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WOP & SP DTI > WOP lecture 1, 2, 3 > Flashcards

WOP lecture 1, 2, 3 Flashcards

1
Q

Four persons brainstorming by themselves

A

highest level of creativity

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2
Q

2 factors of organizations

A

Interdependence:
oStructured communication
oTask coordination
oCollaboration

Collective purpose

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3
Q

work-life integration

A

degree to which people are engaged in their work and non-work roles, and low degree of role conflict.

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4
Q

4 veranderingen in workspace

A
  • work life integration
  • remote work
  • employment relationships: niet alleen direct meer, ook indirect & contract
  • diversity: surface level and deep level
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5
Q

indirect =

A

agency, temporary, flex

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6
Q

contract

A

zzper

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7
Q

diversity + punten

A
  • representation
  • perspectives
  • creativity
  • information benefit decision making
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8
Q

diversity risk

A

conflict, communication problems

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9
Q

organizational effectiveness is niet…

A

behalen van de doelen van de organizatie, want die:
- zijn misschien te laag
- lastig te meten
- doelen veranderen

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10
Q

wat is organizational effectiveness wel?

A
  • good fit w/ external environment
  • effectively transform input -> output via human capita
  • satisfy the needs of key stakeholder
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11
Q

welke van die 3 eisen horen bij open systems

A
  • good fit with external environment = external fit
  • effective transformation of inputs to outputs = internal fit
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12
Q

fit means…

A

allign with resources, needs and expectations of external environment

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13
Q

effective human capital depends on

A
  • acquiring knowledge
  • sharing knowledge
  • using knowledge
  • storing knowledge
  • soms unlearning knowledge
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14
Q

3 factoren motivatie

A
  • direction
  • intensity
  • persistance
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15
Q

three things organizations can do with competencies

A

Select
Match with job demands
Train (if possible)

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16
Q

role clarity 3 factoren

A
  • welke taken heb ik
  • welke hebben prioriteit
  • welke procedures voor task completion
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17
Q

ability factoren

A
  • learned capabilities
  • natural talents
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18
Q

MARS model: personality affects..

A

motivation het meest,
daarna ability & role perceptions

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19
Q

heredity personality

A

ongeveer 50%

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20
Q

personality stabilizes in …

A

young adulthood.
self concepts clearer, behaviour is regulated by executive functions in line with self concept

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21
Q

myers briggs negatieve punten

A

-Test stability is low
-Poor predictive validity
-Better not use for selection and promotion decisions

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22
Q

performance types (5)

A
  1. proficient performance: C,E
  2. adaptive performance: O, E
  3. proactive performance: O, E
  4. organizational citizenship: C, A
  5. counterproductive work behaviours: C,A
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23
Q

big five negatieve punten

A
  • je moet ook job requirements kennen
  • big 5 does not cover all (eg. the dark triad)
  • personality changes, not static
  • specific traits may be better
  • non-linear relationships, higher is not better
  • bias
  • self report
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24
Q

Handig van myers brigs

A

AI chatbot can interpret personality traits for the workplace

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25
Q

negatieve dingen van dark triad

A
  • organizational politics
  • serious white collar crime activity
  • aggression
  • risk taking
  • ineffective team behaviour
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26
Q

values beinvloeden vooral… (MARS)

A

motivation
ook wel ability en role perception

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27
Q

values =

A

stable, evaluative beliefs that guide our preferences for courses of action
determine what is right and wrong
hierarchically structured

28
Q

values vs personality

A

values: evaluative, can conflict, nurture/social influence
personality: what you would do/descriptive, niet in conflict, vooral genetics

29
Q

espoused vs enacted values

A

espoused = what they say
enacted = what they do/show

30
Q

10 basic values (schwartz)

A

self-direction
stimulation
hedonism
benevolence
universalism
conformity
tradition
security
power
achievements

31
Q

self-direction

A

creativity

32
Q

stimulation

A

exciting life, challenge

33
Q

universalism

A

equality

34
Q

benevolence

A

helpful, loyal

35
Q

conformity

A

obedience, politeness

36
Q

4 categories van schwartz

A

openness to change- innovation
self-enhancement- self-interest
self-transcendence - welfare of others and nature
conservation - preserve the status quo

37
Q

how do values influence decisions and behaviour

A
  • attractiveness of choices
  • frame perceptions of reality
  • motivate us to act according to self-concept
38
Q

values are not always in line with behaviour omdat:

A
  • situation can infer
  • people do not always think about value
39
Q

fit model

A

person vs work environment:

motivation - values
ability - job demands
role perception - role demands

-> leiden tot work behaviour & performance

40
Q

incongruent values between person and organization

A

ØLess fitting decisions
ØLess satisfaction and OCB
ØIncrease in stress and leaving the organization

41
Q

but… a littlel incongruency leads to

A

better decisions
prevents corporate cults

42
Q

individualism factoren

A

personal freedom
self sufficiency
control
unique qualities

43
Q

individualism per land

A

africa - usa - japan - denmark - venezuela - taiwan

44
Q

collectivism kenmerken

A

group membership
harmonious relationship

45
Q

nurturing vs achievement

A

nederland meer nurturing, japan achievements

46
Q

individual characteristics mars model

A

personality
values
self-concept
perceptions
emotions and attitudes
stress

47
Q

4 ethical principles

A
  • utilitarianism = greatest good
  • individual rights
  • distributive justice
  • ethic of care = help
48
Q

moral intensity higher when…

A

¡Decision has substantially good or bad consequences.
¡High agreement among others that outcomes are good-
bad (not diverse beliefs).
¡High probability that good-bad outcomes will occur from
the decision.
¡Many people will be affected by the decision.

49
Q

moral sensitivity is higher when…

A

¡Expertise/knowledge of prescriptive norms and rules
¡Past experience with specific moral dilemmas
¡More empathy
¡A self-view as an ethical person
¡Mindfulness

50
Q

supporting ethical behaviour

A

—Corporate code of ethics.
—Educate and test employee’s ethical knowledge.
—Systems for communicating and investigating wrongdoing.
—Ethical culture and ethical leadership.

51
Q

self-concept

A

personality traits and schemas, and your understanding of your social roles

52
Q

3 components of self-concept

A
  • individual
  • social/relational
  • collective (afkomst, religie)
53
Q

self-concept model

A

4 selves:
- social self
- self-enhancement
- self-evaluation
- self-verification

self-concept:
- complexity
- consistency
- clarity

54
Q

which one of the 3 concepts of self-concept increases with age

A

clarity

55
Q

self-concept characteristics: outcomes

A
  • complexity: high = adaptive, diverse, wel stressful
  • clarity: high = better performance, leadership, career, less conflict. very high = role inflexibility
56
Q

verschil self-enhancement en self-verification

A
  • self-enhancement = drive to promote and protect a positive self-view
  • self-verification: confirm and maintain our self-concept.
57
Q

self-evaluation 3 factoren die het beinvloeden

A
  • self esteem
  • self-efficacy (MARS)
  • locus of control: personal control over life events
58
Q

dus bij welk deel van het self-concept model hoort self esteem

A

self-verification
self-enhancement
social self
self-evaluation <– deze!

59
Q

waarop is selective attention gebaseerd

A

op emotional markers: are assigned to selected information

60
Q

selective attention: 2 biases

A
  • assumptions and expectations
  • confirmation bias
61
Q

how do social identity and self enhancement reinforce stereotyping

A
  • categorization processes
  • homogenization processes
  • differentiation processes: favorable attributes to our group, less favorable to other groups
62
Q

best way of improving perceptions

A

improving self awareness (IAT of Johari window)

63
Q

4 windows of Johari

A

open area, blind area (self)
hidden area, unknown area

64
Q

contact hypothesis conditions

A

 Equal status
 Personal interaction
 Cooperative activities
 Social norms

65
Q

global mindset abilities

A

The ability to working with individuals from different backgrounds and cultures

 Adopting a global perspective.
 Empathizing and acting effectively across cultures.
 Processing complex information about novel environments.
 Developing new multilevel mental models.

66
Q

developing a global mindset

A

-selfawareness
-mental models
-cultural immersion

WOP & SP DTI (17 decks)

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