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I/O Psychology > Final > Flashcards

Final Flashcards

1
Q

planning, budgeting, organizing, controlling, resource use, coordinating, decision making, problem solving and time management all describe….

A

management

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2
Q

vision, motivation, inspiration, persuasion, team work, building relationships, listening, counseling/coaching, teaching & mentoring all describe

A

leadership

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3
Q

perceived physical/psych reaction to a perceived stressor

A

stress

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4
Q

an event, thought or person

A

stressor

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5
Q
  • ocular migraine
  • ulcers
  • upset stomach
  • lack of sleep
A

physical side effects of stress

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6
Q

the older you get, the ___ stressed you are

A

less

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7
Q

depression turned inwards

A

anxiety

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8
Q

psych side effects of stress

A
  • anxiety
  • depression
  • insomnia
  • panic attacks
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9
Q

positive stress

A

eustress

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10
Q

example of eustress

A
  • getting married
  • buying a house
  • promotion
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11
Q

with identical twins, there are similar levels of stress, genetic predisposition, sensitivity

A

bio theory of stress

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12
Q

when you’re frustrated, there’s something in the way of your goal

A

aggression hypothesis

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13
Q

situational theories

A
  • frustration
  • road rage
  • heat
  • crowding
  • unrealistic goals
  • workplace stressors
  • job
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14
Q

when you can’t get to where you want to go and you get super mad

A

road rage

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15
Q

increased temperatures make ppl irritated and leads to aggression

A

heat

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16
Q

frustration and stress when surrounded by many ppl

A

crowding

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17
Q

when supervisor is asking for too much

A

unrealistic goals at work

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18
Q

task you do at work can be stressful

A

worktask stressor

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19
Q

nature of work

examples: law enforcement, drs, human services, military

A

jobs

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20
Q

thoughts contribute to stress, your perceptions

A

cognition

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21
Q

input/output

A

equity theory

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22
Q

what you ascribe as the cause of someone’s behavior

A

attributions

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23
Q

blame someone’s behavior on their personality

A

internal

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24
Q

blame someone’s behavior on the situation

A

external

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25
Q

if you make more situational attributions about someone’s neg. behavior, you’ll be

A

less stressed

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26
Q

when we reframe our thoughts, that makes us

A

less stressed

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27
Q

we have life events (big) and it’s the readjustment to event after it’s occurred that creates the stress, not the event itself

A

life events model theory

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28
Q

this scale determines how stressed you are

A

social adjustment scale

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29
Q

Rahe and Holmes developed this

A

social adjustment scale

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30
Q

this scale has hundreds of stressful events but it doesn’t capture the big picture

A

social adjustment scale

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31
Q

you add up points to see how stressed you are

A

social readjustment scale

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32
Q

example of the Minor Hassles Model is

A

school frustrations and work

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33
Q

personality can create stress

A

true

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34
Q

this type of personality is impatient, prone to heart attacks, try to do more in less time, animated, talk and move quickly, fight/flight mode and this uses more cortisol, which takes a toll o arteries

A

Type A

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35
Q

this type of personality is mellow, not in a hurry, things roll off their backs

A

Type B

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36
Q

this type of personality is a combination of the best aspects of types A and B, moderate

A

Type C

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37
Q

ability to bounce back, emotional resiliency towards hardship

A

hardiness

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38
Q

your perception of being able to control your environment

A

locus of control

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39
Q

2 forms of locus of control

A
  • internal

- external

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40
Q

you feel you can control your environment

A

internal

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41
Q

example of internal locus of control

A

control your environment through hardwork and effort

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42
Q

you feel that the situation controls you (fate, “can’t make a difference”, “why bother” mentality)

A

external

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43
Q

this type of locus of control is less proned to being stressed

A

internal

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44
Q

when you’re above and beyond stressed at work

A

job burnout

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45
Q

Christina Maslach developed

A

job burnout

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46
Q

symptoms of job burnout

A
  • cynical attitude towards job, clients, customers
  • lethargic
  • numbness
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47
Q

way to stop burnout

A
  • go to manager and rewrite job description
  • re-engage
  • leave job, as last resort
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48
Q

2 types of aggression

A
  • angry

- instrumental

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49
Q

spontaneous, unplanned aggressive behavrior

A

angry

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50
Q

example of angry aggression

A

road rage

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51
Q

premeditated, planned aggression

A

instrumental

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52
Q

example of instrumental aggression

A

terrorists

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53
Q

twins have similar temperament, predisposition

A

bio theories

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54
Q

desire to self destruct and we turn it towards others, which is aggression

A

Freud’s death instinct

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55
Q

trait that’s chosen, the more aggressive you are the increased likelihood , you’ll live longer

A

survival of the fittest

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56
Q

remedies fr stress, anxiety and aggression

A
  • careful monitoring of the workplace
  • MBWA ( managing by walking around)
  • install a gym in the workplace
  • onsite yoga
  • onsite counseling services
  • good person job fit (some personalities don’t fit job)
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57
Q

which theories cause stress?

A

combination of all theories

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58
Q

passage of info btwn 1 person/group to another group/person

A

communication

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59
Q

originator of a communication , who encodes/transmits a message

A

sender

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60
Q

aka encoder

A

sender

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61
Q

recipient of a communication who decodes the message

A

receiver

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62
Q

aka decoder

A

receiver

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63
Q

process of preparing for transmission by putting it into some form of shared code

A

encoding

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64
Q

example of encoding

A

typing or verbal

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65
Q

process of translating a message so that it can be understood

A

decoding

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66
Q

vehicle through which a message flows from sender to receiver

A

channel

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67
Q

acknowledgement that message has been received/understood

A

feedback

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68
Q

more of these lead to errors in encoding process

A

channels

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69
Q

physical/psych distraction that disrupts the effective flow of communication

A

noise

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70
Q

can cause message to break down, interference with message

A

noise

71
Q

characteristics of the sender that influence the effectiveness of communication

A

source factors

72
Q

example of source factors

A
  • attractiveness
  • piercings
  • purple hair
  • the game telephone
73
Q

characteristics of the vehicle of transmission of a message that affects communication

A

channel factors

74
Q

special language developed in connection with certain jobs

A

jargon

75
Q

aka technical lang

A

jargon

76
Q

characteristics of the receiver that influence the effectiveness of communication

A

audience factors

77
Q

2 examples of audience factors

A
  • distraction
  • mood that you’re in
  • anything simultaneously happening
78
Q

protocol of sending message should be understood

A

channel factors

79
Q

messages sent/received through means other than the spoken/written word

A

nonverbal communication

80
Q

when a sender nonverbally communicates expectations to a receiver influencing his/her behavior

A

pygmalion effect

81
Q

expectations to how others behave

A

pygmalion effect

82
Q

2 or more individuals who interact on a daily basis and share a common fate

A

group

83
Q

if your’re doing an easy task with others watching, you’ll excel. if you’re doing a hard task with others watching, your performance is impaired

A

social faciliation

84
Q

in a group and feel anonymous and you put in less effort

A

social loafing

85
Q

in a group but feeling anonymous and more likely to engage in deviant behavior

A

deindividuation

86
Q

diversity, different ideas from different people

A

brainstorming

87
Q

changing behavior

A

conformity

88
Q

example of conformity

A

Asch study

89
Q

females conform more than males, and you’ll conform less if you’re an expert

A

true

90
Q

cohesive group(tight knit group) under a deadline to make a decision, you feel that everyone else is in agreement and you agree with the group despite what your gut is telling you

A

groupthink

91
Q

everyone else is in agreement

A

illusion of consesus

92
Q

idea that there’s an enemy

A

illusion of an enemy

93
Q

your group’s decision is a more decision, good for all involved

A

illusion of morality

94
Q

group’s plan cant go wrong

A

illusion of invulnerability

95
Q

examples in history

A
  • Bay of Pigs
  • Cuban Missile Crisis
  • destruction of space shuttle Challenger and Columbia
  • Pearl Harbor
  • Jones Town
96
Q

ways to alleviate groupthink

A
  • leaderless session
  • secret ballot
  • small group sessions
  • outside experts, neutral
  • circular tables, no one is a leader
  • devil’s advocate
97
Q

specify someone as individual , give them proactive script on what to do, when ppl feel responsible for their actions, in emergency situation

A

break cycle deindividuation

98
Q

conducting successful meetings with large groups include

A
  • whose invited? (no more than 2 hierarchies)
  • how many ppl? (5-7)
  • agenda
99
Q

think who the audience is, want to use assertive/directive when they’re inexperienced and younger. use democrative if the group is of = level

A

leadership style

100
Q

make sure to choose right room for meeting, feel free to change their positions

A

room set up

101
Q

want to keep to minimum but try to facilitate group input

A

group input

102
Q

what eliminates group think?

A

education

103
Q

adhere to the time limit, actively monitor meeting

A

time limit

104
Q

get ppl involved if no one volunteers

A

assigning tasks

105
Q

need to reiterate what was accomplished

A

wrap up meeting

106
Q

oldest theory, great leaders are born, not made

A

great man/woman

107
Q

it’s your personality that makes you a great leader

A

trait theory

108
Q

we have need for power/leadership. administer TAT to discover desire/need for leadership

A

needs theory

109
Q

predisposition that ppl can be born with

A

bio theory

110
Q

researchers are looking at behaviors that you exhibit that make you a good leader

A

behavioral theory

111
Q

most looked at theory

A

behavioral theory

112
Q

tell ppl what to do, directive, take control assertive, ideal to use for employees who don’t have much experience

A

autocratic leadership

113
Q

autocratic leadership is aka

A

directive

114
Q

allow followers to participate in decision making process, , ideal to use for followers who you perceive to be =

A

participative style

115
Q

participative leadership style aka

A

democratic

116
Q

ideal if followers are in stressful situations

ex:9-11 dispatchers

A

supportive leadership

117
Q

focused with regards to welfare of your employees, concern, how you’re feeling, not what you’re doing

A

country club style

118
Q

this type of leadership has low turnover

A

country club style

119
Q

sort of concerned about their productivity/welfare

A

middle of the road

120
Q

leader is only concerned about your productivity (#’s and sales) not about how you’re feeling

A

task oriented style

121
Q

this type of leadership has high turnover

A

task oriented

122
Q

based on rewards and punishments, transaction btwn leader/follower and how they get employees to do something is rewards/threats

A

transactional style

123
Q

this type of leadership uses phrases like “us and we” and their ideas are at a larger scale

A

transformational

124
Q

transforming the follower’s goals into that of the leader’s/org goals, very inspirational, strives to make org a better place

A

transformational

125
Q

personality, inspires followers, well-spoken

A

charismatic

126
Q

Ronald Reagan was known to be this type of leader

A

charismatic

127
Q

Riggio believes in this type of leadership

A

charismatic

128
Q

Riggio believes that social skills make a great leader along with emotional intelligene

A

true

129
Q

leader provides/asks you what your goals and provides a path to reach your goals

A

path goal theory

130
Q

believes their employees are all lazy, selfish, only motivated by $, they bring that behavior out in their employees

A

Theory X

131
Q

believes their employees are intrinsically motivated, not in it for the $, believe the best in their employees and they love what they do, low turnover b/c ppl feel valued

A

Theory Y

132
Q

match btwn leadership stype and situation is what makes you a great leader

A

situational theory of leadership

133
Q

ow effective of a leader you’ll be is contingent upon the situation that you’re in

A

Fred Fiedler’s contingency theory of leadership

134
Q

what makes an effective leader is quality of decisions you make

A

Vroom, Yetton, decision making theory of leadership

135
Q

the kind of power that you have, effective leader

A

French and Raven’s bases of power

136
Q

types of power

A
  • referent
  • legitimate
  • coercive
  • expert
  • reward
137
Q

power of being a leader by being well-liked

A

referent

138
Q

power by title

ex: Dr., CFO, president

A

legitimate

139
Q

power in a particular area can give you power

A

expert

140
Q

if you’re given the ability to dole out punishment/disciplinary actions, you have power

A

coercive

141
Q

ability to reward employees, you gain power & become an effective leader

A

rewards

142
Q

better predictors of leadership/success in real world versus IQ

A

emotional intelligence

143
Q

ability to read emotions quickly with non-verbal cues accurately and is useful info when making decisions and is central to leadership

A

emotional intelligence

144
Q

why study leadership?

A

knowledge of individuals ability to improve social chemistry and group performance

145
Q

Howard Gardner (multiple intelligence) measures

A

linguistics, musical and interpersonal

146
Q

he developed face recognition

A

Paul Eckman

147
Q

EI increases

A

contentment of social conflict, decreases conflict and alcohol abuse

148
Q

amgydala gets hijacked with flight and fight

A

true

149
Q

EI relates to sports through

A

motivation, discipline and running a team

150
Q

flattering, get you to comply to their request,

A

integration

151
Q

makes you feel like you need to give back

A

reciprocity

152
Q

organize,form alliances, not going to work, method employees do for upper management

A

strikes

153
Q

goes to and from management and employees

A

communication

154
Q

CEO of CISCO stystems was voted best boss in America

A

John Chambers

155
Q

he was charismatic, transformational with a path goal leadership style, refers to himself as a coach

A

John Chambers

156
Q

capacity of a person, team/org to influence others

A

power

157
Q

2 or more parties are reliant for power

A

true

158
Q

opposing, capacity of a person to keep a more powerful person/group in exchange

A

counterpower

159
Q

servant, what can i do to help make your job easier?

A

silent authority

160
Q

alliances for specific cause

A

coalition

161
Q

employees appealing to upper management

A

upward appeal

162
Q

rational arguments for your POV

A

persuasion

163
Q

influence tactics

A
  • silent authority
  • exchange/reciprocity
  • coalition
  • upward appeal
  • persuasion
  • info control
164
Q

coalitions and strikes, physical behaviors are known as

A

hard tactics

165
Q

men are more likely to advertise individual achievements as an influence tactic

A

true

166
Q

women are more likely to apologize for things they didn’t do as an influence tactic

A

true

167
Q

self-serving tactics ppl use for their own gain at other ppl’s expenses

A

politics

168
Q

causes for politics

A
  • scarce resources
  • competition for increased lead to politics
  • lack of formal rules allocating what should be done, causes favoritism
  • when it’s tolerated by management
169
Q

minimizing politics

A
  • rules
  • supervisor leads by example
  • keep employees well infomed
170
Q

the more rules that are laid out clearly, the less rumors

A

true

171
Q

making workplace safe, user friendly

A

human factors

172
Q

human factors is aka

A

human engineering, ergonomics

173
Q

examples of human factors development

A
  • taxi cab and break light
  • bookstore (designed to place signs)
  • international symbols
  • eating behaviors
  • lighting in restaurants
174
Q

Fields in human factors design

A
  • juvenile furniture
  • military with prosthetics
  • transportation

I/O Psychology (3 decks)

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