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Organizational behavior > Terms to know > Flashcards

Terms to know Flashcards

1
Q

Personality

A

Sum of ways in which an individual reacts to and interacts with others

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2
Q

Independent variable

A

Only outgoing arrows (not influence by other things in the model)

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3
Q

Mediating variable

A

Position inbetween two other variables (intermediates)

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4
Q

Moderating variable

A

Only has an effect on the strength of the relationship of two variables

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5
Q

Attitude

A

Evaluative statements or judgements concerning objects, people, events etc. They reflect how we feel about soething

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6
Q

Cognition

A

What do you see, hear, perceive, know

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7
Q

Affect

A

How do you feel about something

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8
Q

Behavior

A

How do you intend to act

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9
Q

Intrinsic motivation

A

Motivation given by job satisfaction and enjoing the work

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10
Q

Extrinsic motivation

A

Motivation provided by things such as Money (external things)

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11
Q

Distributive organizational justice

A

who gets what

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12
Q

Procedural organizational justice

A

How does distribution of resources come about

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13
Q

Job rotation

A

Doing the same thing at different places reduces boredome and increases skill variety

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14
Q

Job enrichment

A

More responsibillity enhances meaningful work

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15
Q

Emotion

A

Cause: specific event, intense but lasts briefly

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16
Q

Mood

A

Cause: unknown, less intense but therefore more persistent

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17
Q

Dark triad

A

Constellation of negaive personality traits consisting of Machiavellianism, narcissism and psychopathy

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18
Q

Machiavellianism

A

The degree to which an individual is pragmatic, maintains emotional distance and believes that ends can justify the means

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19
Q

Proactive personality

A

People who identify opportunities, show initiative, take action and persevere until meaningful change occurs

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20
Q

Situational strength theory

A

A theory indication the way that personality translates into behavior depends on the strength of the situation

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21
Q

Trait activation theory

A

A theory that predicts that some situations, events, or interventions “activate” a trait more than others

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22
Q

Values

A

Basic convictions that specific mode of conduct or end state of existence is personally or socially preferable to an opposite or converse mode of conduct or end state of existence

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23
Q

Value system

A

A hierarchy based on a ranking of an individuals values in terms of their intensity

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24
Q

Terminal values

A

Desirable end states of existence; the goals a person would like to achieve during his or her lifetime

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25
Q

Instrumental values

A

Preferable modes of behavior or means of achieving ones terminal values

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26
Q

Personality job fit theory

A

A theory that identifies six personality types and proposes that the fit between personality type and occupation environment determines satisfaction and turnover

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27
Q

Person organization fit

A

A theory that perople are attracted to and selected by organizations that match their values and leave when there is not compatibility

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28
Q

Power distance

A

A national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed equally

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29
Q

Formal group

A

A designated work group defined by an organizations structure

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30
Q

Social identity theory

A

A perspective that considers when and why individuals consider themselves members of a group

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31
Q

Ingroup favoritism

A

Perspective in which we see members of our ingroup as better than other people and people in our group as the same

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32
Q

Outgroup

A

The inverse of an ingroup; and outgroup can mean anyone outside the group, but more usually it is an identified other group

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33
Q

Punctuated equilibrium model

A

A set of phrases that temporary groups go through that involves transitions between inertia and activity. The halfway mark is a wakeup call to all groups independent of howm uch they have already worked

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34
Q

Psychological contract

A

An unwritten agreement that sets out what management expects from an employee and vice versa

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35
Q

Interrole conflict

A

A situation in which the expectations of an individuals different, separate groups are in opposition

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36
Q

Norms

A

Acceptable standards of behavior within a group that are shared by the groups members

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37
Q

Reference groups

A

Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform

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38
Q

Status characteristics theory

A

A theory that states that differences in status characteristics create status hierarchies within groups

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39
Q

What determines status

A
  1. the power a person wields over others
  2. A persons ability to contribute to a groups goals
  3. an individuals personal characteristics
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40
Q

social loafing

A

The tendency for individuals to expend less effort when working collectively than when working individually

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41
Q

Groupthink

A

A phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action (members are under pressure to modify or suppress their true feelings or beliefs, because they don’t want to be a disruptive force, even when that may be better in the situation)

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42
Q

Groupshift

A

the way groupmembers tend to exaggerate theier initial positions when discussing a given set of alternatives to arrive at a solution

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43
Q

Nominal group technique

A

A group decision making method:

  1. Before a discussion everyone independently writes down ideas
  2. After this silent period you present one idea to the group (no discussion)
  3. The group discusses the ideas for clarity and evaluates them
  4. Each group member silently and independently rank-orders the ideas
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44
Q

Work team

A

A group whose individual efforts result in performance that is greater than the sum of the individual inputs

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45
Q

Self-managed work teams

A

Groups of 10-15 people who take on responsibilities of their former supervisors

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46
Q

Cross-functional teams

A

teams of different work areas working together to finish a task

47
Q

Multiteam system

A

: A collection of two or more interdependent teams that share a superordinate goal; a team of teams (Car crash  ambulance called  firedepartment –> backup  medical treatment at hospital… )

48
Q

Team efficacy

A

Team believes they can do the task assigned to them

49
Q

trait theory of leadership

A

Theories that consider personal qualities and characteristics that differentiate leaders from non leaders

50
Q

Initiating structure

A

The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for a goal

51
Q

Fiedler ontigency model

A

The theory that effective groups depend on a proper match between a leaders style of interacting with subordinates and the degree to which the situation gives control and influence to the leader

52
Q

Situational leadership theory

A

A contingency theory that focuses on followers readiness

53
Q

Path goal theoryy

A

A theory that states that it is the leaders job to assist followers in attaining their goals and provide the necessary direction and or support to ensure that their goals are compatible with the overall objectives of the group and organization

54
Q

Leader participation model

A

A leadership theory that provides a set of rules to determine the form and amount of participation decision making in different situation

55
Q

Leader member exchange theory (LMX)

A

A theory that supports leaders creation of ingroups and outgroups: subordinates with ingroup status wil likely have higher performance ratings, less turnover, and greater job satisfaction

56
Q

Charismatic leadership theory

A

A leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behavior

57
Q

Transactional leaders

A

Leaders who guide or motivate their followers in the direction established goals by clarifying role and task requirements

58
Q

Transformational leaders

A

Leaders who inspire followers to trancend their own slef interests and who are capable of having a profound and extraordinary effect on followers

59
Q

Full range leadership model

A

A model that depicts seven management styles on a continuum laissanz-faire, management by exeption, contingent reward leadership, individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence

60
Q

Socialized charismatic leadership

A

A leadership concept that states that leaders convey values that are other centered versus self centered and who role model ethical conduct

61
Q

Attribution theory of leadership

A

A leadership theory that says that leadership is merely an attribution that people make about other individuals

62
Q

hofstedes dimensions

A

5 Differences in national culture and therefore values:

Power distance (inequality of power and wealth)

Individualis/collectivism (Act as inndividual rather as member of a group)

Masculinity/Femininity (Separate or same roles for men and women)

Uncertainty avoidance (acceptance or avoidance of ambiguity)

Long term / short term orientation

63
Q

What influences job satisfaction

A

Personality (people who bleieve in their inner worth), Pay, and Corporate Social Responsibility (an organizatinos self regulated actions to benefit society)

64
Q

Exit-voice-loyalty-neglect framework

A

Exit: Directs behaviour toward leaving the organization
Voice: Actively and constructively attempting to improve conditions
Loyalty: Waiting for things to get better
Neglect: Allowing conditions to get worse

65
Q

Individualistic (countries)

A

Independent and desire personal goals and personal control

66
Q

Collectivistic (countries)

A

Those in which people see themselves as interdependent and seek community and group goals

67
Q

emotional labour

A

Situation in which an employee expresses organizational desired emotions during interpersonal transaction work

68
Q

Affective events theory

A

Employees react emotionally to things that happen to them at work, and this reaction influences their job performance and satisfaciton

69
Q

Emotional regulation

A

To identify and modify the emotions you feel.

–> Downside: Takes effort and is exhausing

70
Q

Myer-Briggs Type indivactor

A

Personality test that taps 4 characteristics and classifies people into 1 of 16 personality types

  1. Extraverted vs intro
  2. Sensing vs intuitive
  3. Thinking vs feeling
  4. Judging vs perceiving
71
Q

The big five personality model

A

Conscientiousness: A persoanality dimension that describes someone who is responsible and dependable

Emotional stability: A personality dimension that characterized someone as calf, self confident and secure

Extraversion: A personality dimension describing someone who is sociable, gregarious and assertive

Openness to experience: A personality dimension that characterizes someone in terms of imagination, sensitivity and curiosity

Agreeableness: A personality dimension that describes someone who is good natured, cooperative, and trusting

72
Q

Core-self-evaluation

A

Bottom line conclusions individuals have about their capabilities, competence and worth as a person

73
Q

Self-monitoring

A

Personality trait that measures an individuals ability to adjust his or her behavior to external situational factors

74
Q

Proactive personality

A

People who identify opportunities, show initiative, take action and persevere until meaningful change occurs

75
Q

Situation strength theory

A

A theory indicating that the way personality transaltes into behavior depends on the strength of the situaiton. By situation strength the degree to which norms, cues or standards dictate appropriate behavior is meant. Researchers have analyzed situation strength in organizatinos in terms of (Clarity, consistency, constraints, consequences)

76
Q

Personality job fit theory def

A

Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover

77
Q

perception

A

Is a process by which we organize and interpret sensory impressions in order to give meaning to their environment

78
Q

Attribution theory

A

Tries to explain the way we judge people differently and is influenced by (distinctiveness, consensus and consistency)

79
Q

rational decision making model

A

Assumes complete information ( Chooses highest utility)

80
Q

Three-stage model of creativity

A

Three stages:

1. Causes (creative potential and creative environment), creative behaviour, and creative outcomes (innovation)

81
Q

Survace vs deep level diversity

A

Ex. Ethnicity vs values, Character & interests

82
Q

Theory: Hierarchy of needs

A
  1. Physiological (hunger, thirst, shelter etc.
  2. Safety security: Security and protetion from physical and emotional harm
  3. Social belngingness: Affecion, belongingness, acceptance and friendship
  4. Esteem: Internal factors such as self-respect, autonomy, and achievement and external factors such as status, recognition and attention
  5. self- actualization: Drive to become what we are capable of becoming; includes growth/achieving out potential
83
Q

Theory of needs

A

Theory that achievement, power and affiliation are three important needs that help explain motivation

  1. Need for achievement is the drive to exel, to achieve in relationship to a set of standards
  2. Need for power is the need to make others behave in a way they would never have otherwise
  3. Need for affiliation is the desire for friendly and close interpersonal relationships
84
Q

Self-determination-theory

A

A theory of motivation that is concerned with the beneficial efffects of intrinsic motivation and the harmful effects of extrinsic motivation

85
Q

Cognitive evaluation theory

A

A version of self determination theory in which allocating extrinsic rewards for behaviour that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling

86
Q

Self concordance

A

The degree to which peoples reasons for pursuing goals are consistent with their interests and core values

87
Q

Goal setting theory

A

A theory that states that specific and difficult goals, with feedback, lead to higher performance

Influenced by three factors:

  1. Goal commmitment
  2. Tast characteristics
  3. National culture
88
Q

Self-efficacy theory (self cognitive theory or social learning theory)

A

Refers to an individuals belief that he or she is capable of performing a task.
Increased through 4 things

  1. Enactie mastery (gaining relevant job experience)
  2. Vicarious modelling (Becoming more confident because you see someone else doing the task
  3. Verbal persuasion (We become more confident when someone convinces us we have the skills necessary to become successfull)
  4. Arousal (Leads to an energized state so we get “psyched up”)
89
Q

Equity theory

A

Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities

90
Q

Expectancy theory:

A

Argues that the strength of our tendency to act a certain way depends on the strength of our expectation of a given outcome and its attractiveness. The theory focuses on relationships

91
Q

Job characteristics model

A

Describes jobs in terms of five core job dimensions

  1. Skill variety (the degree to which a job requires different activities using specialized skills and talents)
  2. Task identity (the degree to which a job affects the lives or work of other people)
  3. Task significance (the degree to which a job provides the worker freedom, independence, and discretion in scheduling work and determining the procedures for carrying it out
  4. Feedback (The degree to which carrying out work activites generates direct and clear information about your own performance)
92
Q

Motivating potential scores

A

Skill variety + Task identity + Task significance / 3 x Autonomy x feedback

93
Q

Participative management

A

A process in which subordinates share a significant degree of decision making power with their immediate superiors.

94
Q

Representative participation

A

A system in which workers participate in organizatinoal decision making through a small group of representative employees.

95
Q

flexible benefits

A

Individualize rewards by allowing each employee to choose the compensation package that best satisfies his or her current needs and situation

96
Q

Punctuated equilibrium model

A

A set of phases that temporary groups go through that involves transitions between inertia and activity

  1. The first meeting sets the groups direction
  2. The first phase of group activity is one of inertia and thus makes slower progress
  3. A transition takes place exactly when the group has used up half its allotted time
  4. This transition initiates major changes
  5. A second phase of inertia follower the transition
  6. The groups last meeting is characterized by markedly accelerated activity
97
Q

role

A

A set of expected behavior patterns attributed to someone occupying a given position in a social unit

98
Q

status

A

A socially defined position or rank given to groups or group members by others

99
Q

Status characteristics theory

A

A theory that states that differences in status characteristics create status hierarchies within groups (derive from three sources)

  1. The power a person wields over others
  2. A persons abilit to contribute to a groups goals
  3. An individuals personal characteristics
100
Q

cohesiveness

A

the degree to which members are attracted to each other and motiv

101
Q

Four factors most significantly related to team performance

A

Adequate resources, Leadership and structure, A climate of trust, and a performance evaluation and reward system that reflects team contributions

102
Q

Initiating structure

A

The extent to which a leader is likely to define and structure his or her role in those of eployees in the search for goal attainment

103
Q

Consideration

A

The extent to which a persons job relationships are characterized by mutual trust, respect for employees ideas, and regard for their feelings

104
Q

Fiedler contingency model

A

Proposes that group performance depends on the proper match between the leaders style and the degree to which the situation gives the leader control

105
Q

Leader-member relations

A

The degree of confidence, trust, and respect members have in their leader

106
Q

Tast structure

A

the degree to which the job assignments are procedurized

107
Q

Situational leadership theory

A

Focus on followers

-Successful leadership depends on selecting the right leadership style contingent on the followers readiness, the extent to which followers are willing and able to accomplish a specific task

108
Q

Path goal theory

A

A theory that states that it is the leaders job to assist followers in attaining their goals and provide the necessary direction and/or support to ensure that their g oals are compatible with the overall objectives of the group or oganization

109
Q

Leader-member exchange theory

A

Theory that supports leaders creation of ingroups and outgroups; subordinates with ingroup status will likely have higher performane ratings, less turnover and greater job satisfaction

110
Q

Charismatic leadership theory

A

Leadershipt theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.

111
Q

Transactional leaders

A

Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements (leaders who inspire followers to transcent their own self interests

112
Q

Authentic leadership

A

Focuses on the moral aspect of being a leader

113
Q

Attrubition theory of leadership

A

Says that leadership is merely an attribution that people make about other individuals

Organizational behavior (1 decks)

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