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PRELIM Flashcards

1
Q

definition simply states that it’s the study of how people behave and interact within groups

A

good organizational behavior

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2
Q

is the “study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself

A

Organizational behavior

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3
Q

Organizational behavior is the “study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself
This includes the following:

A

group dynamics (social process)
job satisfaction (overall feelings about the job)
job performance (how individual perform their job)
creativity and innovation
leadership

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4
Q

Study of forces within a group. Deals with the attitude and behavioral patterns of a group. It can be used as a means for problem solving, teamwork, and to become more innovative and productive as an organization or a team.

A

group dynamics (social process)

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5
Q

Importance of group dynamics:

A

Influence the way other members think
The group can get the effect of synergy
Can give responsibilities to every member and make the job faster
Infuse team spirit among the members
Ideas of members depend on group dynamics

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5
Q

level of contentment employees feels with their job

A

job satisfaction (overall feelings about the job)

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6
Q

manner in which an employee performs a position of employment and includes an analysis of the employee’s attendance at work, attitude, effort, knowledge, behavior and skills.

A

.job performance (how individual perform their job)

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6
Q

main difference is FOCUS

A

Creativity and innovation

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7
Q

is about unleashing the potential of the mind to conceive new ideas (ideas, imagination, thoughts, concepts brainstorming)

A

Creativity

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7
Q

introducing change into a relatively stable system (process, invention, actions, change, measurable and implementation)

A

Innovation

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7
Q

(ability of an individual or group of individuals to influence and guide followers) or other members of the organization

A

leadership

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8
Q

can help to speed up problem-solving and more quickly produce results.

A

Organizational behavior theories

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8
Q

The organizational behavior revolves around three main theoretical approaches:

A

Cognitive Theory
Behaviorist Theory
Social Learning Theory

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9
Q

was developed by Edward Tolman and depends on the expectancy and incentive concepts.

A

Cognitive Theory

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9
Q

was created by Ivan Pavlov and John B. Watson relies on observation power

A

Behaviorist Theory

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10
Q

depends on how the connection is created between stimulus and response

A

Social Learning Theory

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11
Q

is a term referring to the mental processes involved in gaining knowledge and comprehension. These cognitive processes include thinking, knowing, remembering, judging, and problem-solving

A

Cognition

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12
Q

These are higher-level functions of the brain and encompass language, imagination, perception and planning.

A

COGNITIVE THEORY

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13
Q

asks us to think about thinking and how thinking can be influenced by internal factors (like how focused we are, or how distracted we’ve become) and external factors (like whether our community values the things we are learning or whether we receive praise from others when we learn).

A

Cognitive Theory

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13
Q

is a theory of learning which states all behaviors are learned through interaction with the environment.

A

Behaviorism

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13
Q

is only concerned with observable stimulus-response behaviors, as they can be studied in a systematic and observable manner.

A

Behaviorism

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14
Q

A learner’s response to stimuli can be reinforced using positive or negative feedback

A

BEHAVIORIST THEORY

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14
Q

a branch of psychology that focuses on how people learn through their interactions with the environment. It is based on the idea that all behaviors are acquired through conditioning, which is a process of reinforcement and punishment

A

Behaviorist Theory or behavioral learning theory

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14
Q

Is a theory of learning process and social behavior which proposes that new behaviors can be acquired by observing and imitating others.

A

SOCIAL LEARNING THEORY

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15
Q

It states that leaning is a cognitive process that takes place in a social context and can occur purely though observation or direct instructions, even in the absence of motor reproduction or direct reinforcement.

A

SOCIAL LEARNING THEORY

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15
Q

In addition to the observation of behavior, learning also occurs through the observation of rewards and punishments, a process known as vicarious reinforcement. When a particular behavior is rewarded regularly, it will most likely persists; conversely, if a particular behavior is constantly punished, it will most likely desist.

A

SOCIAL LEARNING THEORY

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16
Q

The theory expands on traditional behavior theories, in which behavior is governed solely by reinforcements, by placing emphasis on the important roles of various internal processes in the learning individual.

A

SOCIAL LEARNING THEORY

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16
Q

ORGANIZATIONAL BEHAVIOUR MODELS

A

AUTOCRATIC MODEL
CUSTODIAL MODEL
COLLEGIAL MODEL
SYSTEM MODEL
SUPPORTIVE MODEL

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17
Q

This model asserts that employees need to be instructed and motivated to perform while manager do all the thinking. The whole process is formalized with the managers and authority power has the right to give command to the people, “you do this or else…”, is a general dictatorship command.

A

AUTOCRATIC MODEL

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17
Q

WHO suggests, “the psychological result of the employees is dependence on their boss, whose power to “hire, fire and perspire” is almost absolute.

A

Newstorm

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17
Q

It is defined as a type of organizational model that depends upon power, strength and formal authority. This model majorly depends on power. The working employees need to follow the orders. The lower-level employees have less control over the assigned duties as compared to upper-level authorities

A

AUTOCRATIC MODEL

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18
Q

Employers dictate rules, and employees follow without question

A

AUTOCRATIC MODEL

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18
Q

Seeks to make employees feel as if the boss is caring for their personal needs. This is often done though benefits packages such as healthcare, retirement plans and other incentives.

A

CUSTODIAL MODEL

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19
Q

looks to retain quality people by providing incentives that are meaningful to the employee.

A

custodial model

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19
Q

Employers create a caring environment, boosting employee satisfaction, loyalty, and productivity.

A

CUSTODIAL MODEL

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19
Q

emphasis on motivated and aspiring leader.

A

supportive model

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19
Q

There is no space for any control or authoritative power in this model or on the incentives or reward schemes, but it is simply based on motivating staff through the establishment of the manager and employee relationship and the treatment that is given to employees on a daily basis

A

CUSTODIAL MODEL

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19
Q

Employers provide recognition and growth opportunities, leading to self-motivated, satisfied employees.

A

CUSTODIAL MODEL

20
Q

In this model, the structure of an organization is developed in a way that there is no boss nor subordinates, but all are colleagues who must work as a team.

A

COLLEGIAL MODEL

20
Q

Each one of the employees must participate and work in coordination with each other to achieve the target rate.

A

COLLEGIAL MODEL

20
Q

The team requires adopting new approaches, research and development and new technologies to better their performance.

A

COLLEGIAL MODEL

21
Q

Employers and employees share equal responsibility, promoting a culture of teamwork and ownership.

A

COLLEGIAL MODEL

21
Q

The most emerging model of today’s corporate era is the

A

SYSTEM MODEL

21
Q

This model emerged from the rigorous research to attain the higher level of meaning at work.

A

SYSTEM MODEL

22
Q

Employers show compassion, resulting in self-disciplined and self-motivated employees

A

SYSTEM MODEL

22
Q

HOW TO BE A SUCCESSFUL MEMBER OF THE ORGANIZATION

A

Cooperate with the group
Always be reliable
Good communication skills
Don’t isolate yourself from the group
Positive attitude

22
Q

COMPONENTS OF SELF-CONCEPT

A

Body image
Personal identity
Self esteem
Role performance

22
Q

STRATEGIES TO IMPROVE SELF-UNDERSTANDING

A
  • One can disclose his/her personal information, feelings, etc. to others
  • Group experiences and discussions
  • Seeking or soliciting feedback from others about oneself
  • Know your limitations
22
Q

is an important element in every organization. It is the element that coordinates currents organizational activities and plans for the future.

A

management

23
Q

adapts the organization to its environment and shapes the organization to make it more suitable to the group.

A

management

23
Q

According to Frederick Winslow Taylor

A

“Management is the art of knowing what you want to do, and then seeing that it is done in the best and cheapest way”

23
Q

According to George R. Terry

A

“Management is a process consisting of planning, organizing, actuating and controlling, performed to determine and accomplish the objective by the use of people and resources”

23
Q

MANAGEMENT FUNCTIONS OR THE PROCESS OF MANAGEMENT

A
  1. Planning, Organizing, Leading and Controlling (Newman and Summer)
  2. Planning, Organizing, Commanding, Coordinating and Controlling (Henri Fayol)
  3. “POSDCORB”: Planning, Organizing, Staffing Directing, Coordinating, Reporting, and Budgeting (Luther Gulick)
  4. Decision Making, Organizing, Staffing, Planning, Controlling, Communicating and Directing (Warrren Haynes and Joseph Massie)
  5. Planning, Organizing, Staffing, Directing and Controlling (Koontz O’ Donnell)
23
Q

Functions of Management

A

Planning
Organizing
Directing
Controlling
Innovation

23
Q

It is a process of deciding the objectives business and charting out the plan/ method for achieving the same.
This includes determination of what is to be done, how, and where is to be done, who will do it and how result are to be evaluated.

A

Planning

23
Q

Refers to “ the structured which results from identifying and grouping the work, defining and delegating responsibility and authority and establishing relationships.

A

Organizing

23
Q

it involves communication, leadership and motivation.

A

Directing

23
Q

it is a process of passing the information and understanding it from one person to another.

A

Communication

23
Q

is the function whereby the person or manager guides and influences the work of his subordinates.

A

Leadership

23
Q

compels the events to confirm to plans.

A

Controlling

24
Q

is to motivate the employee to give their best to the organization.

A

Motivation

24
Q

two important additional managerial functions.

A

Innovation and Representation

24
Q

creating new ideas which may either result in the development of new products or finding new uses for older ones.

A

Innovation

25
Q

the manager has to represent himself for the organization.

A

Representation

25
Q

IMPORTANCE OF MANAGEMENT

A

Management is critical element in the critical growth of the country.
Management is essential in all organized effort, be it business activity or any other activity.
Management is the dynamic, life giving element in every organization.

25
Q

Levels of Management:

A
  1. Lower Level (First line): Foreman and White-Collar Supervisor
  2. Middle Management: Sales Managers, Personnel Managers and other Department Heads.
  3. Top Management: Company President, Executives, Vice President
26
Q

TYPES OF MANAGERIAL SKILLS:

A

Top management - conceptual skills
middle management - human relation skill

supervisory level - technical skills

27
Q

encompass the abilities needed to manage effectively across various levels of an organization.

A

Managerial skills

27
Q

These skills ensure that managers can lead their teams, make informed decisions, and achieve organizational objectives.

A

Managerial skills

27
Q

A person who plans, organizes, directs and controls the allocation of human, financials,material and information resources in pursuit of the organization’s goal.

A

MANAGER

27
Q

is often considered as the ability to influence a group of people toward the achievement of goals.

A

Leadership

27
Q

is the art of influencing and directing people in such a way that obedience, confidence, respect and loyal cooperation in achieving common objectives.

A

Leadership

27
Q

It occurs when one person induces others to work toward predetermined objectives

A

Leadership

27
Q

According to LIFTON

A

leadership is a process that influences other people to achieve an objectives and guides a group in a way to make it more coherent and cohesive.

27
Q

In the words of APJ Abdhul Kalam

A

leadership is an ability to inspire other people with a dream.

27
Q

Types of Leaders

A
  • Institutional Leaders
  • Dominant Leaders
  • Persuasive Leaders
  • Experts
27
Q

type of leader that They are the Head of the school, President of the Country and etc. Their orders are obeyed through the hierarchies of ranks and the decisions are based on the established precedents.

A

Institutional Leaders

27
Q

type of leaders They are like Napoleon, Stalin and etc. They lead the group due to an urge to dominate. They are autocrats and dictators.

A

Dominant Leaders

27
Q

type of leaders They are like Gandhi, Lincoln and etc. They do not dominate and dictate the group but to persuade the members to help them and follow them.

A

Persuasive Leaders

27
Q

type of leaders that They are recognized as the authorities in their respective fields and have a line of followers among the people who are interested in that type of work.

A

Experts

27
Q

refers to the particular way in which a leader guides a group or team to realize its goal.

A

leadership style

27
Q

The term leadership style refers to the particular way in which a leader guides a group or team to realize its goal. They are:

A
  1. Autocratic Leadership
  2. Democratic Leadership
  3. Laissez Faire Leadership
  4. Bureaucratic Leadership
28
Q

The term leadership style refers to the particular way in which a leader guides a group or team to realize its goal. By Lewin in 1938

A
  1. Autocratic Leadership
  2. Democratic Leadership
  3. Laissez Faire Leadership
28
Q

The term leadership style refers to the particular way in which a leader guides a group or team to realize its goal. By Max Weber in 1947

A
  1. Bureaucratic Leadership
28
Q

It is a style of leadership where complete power is centralized in the leader. Such leaders are very dominant and aggressive.
Example: Adolf Hitler and Joseph Stalin

A

Autocratic leadership

28
Q

It is a style of leadership where power is derived from and shared among the group members. are very cooperative and accommodating.

A

Democratic leadership

28
Q

Also called the participative style as it encourage the group members to be part of the decision making

A

Democratic leadership

28
Q

It literally means leave alone to act freely.

A

LAISSEZ-FAIRE LEADERSHIP

28
Q

In this type pf leadership, the leader does not interfere with the freedom of the group members and play only a passive role

A

LAISSEZ-FAIRE LEADERSHIP

29
Q

Gives complete freedom to each group members to take decisions of his own with regard to the role he has to play in the group

A

LAISSEZ-FAIRE LEADERSHIP

29
Q

is one where the leader guides the group by following rules and procedures accurately and consistently.

A

BUREAUCRATIC LEADERHIP

29
Q

The leader makes sure that the standard procedure of the process are followed by the team members.
Example: Managers of the Bank, CEO of the companies.

A

BUREAUCRATIC LEADERHIP

29
Q

QUALITIES OF A GOOD LEADER

A
  1. He should have patience, endurance and greatness of mind.
  2. He must strive to win the complete confidence of the followers.
  3. He should possess physical personality. a commanding
  4. He should intellectual superiority and intellectual honesty.
  5. He has to bridge the gap between talk and action, theory and practice.
29
Q

QUALITIES OF A GOOD LEADER

A
  • POWER
  • SKILL
  • MOTIVATION
  • RSPONSIBILITY
  • TEAMWORK
  • COMMUNICATION
  • COMPETENCE
  • SUPPORT

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