Brainscape's Knowledge GenomeTM

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


See full index

mix > Organizational behavior > Flashcards

Organizational behavior Flashcards

1
Q

Affect means

A

Instinctive feeling a personal experience in a response to stimuli

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

Affect in emotion means

A

Brief intense affect caused by an event

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

Mood in affect means

A

Enduring, yet mild affect with not one cause

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

Trait affectivity

A

Degree to which a person has enduring tendency to experience either positive or negative affect and involves hi levels of activation

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

Attitude means

A

Psychological tendency expressed by evaluating something with a degree of favor or disfavor

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

ABC model of attitude

A

A equals affect and it’s measured by verbal statement about feelings. B equals behavioral intention- it is a verbal statement about intention. C equals cognition and it’s measured by verbal statements about beliefs (why)

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

Attitude to behavior linkage: cognitive dissonance

A

A state of tension that is produced when an individual experiences conflict between attitudes and behavior.

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

Job satisfaction

A

Positive emotional state resulting from one’s appraisal of whatever it may be. example workers, boss, environment

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

Attitudes are formed by one or more of these factors affecting belief (cognitive) and feelings (affect): 3 factors…

A

Direct experience, personality traits, social learning

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

Job satisfcation: intrinsic, extrinsic

A

One: you want to do something it’s meaningful to you

Two: things need to put you into a position to do something

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

Three factors of job satisfaction

A

Work characteristics, pay benefits, supervisors and coworkers

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

Link between job satisfaction and job performance is stronger when

A

Employees have complex jobs, high rewards, when both the affect and cognitive component of satisfaction are constant

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

Job satisfaction consequences

A

Only moderately predicts turnover and being absent, but strongly correlates negatively with intention to turn over and withdrawal

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

organizational citizenship behavior is

A

Good behavior. It is a helping behavior that supports psychological and social environment

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

Organizational commitment

A

Strength of a persons identification with their organization and their desire to stay in the organization

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

Three facets of organizational commitment

A

Affective- emotionally connected
continuance- too costly to leave; need to stay for resources normative- perceived obligation to stay; could be moral or could be because it’s perceived as a good job

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

Three factors that influence the success of persuasion an attitude changes

A

Source- expertise, trustworthiness, attractiveness (Who is talking)

target – self-esteem, attitude strength, mood

Message – big knowledge all sides of attitude, threat level

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

Individual differences

A

Skill, perception, attitude etc.

Their effects on organizational behavior are best understood through an interactional perspective

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

Personality is shaped by

A

Genetics, up to 50% and environment: example- family, culture, education

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

Big five

A

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

Agreeableness Is cooperative, warm, agreeable
conscientiousness is hard-working, organized, dependable
Emotional stability is Calm, self confident. Low es is calm and cool, higher is more insecure

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

ABC model of attitude

A

A equals affect and it’s measured by verbal statement about feelings. B equals behavioral intention- it is a verbal statement about intention. C equals cognition and it’s measured by verbal statements about beliefs (why)

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

Attitude to behavior linkage: cognitive dissonance

A

A state of tension that is produced when an individual experiences conflict between attitudes and behavior.

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

Job satisfaction

A

Positive emotional state resulting from one’s appraisal of whatever it may be. example workers, boss, environment

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

Attitudes are formed by one or more of these factors affecting belief (cognitive) and feelings (affect): 3 factors…

A

Direct experience, personality traits, social learning

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

Job satisfcation: intrinsic, extrinsic

A

One: you want to do something it’s meaningful to you

Two: things need to put you into a position to do something

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

Three factors of job satisfaction

A

Work characteristics, pay benefits, supervisors and coworkers

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

Link between job satisfaction and job performance is stronger when

A

Employees have complex jobs, high rewards, when both the affect and cognitive component of satisfaction are constant

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

Job satisfaction consequences

A

Only moderately predicts turnover and being absent, but strongly correlates negatively with intention to turn over and withdrawal

29
Q

organizational citizenship behavior is

A

Good behavior. It is a helping behavior that supports psychological and social environment

30
Q

Organizational commitment

A

Strength of a persons identification with their organization and their desire to stay in the organization

31
Q

Three facets of organizational commitment

A

Affective- emotionally connected
continuance- too costly to leave; need to stay for resources normative- perceived obligation to stay; could be moral or could be because it’s perceived as a good job

32
Q

Three factors that influence the success of persuasion an attitude changes

A

Source- expertise, trustworthiness, attractiveness (Who is talking)

target – self-esteem, attitude strength, mood

Message – big knowledge all sides of attitude, threat level

33
Q

Individual differences

A

Skill, perception, attitude etc.

Their effects on organizational behavior are best understood through an interactional perspective

34
Q

Personality is shaped by

A

Genetics, up to 50% and environment: example- family, culture, education

35
Q

Big five

A

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

Agreeableness Is cooperative, warm, agreeable
conscientiousness is hard-working, organized, dependable
Emotional stability is Calm, self confident. Low es is calm and cool, higher is more insecure

36
Q

Locus of control

A

A belief that events in one’s life are mostly controlled by oneself or by the situation or by others (internal or external)

37
Q

Self-esteem, self efficacy, self-monitoring

A

self-esteem is the overall feeling of self-worth. Self efficacy is belief of how effectively One can perform, cope, or succeed. Self monitoring is extent to which people base their behavior on cues from other people and situations. They know how to pay attention to what is important

38
Q

Different ways to measure personality

A

Projective test is a response to extract stimuli. Behavioral measures are observing an individual behavior and in a controllable situation. Self reporting questionnaire and MBTI.

39
Q

Social perception is

A

Process of intercepting information about another person; add meaning to information gathered by senses

40
Q

Three things that influence our perception

A

One: perceiver characteristics-familiarity, moods, self-concept. Two: target characteristics- appearance, verbal communication, nonverbal three: situational- context, situation, strength

41
Q

Social perception barriers

A

One selective perception; you care and see only one thing exploring other information. Two – stereotyping; generalize a group characteristic to all members of that group. 3– 1st impression error: see multiple characteristics from one brief encounter. 4- self fulfilled prophecy; a prediction that directly or indirectly causes itself to become true

42
Q

MBTI is

A

People are not exclusively one way or another- they are merely their preferences

(Can be abused by judging others)

43
Q

ERG recategorized Maslow into

A

Growth, existence, relatedness

Growth: self esteem & self actualization
Existence: physiological and physical safety
Relatedness: interpersonal safety, love, interpersonal esteem

44
Q

Attribution

A

We observe ours or others behavior and we attribute certain causes to that behavior

45
Q

Attribution Biases

A

Fundamental attribution error is tendency to make internal attributions when observing others behavior.

Self-serving bias is the tendency to make internal attributions (im smart) for our successes external attributions for our failures. (Blame outsider circumstances)

46
Q

Motivation

A

A process that accounts for intensity, direction, persistence of effort but it individual exhibits towards obtaining goals.

Intensity: how much effort
Direction: where effort will be exerted
Persistence: how long will the effort last

47
Q

Maslows need hierarchy

A

Well A need is lacking, people are motivated to take action that fulfill it

48
Q

Three major expansions to marslows need hierarchy

A

One: can be regressive
Two: hierarchy has a cultural bias three: higher level needs can still be motivators

49
Q

Theory X & Y

A

1: Managers just believe employees are lacking ambition and responsibility. 2: The opposite is managers believe that their employees are motivated By higher needs

50
Q

Need tendencies

A

Need for achievement, need for power, need for affiliation

51
Q

Fundamental needs are

A

Autonomy: have control over your own decisions, adequate resources
Competency: feedback, rewards, recognition
Relatedness: identifying with others, helping someone etc.

52
Q

Engagement

A

Persistent and positive affective relationship and a state of fulfillment.
Mutual commitment
Energy recovery

53
Q

Equity is

A

Social exchange and involves demands and contributions

54
Q

Expectation Theory

A

Expectancy explains how employees make choices among alternative behaviors and levels of effort

55
Q

Social perception barriers

A

One selective perception; you care and see only one thing exploring other information. Two – stereotyping; generalize a group characteristic to all members of that group. 3– 1st impression error: see multiple characteristics from one brief encounter. 4- self fulfilled prophecy; a prediction that directly or indirectly causes itself to become true

56
Q

Expectation Theory

A

Expectancy explains how employees make choices among alternative behaviors and levels of effort

57
Q

Equity is

A

Social exchange and involves demands and contributions

58
Q

Engagement

A

Persistent and positive affective relationship and a state of fulfillment.
Mutual commitment
Energy recovery

59
Q

Fundamental needs are

A

Autonomy: have control over your own decisions, adequate resources
Competency: feedback, rewards, recognition
Relatedness: identifying with others, helping someone etc.

60
Q

Need tendencies

A

Need for achievement, need for power, need for affiliation

61
Q

Theory X & Y

A

1: Managers just believe employees are lacking ambition and responsibility. 2: The opposite is managers believe that their employees are motivated By higher needs

62
Q

Three major expansions to marslows need hierarchy

A

One: can be regressive
Two: hierarchy has a cultural bias three: higher level needs can still be motivators

63
Q

Maslows need hierarchy

A

Well A need is lacking, people are motivated to take action that fulfill it

64
Q

Motivation

A

A process that accounts for intensity, direction, persistence of effort but it individual exhibits towards obtaining goals.

Intensity: how much effort
Direction: where effort will be exerted
Persistence: how long will the effort last

65
Q

Attribution Biases

A

Fundamental attribution error is tendency to make internal attributions when observing others behavior.

Self-serving bias is the tendency to make internal attributions (im smart) for our successes external attributions for our failures. (Blame outsider circumstances)

66
Q

Attribution

A

We observe ours or others behavior and we attribute certain causes to that behavior

67
Q

ERG recategorized Maslow into

A

Growth, existence, relatedness

Growth: self esteem & self actualization
Existence: physiological and physical safety
Relatedness: interpersonal safety, love, interpersonal esteem

68
Q

MBTI is

A

People are not exclusively one way or another- they are merely their preferences

(Can be abused by judging others)

mix (7 decks)

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