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Org. Behavior > Test #1 > Flashcards

Test #1 Flashcards

1
Q

What is Organizational Behavior & What Disciplines comprise it?

A

A field of study that investigates the impact of individuals, groups and structures have on behavior within organizations. The human side of mgmt.

  • Psychology
  • Sociology
  • Anthropology
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2
Q

Psychology

A

the study of the mind and behavior

Attitudes, Personality, motivation, decision making, inter group behavior, conflict

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3
Q

Sociology

A

study of social life, social change, and the social causes and consequences of human behavior
(Inter group behavior, conflict, organizational structure, organizational change)

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4
Q

Anthropology

A

The study of humans, past and present, with a focus on understanding the human conditions culturally (Organizational culture, power)

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5
Q

Different kinds of research methods

A
  • Theory
  • model
  • Variable
  • Experiment
  • Survey
  • Observation
  • Case Study
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6
Q

Different Kinds of Variables

A
  • Independent Variable
  • Mediating Variable
  • Dependent Variable
  • Moderating Variable
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7
Q

Independent Variable

A 
(Input/Cause) factors that exist in advance of employment relationships.
o	Exist within the individual
o	Assigned immediately 
o	Already in organization
o	Lead to processes
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8
Q

Mediating Variable

A

(Process) explains the mechanism that underlies the relationship b/t IV and DV
o Thoughts, feeling, and behaviors that individuals, groups, and organizations engage in as a result of IV
o Leads to a certain outcome (DV)
o Answers the question “WHY?”

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9
Q

Dependent Variable

A

(Outcomes) key variables that you want to explain or predict.
o Variables that are affected by some other variables
o What are you interested in explaining or accounting for in the first place?

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10
Q

Moderating variables

A

situational factors that moderate the relationship b/t independent and dependent variables. (contingency variables)
o These variables make the main relationship b/t 2 variable change
o The relationship may hold for one condition, but not for another

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11
Q

What factors determine job satisfaction

A

Pay, Personality, Social support (supervisor, coworker), the work itself, autonomy, working conditions, stress, task significance, promotional opportunity, skill identity, skill variety, workload, feedback

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12
Q

Different theories that explain the link between attitudes and behavior

A
  • Cognitive Dissonance

- Self-Perception Theory

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13
Q

Cognitive Dissonance

A

any incompatibility b/t two or more attitudes or between behavior and attitudes
o CD Theory – when there is an inconsistency b/t attitudes and/or behavior, it causes discomfort
o Can be reduced by: changing your attitudes or behavior, belittling the importance of the inconsistent attitude or behavior, finding consonant elements that outweigh dissonant ones.

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14
Q

Self-Perception Theory

A

people come to know their own attitudes by looking at their behavior and the context in which it occurred and inferring what their attitudes must be
o Looking “outward” rather than “inward”

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15
Q

The nature of the relationship between personality and behavior

A
  • Personality doesn’t always predict behavior
    -Is personality or situation most important in determining a person’s behavior?
    o Interactionist Approach – OB is a function of both situations and dispositions. To predict and understand OB, we need to know something about an individual’s personality and the work setting
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16
Q

Different personality characteristics

A
  • Conscientiousness – dependable, organized, reliable, ambitious, hardworking, persevering
  • Agreeableness – kind, cooperative, sympathetic, helpful, courteous, warm
  • Neuroticism – nervous, moody, emotional, insecure, jealous, unstable
  • Openness – curious, imaginative, creative, complex, refined, sophisticated
  • Extraversion – talkative, sociable, passionate, assertive, bold, dominant
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17
Q

Conscientiousness

A

dependable, organized, reliable, ambitious, hardworking, persevering

18
Q

Agreeableness

A

kind, cooperative, sympathetic, helpful, courteous, warm

19
Q

Neuroticism

A

nervous, moody, emotional, insecure, jealous, unstable

20
Q

Openness

A

curious, imaginative, creative, complex, refined, sophisticated

21
Q

Extraversion

A

talkative, sociable, passionate, assertive, bold, dominant

22
Q

Emotional intelligence

A

o Perceive emotions in the self and others
o Understand the meanings of emotions
o Regulate one’s emotions accordingly

23
Q

Attribution theory and associated errors

A

o Fundamental Attribution Error

o Self-Serving Bias

24
Q

Self-Serving Bias

A

individuals tend to attribute their successes to internal factors and failures to external factors

25
Q

Fundamental Attribution Error

A

the tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors

26
Q

Different perceptual biases

A

Selective perception
Halo (And Horns) Effect
Contrast Effect
Stereotypes

27
Q

Selective perception

A

the tendency to selectively interpret things on the basis of one’s interests, background, experience, and attitudes

28
Q

Halo (And Horns) Effect

A

the tendency to draw a general impression about an individual on the basis of a single characteristic

29
Q

Contrast Effect

A

we do not evaluate a person in isolation; our reaction to one person is influenced by other persons we have recently encountered

30
Q

Stereotypes

A

judging someone on the basis of our perception of the group to which he or she belongs

31
Q

Rational Model of Decision-Making:

A 
o	Define the problem
o	Identify the criteria
o	Weight the criteria
o	Generate alternatives
o	Rate each alternative on each criterion
o	Compute the optimal decision
32
Q

Different heuristics that lead to bias

A

Anchoring heuristic
Availability heuristic
Escalation of Commitment

33
Q

Anchoring heuristic

A

a tendency to fixate on initial info and to fail to adjust for subsequent info

34
Q

Availability heuristic

A

the tendency to base judgments on information that is readily available; our thinking is strongly influenced by what is most personally relevant, recent, or dramatic

35
Q

Escalation of Commitment

A

staying with a decision even when there is clear evidence that it’s wrong. “Sunk Cost Fallacy”

36
Q

Representative bureaucracy

A

-Public orgs should be representative of the people they serve; if the representativeness of the public workforce is increased, bureaucracies will more effectively serve the interests of the people; a public workforce that has the same pattern of gender, race, and other characteristics as the population.

37
Q

Explanations for underrepresentation of groups in public and nonprofit sector leadership. Why is this a problem?

A 
Stereotyping and Discrimination 
Similarity-based explanations 
Social categorization theory 
Ingroup favoritism 
Individual Difference Explanations 
Interpersonal Explanations  
Institutional Explanations
38
Q

How organizations can leverage and manage diversity

A

-Leveraging – proper leadership, emphasizing common, superordinate goals, intergroup contact theory
-Managing - creating organizational changes that enable all people to perform up to their maximum potential; the process through which managers make everyone more aware of and sensitive to the needs and differences of others
o Addressing the representation of the workforce  Diversity programs  Creating an environment that values diversity

39
Q

Managing

A

creating organizational changes that enable all people to perform up to their maximum potential; the process through which managers make everyone more aware of and sensitive to the needs and differences of others

40
Q

Leveraging

A

proper leadership, emphasizing common, superordinate goals, intergroup contact theory

41
Q

Descriptive Stereotypes

A

sterotypes that describe what men and women are like

42
Q

Prescriptive Sterotypes

A

stereotypes that describe what women and men should be like

Org. Behavior (1 decks)

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