conform/agree and settle issues

31
Q

Neuroticism

A

Anxiety, fear, moodiness, worry, envy, frustration, jealousy, and loneliness

32
Q

Myers-Briggs

A

16 personality types - introversion, extroversion, sensing, feeling, intuition, thinking, judging, perceiving

33
Q

Color Code

A

Red
Blue
White
Yellow

34
Q

Self-Efficacy

A

A belief that one can perform a specific task successfully

35
Q

Perception

A

The process with which individuals detect and interpret environmental stimuli

36
Q

Self-enhancement bias

A

When we tend to overstate our performance (men)

37
Q

Self-effacement bias

A

tendency to underestimate our performance (women)

38
Q

Stereotypes

A

Generalizations based on a perceived group (not always bad)

39
Q

Selective perception

A

Focus on parts of the environment we care about while ignoring other parts (individual)

40
Q

Attributions

A

Casual explanations

41
Q

Internal attribution

A

Explaining someone’s behavior using the internal characteristics of the actor

42
Q

External attribution

A

Explaining behavior by referring to the situation

43
Q

Attitudes

A

Opinions, beliefs, and feels about aspects of our environment

44
Q

Job satisfaction

A

The feels people have towards their job

45
Q

Organizational commitment

A

Emotional attachment people have towards the company they work for

46
Q

Person job fit

A

degree to which a person’s skill, knowledge, abilities and other characteristics match the job

47
Q

Psychological contract

A

Unwritten understanding about what employee will bring to work and what the company will provide in exchange

48
Q

Psychological contract

A

Unwritten understanding about what employee will bring to work and what the company will provide in exchange

49
Q

Pyschological contract breach

A

violation of the unwritten understanding between the employee and the organization regarding expectations

50
Q

Job performance

A

The degree towhich an employee successfully fulfills the factors included in the job description

51
Q

Predictors

A

General mental ability reasoning verbal and numerical skills

52
Q

Organizational citizenship behavior

A

Voluntary behaviors the extra mil

53
Q

Types of cultures

A

Organizational cultural

54
Q

Organizational Culture

A

System of shared assumptions, values, and beliefs about what is appropriate and inappropriate in a company

55
Q

Assumptions

A

Taken for granted beliefs about human nature and reality

56
Q

Values

A

Shared principles, standards, and goals

57
Q

Artifacts

A

Visable and tangible elements of culture

58
Q

Visible elements of culture

A

Mission statement rituals stories rules and policies and physical layout

59
Q

Steps to cultural change

A 
Create a sense of urgency
Change leaders
Role model
Train
Change reward system
Create new stories and symbols
60
Q

Clan

A

Collaborate Ikea networkers trainers

61
Q

Adhocracy

A

Create Apple innovator higher risk

62
Q

Market

A

Compete Pimco, goal focus athlete fast mover win

63
Q

Hierachy

A

Bureaucracy McDonald’s efficient consistent uniform

64
Q

Subculture

A

Set of values unique to a cross section of the organization – not all cultures have a subculture in the organization

65
Q

Counter Culture

A

Subculture opposed to the main culture in the organization

66
Q

Social perception

A

Stereotypes, self-fulfilling prophecy, selective perception, first impression

67
Q

Internal locus of control

A

The belief that a person controls their own destiny and what happens to them in their own doing

68
Q

Competing Values Framework

A

clan (collaborate); IKEA; networkers, trainers; Southwest Airlines
adhocracy (create); Apple; innovator, higher risk.
market (compete); PIMCO; Wells Fargo; GE; goal focus, athlete, fast mover, win.
hierarchy (Control); McDonald’s; Federal Gov; IBM; efficient, consistent, uniform.

Accounting Ratios (4 decks)

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