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Organisational behaviour > Week 1,2,3,4 > Flashcards

Week 1,2,3,4 Flashcards

1
Q

Define organisation

A

A social arrangement for achieving controlled performance in pursuit of collective goals
Buchanan 2010

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2
Q

List 3 typical research methods utilised for organisational behaviour

A

Correlational research
Longitudinal studies (how variables change of time)
Experimental studies

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3
Q

Kurt Lewin (1931)

A

B = F(P,E)

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4
Q

Structural models of general intelligence

A

Spearmans (1904) general intelligence model ‘G’
Thurstons (1938) Primary mental ability model

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5
Q

Define Spearman’s ‘g’ also known as GMA

A

it is a general mental ability that allows for reasoning, planning, problem solving, abstract thinking and learning from experience.
The idea is that the g factor underlies all specific cognitive abilities

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6
Q

operationalization is

A

clarifying how something will be measured

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7
Q

According to spearman peoples results are often

A

correlated. People tend to get similar scores on each specific ability tests

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8
Q

Thurston

A

1938
PMA / primary intelligence models

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9
Q

What do PMAs produce

A

Intelligence profiles

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10
Q

What is one downside to using PMAs

A

resource intensive and time consuming

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11
Q

Give 3 critical evaluations of Spearman and Thurston’s structural models of general intelligence

A

They may not always accurately predict performance as the general intelligence categories may not be relevant to the job

Tested under the maximum performance paradigm and hence not accounting for individuals day to day drive and motivation which can affect performance

They predict task performance but in the workforce more than just job performance is relevant when considering employees

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12
Q

List the 2 system models of intelligence

A

Gardner’s (1983) theory of multiple intelligence

Emotional intelligence

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13
Q

List the 7 intelligences involved in Gardner’s Theory and the idea behind it

A

Linguistic
Spacial
Logical-Mathematical
Musical
Bodily Kinaesthetic
Interpersonal
Intrapersonal

The idea behind it is that these are all independent from each other

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14
Q

critically evaluate Gardner’s theory

A

No measure developed by Gardner
No systematic research done to test his theory
Non-compatible with Spearmans well established theory
Misses out key cognitive abilities such as memory which obviously impacts aspects of general intelligence

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15
Q

Define emotional intelligence

A

The ability to carry out accurate reasoning about emotions and the ability to use emotions and emotional knowledge to enhance thought

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16
Q

Critically evaluate emotional intelligence

A

Hard to accurately measure as self reported measurements can be biased and assessing someones emotional intelligence from an external standpoint is difficult to accurately do

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17
Q

Define personality

A

a relatively stable and consistent set of
traits that interact with environmental factors
to produce emotional, cognitive and
behavioural responses

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18
Q

Define personality

A

A stable and consistent set of traits that interact with environmental factors to produce emotional cognitive and behavioural responses

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19
Q

List the 5 trait theories

A

Openness
Conscientiousness
Extraversion
Agreeableness
Neuroticism

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20
Q

OCEAN

A

Openness to experience
highly organised and thorough
Quantity and intensity of energy directed into social settings

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21
Q

EAN

A

Quantity and intensity of energy directed into social settings
being helpful and mindful to others. being a sympathetic individual
Prone to worry self doubt

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22
Q

Briefly describe the Self vs Observer model

A

The idea is that from the ‘self’ we can see things about ourselves that others cannot see. for example out identity. on the other hand others can see things we cant see about ourselves such as reputation. There is also a middle ground being traits which we and others can both be aware of

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23
Q

Give 2 explanations for why others predict job performance better than ourselves.

A

These reasons are known as the clear and narrow scope perspectives.
The narrow scope perspective is that people you work with only see you at work and hence the frame of reference is more closely aligned with work outcomes

The clearer lens perspective explanation is that observers have higher accuracy in prediction as they see targets from an unbiased perspective and hence clearer than targets see themselves

24
Q

what is the big 5 theory

A

The big 5 theory Model breaks personality down into five components: Agreeableness, Conscientiousness, Extroversion, Openness, and Stress Tolerance. These are broad dimensions of personality that exist across cultures and geographies, making them an ideal way to assess personality.

25
Q

define traits

A

traits are a distinguishing quality or characteristic that belongs to a person and is typically consistent over time

26
Q

What are the three categories that Steers & Porter stated comes underneath the branch of motivation

A

Direction - the what
Effort - the how
Persistence - for how long
1979

27
Q

Summarise the differences between intrinsic and extrinsic motivation

A

Intrinsic motivation covers things that we do for inherent and personal satisfaction as opposed to acting for a separable consequence where as extrinsic motivation covers whenever we do activities for a separable outcome

28
Q

Ideas such as autonomy, mastery and purpose are related to what type of motivation?

A

Intrinsic, extrinsic motivation would be described by ideas such as compensation, punishment and reward.

29
Q

Who formulated the concept of the hierarchy of needs.

A

Maslow 1943

30
Q

List the 5 needs that lie on Maslow’s hierarchy of needs from top to bottom

A

Self actualisation
Esteem needs
Social needs
Safety needs
Physiological needs

31
Q

Critically evaluate Maslow’s Hierarchy of needs.

A

Different people have different needs
No time span
There is little empirical evidence to support this theory
On the other hand it does provide a useful basic framework for evaluating how to accommodate to e.g an employees personal needs

32
Q

Who postulated the motivational needs theory

A

Mccelland 1961

33
Q

describe mccelland’s motivational needs theory

A

Also known as the 3 needs theory
Individuals have 3 main needs.
- a need for achievement
- a need for affiliation
- a need for power
He states that every individual will have one of these 3 concepts lying behind their motivation

34
Q

Describe Alderfer’s ERG model

A
  • 1969
    Built on Maslow’s hierarchy of needs by reducing it to ERG, existence, relatedness and growth on a basic level being important in that order
    He believes that an individuals priorities and motivation are fluid, they can shift over time
35
Q

Give an example of an Individual who priorities relatedness or growth over existence

A

The broke musician who’s motivated by growth through their art, potentially at the expense of their existence e.g can’t or is struggling to pay rent at the expense of pursuing their creative passion

36
Q

compare two individuals, the first is making great progress at relatedness, they are feeling high levels of social belonging, acceptedness and recognition, the second is feeling low levels of relatedness how might their aspects of their ERG prioritisation shift

A

Person one is likely to put more thought and effort into growth, socially they feel satisifed and do not feel the need to pursue social belonging and relatedness further whereas person two may double down on relatedness, their lack of identity being reflected socially in their lives places emphasis away from growth and self actualisation.

37
Q

Relate Alderfer’s model and overall view of his model to the workplace

A

Alderfer, in opposition to Maslow who argues needs must be fulfilled before the next one can be improved, believes that one can and should work on multiple needs at the same time to balance motivation among these levels and blend them together to achieve the highest possible workplace motivation

38
Q

List 3 content theories of motivation and 3 process theories of motivation

A

Content Theories:
Maslow 1943 - Hierarchy of needs
McClelland 1961 - Motivational Needs
Alderfer 1969 - ERG theory
Process Theories:
Goal Setting Theory - Locke & Latham 1990
Equity Theory - Adams 1969
Expectancy theory - Vroom 1964

39
Q

List the 4 ways in which goals impact performance

A

Locke & Latham 1990
Direct attention
Regulate effort
Increase persistence
Helps develop strategy and action plans

40
Q

Critically evaluate the Goal Setting theory

A

There is strong empirical support and research behind it
Offers a clear approach to managing and setting up a motivational work environment

On the flipside
Doesn’t consider where goals come from
What about when goals are conflicting
Only considers task performance

41
Q

State the year and summarise Adam’s 1969 theory

A

Equity theory 1969 - individuals need to feel that they are receiving fair compensation for their efforts. Alongside this they need to feel that they are being rewarded at a similar or the same proportion of their peers. If not motivation will drop

42
Q

Using Adam’s ——- theory what 2 things should managers do

A

1969 equity theory
Managers should aim for 2 things
should aim for transparency in how people are being treated
they should fairly compensate and equally recognise peoples contributions
They s

43
Q

Define Job design

A

the process of assigning tasks to a job, including the interdependency of the task with other jobs

44
Q

Define job redesign

A

collective name given to techniques that are designed to increase variety, autonomy or completeness leading to increased motivation

45
Q

What is scientific management, also known as taylorism

A

Taylorism 1910
- a scientific method determining the best way to do a job a the skills needed for the job

46
Q

What are the general aims and ideas behind taylorism

A

1910 taylorism
-aims for efficiency, standardization and discipline
- done through job design and work measurement

47
Q

What are the core principles behind taylorism

A

1910
optimal degree of task completion achieved through task fragmentation
decide most effective performance method
specialising employees for the job role through training
close supervision and financial rewards as motivation

48
Q

Critically evaluate taylorism

A

1910
Low skill management enables min wage which is poor for motivation
taylorism often leads to low job satisfaction, mental health etc

49
Q

Briefly describe the difference between content and process motivational theories

A

content motivational theories focus on what people need in their lives to increase motivation
Process theories focus on the physcological and behavioural processes that affect an individuals motivation

50
Q

Hackam and oldman
- list year and key characteristics

A

1980
Job characteristics model
contains 5 key characteristics -
Skill variety
task identity
task significance
autonomy
feedback

51
Q

what are the 3 categorisations and the final aspect of jcm

A

1980 Hackman and oldman
Job characteristics model
It can be characterised into meaningfullness, responsibility and knowledge of results
The final aspect is the employee growth need strength which differs among individuals

52
Q

Critically evaluate the JCM model - positives and negatives

A

1980 Hackman and Oldman
positives - strongly believed theory which has been empirically supported
Meaningfullness is the key mediator
negatives - can be very different from individual to individual - doesn’t account for this
Also may not account for the dynamic nature of job roles
also doesn’t give much attention to the emotional aspects rather just the cognitive aspects

53
Q

summarise the theory of purposeful work behaviour

A

there are 4 aspects to the theory -
- communion
- status
- autonomy
- achievement
The theory proposes that these 4 aspects are the underlies peoples reasons for motivation
These subside striving for purposefulness and striving for meaningfullness
these 4 factors coproduce experience meaningfulness hence increase motivation and work outcomes
linked to the big 5 motivation theory

54
Q

differentiate striving for purposefulness vs striving for meaningfulness

A

meaningfulness is related to perceived significance
purposefulness relates to directedness and intentionality

54
Q

critically evaluate theory or purposeful work behaviour

A

very useful for grouping together similar individuals which can lead to increased motivation and work outcomes - matching personalities - improved chemistry

Also considers money - which is relevant for considering and predicting work outcomes

on the flipside it may be better to directly asses employees as it would give a better idea more specific to the individual

55
Q

critically evaluate Adams…

A

1969 equity theory
In collectivist cultures organisational justice is a far greater form of motivation as opposed to individualist cultures
overlapping between individuals of outcome favourability and overall perception of justice

56
Q

give 4 quick applications of
JCM
TPWB
Equity theory
Goal setting theory

A

JCM - enhances job redesign and enrichment
TPWB - creating matches between peoples motivational personalities and fitting work characteristics
Equity - correct inequities, make sure decision making is fair and no favourites are created
Goal setting theory - agree specific challenging goals and provide goal related feedback

Organisational behaviour (1 decks)

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