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BUAD304 > Midterm #1 LECTURES 1-3 > Flashcards

Midterm #1 LECTURES 1-3 Flashcards

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1
Q

Learning Theory

A

Environment determines behavior

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2
Q

Need Theory

A

Person determines behavior

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3
Q

Equity Theory

A

A comparison of equal state of justice in comparison to others in the work place

You can mess with the outcomes, you can mess with the inputs, change comparison groups,

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4
Q

Equity Considerations

A

Realizing that you are being screwed, changes effort at work.

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5
Q

Individual Level

A

Biographical Feature, Personality, Values and Attitudes

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6
Q

Perception

A

process by which individuals organize and interpret their sensory input

How members make sense of the world

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7
Q

Biographical Features

A

Age, Gender, Tenure

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8
Q

Age

A

reliability, less turnover, poorer health

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9
Q

Gender

A

women are actually more absent

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10
Q

Tenure

A

more happiness, performance indicator

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11
Q

Differences in Ability

A

intellectual, physical, emotional intelligence

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12
Q

Cognitive Dissonance

A

incompatibility between 2 attitudes

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13
Q

Low Power Distance

A

Power Distance: the degree to which people in a country accept that power is unequally distributed

USA
“no differences in power, individualism, short term”

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14
Q

High Power Distance

A

CHINA

high collectivism, long term orientation

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15
Q

Personality

A

sum total ways in which an individual reacts to and interacts with others

Locus of Control
Machiavellianism
Self Esteem
Self Monitoring
Risk Taking
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16
Q

Locus of Control

A

internal locus of control = their own traits

external locus of control = external, environmental traits.

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17
Q

Machiavelliasm

A

pragmatic, maintains emotional distance, and believes ends can justify the means.

harsh

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18
Q

self esteem

A

obvious

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19
Q

Self-Monitoring

A

high self monitoring: pay attention to cues in the environment and adjust behavior to environment/situations: sales, marketing

very adaptive

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20
Q

Risk Taking

A

people with a high risk taking propensity. willing to venture into the unknown

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21
Q

Perception

A

organize and interpret sensory input to give meaning to environment

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22
Q

factors influecing perception

A

perceiver; target situation

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23
Q

person perception

A

people vs things; motives & intentions

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24
Q

What are our perceptions of people based on?

A

Judgement about motives and intentions

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25
Attribution Theory
determining whether people's behavior is internally or externally caused
26
What three factors do we use to determine whether someones behavior is caused internally or externally?
Don't Cut Corn Distinctness Consensus Consistency
27
consesnsus
do others behave the same way in similar situations?
28
consistency
does a person behave the same way over time?
29
Distinctness
does a person behave differently in different situations?
30
Fundamental Attribution Error
Underestimate external, overestimate internal
31
selective perception
we see what we wanna see
32
self serving bias
``` success = internal failure = external ```
33
halo effect
generalizing one attribute to everything
34
contrast effect
interviewing after the BEST candidate
35
expectancy effect
expectations set up self fulfillment
36
Projection
assume others are the same as self/similar to one
37
Basic Leadership Model
Knowledge of OB x Behavioral Skills = leadership effectiveness
38
Group Level
how teams function, how to lead teams, power + politics, ethical decision making
39
organizational level
how to structure teh firm how to select and develop talent how to change organization how to create and sustain culture
40
Borrowed Disciplines
``` psychology sociology social psychology antropology poly sci econ ```
41
Behavioral Skills
``` facilitate team decision making communicate effectively exercise power wisely negotiate wisely manage organization ```
42
BIG 5 MODEL OF PERSONALITY
``` Openness to Experience Conscientiousness Extraversion Agreeableness Neuroticism/Emotional Stability ```
43
Motivation
how much effort is put forth to achieve organizational goals 3 Key Elements: Intensity - how hard he tries Direction - the right direction Persistence - maintain effort
44
performance
= motivation x ability x opportunity
45
Theories of Motivation:
Learning Theory | Need Theory
46
Job Enrichment
increases the degree to which the worker controls the planning, execution, and evaluation of the work.
47
Job enrichment. how?
Horizontal Dimensions a. skill variety b. task identity - broader c. task significance Vertical Dimensions: a. autonomy b. self control Feedback of Results
48
Expectancy Theory
belief that an amount of effort depends on what we see ourselves receiving in return Expectancy: effort will lead to good performance Instrumentality: good performance will lead to outcomes Valence: how much people will value those outcomes
49
gainsharing
ties performance to pay
50
expectancy formula
E ---> P x P --> O x V = effort to perform ( motivation )
51
employee engagement
an individuals involvement with satisfaction with and enthusiasm for the work he does
52
Emotional Intelligence
person's ability to: 1) perceive emotions 2) understand the meaning of these emotions 3) regulate one's emotions accordingly in a cascading model
53
Myers-Briggs Type Indicator
100 question personality test that asks about feelings in certain situations mine: ENFP
54
Values
basic convictions that a specific mode of conduct or end state of existence is personally or socially preferable to an opposite or converse mode of conduct of end state of existance
55
Rational Decision Making
consistent, value-maximizing choices within specific constraints 1. define the problem 2. identify the decision criteria 3. allocate weights to the criteria 4. develop the alternatives 5. evaluate the alternatives 6. select the best alternatives
56
bounded reality
reducing complex problems to a level at which it can readily understood
57
intuition
unconscious process created from distilled experience
58
overconfidence bias
tendency to be too confident keep some from planning how to avoid
59
anchoring bias
tendency to fixate on the initial information and fail to adequately adjust for subsequent information
60
conformation bias
seeking out info that reaffirms our past choices; we discount info that contradicts it
61
availability bias
tendency to base judgments on info readily available
62
escalation of commitment
staying with a decision even when there is clear evidence its wrongl
63
randomness error
our belief that we can predict the outcome of random events is randomness error
64
risk aversion
tendency to prefer a sure thing over a risky outcome
65
hindsight bias
tendency to believe falsely after the outcome is known that we'd have accurately predicted it
66
6 Responses to Inequity
1. Change input 2. Change output 3. Distort perception of own work 4. Distort perception of other's work 5. Change referent 6. QUIT
67
Four Types of Referent Comparisons
Self-Inside - an employee's experience in a position inside the org Self-Outside - an employee's experience in a position outside the org Other-Inside - same except not an employee Other-Outside
68
Maslow's Hierarchy of Needs
``` Influence to Society ( Self Actualization ) Self-Esteem, Autonomy Social Belonging Security Basic needs ( sex, food, water ) ```
69
Expectancy Theory: 3 Parts
Effort - Performance Performance - Reward Reward - Personal Goal
70
Three-Component Model of Creativity
Expertise Creative-Thinking Skills Intrinsic Task Motivation
71
Employee Involvement
A participative process that uses employee's input to increase their commitment to the organization's success.
72
Self-Efficacy
Self-Confidence Social Learning Theory: The individual's belief that he is capable of performing a task. The higher your self-efficacy, the more confidence you have in your ability to succeed.
73
Factors that Influence Perception
Perceiver Target Situation
74
Five Factors of Emotional Intelligence
``` Self-Awareness Self-Management Self-Motivation Empathy Social Skills ```
75
Four Definitions for Job Fit
Biographical Values Personality Skill
76
Decision Making Bias's
``` Overconfidence Bias Anchoring Bias Confirmation Bias Availability Bias Escalation of Commitment Randomness Error Risk Aversion Hindsight Bias ```
77
Perceptual Bias's
Selective Perception Halo Effect Contrast Effect Stereotyping

BUAD304 (13 decks)

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