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MANA 3001 > Org Behavior > Flashcards

Org Behavior Flashcards

1
Q

Emotions

A

specific cause
brief
specific and numerous

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2
Q

moods

A

general or unclear cause
longer lasting
complex

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3
Q

6 primary emotions

A

anger, disgust, fear, sadness, surprise, happiness

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4
Q

emotional labor

A

a situation in which an employee expresses organizationally desired emotions during interpersonal transactions at work

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5
Q

positive affect

A

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

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6
Q

negative affect

A

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

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7
Q

positivity offset

A

the tendency of most individuals to experience a mildly positive mood at zero input

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8
Q

emotional intelligence

A

a persons ability to perceive emotions in the self and others, understand the meaning of these emotions, and regulate ones emotions accordingly

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9
Q

emotional regulation

A

surface acting vs deep acting

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10
Q

personality

A
  • 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
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11
Q

why personality matters

A

helps determine organizational behavior

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12
Q

behavior

A

=person x situation

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13
Q

big five personality model

A 
personality assessment that taps five basic dimensions
Openness to experience
Conscientiousness
Extraversion
Agreeableness
Neuroticism
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14
Q

myers-brigg type indicator

A 
classifies people into 1 to 16 personality types
extroverted or introverted
sensing or intuitive
thinking or feeling
perceiving or judging
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15
Q

the dark triad

A

machiavellianism, narcissism, psychopathy

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16
Q

values

A
  • 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
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17
Q

rokeach framework for values

A

terminal and instrumental values

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18
Q

terminal values

A

desirable end-states of existence

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19
Q

instrumental values

A

preferred moods of behavior or means of achieving terminal values

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20
Q

hofstede’s five dimensions of national culture

A 
power distance
individualism versus collectivism
masculinity versus femininity
uncertainty avoidance
long-term versus short-term orientation
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21
Q

perception

A

process of receiving information, organizing and interpreting it to make sense of the world around us

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22
Q

perception uses

A
  • 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
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23
Q

importance of perception

A

important to OB because people’s behaviors are based on their perception of what reality is, not on reality itself

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24
Q

factors that influence perception in perceiver

A 
attitudes
motives
interests
experience
expectations
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25
Q

factors that influence perception in the situation

A

time
work setting
social setting

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26
Q

factors that influence perception in the target

A 
novelty
motion
sounds
size
background
proximity
similarity
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27
Q

attribution theory

A

an attempt to discover whether a persons behavior is internally(under personal control of individual) or externally (resulting from outside causes) caused

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28
Q

determinants of attribution theory

A

distinctiveness
consensus
consistency

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29
Q

fundamental attribution error

A

tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors

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30
Q

self-serving bias

A

individuals attribute their own successes to internal factors and put blame for failures on external factors

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31
Q

selective perception

A

any characteristic that makes a person, object, or event stand out will increase the probability that it will be perceived

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32
Q

halo effect

A
  • occurs when we draw general impression on the basis of a single characteristic
  • can be positive or negative
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33
Q

contrast effects

A

our reaction to one person is influenced by other persons we have recently encountered

34
Q

stereotyping

A

judging someone on the basis of our perception of the group to which he or she belongs

35
Q

employment interview

A

evidence indicates that interviewers make perceptual judgements that are often inaccurate

36
Q

self-fulfilling prophecy/pygmalion effect

A

peoples expectations determine their behavior

37
Q

performance evaluation

A

employee’s performance appraisal is very much dependent upon the perceptual process

38
Q

perception and decision making

A

individuals make decisions- decision making occurs as a reaction to a problem

39
Q

decisions

A

requires the collection, interpretation and evaluation of information

40
Q

steps in rational decision

A 
define the problem
identify the decision criteria
allocate weights to the criteria
develop the alternatives
evaluate the alternatives
select the best alternative
41
Q

bounded rationality

A

people respond to a complex problem by reducing it to a level at which it can be readily understood

42
Q

intuition

A

occurs outside conscious thought, relies on holistic associations, is fast, affectively charged(engages emotions)

43
Q

overconfidence bias

A

individuals whose intellectual and interpersonal abilities are weakest are most likely to overestimate their performance and ability

44
Q

anchoring bias

A

fixating on initial information as a starting point and failing to adequately adjust for subsequent information

45
Q

garbage can decision process

A

throw problems, solutions and participants into a ‘garbage can’ and a decision will just happen

46
Q

confirmation bias

A
  • type of selective perception

- seek out information that reaffirms past choices, and discount information that contradicts past judgments

47
Q

availability bias

A

tendency for people to base judgments on information that is readily available

48
Q

escalation of commitment

A

staying with a decision even where there is a clear evidence that its wrong, usually happens when person is responsible for outcome

49
Q

randomness error

A

our tendency to believe we can predict the outcome of random events

50
Q

individual differences that affect decision making

A
  • personality (conscientiousness &high self-esteem)
  • mental ability
  • cultural differences
51
Q

organizational constraints that affect decision making

A
  • performance evaluations
  • reward systems
  • formal regulations
  • system-imposed time constraints
  • historical precedents
52
Q

affect

A

a broad range of feelings that people experience

53
Q

smiling

A

in the middle east smiling is seen as a sign of sexual attraction, so don’t smile at men there unless you want them

54
Q

crying at work

A

dont do it, leave the room instead

55
Q

sources of emotions and moods

A 
personality
time of the day
day of week
weather
stress
social activities
sleep
exercise
age
sex (gender and whether you got any or not)
56
Q

illusory correlation

A

the tendency of people to associate two events when in reality there is no connection

57
Q

emotional dissonance

A

inconsistencies between the emotions people feel and the emotions they project

58
Q

felt emotions

A

an individuals actual emotions

59
Q

displayed emotions

A

emotions that are organizationally required and considered appropriate in a given job

60
Q

surface acting

A

hiding ones inner feelings and forgoing emotional expressions in response to display rules

61
Q

deep acting

A

trying to modify one’s true inner feelings based on display rules

62
Q

affective events theory

A

a model that suggests that workplace events cause emotional reactions on the part of employees, which then influence workplace attitudes and behaviors

63
Q

emotional contagion

A

the process by which people’s emotions are caused by emotions of others

64
Q

heredity

A

factors determined at conception, one’s biological, physiological, ad inherent psychological makeup

65
Q

core self evaluation

A

bottom line conclusions individuals have about their capabilities, competence and worth as a person

66
Q

approach-avoidance framework

A

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

67
Q

self monitoring

A

personality trait that measures an individuals ability to adjust his or her behavior to external, situational factors

68
Q

proactive personality

A

people who identify opportunities, show initiative, take action and preserver until meaningful change occurs

69
Q

situation-strength theory

A

a theory indicating that the way personality translates into behavior depends on the strength of the situation

70
Q

trait activation theory

A

a theory that predicts that some situations, events or interventions ‘activate’ a trait more than others

71
Q

personality-job fit theory

A

a theory that identifies six personality types and proposes that the fit between personality types and occupational environment determines satisfaction and turnover

72
Q

international values

A 
power distance
individualism vs collectivism
masculinity vs femininity
uncertainty avoidance
long term vs short term orientation
73
Q

power distance

A

a national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally

74
Q

uncertainty avoidance

A

describes extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them

75
Q

long term orientation

A

attribute that emphasizes the future, thrift, and persistence

76
Q

short term orientation

A

attribute that emphasizes the past and present, respect for tradition, and fulfillment of social obligations

77
Q

risk aversion

A

tendency to prefer a sure gain of a moderate amount over a risker outcome, even if the risker outcome might have a high payoff

78
Q

utilitarianism

A

system in which decisions are made to provide the greatest good for the greatest number

79
Q

behavioral ethics

A

analyzing how people actually behave when confronted with ethical dilemmas

80
Q

three-stage model of creativity

A

proposition that creativity involves three stages

  • causes(creative potent ion and creative environment)
  • creative behavior
  • creative outcomes (innovations)
81
Q

stages to creative behavior

A
  • problem formulation (identifying problem, no solutions yet)
  • information gathering (have possible solutions)
  • idea generation (relevant information for possible solutions)
  • idea evaluation (identify best solution)

MANA 3001 (4 decks)

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