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BADM 369 > Exam 2 > Flashcards

Exam 2 Flashcards

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1
Q

Affect

A

A broad range of feelings that people experience

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2
Q

Affective Event Theory (AET)

A

A model that suggests that workplace events cause emotional reactions on the part of employee, which then influence workplace attitudes and behaviors

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3
Q

Deep Acting

A

Trying to modify one’s true inner feelings based on display rules

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4
Q

Displayed Emotions

A

Emotions that are organizationally required and considered appropriate in a given job

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5
Q

Emotional Contagion

A

The process by which peoples’ emotions are caused by the emotions of others

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6
Q

Emotional Dissonance

A

Inconsistencies between the emotions people feel and the emotions they project

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7
Q

Emotional Intelligence (EI)

A

The ability to detect and to manage emotional cues and info

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8
Q

Emotional Labor

A

A situation in which an employee expresses organizationally desired emotions during interpersonal transactions at work

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9
Q

Emotions

A

Intense feelings that are directed at someone or something

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10
Q

Felt Emotions

A

An individual’s actual emotions

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11
Q

Illusory Correlation

A

The tendency of people to associate two events when the reality there is no connection

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12
Q

Moods

A

Feelings that tend to be less intense than emotions and that lack a contextual stimulus

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13
Q

Negative Affect

A

A mood dimension that consists of emotions such as nervousness, stress, and anxiety at the high end

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14
Q

Positive Affect

A

A mood dimension that consists of specific positive emotions such as excitement, enthusiasm, and elation at the high end

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15
Q

Positivity Offset

A

The tendency of most individuals to experience a mildly positive mood at zero input (when nothing in particular is going on)

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16
Q

Surface Acting

A

Hiding one’s inner feelings and forgoing emotional expressions in response to display rules

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17
Q

Personality Traits

A

Enduring characteristics that describe an individual’s behavior

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18
Q

Myers-Briggs Type Indicator

A

A personality test that taps four characteristics and classifies people into 1-16 personality types

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19
Q

Big Five Model

A

A personality assessment model that taps five basic dimensions

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20
Q

Extraversion

A

A personality dimension describing someone who is sociable, gregarious, and assertive

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21
Q

Agreeableness

A

A personality dimension that describe someone who is good natures, cooperation, and trusting

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22
Q

Conscientiousness

A

A personality dimension that describes someone who is responsible, dependable, persistent, and organized

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23
Q

Emotional Stability

A

A personality dimension that characterizes someone as calm, self-confident, secure (positive) versus nervous, depressed, and insecure (negative)

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24
Q

Openness to Experience

A

A personality dimension that characterizes someone in terms of imagination, sensitivity, and curiosity

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25
Core Self-Evaluation (CSE)
Bottom-line conclusions individuals have about their capabilities, competence, and worth as a person
26
Machiavellianism
The degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means
27
Narcissism
The tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement
28
Self-Monitoring
A personality trait that measures an individual's ability to adjust their behavior to external, situational factors
29
Proactive Personality
People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs
30
Values
Basic convictions that a specific mode of conduct or end-stage of existence is personally or socially preferable to an opposite or converse mode of conduct or end-stage of existence
31
Value System
A hierarchy based on a ranking of an individual's values in terms of their intensity
32
Terminal Values
Desirable end-states of existence; the goals a person would like to achieve during his or her lifetime
33
Instrumental Values
Preferable modes of behavior or means of achieving one's terminal values
34
Personality-Job Fit Theory
A theory that identifies 6 personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover
35
Power Distance
Describes the extent to which a society accepts that power in institutions and organizations is distributed unequally
36
Individualism
Describes the degree to which people prefer to act as individuals rather than as members of groups
37
Collectivism
Describes a tight social framework in which people expect others in groups of which they are part to look after them and protect them
38
Masculinity
Describes the extent to which the culture favors traditional masculine work roles of achievement, power, and control. Societal values of characterized by assertiveness and materialism
39
Femininity
Indicates little differentiation between male and female roles; a high rating indicates that women are treated as the equals of men in all aspects of the society
40
Uncertainty Avoidance
Describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them
41
Long-term orientation
Emphasizes that future, thrift, and persistence
42
Short-term orienatation
Emphasizes that present and accepts change
43
Motivation
The process that account for an individual's intensity, direction, and persistence of effort toward attaining a goal
44
Hierarchy of Needs
Abraham Maslow's hierarchy of 5 needs - physiological, safety, social, esteem, and self-actualization - in which, as each need is substantially satisfied, the next need becomes dominant
45
Self-Actualization
Drive to become what we are capable of becoming; includes growth, achieving our potential, and self-fulfillment
46
Theory X
Assumptions are basically negative. Employees dislike work/avoid it. Employees must be coerced, controlled, or threatened
47
Theory Y
Assumptions are basically positive. Employees can view work as something natural and enjoyable
48
Two-factor theory
A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. Motivation-hygiene theory.
49
McClelland's Theory of Needs
A theory that states achievement, power, and affiliation are three important needs that help explain motivation
50
Need for Achievement (nAch)
The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed
51
Need for Power (nPow)
The need to make others behave in a way in which they would not have behaved otherwise
52
Need for Affiliation (nAff)
The desire for friendly and close interpersonal relationships
53
Self-Determination Theory
A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation
54
Cognitive Evaluation Theory
A version of self-determination theory which holds that allocating extrinsic reward for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling
55
Self-Concordance
The degree to which peoples' reasons for pursuing goals are consistent with their interests and core values
56
Job Engagement
The investment of an employee's physical, cognitive, and emotional energies into job performance
57
Goal Setting Theory
A theory that says that specific and difficult goals, with feedback, lead to higher performance
58
Management by Objectives
A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress
59
Self-Efficacy
An individual's belief that he or she is capable of performing a task
60
Reinforcement Theory
Takes a behavioristic view, arguing that reinforcement conditions behavior
61
Behaviorism
A theory that says that behavior is a function of its consequences
62
Social-Learning Theory
The view that we can learn through both observation and direct experience
63
Equity Theory
A theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities
64
Distributive Justice
Perceived fairness of the amount of allocation of rewards among individuals
65
Organizational Justice
An overall perception of what is fair in the workplace, composed of distributive, procedural, informational, and interpersonal justice
66
Procedural Justice
The perceived fairness of the process used to determine the distribution of rewards
67
Informational Justice
The degree to which employees are provided truthful explanations for decisions
68
Interpersonal Justice
The degree to which employees are treated with dignity and respect
69
Expectancy Theory
A theory that says that the strength of a tendency to act a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual
70
Group
Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives
71
Formal group
A designated work group defined by an organization's structure
72
Informal group
A group that is neither formally structured nor organizationally determined; such a group appears in response to the need for social contact
73
Social identity theory
The tendency to personally invest in the accomplishments of a group
74
In-group Favoritism
Perspective in which we see members of our in-group as better than other people, and people not in our group as the same
75
Five-Stage Group Development
Explains that as the team develops maturity and ability, relationships establish, and leadership style changes to more collaborative or shared leadership
76
Forming stage
Meeting group memebers
77
Norming stage
cohesion, cliques dissolve
78
Performing stage
Problem solving and personal relationships
79
Storming stage
conflicts, strive for leadership
80
Adjoining Stage
Termination
81
Punctuated-Equilibrium Model
A set of phases that temporary groups go through that involves transitions between inertia and activity
82
Role
A set of expected behavior patterns attributed to someone occupying a given position in a social unit
83
Role Perception
An individuals view of how he or she is supposed to act in a given situation
84
Role Expectations
How others believe a person should act in a given situation
85
Psychological Contract
An unwritten agreement that sets out what management expects from an employee and vice versa
86
Role Conflict
A situation in which an individual is confronted by divergent role expectations
87
Norms
Acceptable standards of behavior within a group that are shared by the group's members
88
Conformity
The adjustment of one's behavior to align with the norms of the groups
89
Reference Groups
Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform
90
Deviant Workplace Behavior
Voluntary behavior that violates significant organizational norms and, in so doing, threatens the well-bing of the organization or its members. Also called "antisocial behavior or workplace incivility". Referred to often in relation to counterproductive work behavior (CWB)
91
Status
A socially defined position or rank given to groups or group members by others
92
Status Characteristics Theory
A theory that states that differences in status characteristics create status hierarchies within groups
93
Social Loafing
The tendency for individuals to expand less effort when working collectively than when working individually
94
Cohesiveness
The degree to which group members are attracted to each other and are motivated to stay in the group
95
Diversity
The extent to which members of a group are similar to, or different from, one another
96
Groupthink
A phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action
97
Groupshift
A change between a group's decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk but it generally is toward a more extreme version of the group's original position
98
Interacting Groups
Typical groups in which members interact with each other face to face
99
Brainstorming
An idea-generation process that specifically encourages any an all alternatives while withholding any criticism of those alternatives

BADM 369 (2 decks)

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