CH 12-16 Flashcards
(208 cards)
1
Q
Perception
A
the process through which people recieve and interpret information from the environment
2
Q
Common perceptual distortions
A
`Stereotypes
Halo Effects
Selective perception
Projection
3
Q
Stereotypes
A
assigns attributes commonly associated with a group to an individual
4
Q
Halo Effect
A
uses ONE attribute to develop an overall impression of a person or situation
5
Q
Selective Perception
A
focuses attention on things consistent with existing beliefs, needs, or action
6
Q
Projection
A
assigns personal attributes to other individuals
7
Q
Attribution
A
is the process of creating explanations for events
8
Q
Fundamental attribution error
A
overestimates internal factors and underestimates external factors as influences on someone’s behavior
-tendency to blame other people when things go wrong, whether or not this is really true
9
Q
Self serving bias
A
underestimates internal factors and overestimates external factors as influences on someones behavior
-tendency for people to blame personal failures or problems on external causes rather than accept personal responsibility
10
Q
Impression management
A
tries to create desired perception in the eyes of others
11
Q
Personality
A
is the profile of characteristics making a person unique from others
12
Q
The Big 5 Personality Traits
A
Extroversion Agreeableness Conscientiousness Emotional Stability Openness to experience
13
Q
Extroversion
A
talkative, comfortable, and confident in interpersonal relationships
14
Q
Agreeableness
A
trusting, courteous, and helpful, getting along well with others
15
Q
Conscientiousness
A
dependable, organized, and focue4son getting things done.
16
Q
Emotional Stability
A
a person who is emotionally stable is secure, calm, steady and self confident
17
Q
Openness to experience
A
broad minded, imaginative, and open to new ideas
18
Q
Locus of Control
A
the extent to which one believes what happens is within ones control (internal & external)
19
Q
Authoritarianism
A
the degree to which a person defers to authority and accepts status differences
20
Q
Machiavellian ism
A
the degree to which someone uses power manipulatively
21
Q
Self Monitoring
A
the degree to which someon is able to adjust behavior in response to
22
Q
Stress
A
state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities
23
Q
Type A Personality
A
oriented toward extreme achievements, impatience, and perfectionism
24
Q
Constructive Stress
A
a positive influence on effort, creativity, and diligence in work
25
Destructive Stress
a negative influence on ones performance
26
Job burnout
physical and mental exhaustion from work stress
27
Workplace rage
aggressive behavior toward co workers or the work setting
28
Personal wellness
the pursuit of a personal health promotion program
29
Attitude
predisposition to act in a certain way
30
Cognitive Dissonance
is discomfort felt when attitude and behavior are inconsistent
31
Job Satisfaction
the degree to which an individual feels positive about a job and work experience
32
Withdrawal behavior
include absenteeism and turnover
33
Organizational citizenship behaviors
are things people do to go the extra mile in their work
34
Employee engagements
is a strong sense of belonging and connection with ones work and employer
35
Emotional Intelligence
is an ability to understand emotions and manage relationships effectively
36
Emotions
strong feelings directed toward someone or something
37
Moods
are generalized positive and negative feelings or state of mind
38
Mood Contagion
is the spillover of ones positive or negative moods onto others
39
Among the big five personality traits, ___________ indicates someone who tends to be responsible, dependable and careful in respect to tasks.
Conscientious
40
A person with a/an ____________ personality would most likely act unemotional and manipulative when trying to influence others to achieve personal goals
Machiavellian
41
When a person tends to belileve that he or she has little influence over things that happen in life, this indicates a/an ____________ personality
low locus of control
42
How is a person with an authoritarian personality expected to act?
Strong tendency to obey orders
43
A new team leader who designs jobs for persons on her work team mainly "because I would prefer to work the new way rather than the old" is committing a perceptual error known as?
Projection
44
A manager allows one characteristic of a person -say a pleasant personality- to bias performace ratings of that individual overall, the manager is falling prey to a perceptual distortion known as?
The halo effect
45
Use of special dress, manners, gestures and vocabulary words when meeting a prospective employer in a job interview are all examples of how people use ____________ in daily life
impression management
46
_____________ is a form of attribution error that involves blaming the environment for problems that we may have caused ourselves.
self serving bias
47
___________ is a form of attribution error that involves blaming others for problems that they may have NOT caused themselves
fundamental attribution error
48
The _________ component of an attitude is what indicates a persons belief about something, while the __________ component indicates a specific positive or negative feeling about it.
cognitive; affective
49
the term for the discomfort someone feels when his or her behavior turns is inconsistent with a previously expressed attitude is ________
cognitive dissonance
50
job satisfaction is known from research to be a strong predictor of _____________
absenteeism
51
a person who is always willing to volunteer for extra work or help someone else with his or her work is acting consistent with strong ___________.
organizational citizenship
52
A/an ___________ represents a rather intense but short lived feeling about a person or situation whereas a/an ________________ describes a more generalized positive or negative state of mind.
emotion;mood
53
which statement about the job satisfaction job performance relationship is most true based on research?
a productive worker well rewarded for
| performance will be a happy worker
54
Motivation
accounts for the level, direction and persistence of effort expended at work
55
Need
an unfulfilled physiological or psychological desire.
56
Lower order needs
physiological, safety, and social needs in Maslow's hierarchy
57
Higher order needs
are esteem and self actualization needs in Maslow's hierachy
58
attitude
a predisposition to act in certain way
59
cognitive dissonance
is discomfort felt when attitude and behavior are inconsistent
60
job satisfaction
the degree to which an individual feels positive about a job and work experience
61
existence needs
are desires for physiological and material well being
62
relatedness needs
are desires for satisfying interpersonal relationships
63
growth needs
are desires for continued psychological growth and development
64
need for achievement
is the desire to do something better, to solve problems or to master complex tasks
65
need for power
is the desire to control, influence or be responsible for people
66
need for affiliation
is the desire to establish and maintain good relations with people
67
McClelland acquired need theory:
identifies needs for achievement, affiliation, and power all of which may influence what a person desires from work.
68
Maslow's hierarchy of human needs
moves from lower order physiological, safety and social needs up to higher order ego and self actualization needs.
69
Alderfer's ERG theory
identifies existence, relatedness and growth needs.
70
Herzberg's two factor theory
identifies satisfier factors in job content as influences on job satisfaction; hygiene factors in job context are viewed as influences on job dissatisfaction
71
the core charcteristics model of job design focus on?
skill variety, task identity, task significance, autonomy and feedback
72
satisfier factor
found in job content, such as sense of achievement, recognition, responsibility, advancement and personal growth
73
hygiene factor
found in the job context such as working conditions, interpersonal relations, organizational policies and salary
74
job design
is the allocation of specific work tasks to individuals and groups
75
job enrichment
increases job content by adding work planning and evaluating duties normally performed by the supervisor
76
perceived negative inequity
is discomfort felt over being harmed by unfair treatment
77
perceived positive inequity
is discomfort felt over benefiting from unfair treatment
78
expectancy
a persons belief that working hard will result i high task performance
79
instrumentality
is a persons belief that various outcomes will occur as a result of task performance
80
Valence
is the value a person assigns to work related outcomes
81
Self efficacy
is a persons belief that they are capable of performing a task
82
Adam's equity theory
recognizes that social comparisons take place when rewards are distributed in the work place
83
Equity Theory
any sense of percieved inequity is considered a motivating state that causes a person to behave in ways that restore equity to the situation
84
Vroom's Expectancy theory
Motivation = Expectancy x Instrumentality x valence
85
Managers using expectancy theory are advised to make sure rewards are what?
achievable, predictable, and individually valued
86
Locke's goal setting theory
emphasizes the motivational power of goals that are specific and challenging as well as set through participatory means.
87
The law of effect
states that behavior followed by pleasent consequences is likely to be repeated visa versa
88
Operant conditioning
is the control of behavior by manipulating its consequences
89
Positive reinforcement
strengthens a behavior by making a desirable consequence contingent on its occurrence
90
Negative reinforcement
strengthens a bahavior by making the avoidance of an undesirable consequence contingent on its occurrence.
91
Punishment
discourages a behavior by making an unpleasant consequence contingent on its occurrence
92
Extinction
discourages a behavior by making the removal of a desirable consequence contingent on its occurrence.
93
Shaping
is positive reinforcment of successive approximations to the desired behavior
94
Law of contingent reinforcement
deliver the reward as soon as possible after the desired behavior occurs
95
Reinforcement Theory
views human behavior as determined by its environmental consequences
96
Law of effect
states that the behavior followed by a pleasent consequence is likely to repeat; behavior followed by an unpleasant consequence is unlikely to be repeated
97
Maslow's progression principle stops working at the level of __________ needs.
self actualization
98
Lower order needs in Maslow's Hierarchy correspond to __________ needs.
existence
99
A worker high in need for __________ power in McClelland's Theoryy tried to use power for the good of the organization.
social
100
in the __________ theory of motivation, an individual who feels underrewarded relative to a co worker might be expected to reduce his or her work efforts in the future.
equity
101
Which of the following is a correct match?
Skinner - Reinforcment Theory
102
In Herzberg's two factor theory, base pay is considered a/an __________ factor.
Hygiene
103
The expectancy theory of motivation say that motivation= expectancy x instrumentality x ___________
Valence
104
When a team member shows strong ego needs in Maslow's herarchy, the team leaader should find ways to link this persons work with ____________.
individual praise and recognition
105
When someone has a high and positive "expectancy" in expectancy theory of motivation, this means that the person __________.
believes he can achieve performance expectations
106
the law of _______ states that behavior followed by a positive consequence is likely to be repeated, whereas behavior followed by an undesirable consequence is not likely to be repeated.
effect
107
when a job allows a person to do a complete unit of work, it is high on which core characteristics?
task identity
108
__________ is a positive reinforcement stratagy that rewards successive approximations to a desirable behavior.
shaping
109
the purpose of negative reinforcement as an operant conditioning technique is to __________.
encourage desirable behavior
110
The premise of reinforcement theory is :
behavior is a function of environment
111
Both Barry and Marissa are highly motivated students. Knowing this, I can expect them to be ________.
hard working
112
Team
a collection of people who regularly interact to pursue common goals
113
Teamwork
is the process of people actively working together to accomplish common goals
114
Synergy
the creation of a whole greater than the sum of its individual parts
115
Social Loafing
is the tendency of some people to avoid responsibility by free riding in groups
116
Formal Team
is officially recognized and supported by the organization
117
Informal group
is unofficial and emerges from relationship and shared interests among members
118
Committee
designated to work on a special task on a continuing basis
119
Project Team/Task Force
is convened for a specific purpose and disbands after completing its task
120
Cross Functional Team
operates with members who come from different functional units of organization
121
employee involvement team
meets on a regular basis to help achieve continuous improvement
122
quality circle
is a team of employees who meet periodically to discuss ways of improving work quality
123
Virtual team
work together and solve problems through computer based interactions
124
Self Managing team (autonomous work groups)
have the authority to make decisions about how they share and complete their work
125
effective team
achieves high levels of task performance, membership satisfaction and future viability
126
Membership composition
the mix of abilities, skills, background, and experiences among team members
127
Team effectiveness equation
Team effectiveness = quality of inputs + (Process Gains-Process losses)
128
Team Process
is the way team members work together to accomplish a task
129
The stages of team development
```
Forming
Storming
Norming
Performing
Adjourning
```
130
Forming
initial orientation and interpersonal testing
131
Storming
a stage of conflict over tasks and working as a team
132
Norming
a stage of consolidation around task and operating agendas
133
Performing
a stage of teamwork and focused task performance
134
Adjourning
a stage of task completion and disengagement
135
norm
is a behavior, rule or standard expected to be followed by team members
136
performance norm
defines the effort and performance contributions expected of team members
137
Cohesiveness
is the degree to which members are attracted to and motivated to remain part of a team
138
task activity
is an action taken by a team member that directly contributes to the groups performance purpose
139
Maintenance activity
is an action taken by a team member that supports the emotional life of the group
140
Distributed leadership
is when any and all members contribute helpful task and maintenance activities to the team
141
Disruptive behaviors
are self serving and cause problems for team effectiveness
142
_________ is important so group think doesnt happen
Diversity
143
Decentralized communication network
allows all members to communicate directly with one another
144
Centralized communication network
communication flows only between individual members and a hub or central point
145
restricted communication network
contest one anothers positions and restricts interactions with one another
146
Team building
involves activities to gather and analyze data on a team and make changes to increase its effetiveness
147
decision making
is the process of making choices among alternative courses of action
148
Consensus
is reached when all parties believe they have had their say and been listened to , and agree to support the groups final decisions
149
Groupthink
is a tendency for highly cohesive teams to lose their evaluative capabilities
150
Conflict
is a disagreement over issues of substance and or emotional antagonism
151
substantive conflict
involves disagreements over goals, resources, rewards, policies, procedures and job assignments
152
emotional conflict
results from feelings of anger, distrust, dislike, fear and resentment as well as from personality clashes
153
avoidance
pretends that a conflict doesnt really exist
154
accommodation (smoothing)
plays down differences and highlights similarities to reduce conflict
155
Competition (authoritative demand)
uses force, superior skill or domination to win a conflict
156
Compromise
occurs when each party to the conflict gives up something of value to the other
157
Collaboration (problem solving)
involves working through conflict differences and solving problems so everyone wins
158
Conflict Resolution
is the removal of the substantive and or emotional reasons for conflict
159
________ occurs when a group of people is able to achieve more than its members could by working individually
Synergy
160
one of the recommended strategies for dealing with a group member who engages in social loafing is to ____________-.
redefine tasks to make individual contributions more visible
161
An effective team is defined as one that achieves high levels of task performance, high member satisfaction and ____________.
group consensus
162
in the open system model of teams the ________ is an important input factor.
diversity of membership
163
A basic rule of team dynamics might be stated this way: the greater the ___________ in a team, the greater the conformity to norms
cohesiveness
164
The team effectiveness equation states the following : Team effectiveness = quality of inputs X (_______ - process losses)
process gains
165
members of a team become more motivated and better able to deal with conflict during the __________ stage of team development.
performing
166
a team member who does a good job at summarizing discussion, offering new ideas, and clarifying points made by others is providing leadership by contributing __________ activities to the group process.
task
167
a team performing very creative and unstructured task is most likely to succeed using _________.
a decentralized communicat5ion network
168
one way for a manager to build positive norms within a team is to ________
act as a positive role model
169
the best way to increase the cohesiveness of a team would be to ___________.
start competition with other groups
170
a __________ decision is one in which all members agree on the course of action being taken
unanimous
171
groupthink is most likely to occur in teams that are ______________.
highly cohesive
172
when people are highly cooperative but not very assertive in a conflict situation the likelihood is that they will be using which conflict managers style?
accommodation
173
the interpersonal conflict managment style with the greatest potential for true conflict resolution is __________
collaboration
174
Social Capital
is the capacity to attract support and help from others
175
Communication
is the process of sending and receiving symbols with meanings attached
176
effective communication
the receiver fully understands the intended messege
177
efficient communication
occurs at minimum cost to sender
178
Persuasive communication
presents a message in a manner that causes others to accept and support it
179
Credible communication
earns trust, respect and integrity in the eye of others
180
Noise
is anything that interferes with the communication process
181
communication channel
is the medium used to carry a message
182
channel richness
is the capacity of a communication channel to effectively carry information
183
Nonverbal communication
takes place through gestures, expressions, posture and even use of interpersonal space
184
mixed message
results when words communicate one message while actions body language or appearance communicate something else
185
filtering
is the intentional distortion of information to make it more favorable to the recipient
186
Active listening
helps the source of a message say what he or she really means
187
Feedback
is the process of telling someone else how you feel about something that person did or said
188
proxemics
is the study of the way we use space
189
communication transparency
involves being honest and openly sharing accurate and complete information
190
open book management
managers provide employees with essential financial information about their employers
191
The electronic grapevine
uses computer technologies to transmit information around informatl networks inside and outside of organizations
192
Ethnocentrism
is the tendency to consider ones culture superior to any and all others
193
cultural etiquette
is use of appropriate manners and behaviors in cross cultural situations
194
Who is responsible for encoding a message in the communication procoss?
sender
195
issues of respect and integrity are associated with ________ communication
credibility
196
which is the best example of a superior making feedback descriptive rather than evaluative?
You have been late to work three days this month.
197
When interacting with an angry co worker who is complaining about a work problem, a manager skilled at active listening would most likiely try to ___________.
rephrase the co workers complaint to encourage him to say more
198
when the intended meaning of the sender and the interpreted meaning of the receiver are the same communication is _________.
effective
199
what happens when a communication is persuasive?
the receiver acts as the sender intended
200
how can a manager build credibility for persuasive communications?
make sure to establish a good relationship with others
201
one of the rules for giving constructive feedback is to make sure that it is always __________.
given in small doses
202
when a worker recieves an amail memo from the boss with information about changes to his job assignment and end up confused because he doesnt understand it, the boss has erred by making a bad choice of __________ for communicating the message.
channels
203
the safest conclusion about privacy in electronic communication is _______.
it really doesnt exist
204
An _____________ is higher in channel richness than an ____________.
instant message; email
205
the negative effects of status difference on communication between lower and higher levels in organizations show up in the form of _____________.
filtering
206
a manager who understands the influence of proxemics in communication is likely to ________.
arrange work spaces to encourage interaction
207
when a persons words say one thing but his or her body language suggests something quite different the person is sending ___________
mixed message
208
if a visitor to a foreign culture makes gestures commonly at home even after learning that they are offensive to locals, the visitor can be described as ___________
ethnocentric
