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Bus 160 - Fundamentals Management and Organizational Behavior > Midterm > Flashcards

Midterm Flashcards

(108 cards)

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1
Q

method of experience

A

people stick to believe because of own experience

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2
Q

method of intuition

A

people stick to believe because it seems obvious

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3
Q

method of authority

A

people stick to believe because a respected official has said so

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4
Q

method of science

A

people stick to believe because scietific studies have replicate result

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5
Q

what is a theory

A

model how different concepts interact to produce a outcome

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6
Q

what is a concept

A

abstraction, category representing behavior that go together

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7
Q

key elements of studies

A

need to be reliable, valid and randomly assigned

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8
Q

what is organizational behavior

A

study of principles underlying human behavior

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9
Q

what does organizational behavior allow us to do

A

understand, describe and analyze behavior in organization

managers: improve or change work behaviors

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10
Q

frederick taylor´s 4 principles (mechnistic view of organizational behavior)

A

study the way employees perform their tasks
put new methods of performing tasks into written rules and standarts
select employees whose skill match the needs of taks and train them
extablish acceptabnle level of performance for a task -> develop a pay system (include bonuses)

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11
Q

different views of organizational behavior

A

mechanistic view

humanistic view

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12
Q

mary parker follett - humanistic view of operational behavior

A

management must consider human side
employees involved in job analysis
person with knowledge should be in control of work process
cross - functioning teams

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13
Q

organizational behavior theory X

A

most people are lazy and only work hard when they are forced to

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14
Q

organizational behavior theory Y

A

under right circustances people work productively and accepting responsibility

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15
Q

types of learning

A

operant conditioning

vicarious learning

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16
Q

operant conditioning

A

learned associations between actions and outcomes through personal experience

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17
Q

vicarious learning

A

learned associations between actions and outcomes through observing experience

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18
Q

what is used to increase desired behavior

A

positive/negative reinforcement

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19
Q

positive reinforcement

A

giving rewards for doing good things - improve desired behavior

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20
Q

negative reinforcement

A

remove negative consequence when desired behavior occurs - increase desired behavior

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21
Q

reinforcement schedules

A

continous

partial

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22
Q

partial reinforement

A 
fixed interval (always in the same timely manner)
variable interval (interval of rewards changes)
fixed ratio (reward always after same unit of action)
variable ratio (rewards always after different units of action)
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23
Q

what is shaping

A

reinforcement of successive and closer approximations to a desired behavior

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24
Q

what is used to decrease undesired behavior

A

extinction

punishment

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25
extinction
eliminate reinforcement
26
punishment
adminsitering a negative consequence when undesired behavior occurs
27
components of the social cognitive theory
vicarious learning self-control self-efficacy
28
ceativity
process of producing novel and useful ideas
29
three basic components of creativity
domain relevant skills creativity relevant skills intrinsic task motivation
30
domain relevant skills
know about a kind of business
31
creativity relevant skills
take different perspectives | think beyond common definitions
32
intrinsic motivation
creative because of personal satisfaction
33
model of the creative process
``` recognition of problem or opportunity gather information production of creative ideas selection of creative ideas implementation of creative ideas ```
34
what influences behavior
situational influence | dispositional influences
35
personality
pattern of relatively enduring ways that a person feels, thinks, and behaves
36
what influences personality
nature (bilogical heritage) | nurture (life experiences)
37
how do you measure personality
questionnaires and surveys
38
the big 5 dimensions of personality
``` Openness to experience conscientiousness extraversion agreeableness neuroticism ```
39
extraversion
degree to which individuals are gregarious, assertive, and sociable
40
opposite of extraversion
introversion
41
neuroticism
degree to which individuals are insevure, anxious, depressed and emotional unstable
42
opposite of neuroticism
emotional stable
43
openess to experience
extend to which an individual is curious, willing to take risks, has broad interests...
44
conscientiousness
describes to which extend a person is careful, disciplined, and perserving
45
agreeableness
captures the destinction between individuals that get along well and those who don´t
46
what is self - efficacy
one´s belief that one has the resources available to accomplish tasks
47
elements of self - efficacy
magnitude strength generality
48
sources of self - efficacy
past performance vicarious experience verbal persuasion reading
49
what does high self - monitors strive for
socially acceptable behavior | good impression management
50
what are low self - monitors drive by
their own attitude | not concerned what others think
51
ability
what a person is capable of doing
52
types of ability
cognitive ability physical ability emotional intelligence
53
what are attitudes
collections of feelings, believes and thoughts about behavior
54
what does work attitude reflect
feelings, beliefs, and thoughts about behaiors that people hold about their jobs and organizations
55
components of attitude
cognitive - thoughts affective - feelings behavioral - action
56
what attitudes are hard to change
emotion - based attitudes
57
when do attitudes influence behavior
when the situation is weak and the attitudes is strong
58
what are types of work attitudes that are studied
job satisfaction job engagement organizational commitment
59
ways to measure and predict job satisfaction
steady - state theory facet model herzberg´s motivator-hygience theory discrepany model
60
what is the steady state theory
typical or chronic level of job satisfaction | move up or down but will end at the same level of job satisfaction
61
what does the facet model say
sum of satisfaction with facets or charactersitics of job and workplace environment form job satisfaction
62
what does herzberg´s motivator-hygience theory say
everyone has two sets of needs (motivator and hygiene) focuses on effects of vertain types of job facets employee can be satisfied and dissatisfied with job at the same time
63
example for herzberg´s motivator-hygience theory
motivator needs - interest level in work, responsibility | hygience needs - working condition, pay
64
what does the discrepancy model explain
satisfaction comes from comparison of actual and ideal job
65
what are values
conviction about what one should strive for in life and how to behave
66
difference between intrinsic and extrinsic work values
instrinsic values -> motivators needs (interesting work...) | extrinsic values -> hygiene needs ( pay, security...)
67
what is work mood
how people feel while performing jobs
68
what influences work mood
gender, exercise | not weather
69
what is emotional intelligence
identify own and others´ emotions use emotions regulate emotions
70
what is emptional labor
employee´s expression of organizationally desired emotions during interpersonal transactions at work
71
what is emotional dissonance
inconsistency between emotions we feel and express
72
what is emotional contagion
picking up moods from others | transfer mood to others
73
what is stress
experience of opportunities or threats that people perceive as important
74
what causes stress
uncertainty resources < requirements low self efficacy
75
opportunity and threat
opportunity: potential for sth good to happen threat: opportunity for sth bad to happen
76
sources of stress
people work-life balance job responsibilities environmental uncertainty
77
job related stressors
``` role conflict role ambiguity overload underload challenging assignments economic well being and job security ```
78
role conflict
when asked to do contradictory things in job or parts of life
79
subdivisions of role conflict
time-based conflict stress-based conflict behavior-based conflict
80
role ambiguity
appears when not sure what is expected from you | within one domain of life
81
what are overload and underload known as
load related stressors overload - too many tasks to perform underload - not enough work to do
82
what are challenign assignments and threats to economic well-being and job security known as
other job related stressors
83
group and organizational related stressors
cultural differences | bad/unsafe working conditions
84
how does personality influence stress
comes from perception of opportunities and threats | personality traits alter perception and evaluation
85
stress spillover
stress can spillover between different roles in life
86
what is stress management important for
to relieve stress and being able to succeed
87
prolonged stress
burnout
88
stress coping strategies for individuals
problem focused | emotion focused
89
examples for individuals problem focused stress coping
time management mentoring role negotiation
90
examples for individuals emotion focused stress coping
exercise meditation social support clinical counseling
91
examples for proplem focused stress coping for organizations
``` job redesign job rotation uncertainty reduction job security ... ```
92
what is perception
your reality (even though they might not be real)
93
schema
cognitive cource of bias
94
charcterisitcs of schema
based on past experience and knowledge resisant to change give us "roadmaps"
95
what are stereotypes
schemas about people
96
important knowledge about stereotypes
everybody has them we can be aware of them we can attempt to correct them
97
contrast effect
perceiver´s perception of other influence the perception of a target
98
similar-to-me effect
we see others that belong to our groups more positively
99
why do percptions matter
the way i think about a person can change a person´s behavior
100
what does the self-fulfilling prophecy say
the expectations I have towards another person can cause that person to behave similar to the expectations
101
what is social status
person´s real or perceived position in society guides how they are perceived
102
dispositional/internal attribution
sth about a person is primarily responsible of outcome | e.g. personality, motivation...
103
situation/external attribution
sth about situation is primarily responsible for outcome | e.g. task difficulty, luck
104
parts of attributional biases
fundamental attribution error actor-observer effect self-serving attribution
105
fundamental attribution error
explains other person´s behavior | internal attribution lead for other´s behavior
106
actor-observer effect
explains own behavior | external attribution lead to own behavior
107
self-serving attribution
explains own and other´s behavior | internal attribution caused success, external attributions caused failure
108
ambiguity
quality to be open for more than one interpretation

Bus 160 - Fundamentals Management and Organizational Behavior (3 decks)

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