Brainscape's Knowledge GenomeTM

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


See full index

organizational behaviour > Organizational Behaviour - Chapter 2 > Flashcards

Organizational Behaviour - Chapter 2 Flashcards

1
Q

What makes up the MARS model?

A

Motivation
Ability
Role perceptions
Situational Factors

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

the forces within a person that affect his or her direction, intensity, and persistence of voluntary behaviour

A

Motivation

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

includes both the natural aptitudes and the learned capabilities required to successfully complete a task.

A

Ability

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

Refer to how clearly people understand the job duties (roles) assigned to or expected of them.

A

Role Perceptions

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

What are the 5 types of individual behaviour?

A 
Maintaining attendance
Task performance
Organizational citizenship
Counter-productive behaviours
Joining/Staying with the organization
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Refers to the individual’s voluntary goal-directed behaviours that contribute to organizational objectives

A

Task performance

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

What are the three types of task performance?

A

Proficient task performance
Adaptive task performance
Proactive task performance

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

Refers to performing the work efficiently and accurately

A

Proficient task performance

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

Refers to how well employees modify their thoughts and behavior to align with and support a new or changing environment

A

Adaptive task performance

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

refers to how well employees take the initiative to anticipate and introduce new work patterns that benefit the organization

A

Proactive task performance

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

Includes various forms of cooperation and helpfulness to others that support the organization’s social and psychological context

A

Organizational citizenship behaviours (OCB’s)

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

voluntary behaviors that have the potential to directly or indirectly harm the organization or its stakeholders

A

Counterproductive work behaviours (CWB’s)

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

what are some examples of counterproductive work behaviours? (CWB)

A
  • harassing co workers
  • creating unnecessary conflict
  • deviating from preferred work methods (shortcuts)
  • being untruthful
  • stealing
  • sabotaging work
  • wasting resources
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Occurs when people attend work even though their capacity to work is significantly diminished by illness, fatigue, personal problems, or other factors.

A

Presenteeism

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

What makes up the five-factor model personality dimensions?

A
  • Conscientiousness
  • Agreeableness
  • Neuroticism
  • Openness to experience
  • Extraversion
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Characterizes people who are organized, dependable, goal-focused, thorough, disciplined, methodical, and industrious

A

Conscientiousness

17
Q

Describes people who are trusting, helpful, good-natured, considerate, tolerant, sefleless, generous, and flexible

A

Agreeableness

18
Q

Refers to people who tend to be anxious, insecure, self-conscious, depressed, and temperamental

A

Neuroticism

19
Q

Generally refers to the extent to which people are imaginative, creative, unconventional, curious, non-conforming, autonomous, and aesthetically perceptive

A

Openness to experience

20
Q

describes people who are outgoing, talkative, energetic, sociable, and assertive

A

Extraversion

21
Q

What makes up Schwartz’s values circumplex

A
  • Openness to change
  • Self-transcendence
  • Self-enhancement
  • Conservation
22
Q

What are the three ethical principals?

A
  • Utilitarianism
  • Individual rights
  • Distributive justice
23
Q

The greatest good for the greatest number of people

A

Utilitarianism

24
Q

Everyone has the same set of natural rights, such as freedom of speech, freedom of movement, right to physical security and right to fair trial

A

Individual rights

25
Q

the benefits and burdens of similar individuals should be the same; otherwise, they should be proportional

A

Distributive justice

26
Q

The degree to which an issue demands the application of ethical principles

A

Moral Intensity

27
Q

What are some examples of when the moral intensity in a situation would be higher?

A
  • The decision will have substantially good or bad consequences.
  • Most people view the decision outcomes as good or bad
  • There is a high probability(rather than low) that the good or bad decision consequence will occur
  • Many people will be affected by the decision and its consequences
28
Q

Characteristic of the person, namely his or her ability to detect a moral dilemma and estimate its relative importance

A

Moral Sensitivity

29
Q

Refers to a person’s receptive and impartial attention to and awareness of the present situation as well as to one’s own thoughts and emotions in that moment

A

Mindfulness

30
Q

The extent to which we value independence and personal uniqueness

A

Individualism

31
Q

the extent to which we value our duty to groups to which we belong and to group harmony

A

Collectivism

32
Q

What are the five cross-cultural values?

A 
Individualism
Collectivism
Power Distance
Uncertainty Avoidance
Achievement Orientation
33
Q

Refers to the extent to which people accept unequal distribution of power in a society

A

Power Distance

34
Q

The degree to which people tolerate ambiguity or feel threatened by ambiguity and uncertainty.

A

Uncertainty avoidance

35
Q

reflects a competitive versus cooperative view of relations with other people

A

Achievement-Nurturing Orientation

organizational behaviour (10 decks)

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