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CHRP > Organizational Behaviour > Flashcards

Organizational Behaviour Flashcards

1
Q

These four MARS variables are the direct predictors of employee performance, customer service, coworker collegiality, ethical behaviour, and all other forms of voluntary behaviour in the workplace

A

Motivation, abilities, role perceptions, situational factors

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2
Q

There are many varieties of individual behaviour, but most can be organized into the five categories:

A

task performance, maintaining attendance, joining/staying with an organization, organizational citizenship, counter-productive behaviours

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3
Q

Being present at work but one’s capacity to perform is significantly diminished due to illness or other factors

A

Presenteeism

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4
Q

Cooperation/helpfulness supporting organization’s social and psychological context

A

Organizational citizenship

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5
Q

What are the components of the Five Factor Model?

A

Conscientiousness, Agreeableness, Neuroticism, Openness to experience, Extraversion

*CANOE

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6
Q

According to the five factor model, what factor is the best predictor of job success in high levels?

A

Conscientiousness (organized, goal focused, methodical, dependable)

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7
Q

The type of values that have consistency between actions and proclaimed values

A

Espoused-enacted values

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8
Q

The ethical principle that refers to accomplishing the greatest amount of good for the greatest amount of people…

A

Utilitarianism

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9
Q

The ethical principle that refers to everyone being able to do their own thing…

A

Individual rights

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10
Q

The ethical principle that prefers to distributing ethics proportionately to those who have different needs…

A

Distributive justice

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11
Q

What are the 3 core components of self-concept?

A

Complexity (# of roles), consistency (roles consistent with other roles), clarity (degree of defined self-concept)

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12
Q

What are the 4 processes of self-concept?

A

Self-enhancement, self-verification, self-evaluation, social self

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13
Q

Assigning characteristics to certain groups (categorical thinking) is the process of…

A

Stereotyping

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14
Q

Forming social identity through comparison is the process of…

A

Categorization

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15
Q

Thinking all in a single group are similar is referred to as…

A

Homogenization

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16
Q

Thinking their are more favourable characteristics in your own group is known as…

A

Differentiation

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17
Q

This theory supports that we rely on the three attribution rules—consistency, distinctiveness, consensus—to decide whether someone’s behaviour and performance are mainly caused by their personal characteristics or environmental influences

A

Attribution theory

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18
Q

What is the tendency to attribute failures to external causes?

A

Self-serving bias

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19
Q

What are knowledge structures created to explain the world?

A

Mental models

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20
Q

This effect is a general impression that distorts one’s true perception of a person

A

Halo effect

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21
Q

This effect overestimates the shared beliefs/behaviours between one and another person

A

False-consensus

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22
Q

This effect forms an opinion of someone based on only the initial information

A

Primacy effect

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23
Q

This effect only focuses on the most recent information obtained about a person

A

Recency effect

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24
Q

The team development process involves…

A

Forming, storming, norming, performing, adjourning

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25
Q

This method of decision making involves a team thinking of as many ideas as possible

A

Brainstorming

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26
Q

This method of decision making involves a team writing down as many ideas as possible

A

Brainwriting

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27
Q

This method of decision making involves a team entering their ideas using special computer software. The ideas are distributed anonymously to other participants, who are encouraged to piggyback on those ideas. Team members eventually vote electronically on the ideas presented.

A

Electronic brainstorming

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28
Q

This method of decision making involves team members silently and independently write down as many solutions as they can. In the second stage, participants describe their solutions to the other team members, usually in a round-robin format. In the third stage, participants silently and independently rank-order or vote on each proposed solution.

A

Nominal group technique

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29
Q

What are the three different levels of trust ranked from lowest to highest?

A

Identification-based, knowledge-based, calculus-trust

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30
Q

The listening process where participants use sensing, evaluating, and responding

A

Active listening

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31
Q

What is the difference between task conflict and relationship conflict?

A

Task conflict is focused on the issue, respective, not hostile, most beneficial.
Relationship conflict focuses on interpersonal differences, undermines competence, reduces trust, and uses defensive mechanisms.

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32
Q

What are some good ways to minimize conflict?

A

Speak of facts, supportive team norms, team cohesion, empathetic active listening

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33
Q

Incompatible goals, differentiation, task interdependence, scare resources, ambiguous rules and communication problems are examples of….

A

structural sources of conflict

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34
Q

What interpersonal conflict management style focuses on accomplishing a win/win outcome?

A

Problem solving

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35
Q

What interpersonal conflict management style creates a win/lose outcome?

A

Forcing

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36
Q

What interpersonal conflict management style doesn’t resolve conflict and increases frustration?

A

Avoiding

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37
Q

To reduce conflict is it better to increase or decrease task interdependence?

A

Decrease

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38
Q

The psychological, behavioural, and physiological episodes that create a state of readiness

A

Emotions

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39
Q

Judgement about objects, mainly rational

A

Attitudes

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40
Q

The beliefs, feelings, behavioural intentions, and behaviours one has

A

Cognitive processes

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41
Q

Perception that beliefs, feelings and behaviour are incongruent with each other

A

Cognitive dissonance

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42
Q

Emotional labour is higher in jobs requiring frequent ______,_______, and _______

A

emotional display, variety, intensity

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43
Q

Write the components of the emotional intelligence model from lowest to hardest

A

Ability to know own emotions, ability to know others emotions, ability to manage own emotions, ability to manage others emotions

44
Q

The appraisal of perceived job characteristics, work environment, and emotional experience at work

A

Job satisfaction

45
Q

Organizational commitment can be categorized as either ________ or ________

A

Affective (wants to stay) or continuance (no choice but to stay)

46
Q

The three stages of stress are:

A

alarm reaction, resistance, exhaustion

47
Q

In terms of managing stressors, removing the stressor focuses on ….

A

A work/life balance

48
Q

In terms of managing stressors, withdraw focuses on…

A

vacation, rest breaks

49
Q

In terms of managing stressors, change stress perceptions focuses focuses on…

A

positive self-concept, humor

50
Q

In terms of managing stressors, control stress consequences focuses on…

A

healthy lifestyle, wellness

51
Q

Defined as the combined intensity, persistence, and direction…

A

Motivation

52
Q

What is a drive and what is a need?

A

Drives are primary needs, hardwired brain activity, prime motivators.
Needs are goal-directed (decisions).

53
Q

What are the three elements of the learned needs theory?

A

Need for achievement, need for affiliation, need for power

54
Q

What are the components of the four drive theory?

A

Acquire, bond, comprehend, defend

*Should provide balanced opportunity for e’e to fulfill all drives

55
Q

What are the three components of the expectancy theory of motivation?

A

Effort to performance (belief effort will result in certain performance), performance to outcome (belief performance will result in certain outcome), outcome valences (anticipated satisfaction)

56
Q

Behaviour Modification Theory involves what components?

A

changing Behaviour through Antecedents and Consequences

*ABC

57
Q

What is the most effective reinforcement in behaviour modification?

A

Continuous reinforcement

58
Q

The theory that states we learn through observing and modeling others, and anticipating behaviour outcomes

A

Social Cognitive Theory

59
Q

Behaviour modeling increases ________

A

self-efficacy

60
Q

Goals must be SMART. This means they must be…

A

Specific, measurable, achievable, relevant, and time-framed

61
Q

A goal-setting and reward system that translates the organization’s vision and mission into specific, measurable performance goals related to financial, customer, internal, and learning/growth (i.e., human capital) processes

A

Balanced scorecard

62
Q

The best feedback method for negative feedback

A

Nonsocial

63
Q

The perceived fairness in outcomes received relative to our contributions and those of others

A

Distributive justice

64
Q

The perceived fairness in procedures used to decide distribution of resources

A

Procedural justice

65
Q

Equity theory involves…

A

an input/output ratio

66
Q

Benefits, paid time off, and fixed pay are examples of…

A

Membership & security-based rewards

67
Q

Promotion-based pay increases are an example of…

A

Job status-based rewards

68
Q

Pay increase based on competency and skill-based pay are examples of…

A

Competency-based rewards

69
Q

Commissions and share options are examples of…

A

Performance/task-based rewards

70
Q

You can improve reward effectiveness by…

A

linking to performance, rewards relevant, team rewards for interdependent jobs, valued rewards

71
Q

The theory that states you get satisfaction when fulfilling growth and esteem needs and sadness when lower order needs are not met

A

Motivator-hygiene theory

72
Q

Motivators to keep in mind when looking at job design include…

A

job rotation, job enlargement, and job enrichment

73
Q

The job characteristic model for effective job design includes…

A

skill variety, task identity, task significance, autonomy, and job feedback

74
Q

The view that effective decision makers identify, select, and apply best alternatives

A

Rational choice paradigm

75
Q

The rational choice paradigm is composed of 2 elements:

A

Subjective expected utility

Decision making process

76
Q

5 problem identification challenges

A 
Solution focused (too focused on solution vs problem)
Mental models (could be difference in mental models)
Decisive leadership
Stakeholder framing (perceptions can frame how peeps give you information)
Perceptual defense (trying to keep positive outlook, block out bad news)
77
Q

True or false: Individuals rather than groups are better at evaluating alternatives simultaneously

A

False, groups are better

78
Q

These are the biased decision heuristics impacting your choices

A

Anchoring
Availability
Representativeness (base probability of similar incidents)

79
Q

The 3 step process of making effective decisions:

A
  1. Evaluate alternatives against relevant factors
  2. Be aware of the effects of emotions on decision making preferences and evaluation process
  3. Scenario planning
80
Q

The decision evaluating problem that only allows you to accept things that go with the original idea is called…

A

Confirmation bias

81
Q

The decision evaluating problem where one commits to bad ideas even in the face of negative outcomes

A

Escalation of commitment

*Caused by self-justification, self-enhancement, prospect theory (stronger negative emotions than positive ones), sunk costs

82
Q

What are the sources of power in the workplace?

A

Legitimate, reward, coercive, referent, expert

83
Q

What are the contingencies of power which impact one’s power over others?

A

Substitability, centrality, visibility, discretion

84
Q

What are the different types of influence?

A

Silent authority, assertiveness, information control, coalition formation, upward appeal, persuasion, impression management, exchange

85
Q

What leadership method involves delegating, team benefits, shared opportunities, and developing skills?

A

Shared leadership

86
Q

What leadership method involves a strategic vision, model vision, encouraging experimentation, and built commitment?

A

Transformational leadership

87
Q

The leadership style that focuses on assigning work, clarifying responsibilities, setting goals/deadlines, and establishes procedures….

A

Task-oriented behaviour

88
Q

The leadership style that focuses on a concern for e’e, a pleasant workplace, recognizing e’e contributions, and listening to e’e…

A

People-oriented behaviour

89
Q

What are the 4 main styles of path-goal leadership, which influences e’e to achieve their desired performance?

A

Directive, supportive, participative, achievement-oriented

90
Q

Skill and experience, locus of control, task structure, and team dynamics are ….

A

contingencies of leadership

91
Q

Personality, self-concept, leadership motivation, drive, integrity, knowledge of business, cognitive/practical intelligence, and emotional intelligence are all considered….

A

attributes of leadership

92
Q

Refers to the number of people directly reporting to the next level

A

Span of control

93
Q

Formal authority held by few at the top

A

Centralization

94
Q

Standardizing behaviour through rules/procedures/training

A

Formalization

95
Q

An organizational structure with a wide span of control, decentralized, and low formalization

A

Organic structure

96
Q

An organizational structure with a small span of control, centralized, and highly formalized

A

Mechanic structure

97
Q

Observable symbols/signs of culture

A

Artifacts

98
Q

Artifacts refer to…

A

physical structures, language, rituals and ceremonies, and stories and legends

*stories and legends most effective

99
Q

When merging organizational cultures assimilation refers to…

A

acquired company embracing the new culture

100
Q

When merging organizational cultures deculturization refers to….

A

imposing existing culture on the unwilling acquired company

101
Q

When merging organizational cultures integration refers to…

A

having both cultures combined

102
Q

When merging organizational cultures separation refers to….

A

having two distinct cultures

103
Q

Best ways to strengthen/change organizational culture…

A 
Actions of founders/leaders
Aligning artifacts
Culturally consistent rewards
Support workforce stability and communication
Attracting, selecting, socializing e'e
104
Q

The theory that states that organizations develop stronger cultures through attraction, selection, and attrition

A

Attraction-Selection-Attrition Theory

105
Q

The force field analysis model of organizational change refers to restraining forces such as…

A

complaints, noncompliance

106
Q

The 6 steps to reduce restraining forces in organizational change…

A
  1. communication
  2. learning
  3. involvement
  4. stress management
  5. negotiation
  6. coercion (when all else fails)
107
Q

The approach that outlines the path of organizational change “need for change -> intervention -> evaluate/stabilize change” is referred to as…

A

Action-Research approach

CHRP (10 decks)

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