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Organizational Behavior > Test 1 > Flashcards

Test 1 Flashcards

1
Q

A field of study that investigates the impact of individuals,groups, and structure on behaviour within organizations;its purpose is to apply such knowledge toward improvingan organization’s effectiveness.

A

organizational behaviour

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2
Q

The basing of managerial decisions on the best available scientific evidence.

A

evidence-based management

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3
Q

Looking at relationships,attempting to attribute causes and effects, and drawingconclusions based on scientific evidence.

A

systematic study

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4
Q

An instinctive feeling not necessarilysupported by research. Also called “gut feelings”

A

intuition

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5
Q

The mix of people in organizations interms of gender, race, ethnicity, ability, sexual orientation, age, anddemographic characteristics such as education and socio-economicstatus.

A

workforce diversity

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6
Q

An area of OB research that concerns how organizations develophuman strengths, foster vitality and resilience, and unlock potential.

A

positive organizational scholarship

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7
Q

the study of moral values or principles that guideour behaviour and inform us whether actions are right orwrong. Help us “do the right thing”

A

Ethics

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8
Q

are variables such as personality, group structure,and organizational culture that lead to processes

A

Inputs

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9
Q

are actions that individuals, groups, and organizations engage in as a result of inputs and that lead to certain outcomes.

A

Processes

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10
Q

are key factors that are affected by some other variables.

A

Outcomes

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11
Q

The process by which individuals organize and interpret their impressions to give meaning to their environment.

A

perception

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12
Q

The theory that when we observe what seems like a typical behaviour by an individual, we attempt to determinewhether it is internally or externally caused.

A

Attribution Theory

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13
Q

A behavioural rule that considers whether an individual acts similarly across a variety ofsituations.

A

Distinctiveness

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14
Q

A behavioural rule that considers whether everyonefaced with a similar situation responds in the sameway.

A

Consensus

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15
Q

A behavioural rule that considers whether the individual has been acting in the same way overtime.

A

Consistency

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16
Q

The tendency to underestimate the influence ofexternal factors and overestimate the influence of internal factors when making judgments about the behaviour of others.

A

Fundamental Attribution Error

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17
Q

The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors.

A

Self-Serving Bias

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18
Q

People’s selective interpretation of what they see based on theirinterests, background, experience, and attitudes.

A

Selective Perception

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19
Q

Drawing a general impression of an individual on the basis of a single characteristic.

A

Halo Effect

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20
Q

The concept that our reaction to one person is often influencedby other people we have recently encountered.

A

Contrast Effects

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21
Q

Judging someone on the basis of one’s perception of the group to which that person belongs.

A

Stereotyping

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22
Q

A concept that proposes people will behave in ways consistent with how they are perceived by others.

A

Self-fulfilling Prophecy

23
Q

is the sum total of ways in which an individual reacts to and interacts with others.

A

Personality

24
Q

are enduring characteristics that describe an individual’s behaviour.

A

Personality traits

25
Q

is a personality test thattaps four characteristics and classifies people into 1 of 16 personality types.

A

Myers-Briggs Type Indicator (MBT I)

26
Q

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

A

Machiavellianism

27
Q

is the tendency to be arrogant, have a grandiosesense of self-importance, require excessive admiration, andhave a sense of entitlement

A

Narcissism

28
Q

is the tendency for a lack of concern for othersand a lack of guilt or remorse when one’s actions cause harm.

A

Psychopathy

29
Q

is a broad range of feelings that people experience.

A

Affect

30
Q

are intense feelings that are directed atsomeone or something.

A

Emotions

31
Q

are feelings that tend to be less intense thanemotions and that lack a contextual stimulus.

A

Moods

32
Q

is the ability to detect and to manage emotional cues and information refers to an individual’s ability

A

Emotional Intelligence

33
Q

are basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct orend-state of existence

A

Values

34
Q

is a hierarchy based on a ranking of an individual’s values in terms of their intensity.

A

Value system

35
Q

are related to moral judgments about right and wrong.

A

Ethical values

36
Q

are positive or negative feelings concerning objects, people, or events.

A

Attitudes

37
Q

is a positive feeling about a job resultingfrom an evaluation of its characteristics.

A

Job satisfaction

38
Q

is the degree to which anemployee identifies with a particular organization and its goals, and wishes to maintain membership in the organization.

A

Organizational commitment

39
Q

is the degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth.

A

Job involvement

40
Q

is employees’ belief in thedegree to which they affect their work environment, their competence, the meaningfulness of their job, and their perceived autonomy.

A

Psychological empowerment

41
Q

is the degree to whichemployees believe an organization values theircontributions and cares about their well-being.

A

Perceived organizational support

42
Q

is involvement with, satisfaction with, and enthusiasm for the work individuals do.

A

Employee engagement

43
Q

is differences in easily perceivedcharacteristics, such as gender, race, ethnicity, age,gender, or disability.

A

Surface-level diversity

44
Q

is differences in values, personality,and work preferences that become progressively more important for determining similarity as people get to knowone another better.

A

Deep-level diversity

45
Q

is the ability to understand someone’sunfamiliar and ambiguous gestures in the same way aswould people from his or her culture.

A

Cultural Intelligence

46
Q

is the force that helps you achieve your goal.It’s the drive that pushes you to work hard. It is theenergy that gives you the strength to get up and keepgoing – even when things are not going your way.

A

Motivation

47
Q

is the assumption that employees dislike work,will attempt to avoid it, and must be coerced, controlled, orthreatened with punishment to achieve goals.

A

Theory X

48
Q

is the assumption that employees like work, arecreative, seek responsibility, and will exercise self-directionand self-control if they are committed to the objectives.

A

Theory Y

49
Q

are a person’s internal desire to dosomething due to such things as interest, challenge, andpersonal satisfaction.

A

Intrinsic motivators

50
Q

are motivation that comes fromoutside the person and includes such things as pay,bonuses, and other tangible rewards.

A

Extrinsic motivators

51
Q

is a theory that relates intrinsic factorsto job satisfaction and associates extrinsic factors withdissatisfaction.

A

Two-factor theory

52
Q

Specific and difficult goals, with feedback, lead to higherperformance.

Challenging goals increase performance relative to easilyattainable goals

A

Goal-setting theory

53
Q

is individuals’ beliefs in their ability toperform a task influence their behaviour.

A

Self-efficacy theory

54
Q

is a theory that says that behaviouris a function of its consequences.

A

Reinforcement theory

Organizational Behavior (1 decks)

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