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comm & beh in org Flashcards

1
Q

Pavlovian Conditioning

A

A neutral stimuli (eg. bell) is repeatedly paired with a positive stimuli (eg. reward) to encourage learning the desired behaviour.

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2
Q

Skinnerian Conditioning

A

A behaviour is strenghtened or weakened by consequences, positive or negative (reward or punishment)

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3
Q

Shaping

A

establishing desired behavior through selective reinforcement

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4
Q

Intermittent reinforcement

A

when a behavior is reinforced only sometimes when it happens, not every time

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5
Q

Socialization

A

process through which individuals learn and internalize the norms, values, behaviors, and social skills necessary to function in society

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6
Q

Neuroplasticity

A

Understanding how our brain can learn with experience and practice

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7
Q

FOGG Model

A

it shows that three elements must occur at the same time for a behavior to occur: Motivation, Ability and Prompt

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8
Q

AGES Model

A

It explains how brain works to enable learning, it absorbs and retains knowledge the best with: Attention, Generation, Emotion, Spacing.

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9
Q

SCARF Model

A

it explains social key factors that influence a behavior:
Status, Certainty, Autonomy, Relatedness, Fairness.

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10
Q

Psychometrics

A

tools to assess individual personality traits like cognitive abilities, emotional intelligence

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11
Q

Type theory

A

suggests that ppl can be grouped into categories of personalities

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12
Q

Chronotypes

A

refers to ones performance in the context of time, do they perform better in the morning or evening etc

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13
Q

Trait theory

A

sees personality as a set of dimensions of qualities that influences their behavior

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14
Q

The Big Five- OCEAN

A

the Big five personality traits:
Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism (anxious/calm)

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15
Q

HEXACO

A

It’s a model that extends OCEAN by Honesty and Humility

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16
Q

Two sided self

A

difference in traits shown by ppl in different settings, personal or social

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17
Q

Type A personality

A

ambition, hostility, impatience, time- pressure

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18
Q

Type B personality

A

relaxation, low focus on achievement, leisure

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19
Q

Unconditional positive regard

A

non judgemental approval for the traits and behaviors of other person

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20
Q

Thematic Apperception Test

A

test used to asses person’s thoughts, emotions, motives

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21
Q

Self determination theory

A

a framework used to assess the extent to which needs for Autonomy, Competence and Relatedness are met

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22
Q

Maslow’s hierarchy of needs

A
  1. Survival
  2. Safety
  3. Affiliation- belonging to a group
  4. Esteem
  5. Self actualization- desire for personal fulfilment
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23
Q

Equity theory

A

explains how people perceive fairness in social and workplace environment

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24
Q

Expectancy theory

A

explains how people make decisions about their behavior based on their expectancy of reward, and that the effort will lead to good performance

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25
Goal setting theory
explains how setting specific goals leads to higher performance and motivation
26
Presenteism
when employees show up at work despite feeling unwell and not being able to perform at normal standard
27
Quiet quitting
showing up but not doing much work
28
High performance work system HPws
a form of organization that operates at a high level of excellence
29
Perceptual world
refers to the fact that everyone sees the world differently
30
Habituation
a form of getting used to a stimuli that it doesn't trigger a response
31
Halo effect
judging sth based on a particular feature
32
Attribution theory
explains how people interpret the cause of events, internal causality- knowledge external causality- luck
33
Self fulfilling prophecy
prediction that becomes true because someone expects it to happen
34
Social identity
membership to a group
35
Conformity
act of changing one's behavior to match others
36
Deindividuation
where individuals loose sense of personal responsibility, leading to antisocial and impulsive acts
37
Social facilitation
effect of other's presence enhancing ones performance
38
Social inhibitation
effect of other's presence reducing one's performance
39
Social loafing
tendency to put less effort in group works
40
Group sanction
punishment/ reward given by members of the group to others for reinforcing group norms
41
Pivotal norm
socially defined standards that are central to grpup's objectives
42
Peripheral norm
socially defined standards that are important but not crucial
43
Hawthorn effect
it explains the phenomenon of when people are observed they perform better
44
Hazing
Uofficial socialization practice of initiating newcomers into a group by engaging in degrading behavior eg. segregation, verbal/ physical abuse, testing
45
Compliance
when majority influences a minority
46
Conversion
when minority influences a majority
47
Additive task (Ivan Steiner)
accomplishment depends on the sum of all group member's efforts
48
Conjunctive task (Ivan Steiner)
depends on the performance of the least talented memebrs
49
Disjunctive task (Ivan Steiner)
accomplishment depends on the performance of the best memebers
50
Belbin;s team role theory
categories for roles in a team: action, social, thinking role
51
Reward power
comes from ability to reward sb for compliance
52
Coercive power
based on ability to punish sb
53
Referent power
based on personal traits other admire
54
Legitimate power
based on formal position
55
Expert power
based on knowledgeC
56
Sociometry
measurement of interpersonal feelings within a group
57
Kinesics
body movement non-verbal coom
58
Oculesis
eye movement
59
Haptics
use of touch
60
Paralanguage
voice quality
61
Olfatics
use of smell
62
Proxemics
use of distance
63
Chronemics
use of time
64
Goffman's theory
it suggests ppl behave like actors, playing different roles depending on the context -front stage behavior: public actions, social -backstage behavior: private actions, authenticity
65
Triggers for change
External- technology, economy Internal- new leadership, policy changes
66
Yerkes Dodson Law
Explains the relationship between arousal and performance, performance increases with arousal until aren't overwhelmed, inverted U function
67
Styles of change
Collaborative- high involvement/ participation Consultative- moderate involvement Directive- top down leadership Coercive change- forced change with authority
68
Kroster's model for managing change VTIRP
Vision Training Incentive, reward Resources Plan
69
Frame of reference
way of understanding workplace relationship
70
Unitarist frame of reference
organization seen as a team with shared goals
71
Pluralist frame of reference
sees the organization as consisting of different interest groups with different interests
72
Interactionist frame of reference
views conflict as a positive and necessary force
73
Radical framework
conflict inevitable due to unequal powers in capitalism
74
Dyod conflict
between two ppl
75
Contagion conflict movement
from dyod to group
76
Concentration conflict movement
from organization group
77
Distributive bargaining
negotiating strategy in which a fixed sum of resources is divided, leading to win-lose situation
78
Integrative bargaining
negotiating strategy seeking to increase the total amount of resources creating win-win situation
79
Ostracism
isolating individual from the group
80
Gig economy
in it workers are freelancers, hired for a specific task, project and are often considered self-employed, its risk is job insecurity
81
Somatotypes
relation between body type and character
82
Hardiness (change)
approach how much change you are able to welcome change and handle it
83
Concurrent feedback
info which arrives during our behavior and can influence it as it unfolds
84
extinction (beh change)
eliminating undesirable behaviors by attaching no consequences at all, silence and indifference
85
Acceleration trap
constant change leads to corporate burnout 3 patterns: - overloading: staff has too many tasks and not enough resources -multiloading: reduced focus by asking employees to be involved in many tasks -Perpetual loading: company works close to capacity all the time
86
McGrath's Circumplex Model
It divides group tasks based on the nature of the task. Generating- creativity/planning Choosing- decision making/ problem solving Negotiating- Conflict resolution/ bargaining Executing- performance
87
Gelfland's Conflict Resolution Cultures
Classifies cultures based on how they handle conflict - dominating: assertive and controlling - collaborative: focused on win-win - avoidant: minimize conflict through engagement
88
Japanese teamworking
emphasizes harmony and group cohesion, decision making is slower but involves collective input
89
western teamworking
values individualism and efficiency, decisions are quicker and often top-down
90
media richness theory
explains how different comm. channels vary in their ability to convey info effectively. Richest: face-to-face communication Leanest: written memos or emails
91
Roger's diffusion of Innovation's model
Innovators Early adopters Early majority Late majority Laggards
92
Law of effect
we repeat behavior that we like consequences of and we avoid ones that we dont
93
Growth need Strength
refers to individual's desire for personal growth and self-fulfilment within the job
94
The Job Characteristics Model
It aims to explain how aspects of a job can influence ppl's motivation, satisfaction and performance
95
Group development Tuckman & Jansen
Forming Storming Norming Performing Adjourning
96
Coping cycle
Shock Denial Frustration Depression Bargaining Decision Integration
97
Scrum team
Agile team of max. 10 ppl, daily scrums to track progress, this form of a team is more adaptive and collaborative, increases efficiency by breaking work into smaller goals

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