Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

Organisational Behvaiour > All > Flashcards

All Flashcards

(81 cards)

Start Studying
1
Q

Organisational Behaviour

A

Studies the influence that individuals, groups and structure have on behaviour within an organisation = goal to improve org effectiveness

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Managers tasks:

A

Decision making, processing internal/external information, interpersonal roles (29%), convey company vision

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Traditional management (32%) :

A

Making decisions, planning, controlling

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

HRM (20%) :

A

Motivating self and others, conflict management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Why interpersonal skills:

A

Understanding = In order to attract and retain employees, in order to relate to employees and create a positive and supportive work environment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Systematic study:

A

Improves ability to accurately predict behaviour, not random = examines relationships and attribute cause and effects

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Evidence-based management:

A

scientific evidence, forces managers to be more scientific in thinking

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

micro vs macro environment:

A

individual vs. groups and orgs (digitalisation)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

human beings are..

A

Complex and diverse, Input A + condiiton C = Behaviour B

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Red queen phenomenon

A

Running hard, but standing still = what matters is not your absolute rate but relative pace of development with competitors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Globalisation:

A

Diversity (should recognise differences- do not discriminate), different assignments in the workplace

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Positive Organisational Scholarship:

positive work enviro- competitive advantage?

A

Examines how orgs develop human’s strengths, faster vitality resilience/ unlock potential

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Perception:

A

is the process by which individuals organise and interpret their sensory impressions in order to give meaning to their environment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

PERCEPTION OF REALITY-

A

Not what reality is, but what people’s perception of what reality is

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Factor’s in the perceiver (person who is perceiving):

A

Attitudes, motives, interests, experience and expectations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Factors in the target (the thing being perceived):

A

Novelty, motion, sound, size, background, proximity, similarity

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Attribution theory:

A

when we observe an individuals behaviour, we attempt to determine wether it was internally or externally caused. Observation > interpretation > Attribution of cause

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Interpretation of attribution theory:

A

Observation - Consensus (similarity to how others would react) - Consistency (every time?)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Fundamental attribution error-

A

Tendency to underestimate the influence of external factors and overestimate internal factors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Self-serving bias-

A

Own success = internal factors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Selective perception:

A

Any characteristic that makes a person, object, or event stand out will increase the probability that it will be perceived (cannot observe everything around us)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Halo/horn effect:

A

Draw a general impression based of a single characteristic

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Contrast effects of attribution theory..

A

We do not evaluate a person in isolation, our reaction is influenced by other persons we have recently encountered

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Assumed similarity=

A

like me effect

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Stereotyping:
Judging someone based of our perception of the group they belong to =unfair? can be positive?
26
Shortcuts in organisations:
Interviews (early impressions), Performance expectations (validate their perceptions of reality, even when those perceptions are faulty), Performance evaluation (dependent upon the perceptual process= subjective terms)
27
Self-fulfilling prophecy:
Peoples expectations determine their behaviour = EXPECTATIONS BECOME REALITY
28
Rational decision making (complete information? unbiased? not real world)-
1-define the problem, 2- identify the decision criteria, 3- allocate weights to the criteria, 4- develop alternatives, 5- evaluate alternatives, 6- select the best
29
4 types of decision making:
Rational, Bounded rationality, Intuitive, can be affected by personality/ gender/ mental ability
30
Bounded rationality:
Reducing problems to a level they can be understood. Once a problem is identified, a list of more conspicuous choices is identified, then review this looking for a 'good enough' answer
31
Intuition:
outside conscious thought, on holistic associations, is fast = affectively charged, engages in emotions (values/ethics, experienced, affect-related)
32
Overconfidence bias:
overestimate their performance/ability
33
Anchoring bias:
fixating on initial information and failing to adequately adjust for subsequent information
34
Confirmation bias:
Selective perception: seek out info which reaffirms past choices
35
Availability bias:
base judgement on information which is readily available
36
Escalation of commitment:
staying with a decision even though there is clear evidence that it is wrong (those who see themselves as responsible for the outcome)
37
Randomness error:
tendency to believe that we can predict the outcome of random events
38
Risk aversion:
Prefer a sure thing over a risky thing, (power that can be taken away?)
39
Hindsight bias:
tendency to believe falsely that one has accurately predicted the outcome, after that outcome is actually known
40
Reducing bias/errors-
focus on GOALS, look for info that discomforts beliefs, don't try and create meaning out of random events, increase your options (use creativity and diverse choices)
41
Three ethical decision criteria:
Utilitarianism (soely on the basis of outcomes, focus on rights, justice). Behavioural ethics (actual behaviour, not always ethical). Lying (undermines efforts to make sound decisions)
42
Three-stage model of creativity:
Causes of creative behaviour (potential/eviro), Creative behaviour (prob formulation, info gather, idea generation, evaluation), Creative outcomes
43
Creativity:
ability to produce novel and useful ideas
44
To influence behaviour.. (implications of perception for managers)
managers need to know how people perceive their work, need to recognise perceptual biases, adjust to national culture, combine rational and intuition and enhance creativity.
45
Self-efficacy theory (social learning):
an individuals beliefs that he/she is capable of performing a task, can be achieved through: inactive mastery, verbal persuasion, vicarious observation.
46
Best way for a manager to use verbal persuasion..
Pygmalin effect= which is that believing in something can make it true
47
Reinforcement theory:
Behaviour is a function of it's consequences, conditions behaviour, environmentally caused
48
Social learning theory:
We can learn through observation/experience, four processes determine their influence: attentional, retention, motor reproduction/reinforcement theory)
49
Intrinsic vs. extrinsic motivation:
desire to perform for it's own sake (used to fill in gaps) vs. for a tangible gain
50
Motivation counts for an individuals:
Intensity/ direction/ persistence
51
Job characteristics model (Hackman and Oldham)
Skill variety, task identity/significance, autonomy, knowledge of results, social motivation
52
People are motivated by many things...
managers should utilise all these not just financial
53
Some types of motivation:
flexible working (part-time, term-time, reduced hours), compressed workweek, job sharing, telecommuting
54
Early theories of motivation:
Maslow(easy but are we stable over time?), Herzberg two-factor theory (why not motivate?, limited due to self-reports, no overall measure of satisfaction), McClelland's theory of needs (need for achievement/power/affiliation, best support but measuring is not easy)
55
Equity theory:
Distribute justice (percieved fairness), procedural justice (actual fairness), interactional (perceived degree of respect) = Overall perception of organisational justice.
56
Vroom expectancy theory-
Behaviour depends on the expectation that the act will be followed by a given outcome and the attractiveness of that outcome. effort> performance > org rewards > personal goals
57
Goal-setting theory:
'do your best' - difficult goals can result in higher performance. three other influences: goal commitment, task characteristics, national culture
58
Job satisfaction:
A positive feeling about a job resulting from an evaluation of it's characteristics.
59
What causes job satisfaction?
Job conditions (intrinsic, social interaction), Personality(positive core SELF evaluations), CSR
60
Outcomes of job satisfaction:
Performance, Customer satisfaction, OCB, Life satisfaction
61
Job dissatisfaction may lead to...
Counterproductive work behaviour, Absenteeism, Turnover
62
What can managers do about dissatisfaction( should measure objectively and at regular intervals):
extrinsic rewards are not coversive (goal-setting theory), Reinforcement theory, equity theory to help people understand (fit between employees interest and intrinsic motivation?)
63
Personality:
a dynamic concept describing the growth/development of a persons psychological system.
64
Hereditary or environment:
Genes vs. surrounding influences
65
Myers-Briggs type indicator (MBTI):
Attention (extrovert/introvert), Take in info (sensing/intuition), Decision making (thinking/feeling), Dealing with the world (Judging/perceiving)
66
OCEAN big 5:
Openness, Concienciousness, Extroversion, Agreeableness, Neuroticism (emotional stability)
67
The dark triad:
Machiavellianism, Narcism, Psychopathy
68
Values are:
Basic convictions about what is right/wrong/good.
69
Terminal vs. Instrumental values: (balance?)
desirable end-states of existence vs. preferred modes of behaviour to help achieve terminal values.
70
Person job-fit and Person-organisation fit
job type + personality traits and does the person fit eh culture?
71
What managers can do about 'fitting':
Depending on the org, consider screening for big 5, MBTI can be used for training/ development (and to aid communication/reduce conflicts/better understand each other), evaluate jobs/work groups to determine the optimal personality fit.
72
Three distinct clusters of diversity:
Social demography, job-related characteristics(education/tenure), idiosyncratic diversity (local settings)
73
Gender and ROI have positive relations
still gender pay gap, there are financial returns, diverse teams= inclusive decision making= better outcomes?
74
Factors that motivate organisations for diversity:
Global value chain, regularity context (self/legal), stakeholder/shareholder value
75
Discrimination:
to note a difference between things (unfair discrimination includes stereotypes)
76
Biological characteristics:
Peronsal characteristics that are are easily obtained from personnel records. Among population = less turnover? e.g. ethnicity, disabilities (hidden)
77
Deep-level differences:
Tenure (time spent), religion, sexual orientation, cultural identity
78
Intellectual (mental activities) vs. physical abilities
9 basic abilities needed to perform tasks: strength fcators/ flexibility factors/ others (e.g. stamina)
79
Diversity management:
the process and programs by which managers make everyone more aware of and sensitive to the needs and differences of others.
80
How to manage diversity affectively:
Attracting (specific recruiting messages), selecting (bias free), developing, and retaining diverse employees/ diversity in groups/ effective diversity programs (teach managers about legal framework and encourage fair treatment)
81
What managers can do for diversity:
Understand policies, assess and challenge your own beliefs, look beyond biographical characteristics, what accommodations do disabled people need?

Organisational Behvaiour (2 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions