Org Behavior Flashcards
Emotions
specific cause
brief
specific and numerous
moods
general or unclear cause
longer lasting
complex
6 primary emotions
anger, disgust, fear, sadness, surprise, happiness
emotional labor
a situation in which an employee expresses organizationally desired emotions during interpersonal transactions at work
positive affect
a mood dimension that consists of specific positive emotions such as excitement, self-assurance, and cheerfulness at the high end and boredom, sluggishness and tiredness at the low end
negative affect
a mood dimension that consists of emotions such as nervousness,, stress, anxiety at the high end and relaxation, tranquility, and poise at the low end
positivity offset
the tendency of most individuals to experience a mildly positive mood at zero input
emotional intelligence
a persons ability to perceive emotions in the self and others, understand the meaning of these emotions, and regulate ones emotions accordingly
emotional regulation
surface acting vs deep acting
personality
- a dynamic concept describing the growth and development of a person’s whole psychological system
- sum total ways in which an individual reacts and interacts with others
why personality matters
helps determine organizational behavior
behavior
=person x situation
big five personality model
personality assessment that taps five basic dimensions Openness to experience Conscientiousness Extraversion Agreeableness Neuroticism
myers-brigg type indicator
classifies people into 1 to 16 personality types extroverted or introverted sensing or intuitive thinking or feeling perceiving or judging
the dark triad
machiavellianism, narcissism, psychopathy
values
- concepts or beliefs that guide how we make decisions about and evaluations of behaviors and events
- basic convictions about what is right, good, or desirable
rokeach framework for values
terminal and instrumental values
terminal values
desirable end-states of existence
instrumental values
preferred moods of behavior or means of achieving terminal values
hofstede’s five dimensions of national culture
power distance individualism versus collectivism masculinity versus femininity uncertainty avoidance long-term versus short-term orientation
perception
process of receiving information, organizing and interpreting it to make sense of the world around us
perception uses
- way of forming impressions about oneself, other people and daily life experiences
- serves as screen or filter through which info passes before it has an effect on people
importance of perception
important to OB because people’s behaviors are based on their perception of what reality is, not on reality itself
factors that influence perception in perceiver
attitudes motives interests experience expectations
factors that influence perception in the situation
time
work setting
social setting
factors that influence perception in the target
novelty motion sounds size background proximity similarity
attribution theory
an attempt to discover whether a persons behavior is internally(under personal control of individual) or externally (resulting from outside causes) caused
determinants of attribution theory
distinctiveness
consensus
consistency
fundamental attribution error
tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors
self-serving bias
individuals attribute their own successes to internal factors and put blame for failures on external factors
selective perception
any characteristic that makes a person, object, or event stand out will increase the probability that it will be perceived
halo effect
- occurs when we draw general impression on the basis of a single characteristic
- can be positive or negative
contrast effects
our reaction to one person is influenced by other persons we have recently encountered
stereotyping
judging someone on the basis of our perception of the group to which he or she belongs
employment interview
evidence indicates that interviewers make perceptual judgements that are often inaccurate
self-fulfilling prophecy/pygmalion effect
peoples expectations determine their behavior
performance evaluation
employee’s performance appraisal is very much dependent upon the perceptual process
perception and decision making
individuals make decisions- decision making occurs as a reaction to a problem
decisions
requires the collection, interpretation and evaluation of information
steps in rational decision
define the problem identify the decision criteria allocate weights to the criteria develop the alternatives evaluate the alternatives select the best alternative
bounded rationality
people respond to a complex problem by reducing it to a level at which it can be readily understood
intuition
occurs outside conscious thought, relies on holistic associations, is fast, affectively charged(engages emotions)
overconfidence bias
individuals whose intellectual and interpersonal abilities are weakest are most likely to overestimate their performance and ability
anchoring bias
fixating on initial information as a starting point and failing to adequately adjust for subsequent information
garbage can decision process
throw problems, solutions and participants into a ‘garbage can’ and a decision will just happen
confirmation bias
- type of selective perception
- seek out information that reaffirms past choices, and discount information that contradicts past judgments
availability bias
tendency for people to base judgments on information that is readily available
escalation of commitment
staying with a decision even where there is a clear evidence that its wrong, usually happens when person is responsible for outcome
randomness error
our tendency to believe we can predict the outcome of random events
individual differences that affect decision making
- personality (conscientiousness &high self-esteem)
- mental ability
- cultural differences
organizational constraints that affect decision making
- performance evaluations
- reward systems
- formal regulations
- system-imposed time constraints
- historical precedents
affect
a broad range of feelings that people experience
smiling
in the middle east smiling is seen as a sign of sexual attraction, so don’t smile at men there unless you want them
crying at work
dont do it, leave the room instead
sources of emotions and moods
personality time of the day day of week weather stress social activities sleep exercise age sex (gender and whether you got any or not)
illusory correlation
the tendency of people to associate two events when in reality there is no connection
emotional dissonance
inconsistencies between the emotions people feel and the emotions they project
felt emotions
an individuals actual emotions
displayed emotions
emotions that are organizationally required and considered appropriate in a given job
surface acting
hiding ones inner feelings and forgoing emotional expressions in response to display rules
deep acting
trying to modify one’s true inner feelings based on display rules
affective events theory
a model that suggests that workplace events cause emotional reactions on the part of employees, which then influence workplace attitudes and behaviors
emotional contagion
the process by which people’s emotions are caused by emotions of others
heredity
factors determined at conception, one’s biological, physiological, ad inherent psychological makeup
core self evaluation
bottom line conclusions individuals have about their capabilities, competence and worth as a person
approach-avoidance framework
framework by which individuals react to stimuli, where by approach motivation is attraction to positive stimuli and avoidance motivation is our aversion to negative stimuli
self monitoring
personality trait that measures an individuals ability to adjust his or her behavior to external, situational factors
proactive personality
people who identify opportunities, show initiative, take action and preserver until meaningful change occurs
situation-strength theory
a theory indicating that the way personality translates into behavior depends on the strength of the situation
trait activation theory
a theory that predicts that some situations, events or interventions ‘activate’ a trait more than others
personality-job fit theory
a theory that identifies six personality types and proposes that the fit between personality types and occupational environment determines satisfaction and turnover
international values
power distance individualism vs collectivism masculinity vs femininity uncertainty avoidance long term vs short term orientation
power distance
a national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally
uncertainty avoidance
describes extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them
long term orientation
attribute that emphasizes the future, thrift, and persistence
short term orientation
attribute that emphasizes the past and present, respect for tradition, and fulfillment of social obligations
risk aversion
tendency to prefer a sure gain of a moderate amount over a risker outcome, even if the risker outcome might have a high payoff
utilitarianism
system in which decisions are made to provide the greatest good for the greatest number
behavioral ethics
analyzing how people actually behave when confronted with ethical dilemmas
three-stage model of creativity
proposition that creativity involves three stages
- causes(creative potent ion and creative environment)
- creative behavior
- creative outcomes (innovations)
stages to creative behavior
- problem formulation (identifying problem, no solutions yet)
- information gathering (have possible solutions)
- idea generation (relevant information for possible solutions)
- idea evaluation (identify best solution)
