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Organizational Behaviour MIdterm > Organizational Behaviour > Flashcards

Organizational Behaviour Flashcards

chapters 1-6

1
Q

What Is Interpersonal Skills?

A

The ability to control emotions within themselves and interact with others

Examples: Teamwork, Communication, problem solving

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2
Q

What Is Organizational Behaviour?

A

Field of study that investigates the impact of individuals, groups, and structure on behaviour within orginizations.

Purpose: to appply knowledge toward improving organizations effectivenes

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3
Q

What Is Systematic Study?

A

loooking at relationships, applying cause and effect and drawing conclusions based on scientific evidence

- beahviour is generally predictable
- differences amonst people

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3
Q

Contingency Approach

A

an approach that considers behaviour within the context in which it occurs

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4
Q

What Is evidence based management?

A

Managerial decisions made from available scientific evidence

-most management decision are made on the spot with no systematic study

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5
Q

What are the Building Blocks of Organizational behaviour

A

1.Pyschology
2.Social Pschology
3.Sociology
4.Anthropology

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6
Q

Challenges And Oppurtunities in the Canadian Workplace

Economic Pressures

A
  • in good times, focus on rewards, satisfaction
  • in bad times, issues like stress

Managers may have to :
-terminate workers
-tasked to make do with less

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7
Q

Challenges And Oppurtunities in the Canadian Workplace

Continuing Globilization

A

competition has risen between other countries and to survive organizations have had to reduce costs, increase productivity and quality

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8
Q

Challenges and Opportunities in the canadian workplace

understanding workforce diversity

A

workers need to respect people’s different lifestyles, family
needs, and work styles.

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9
Q

What IS an OB model?

A

Inputs leading to process leading to outcomes

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10
Q

What are Inputs?

A

variables such as personality, group strutue, and orginizational culture

determined in advance of employment relationship

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11
Q

What are processes?

A

Actions that individulas, groups and organizations engage in as a result of inputs

Individual level - emotions and moods
groups - conflict and negotiation

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12
Q

What are Outputs?

A

Key factors affected by other variables
oginizational level - overall productivity and profitability

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13
Q

What Is Perception?

A

the process that individuals organize and interpret their impressions to give meaning to their enviornment.

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14
Q

Factors Influencing Perception

A

The Situation - Time, work setting
The Perceiver- Attitudes, intrests
The Target - sounds, size, background

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15
Q

Peceptual errors

What Is the Attribution Theory?

A

that when we observe what seems like atypcial behaviour by an individual, we attempt to determine whether it is internally or externally caused

the way we judge people diffirently

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16
Q

When trying to determine whether behbviour is internaly or externally caused, what three rules are relied on for behaviour?

A

Distinctiveness
Consensus
Consistency

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17
Q

What Is distinctiveness?

A

rule that considers whether an individual acts similarly across a variety of situations

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18
Q

What is Consensus?

A

rule that considers whether everyone faced with smilar situation responds in the same way.

does the individual act the same as others in the same situation

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19
Q

What Is Consistency?

A

a behavioural rule that considers whether the individuals has been acting in the same way over time

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20
Q

perceptual errors

Fundamental Attrubution Error

A

the tendancy to underestimate the influce of external factors and overestimate the influence internal factors when making judgements about the behaviour of others

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21
Q

perceptual Errors

Self serving Bias

A

the tendecy for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors

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22
Q

perceptual errors

Selective Perception

A

peoples selective interpretation of what they see based on their intrests, background, experience, and attitudes

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23
Q

perceptual errors

Halo effect

A

drawing a general impression of an individual on the basis of a single characteristic

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24
Q

perceptual errors

Contrast Effects

A

the concept that our reaction to one person is often influenced by other people we have recentley encounteredd

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25
Q

Perceptual Errors

Heuristics

A

Judgment shorcuts in decison making

  • performance expectations
  • employment interviews
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26
Q

What Is personality?

A

The sum of total of ways in which an individual reacts to and interacts with others

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27
Q

Measuring Personality

Self report surveys

A

individuals evaluate themselves on a series of factors

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28
Q

Observer ratings

A

Provide an independent assessment of personality

tend to be more accurate predictors of success on the job

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29
Q

What are Personality Determinants

A

Hereditity
Environmental factors
Situational conditions

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30
Q

What are Personality Traits?

A

are enduring characterisitcs that describe an individuals behaviour

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31
Q

Personality

Myers -Briggs Type Indicator (MBTI)

A
  • Personality test to determine how people usually act or feel in particular situations
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32
Q

MBTI Classifications

A

Extroverted (E)
Introverted (I)
Sensing (S)
Intuitive (N)
Thinking (T)
Feeling (F)
Perceiving (P)
Judging (J)

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33
Q

Personality

The Big Five Model

A

Is a personality- assessment model that taps five basic dimensions
Low -Extraversion- High
Agreebleness
Conscientiouness
Emotional Stability
Openess to experience

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34
Q

What is The Dark Triad?

A

a Psychological Theory of negative Personality traits including
- machiavellianism
- narcissism
- psychopathy

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35
Q

What is machiavellianism?

A

is the degree to which an individual is pragmatic, maintains emotinal distance, and believes that ends can justify mean.

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36
Q

psychopathy

A

the tendency for a lack of concern for others and lack of guilt or remorse when ones actions cause harm.

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37
Q

What is Core elf Evaluation?

A

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

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38
Q

What is self monitoring?

A

a personality trait that measures an individuals ability to adjust bahaviour to external, situational factors

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39
Q

What is the Situation strength Theory?

A

indicates the way personality translates into behaviour depends on the strength of the situation

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40
Q

Emotions

A

intense feelings directed at someone or something

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41
Q

Moods

A

Feelings that are less intense, general and unclear

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42
Q

What is the Affective Events Theory?

A

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

43
Q

What Is Emotional Intelligence?

A

the ability to detect and to manage emotionl cues and information

44
Q

What are Values?

A

concepts or beliefs that guide how we make decisions about and evaluations of behaviours and events

45
Q

Rokeach Value Survey

Types of Values

A

Terminal Values - goals that individuals would like to achieve during their lifetime

Instrumental Values - preferable ways of behaving. (ambitous, honest etc)

46
Q

Hodgsons General Moral Principles

What are Hodgsons General Moral Principles

A

Dignity of human life, Autonomy, honesty, loyalty, fairness, humaneness, the common good

47
Q

Hofstede’s Framework for Assessing Culture Include:

A

1.Power distance (power in organizations is distrubuted unequally)
2.Individualism vs collectivism
2.Masculinity vs feminity
4.uncertainty avoidance ( preference of people in a country for structured vs unstructure situations)
5.long term vs short term orientation (DEGREE OF DEVOTION TO TRADITIONAL VALUES)
6. indulgence vs restraint

48
Q

Generational differences

A

baby boomers - achievement and success
Generation x - value flexibility, relationships are important
xennials - adaptive, less vocal
Millennials - high expectations, responsible
Zennials- self taught, resourceful
Gen Z - entrepreneurs
Gen Alpha - most educated and tech savy

49
Q

Components of an attitude

A

Cognitive component
Affective component
Behavioural compnent

50
Q

what is Cognitive component

A

the opion or belief segment

51
Q

What is the Affective component

A

emotional or feeling segment

52
Q

What is the Behavioural component

A

the Intention to behave in a certain way towards something or someone

53
Q

What are the important attitudes that affect organizational performance

A

job satisfaction
organizational commitment
job involvement
perceived organizational support
employee engagement

54
Q

How can employees express dissatifaction?

A

Exit- leave company
Voice- express issues
loyalty- wait for conditions to improve
neglect - passively allow condition to worsen

55
Q

What IS Counterproductive Work Behaviour (CWB)?

A

actions that actively damage the organization, including stealing, being late or absent

56
Q

What is organizational commitment?

A

the degree to which an employee indetifies with a particular organization and its goals, and wishes to maintain membership in the organization

57
Q

Three types of organizational commitment:

What is Afective commitment

A

an individuals emotional attachement to an organization

58
Q

Three types of organizational commitment:

What is Normative commitment?

A

The obligation an individual feels to stay with an organization

59
Q

Three types of organizational commitment:

What is continuance commitment?

A

Indivduals calculation to stay with an organization based on the perceived costs of leaving the organization

60
Q

Managing Diversity in the Workplace

What is surface level diversity?

A

differences in easily perceived characteristics including: age, race, ethnicity, gender

61
Q

Managing Diversity in the Workplace

What is Deep level diversity?

A

differences in values, personality, work preferences

62
Q

Managing Diversity in the Workplace

What is Cultural intelligence

A

the ability to undestand someones unfamiiar gestures in the same way as woud people from his or her culture

63
Q

What is motivation?

A

the intensity, direction and persistence of effort a person shows in reaching a goal

64
Q

Theory x vs Theory Y in motivation

A

Theory x assumes employess dislike work (in it for money)

Theory Y assumes like work (like what they do for a living)

65
Q

Intrinsic motivators vs extrinsic

A

intrinsic - personal motivation
extrinsic - motivation from the outside such as money and tangible rewards

66
Q

Needs Theories of Motivation

Maslows Hierarchy of Needs

A

Pysiological - hunger, thirst
safety - security and protection
social - friendship and affection
Esteem - self respect , achievement
Self aculization - self fulfillment

67
Q

What is the two factor theory?

A

relates intrinsic factos with job satisfaction and extrinsic factors with dissafaction

68
Q

What is the McClellands Theory of needs

A

achievement, power, and afiliation are three important needs that help explain motivation

69
Q

Process Theories of Motivation

What is the expectancy theory

A

individuals act based on their evaluation of whether their effort will lead to good performance, follwed by a given outcome and whether that outcome is attractive

70
Q

Process Theories of Motivation

What is the goal setting Theory?

A

says that specific and difficult goals, with feedback, lead to higher performance

specific, measurable, attainable, result orientated, time bound goals

71
Q

What is the Self Efficacy Theory?

A

is a individuals belief in their ability to perform a task influences their behaviour

72
Q

Four ways to improve self Efficacy

A

Enactive mastery - gain experience
Vicarious modelling - seeing someone else do it
verbal persuassion - confidence gained through others
Arousal - an energized state

73
Q

What is the reinforcement theory?

A

theory that says that behaviour is a function of its consequences

people behave in a certain way to get what they want

74
Q

Responses to the Reward System

What is the Equity Theory

A

individuals compare thier job inputs and outcomes with those of others and then respond to eliminate any inequities

75
Q

Responses to Equity Theory

A
  • change their inputs, exert less effort if undepaid, or more if overpaid
  • adjust perception itself
  • leave the field. Quit the job
76
Q

Responses to the Reward System

What is Distributive justice?

A

the perceived fairness of the amount and allocation of resources among individuals

employees are concerned with what they recieve

77
Q

Responses to the Reward System

What is procedural justice?

A

perceived fairness of the process used to determine the distrbution of rewards

employees are concerned about how outcome are distrubuted

78
Q

Responses to the Reward System

What is Informal justice?

A

degree to which employees are provided truthful explanations for decisions

79
Q

Responses to the Reward System

what is Interpersonal justice?

A

degree to whci hemployees are treated with dignity and respect

80
Q

Responses to the Reward System

What is the Cognitive evaluation theory?

A

it is the theory that offering extrinsic rewards(pay) for work effort that was previosuly rewarding intrinsically willl tend to decrease the overall level of a persons motivation

81
Q

Building blocks for intrinsic motivation

How to increase intrinsic motivation?

A
  1. give sense of choice
  2. Sence of competence
  3. sence of meaningfulness
  4. sense of progress
82
Q

Motivation is for who?

Job engagement

A

is the investment of an employees physical, cognitive, and emotional energies into job performance

people are engaged when it is meaninful to engage in work

83
Q

Motivation for employees?

A

use goals and feedback
allow employees to participate in decisions that affect them
link rewards to desired performance
check system for equity

84
Q

From Theory to Practice: Money and rewards

How to establish a Pay Structure?

A
  • setting pay levels requires a balance between external and internal equity
  • a pay level above, at, or below market rates is a strategic decision with important trade offs
85
Q

Internal vs External equity

A

internal equity - the worth of the job to the organization
external equity - the competitiveness of an organizations pay relative to industry standards

86
Q

How to Pay: Rewarding Individuals Through Variable- Pay Programs

What is a variable pay program?

A

pay plan that bases a portion of an employees on some individual and or organizational measure of performance

87
Q

What is a merit based pay plan?

A

an indivdual based incetive plan based on performance appraisal ratings

88
Q

What is a bonus?

A

an individual based incentive plan that rewards employees for recent performance rather than historical performance

89
Q

what is a profit sharing plan?

A

an organization- wide incetive plan in which the employer shares profits with employees based on a predetermined formula

90
Q

What is a flexible benefits plan?

A

a plan that allows employees to put together a benefits package that is tailored to their individual needs and situations

91
Q

What are the most popular benefit plans?

A

-Modular plans
- core-plus plans
- Flexible spending accounts

92
Q

Beware signals that are sent by rewards

A
  • individuals are unable to break out of ways of thinking about rewards and recognition practices
  • organizations dont look at the big picture of their performance system
  • management and shareholders focus on short term results
93
Q

Motivating by Job Redesign

What is job design?

A

it is the way elements in a job are organized
- influence employee effort and have an impact on motivation

94
Q

What is the job characteristic Model?

A

a model that proposes that any job can be described in terms of five core job dimensisons: skill variety, task identity, task significance, autonomy, feedback

95
Q

What is task identity

A

the degree to which the job requires completion of a whole and identifiable piece of work

96
Q

What is Autonomy?

A

the degree to which the job provides substanial freedom, independence, and discretion to the individual in scheduling the work and determining the procedures to be used in carrying it out

97
Q

THe Motivating Potential Score (MPS)

A

(MPS)= skill variety+task identity+task significance
divided by 3 x Autonomy x Feedback

combined core job dimensions

98
Q

How can jobs be redesigned?

What is relational job design?

A

is constructing jobs so employees see the positive difference they can make in the lives of others directly through their work

99
Q

What are some alternative work arrangements?

A

to improve motivation employers should consider work arrangements such as flextime, job sharing, or
telecommuting.

100
Q

What is Employee involvement and participation?

A

participative processes that use the input of employees and intended to increase employee commitment to an organizations success

101
Q

What is participative management?

A

a process in whcih subordinates share a significant degree of decision-making power with their immediate superiors

102
Q

What is Representative participation?

A

a system in which employess participate in organizational decison- making through a small group of representative employees

103
Q

What are four basic emotional drives (needs) the guide people?

A

Drive to aqquire
drive to bond
drive to comprehend
Drive to defend

104
Q

What is a Team?

A

group whose inivdual effrot result in performance that is greater than the sum of the indivudal inputs

team outcomes & goals are their measures of effectiveness

105
Q
A

Organizational Behaviour MIdterm (2 decks)

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