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social psychology Flashcards

1
Q

organizational decisions are based on
programmed decisions
non-programmed decisions

explain

A

programmed means repetitive and routine decisions

non programmed means non-repetitive and complex, require unique or creative solutions,

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2
Q

Explain the rational decision-making model

A

basically the person makes rational intelligent decision to manage the company

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3
Q

explain the bounded rational decision making model

A

like rational but understanding the it is limited by the constraints of the environment and resources.

-you don’t optimize you sufficiasize

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4
Q

organizational process model

A

boundened by the beurocracy of the organization
limited by resources, red tape, and change is small and incremental

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5
Q

Group decisions vs individual which is better.

A

groups —complex and group members have complementary skills,

while individuals task is poorly structured and requires a high degree of creativity

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6
Q

Group decisions are vulnerable to what?

A

groupthink
group polarization

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7
Q

tell me about group think?

A

worse with a strong directive leader
worse with a mind guard

better with devils advocate

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8
Q

group polarization tell me about it.

A

tendency of groups to make more extreme (more risky or more cautious) decisions than individual group members would make alone.

called a risky shift

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9
Q

In organizations, decisions that rely on established rules and procedures are referred to as __________ decisions.

A. nonprogrammed

B. programmed

C. reactive

D. proactive

A

B. programmed

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10
Q

According to Simon’s (1957) bounded rationality model, managers often “satisfice” when making decisions due to:

A. time restrictions and limited information.

B. their tendency to make decisions autocratically.

C. the lack of connection between their decisions and personal outcomes.

D. their tendency to make “middle-of-the-road” decisions.

A

A. time restrictions and limited information.

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11
Q

As described by Janis (1982), the symptoms of groupthink include all of the following except:

A. collective rationalization.

B. an illusion of moral superiority.

C. low group cohesiveness.

D. self-censorship.

A

C. low group cohesiveness.

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12
Q

Explain Hull’s drive reduction theory

A

Well there is a need the need causes unequalibriam. Then you drive or are motivated to bring everything back into equalibream.

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13
Q

Acquired Needs Theory: McClelland’s (1961)
explain.

A

Basically, we acquire needs through our experiences. 3 basic needs

  1. need for power
  2. need for achievement.
  3. need for affiliation.
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14
Q

Maslow’s higher needs, what are they?

A

physiological
safety
social
esteem
self-actualization

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15
Q

Two-Factor Theory: Herzberg’s
well what are the factors.

A

Hygiene factors. Pay, vacation, work conditions
motivational factors. Opportunities

hygiene affects satisfaction but not motivation.

so if hygiene is not there, they are dissatisfied

So if motivational factors are not there, they are not dissatisfied, just not motivated.

job enrichment affects motivation, best on young people and educated people (e.g. high achievers)

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16
Q

Job Characteristics Model: has 5 characteristics. What are they?

A

skill variety
task identity
task significance
autonomy
feedback

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17
Q

in terms of job characteristics tell me how they affect motivation for a
growth-need employee
low growth-need employee

A

growth need employee is more affected by characteristic in terms of positively affected.

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18
Q

what is equity theory in terms of social psychology.

A

motivation to social comparisons

workers compare their own inputs (what they contribute to work) and outcomes (the pay and other reinforcers they receive from work)

to workers doing the same or a similar job.

-

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19
Q

in terms of equity theory
overpaid
underpaid

result

A

overpaid works harder
underpaid works less

underpaid is the worse

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20
Q

Expectancy Theory: social psychology explain

A

job motivation as the result of three factors

Expectancy: effort → performance (E→P)
Instrumentality: performance → outcome (P→O)
Valence: V(R) outcome → reward

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21
Q

Describe goal setting theory social psychology.

A

Performance is most attributed to employees

accepting and committing to the goal

it’s best when goals are a specific and moderate challenge.

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22
Q

What does the research on goal-setting social psychology say?

A

(a) Participation in goal-setting is not necessary for goal commitment except in certain circumstances.

Participation increases commitment when the worker has a high need for achievement or is not likely to accept assigned goals.

(b) When workers participate in setting their own goals, the goals tend to be more difficult than the goals the supervisor would have set alone

(c) Group goals result in better performance than individual goals do when the accomplishment of a task requires a high degree of worker interdependence and, in this situation, group goals alone are likely to be as effective as group goals plus individual goals (Mitchell, Thompson, & George-Falvy, 2000).

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23
Q

Which of the following is NOT one of Maslow’s five basic needs?

A. safety

B. meaningfulness

C. esteem

D. physiological

A

B. meaningfulness

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24
Q

According to Herzberg’s (1966) two-factor theory, if a worker’s job is redesigned so that it provides adequate hygiene (job context) factors, the worker will be:

A. satisfied and motivated.

B. satisfied but not motivated.

C. motivated but dissatisfied.

D. neither satisfied nor motivated.

A

D. neither satisfied nor motivated.

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25
Q

Which of the following best describes the prediction of goal-setting theory about the relationship between a supervisee’s participation in goal setting and his or her commitment to goals?

A. A supervisee’s participation in setting goals is always necessary to ensure his/her commitment to goals.

B. A supervisee’s participation in setting goals is likely to affect his/her commitment to goals only when the supervisor has a task-oriented leadership style.

C. A supervisee’s participation in setting goals is not always necessary for his/her commitment to goals but is important when the supervisee is not likely to accept assigned goals.

D. A supervisee’s participation in setting goals is not necessary for his/her commitment to goals unless the supervisee is low in both self-esteem and need for achievement.

A

C. A supervisee’s participation in setting goals is not always necessary for his/her commitment to goals but is important when the supervisee is not likely to accept assigned goals.

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26
Q

Which of the following theories attributes a worker’s job motivation to the worker’s social comparisons?

A. need hierarchy theory

B. equity theory

C. two-factor theory

D. expectancy theory

A

B. equity theory

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27
Q

Expectancy theory (Vroom, 1964) predicts that worker motivation is affected by three beliefs. One of these is “expectancy,” which refers to the belief that:

A. adequate effort leads to successful performance.

B. adequate performance leads to certain outcomes.

C. job outcomes are desirable.

D. job outcomes are equitable.

A

A. adequate effort leads to successful performance.

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28
Q

What does the research say about job satisfaction?

A

Stable across time, stable across careers.

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29
Q

In terms of job satisfaction, what three factors affect job satisfaction?

A

Self esteem associated with high level of job satisfaction and life satisfaction.

Affective disposition and a positive attitude make better work satisfaction.

genetic predisposition affects job satisfaction.

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30
Q

Organizational Justice and Job Satisfaction
What are the 3 types of organizational justice? Explain.

A

distributive justice-fair to everyone
procedural justice-fair rules
interactional justice-fair communication to peoples

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31
Q

job satisfaction is linked more with
A. job satisfaction and physical health
B. Job satisfaction and mental health

A

B

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32
Q

correlation between job satisfaction and performance

A. .8
B. .2
c. .17 or .3

A

C

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33
Q

Satisfaction and performance are higher when
when what other variables are in play?

A

When pay and other reinforcers are linked to performance. e.g. the better you do, the more money you make.

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34
Q

There are three types of organizational commitment

Affective
continuance
normative

explain

p.s which one is the most important

A

affective how do I feel about this place
continuance, how long am I gonna stay here
normative, loyalty and obligation

p.s. its affective

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35
Q

During the general adaptation syndrome (GAS), the adrenal cortex releases which of the following?

A. cortisol

B. norepinephrine

C. thyroxine

D. glutamate

A

A. cortisol

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36
Q

Which of the following is NOT one of the three main types of organizational commitment?

A. continuance

B. affective

C. normative

D. behavioral

A

D. behavioral

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37
Q

Which of the following is NOT one of the types of organizational justice?

A. distributive

B. normative

C. interactional

D. procedural

A

B. normative

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38
Q

The core symptoms of the Type A behavior pattern include all of the following except:

A. competitiveness.

B. time urgency.

C. hostility.

D. depersonalization.

A

D. depersonalization.

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39
Q

Based on the results of their study of twins separated shortly after birth, Arvey, Bouchard, Segal, and Abraham (1989) concluded that genetic factors explain about _____ of observed variability in job satisfaction scores.

A. 70%

B. 50%

C. 30%

D. 10%

A

C. 30%

40
Q

Kobasa (1982) identified three core characteristics of hardiness. Which of the following is NOT one of these characteristics?

A. commitment to family and work

B. a sense of control over one’s life

C. an inner conviction of self-worth

D. a view of new experiences as a challenge

A

C. an inner conviction of self-worth

41
Q

According to general adaptation syndrome
What are the three stages of stress?

A

Alarm
hyothalamus activation sympathetic release epinephrine, nonepinehphrine.
-stimulates pituatary, adrenal cortex relase cortisol

resistance, continues cortisol

exhaustion, pituitary and adrenal stop producing wiped out.

42
Q

primary sources of stress in one’s life.

A
  1. lack of control
  2. work family conflict
    -men reported slightly greater work-to-family interference, while women reported slightly greater family-to-work interference.
  3. downsizing
    -survivor syndrome.
43
Q

tell me about job burnout
three characteristics

A
  1. exhaustion
  2. depersonalization
  3. cynisicm-sense of inefficiency
44
Q

what are factors that affect burnout

A

workload, control, reward, community, fairness, and values.

45
Q

resistance to stress what makes it better or worse

A

better
1. hardiness, sense of control sense of challenges
2. organization-based self-esteem

worse
1. type A behavior
a. time urgency
b. competitiveness
c. hostility.

hostility associated with heart disease.

46
Q

three characteristics of hardiness

A
  1. commitment to family and work
  2. sense of control over one’s life
  3. a view of experiences as challenges.
47
Q

organization theory
taylor’s scientific management 4 principles ?

A
  1. identify best way to do a job.
  2. worker are selected, trained and matched for the right job.
  3. equal division of labour, everyone is working.
  4. cooperate rather than coerce others.
48
Q

Weber’s bureaucracy explain.

A

interpersonal rational orderly efficient
-merit, organized

49
Q

Mayo’s human relations approach?
hawthorne effect?

A

social factors more affective physical conditions.
-hawthorne effect.
-group norms

-like at the pulpmill

50
Q

Mcgregors theory X/theory y
explain

A

supervisor belief about a worker makes self-fulfilling prophecy.

do I micromange them
or do I support them make conditions good.

51
Q

Katz and Kahn’s Open-System Theory?

A

organizatioms are like open systems.
-desire homeostasis

equifinality- can achieve outcome in many ways

multifinality-achieve outcome good or bad from first initial conditions.

-inputs and outputs.

52
Q

An advocate of which of the following is most likely to recommend that time-and-motion studies be used to identify the most efficient way to perform a job?

A. Taylor’s scientific management

B. McGregor’s Theory Y

C. Katz and Kahn’s open-system theory

D. Herzberg’s two-factor theory

A

A. Taylor’s scientific management

53
Q

According to McGregor (1960), Theory X managers:

A. have a high need for power and a low need for affiliation.

B. match their leadership style to an employee’s career maturity.

C. believe that workers lack ambition and avoid taking responsibility.

D. communicate a positive vision for the future.

A

C. believe that workers lack ambition and avoid taking responsibility.

54
Q

Inputs, throughputs, and outputs are the key elements of:

A. Weber’s bureaucracy,

B. Taylor’s scientific management,

C. Katz and Kahn’s open-system theory.

D. McGregor’s Theory Y.

A

C. Katz and Kahn’s open-system theory.

55
Q

Unfreezing, changing, and refreezing are stages of which of the following?

A. Ludema, Cooperrider, and Barrett’s appreciative inquiry

B. Lewin’s model of planned change

C. Schein’s process consultation

D. Herzberg’s job enrichment

A

B. Lewin’s model of planned change

56
Q

Members of self-managed work teams (SMWTs):

A. use statistical analysis, project management, and problem-solving methods to reduce the defect rate of products.

B. provide management with recommendations for resolving the work-related problems they’ve identified.

C. have total control over their own work, including task assignments and methods, work schedules, employee selection and training, and performance appraisal.

D. identify the unique and best aspects of the organization and then generate ideas about how to build on them.

A

C. have total control over their own work, including task assignments and methods, work schedules, employee selection and training, and performance appraisal.

57
Q

Research by Baltes and colleagues (1999) investigating the outcomes associated with flextime found that it has:

A. the strongest beneficial effect on absenteeism and the weakest beneficial effect on self-rated job performance.

B. the strongest beneficial effect on self-rated job performance and the weakest beneficial effect on job productivity

C. the strongest beneficial effect on job satisfaction and the weakest beneficial effect on job productivity.

D. the strongest beneficial effect on absenteeism and the weakest beneficial effect on job satisfaction.

A

A. the strongest beneficial effect on absenteeism and the weakest beneficial effect on self-rated job performance.

58
Q

lewin’s planned model of organizational change?
three phases think of it as a planned change
what re they?

A

unfreezing, identify problems
changing, put in changes
freezing, solify changes.

59
Q

Cummings and Worley’s (2015) general model of planned change? explain

A

it builds of off Lewin’s model

1.entering and contracting phase,
-gather info, establishing outcomes.

  1. diagnosing phase
  2. planning and implementing phase
  3. evaluating and institutionalizing phase
60
Q

what are some methods that organizations use for organizational development?

A
  1. survey feedback
    a. collect data
    b. provide feedback
    c. develop action plan
  2. process consultation
    get a consultant who does process consultation. does not provide answers but helps them to be more self-aware.
  3. self managed work teams.
    employees who have total responsibility for and control over their own work,
  4. technostructural interventions
    change the technology or the structure
    e.g. compressed work week
    flex time.
61
Q

tell me about compressed work week efficacy

A

positive effect on job satisfaction and a positive but weaker effect on job productivity, but its effects on absenteeism are unclear

62
Q

flextime efficacy

A

reduction of absenteeism and the weakest effect was on self-rated job performance.

63
Q

total quality managment what is it?

A

continuous improvement … [through] continuous and incremental changes to all processes

64
Q

what techniques are used for total quality management?

A

-quality circles
-benchmarking compare your products against others
-six sigma, allows training for workers and management in stuff to make things better.

65
Q

appreciative inquiry what is it from an organization perspective?

A

social constructionism and positive psychology and “involves identifying the unique and best aspects of the organization, followed by generating ideas about how to build on them

discovery, dream, design, deliver.

66
Q

Program logic theory or program logic model for organizational development?

A

inputs
activities
outputs
outcomes

67
Q

Super’s Life-Space, Life-Span Career Theory
has 4 stages what are they?

A
  1. growth 1-14
  2. exploration 15-24
  3. establishment 25-44
  4. maintenance 45-64
  5. disengagement 65+
68
Q

Super’s Life-Space, Life-Span Career Theory
He uses the term self-concept. What does he mean by that?

A

The deal between one’s life choices and life development.

69
Q

Hollands theory of career choice?
what does it mean

A

well people are happies when thy have a high congruency between their personality and their work place

personality is RIASEC
realistic investigative artistic social enterprising conventional

most predictive of job outcomes

best when there is a high level of differentiation between one RIASEC variable and another

70
Q

As defined by Holland (1985), differentiation refers to:

A. the match between a person’s personality and the characteristics of his/her work environment.

B. the degree to which a person’s personality type is clearly defined in terms of the RIASEC types.

C. the distinctiveness of the roles the person adopts at any point during his/her lifespan.

D. the degree to which a person’s vocational identity is consistent with his/her ego identity.

A

B. the degree to which a person’s personality type is clearly defined in terms of the RIASEC types.

71
Q

According to Tiedeman’s career decision-making model, career development involves two major phases. These are:

A. anticipation and implementation.

B. induction and implementation.

C. exploration and commitment.

D. anticipation and maintenance.

A

A. anticipation and implementation.

72
Q

Satisfaction and satisfactoriness are key concepts in which of the following theories?

A. Krumboltz’s social learning theory of career decision-making

B. Super’s self-concept theory of career development

C. Brousseau and Driver’s career concept model

D. Dawis and Lofquist’s theory of work adjustment

A

D. Dawis and Lofquist’s theory of work adjustment

73
Q

According to Donald Super, career development involves five stages that occur over the lifespan. These stages include all of the following except:

A. establishment.

B. exploration.

C. maintenance.

D. anticipation.

A

D. anticipation.

74
Q

Which of the following is NOT one of the six personality/environment types identified by Holland?

A. realistic

B. investigative

C. administrative

D. social

A

C. administrative

75
Q

david and lofquist theory of work adjustment
has two factors, think what makes you adjust to work?

A

satisfaction- how satisfied is the worker with the work

Satisfactoriness-how satisfied is the employer with the employee.

76
Q

Tiedman’s career decision making model has two stages.
anticipation
implementation
explain?

A

anticipation-exploration, getting familar, getting prepared

implementation-doing it.

not linear can shift

77
Q

Krumboltz’s social learning theory?
combines social learning theory
behaviorism
cbt

explain?

A

four factors contribute to success

  1. genetic endowment
  2. environmental conditions could be good or bad
  3. learning experiences
  4. task approach skills, e.g. standards
78
Q

Drivers and brousseau career concept model
explain?

A

4 career path
1. linear
2. expert
3. spiral linear transitions every 10 years
4. transitory, linear, and career change every 2-4 years.

79
Q

what is the correlation between leadership and intelligece

  1. .11
  2. .39
  3. .80
  4. .27
A
  1. .27

also best when leader is directive and low stress

80
Q

Which personality traits are most important for leadership?

A

extraversion and conscientiousness

81
Q

leadership behaviors math the following?

a. initiating structure(e.g. task oriented, goals)
b. considertion(people person, realationships)

  1. subordinate satisfaction and motivation
  2. leader, group, organization performance
A

a—————–2
b—————–1

82
Q

leader gender. to leadership style what do we know?

A

women transformation with contingency rewards
men transactional with hands off approach.

83
Q

in terms of leader power what are the five based of social power?

A

reward power-control over rewards
coercive power-punishment
legitimate power
expert power-I’m the expert
referent power-admired and respected

reward and legit get compliance
coercive gets resistance
expert and referent get commitment.

84
Q

Fidlers contingency style of leadership
High LPD and Low LPC can you remember this?

A

yes I can

85
Q

situational leadership style is build off two main ideas and the idea of job maturity explain?
job maturity
levels of task
relationship orientation.

A

(motivation) and ability to perform the job is job maturity others are self explanatory.

86
Q

for situational leadership math, the type of leader to type of employee?

A
  1. telling leader low-relationship, high task
  2. selling leader -high relationship, high task
  3. participating leader-high relationship, low task
  4. delegating leader -low relationship, low task

a. low willingness, low ability
b. high willingness, low ability.
c. low willingness, high ability
d. high willingness, high ability

87
Q

vroom-yetton-jago contingency model uses a matrix, whats that about?

A

its a situational decision tree matrix to make the best decision dependent on circumstances.

88
Q

path goal theory very similar to situaitonal explain?
directive
achievement oriented
supportive
participative.

A

supportive is better when task are boring
directive is best when task are hard and tricky

89
Q

leader member exchange theory is build off of the idea of in group and out group members
explain?

A

In-group members receive more attention and support from the leader, participate in decision-making, and are given interesting and challenging tasks, while out-group members have a more formal relationship with the leader and are given direct orders and less interesting, routine tasks.

90
Q

transformation vs transactional leadership explain?

A

Transformational leadership has four characteristics
(a) Idealized influence refers to the leader’s charisma and ability to act as a positive role model.
(b) Inspirational motivation is the leader’s ability to create and communicate a vision
(c) Intellectual stimulation is the leader’s ability to stimulate creativity and critical thinking.
(d) Individualized consideration refers to the leader’s ability to foster each employee’s growth by providing personal attention, support, and encouragement.

transactional micromanage is active
non micro is passive

91
Q

According to Fiedler’s (1967) contingency theory, a high LPC leader is most effective in:

A. moderately favorable situations.

B. very unfavorable situations.

C. very favorable situations.

D. very unfavorable and very favorable situations.

A

A. moderately favorable situations.

92
Q

An advocate of Hersey and Blanchard’s (1988) situational leadership model is most likely to agree that the best leadership style depends on the:

A. favorableness of the situation.

B. nature of the leader-employee relationship.

C. employee’s job maturity.

D. congruence between the employee’s and the organization’s goals.

A

C. employee’s job maturity.

93
Q

House’s (1971) path-goal theory predicts that the best leadership style is determined by which of the following?

A. the favorableness of the situation.

B. the nature of the leader-employee relationship.

C. the employee’s level of job maturity.

D. certain characteristics of the employee and the task.

A

D. certain characteristics of the employee and the task.

94
Q

Research conducted in the 1950s at Ohio State University found that leader behaviors can be categorized in terms of which of the following dimensions?

A. initiating structure and consideration

B. autocratic and democratic

C. transformational and transactional

D. emotion-focused and problem-focused

A

A. initiating structure and consideration

95
Q

Which of the following is NOT one of the bases of social power identified by French and Raven (1959)?

A. legitimate

B. referent

C. intuitive

D. expert

A

C. intuitive

96
Q

Research conducted in the 1950s at Ohio State University investigated the __________ of leaders.

A. behaviors

B. attitudes

C. needs

D. salaries

A

A. behaviors

97
Q
A

psychopathology (9 decks)

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