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Organizational Behavior > Quiz 1 Review > Flashcards

Quiz 1 Review Flashcards

1
Q

Organizational Behavior

A

The study of human behavior in organized settings, the interface between human behavior and the organization, and the organization itself

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2
Q

Realistic Job Preview

A

Gives a candidate a picture of both positive and negative features of the job and the organization before they are hired

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3
Q

Main Individual Differences

A

IQ and Personality

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4
Q

Individual Differences

A

personal attributes that vary from one person to another (psychological, physical, and emotional)

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5
Q

Types of Fit (table)

A

6

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6
Q

Supplementary Fit

A

Identical fit (everyone is the same and we hire another person who is the same)

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7
Q

Complementary Fit

A

10% different (everyone is the same and we hire someone slightly different)

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8
Q

Person-Job Fit

A

The degree to which a person’s skills, knowledge, abilities, and other characteristics match the job demands

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9
Q

Person-Group Fit

A

The extent to which an individual fits with the workgroup’s and supervisor’s work styles, skills, and goals

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10
Q

Person-Organization Fit

A

The degree to which a person’s values, personality, goals, and other characteristics match those of the organization

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11
Q

IQ

A

The capability to rapidly and fluidly acquire, process, and apply information

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12
Q

Subsets of IQ

A

linguistic, logical, musical, bodily, spatial, interpersonal, intrapersonal

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13
Q

Big Five

A

OCEAN

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14
Q

Openness to Experience

A

The tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks, change as a result of new information

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15
Q

Conscientiousness

A

The tendency to be careful, scrupulous, and perseversing

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16
Q

Extraversion

A

The tendency to experience positive emotions and moods and to feel good about oneself and the rest of the world

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17
Q

Agreeableness

A

The tendency to get along well with other people

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18
Q

Neuroticism

A

The tendency to experience negative emotions and moods, such as anger, anxiety, depression, distress, vulnerability, and tendency to be critical of oneself and others (emotional stability)

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19
Q

Narcissism

A

The degree of sense of self-importance and arrogance

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20
Q

Conflicting Needs of Narcissism

A

Need for acclaim and need to dominate

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21
Q

Internal Locus of Control

A

The tendency to locate responsibility for one’s own fate within itself

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22
Q

External Locus of Control

A

The tendency to locate responsibility for one’s own fate in outside forces and to believe one’s own behavior has little impact on outcomes

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23
Q

Self-Esteem

A

The degree to which individuals feel good about themselves and their capabilities

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24
Q

Self-Efficacy

A

The degree to which individuals are confident in their ability to organize and execute the courses of action necessary to accomplish tasks

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25
Q

Authoritarianism

A

The belief that power and status differences are appropriate within hierarchical social systems such as organizations

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26
Q

Machiavellianism

A

Behavior directed at gaining power and controlling the behavior of others

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27
Q

Tolerance for Risk (Risk Propensity)

A

The degree to which a person is willing to take chances and make risky decisions

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28
Q

Tolerance for Ambiguity

A

The tendency to view ambiguous situations as either threatening or desirable

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29
Q

Deep-Level Diversity

A

Members come from a variety of functional backgrounds and have a wide variety of work experiences

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30
Q

Surface-Level Diversity

A

Observable differences in people, including race, rage, ethnicity, physical abilities, physical characteristics, and gender

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31
Q

Separation Diversity

A

Differences in position or opinion among group members reflecting disagreement or opposition

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32
Q

Variety Diversity

A

Differences in a certain type or category, including group members’ expertise, knowledge, or functional background

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33
Q

Disparity Diversity

A

Differences in the concentration of valuable social assets or resources (ex. rank, pay, decision-making authority, status)

34
Q

Reverse Mentoring

A

Younger and newly hired employees mentor senior executives, often on latest developments with digital technologies

35
Q

Top management support for diversity and for diversity initiatives

A

The most important element in effectively leveraging the positive potential of diversity

36
Q

New employment relationships, diversity, globalization, technology, and ethics of corporate governance

A

The five central environmental forces for change faced by today’s organizations

37
Q

Attitude

A

A person’s complexes of beliefs and feelings about specific ideas, situations, and other people

38
Q

Job Satisfaction

A

The extent to which a person is gratified or fulfilled by his or her work

39
Q

Organizational Commitment

A

A person’s identification with and attachment to an organization

40
Q

Employee Engagement

A

A heightened emotional and intellectual connection to the job that induced an employee to apply discretionary effort to the work

41
Q

Causes of Job Satisfaction

A

Compensation and benefits, relationships and communication, work-life balance, job design, career development and recognition, economic and professional stability, work environment and culture

42
Q

Types of Organizational Commitment

A

Affective, Normative, Continuance

43
Q

Cognitive Component of Attitude

A

The opinion or belief segment of an attitude

44
Q

Affective Component of Attitude

A

The emotional or feeling segment of an attitude

45
Q

Moods

A

Feelings or state of mind that are less intense than emotions and are not directed at anything in particular

46
Q

Emotions

A

Intense feelings that are directed at someone or something, usually linked to a specific cause

47
Q

Behavioral Component of Attitude

A

An intention to behave in a certain way toward someone or something

48
Q

Cognitive Dissonance

A

The anxiety a person experiences when their behavior contradicts their attitudes or when they simultaneously hold two contradictory attitudes

49
Q

Counterproductive Work Behavior

A

Actions that actively damage. the organization, including stealing, behaving aggressively toward coworkers, and being late or absent

50
Q

Organizational Citizenship Behavior

A

Going beyond normal expectations to improve operations of the organization, as well as defending the organization and being loyal to it

51
Q

Emotional Labor

A

An employee’s expression of organizationally desired emotions during interpersonal transactions at work

52
Q

Surface Acting

A

Changing your face, but not your emotions

53
Q

Deep Acting

A

Changing your emotions

54
Q

Emotional Intelligence

A

One’s ability to understand and manage one’s own moods and emotions and the moods and emotions of others

55
Q

Emotional Regulation

A

Identify and modify the emotions you feel, necessary to stay employed

56
Q

Extrinsic Motivation

A

Comes from outside the individual (ex. rewards and punishments)

57
Q

Intrinsic Motivation

A

Comes from inside the individual (ex. interest and enjoyment)

58
Q

Needs Theories

A

Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs (Achievement, Affiliation, Power)

59
Q

Plato’s 3 Types of People

A

truth-lover (wisdom), honor-lover (courage), and profit-lover (moderation)

60
Q

Equity Theory

A

the motivation to maintain a current situation

61
Q

Expectancy Theory

A

people perceive that if they try hard, they can perform at a high level

62
Q

Instrumentality

A

People perceive that high performance leads to the receipts of certain outcomes

63
Q

Valance

A

People desire the outcomes that result from high performance

64
Q

Goal Setting Theory

A

Specific, measurable, ambitious, realistic, time-bound (SMART)

65
Q

Positive Reinforcement

A

A reward or other desirable consequence that a person receives after exhibiting a behavior

66
Q

Negative Reinforcement

A

The opportunity to avoid or escape from an unpleasant circumstance after exhibiting behavior

67
Q

Extinction

A

Decrease the frequency of behavior by estimating a reward or desired consequence that follows that behavior

68
Q

Punishment

A

An unpleasant or aversive consequence that result from behavior

69
Q

Social Learning Theory

A

When people observe the behavior of others, recognize the consequences, and alter their own behavior as a result

70
Q

Learning is enforced by…

A

Self-efficacy and self-reinforcement

71
Q

Enactive Mastery

A

Gaining experience with the task or job

72
Q

Vicarious Modeling

A

Becoming more confident because you see someone else doing the task

73
Q

Variable Work Schedule

A

compressed work schedule

74
Q

flexible work schedule

A

employees gain more control over hours worked daily

75
Q

flexible work schedule advantages

A

reduces absenteeism, reduces overtimes, increases autonomy, increases productivity

76
Q

flexible work schedule disadvantages

A

not applicable to all jobs or every worker

77
Q

job sharing

A

two or more part-time employees sharing one full-time schedule

78
Q

job sharing advantages

A

increases flexibility, increases motivation and satisfaction

79
Q

job sharing disadvantages

A

difficult to find compatible partners

80
Q

telecommuting

A

employees spend all or part of their time working off-site

81
Q

telecommuting advantages

A

reduced office space costs, improves morale, less turnover, higher productivity, larger labor pools

82
Q

telecommuting disadvantages

A

less supervision of employees, don’t receive recognition, difficult to coordinate teamwork, difficult to evaluate performance

Organizational Behavior (3 decks)

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