MSCI 211 - Quiz 1 Flashcards
Chapters 1 - 4 (159 cards)
1
Q
what is organization?
A
group of people, relative continuous basis to achieve common goal
2
Q
what is organizational behaviour?
A
impact that individuals, groups, and structure have on behaviour within organiza-
tions for the purpose of applying such knowledge toward improving an organization’s effectiveness.
3
Q
what is evidence-based management EBM
A
basing decisions on best available scientific evidence, argues managers should become more scientific in how they think about problems
4
Q
what is systematic study
A
attempt to attribute causes and effects on data gathered under controlled conditions and measures
5
Q
what makes behaviour within organization “organizational”?
A
context - behaviour - outcomes
6
Q
consequences of OB
A
organizations have the power to control employees’ behaviour and can create monsters
7
Q
what is organizational citizenship behaviour OCB
A
discrete behaviour that isn’t part of employee’s formal job requirements
8
Q
what is task performance
A
combination of effectiveness and efficiency at doing job tasks
9
Q
what is ethical dilemmas and ethical choices
A
situation where individuals required to define right and wrong conduct
10
Q
what does workplace diversity do
A
acknowledges workforce consists of women and mend, racial and ethnic groups. those with physical and psychological abilities
11
Q
what does OB study?
A
investigates impact individuals and groups have on behaviour within organizations
12
Q
why is OB studied?
A
organizations are increasingly expecting their employees to work in teams and collaborate effectively. Will continue to be a part of various organizations
13
Q
what is group cohesion
A
extent to where members support and validate one another at work
14
Q
what is group functioning
A
quantity and quality of group’s work output
15
Q
what is included in productivity
A
effectiveness(meeting criteria) and efficiency(achieve its ends at low cost)
16
Q
what is perception?
A
process individuals organized impressions to give meaning to their environment
17
Q
is perception reality?
A
it is not reality, perception misleads (matters more than reality)
18
Q
why is perception relevant in OB?
A
can shape behaviours. difference in perception can cause conflict and problems. can mislead us
19
Q
what is the milgram experiment?
A
participants were asked to increase the shock level whenever an question was answered incorrectly
20
Q
what is self-fulfilling prophecy?
A
shaping reality through a response to the perception of their own reality. how behaviour is determined by others’ expectations. behaviour consistent with how they think they are perceived by others
21
Q
what is prejudice
A
dislike person/group based on opinions
22
Q
what is self-serving bias
A
when judge ourselves, tend to believe that our own behaviours are more positive than those around them
23
Q
what are the perception errors?
A
attribution theory
selective perception
halo effect
contrast effect
stereotyping
24
Q
what is selective perception?
A
characteristic that makes person stand out increase probability it will be perceived. example: when we are focusing on one thing we tend to miss other aspects of the same thing. Such as the monkey business illusion where we were told to focus on the white shirt players, but may have missed the gorilla, a player leaving, and the curtains changing colours
25
what is halo effect?
when base general impression of individual on single characteristic. example: tanis is a good communicator, she must be competent at her job
26
what is projecting?
attribute own characteristic to other people. assuming that others want the same
27
what is contrast effect?
reaction to one person influenced by other people we've recently encountered. distorts perceptions
28
what is stereotyping?
example: elisa is not a good driver because she is a woman
29
what are the three rules of attribution theory
distinctiveness
consensus
consistency
30
what is distinctiveness
where individual acts similarly in variety of situations
31
what is consensus
if everyone faced with similar situation responds in same way, shows consensus
32
what is consistency
does person respond to situation the same over time
33
what is attribution theory
explains the way we judge people differently depending on the meaning we give on each given behaviour
34
what is personality?
sum of ways individual reacts and interacts with others
35
why is personality relevant to OB?
traits can predict behaviours and have implications for their performance in an organization.
36
how can we identify personality?
from traits (characteristics that describe behaviour), MBTI and big five model
37
what is part of the big five model?
openness to experience, conscientiousness, extraversion, agreeableness, neuroticism (emotional stability)
38
what is part of the dark triad?
machiavellianism, narcissism, psychopathy
39
how 'real' is personality?
self-reported brings on social desirability bias (how you want to appear). traits can be primed, also situational
40
should employers make hiring and promotions based on personality tests?
between 30-50% elevated prsoaity when applying for job.
41
do personality psychologists believe personality determine behaviour?
yes, but no clear agreement of what personality is and which personality is a better predictor of what
42
do existentialists believe personality determine behaviour?
jean-paul sartre argue human beings free to choose behaviour so personality = sum of choices under influence, not control of external facts of our existence
43
what are emotions related to?
moods
44
what are emotions?
intense feelings directed at something, have contextual stimulus - brief in duration. can be contagious
45
what are moods?
less intense than emotions and lack contextual stimulus - lasting longer than emotions
46
example of emotions?
joy, sadnes, anger ...
47
why is emotion relevant in OB?
present in most work situations - AET. Are contagious, there are negative workplace emotions
48
what is affective events theory AET?
employees react emotionally to things that happen at work - influence job performance
49
how are emotions contagious?
emotions - behaviour - other's emotions - other's behaviour
50
what is emotional labour?
when employee express organizationally desired emotions during interpersonal interactions. so instead of felt emotions(actual emotions), showcase displayed emotions (appropriate in given job). this leads to decreasing performance and causing stress
51
what is emotional intellignece?
ability to detect and manage emotional cues - in self and in others. houses the five dimensions of emotional intelligence. increasingly important in workplace environment
52
what are the five dimensions of emotional intelligence?
awareness, self-regulation, motivation, empathy, social skill
53
what are some emotional regulation techniques?
surface acting vs deep acting, emotional suppression, cognitive appraisal, social sharing
54
what is deep acting
trying to modify inner feelings based on display rules
55
what is surface acting
hiding inner feelings with emotional expressions
56
what are values?
convictions of what is important, judgemental element for what is right, good, desirable
57
what are the attributes of values?
content - what's important
intensity - how is it important
58
what the characteristics of values?
formed in early years through socialization. relatively stable and enduring
59
why are values important?
affect behaviour, differ across generations an cultures. considerable diversity in values in organizations - where they can collide
60
what is geert hofstede's framework of cultural values?
power distance, masculinity vs femininity, uncertainty avoidance, long-term vs short-term, indulgence vs restraint, individualism vs collectivism
61
what is the globe framework
stands for - global, leadership, organizational behaviour effectiveness research program. extended of hofstede's framework including humane orientation, and performance orientation
62
what are attitudes?
positive or negative evaluative statement of objects, people, or events
63
the differences between attitudes and values?
attitudes are less stable than values, and are more about something particular (not what is right or wrong)
64
difference between values and emotions
attitudes have cognitive dimension(emotions are only affective) attitudes more deliberate
65
what causes job satisfaction
conditions - nature of work, social interaction, supervision, personality an dpay
66
job satisfaction is correlated with
individual and organizational productivity, customer satisfaction, life satisfaction, organizational citizenship behaviour
67
job satisfaction is not correlated with
absenteeism, turnover
68
how employees express dissatisfaction
exit - active, destructive
voice - active, constructive
neglect - destructive, passive
loyalty - constructive, passive
69
what is job dissatisfaction exit?
actively attempt to leave, look for new position and resign. This action is considered destructive from organizations POV
70
what is job dissatisfaction voice?
actively attempt to improve conditions. form union activity, improvements and discussion
71
what is job dissatisfaction loyalty?
passive optimistically wait for conditions to improve
72
what is job dissatisfaction neglect?
passively allow conditions to worsen, reduced efforts, lateness, and increased error rate. destructive from
73
what is organizational commitment
degree to which employee identifies with particular organization and goals, maintain membership
74
what does organizational commitment correlate with
job productivity
75
what doesn't organizational commitment correlate with
absenteeism, turnover
76
what are the different forms of organizational commitment
affective commitment
continuance commitment
normative commitment
77
what is affective commitment
strongly relate to organizational performance than continuance commitment
78
what is continuance commitment
lower intention to quit, but increased tendency to be absent an lower job performance
79
what is normative commitment
obligation to stay
80
what is cognitive dissonance
inconsistency that individual might perceive between two cognitions ( beliefs, attitudes, values) when their behaviour conflicts with attitudes
example: smoke because I enjoy smoking, shouldn't smoke because smoking can cause cancer
81
what are the consequences of cognitive dissonance
people try to look for harmony and balance. dissonance causes discomfort (phsyical)
82
what is the key claim of dissonance reduction
attempt to reduce dissonance(discomfort) by
- changing behaviour
- adjusting their attitudes
- adding another cognition
- trivializing dissonance
this means that: reverses normal casual relationship attitude to behaviour, to behaviour to attitude
83
what is motivation?
process of an individual's intensity, direction, persistence of effort towards attain goal
84
what is intensity in regards to motivation
how hard person tries
85
what is direction in terms of motivation
where effort is channeled
86
what is persistence in terms of motivation
how long effort is maintained
87
is motivation a personal trait
no - it is instead a result of the person and the SITUATION
88
what are intrinsic motivators
internal desire to do something that is based on interest, challenge, personal satis action. And there is satisfaction from performing the task. exists within the individual
89
what are extrinsic motivators
comes outside of a person, pay, bonuses, and tangible awards. Satisfaction comes from task-unrelated rewards
90
what is the needs theory of motivation
needs come from being unsatisfied, which motivates. Individuals will undertake activities that they expect will lead to satisfying their needs
example: hunger (unsatisfied) will motivate to look for food
91
what are the needs theories
maslow's hierarchy of needs
mcClelland's theory of needs
92
what is a part of maslow's hierarchy of needs?
physiological (internal), safety (internal), social (external), esteem (external), self-actualization (external)
93
what is a part of McClelland's Theory of Needs
need for achievement, need for power, need for affiliation
94
what is part of need for achievement
driven to excel and succeed, take intermediate tasks that motivate to achieve and succeed. They aren’t necessarily good managers because they focus on their personal achievement, but not necessarily good at working with others
95
what is part of need for power
see people behave how they want them to be, or they wouldn’t have otherwise, gain influence on others, focus on influence rather than performance. Potential to be good manager as long as they don’t abuse the power
96
what is part of need for affiliation
desire for friendly close interpersonal relationships, like cooperation, more agreeable, don’t like to have competition with colleagues
97
what is theory X
negative and suggests that employees dislike work. Will avoid and must be coerced or threatened with punishment to achieve these goals
98
what is theory y
positive, suggests employees like work, creative, seek responsibility, exercise self-direction, self-control and are committed to the objectives
99
how do goals motivate
specific and difficult goals lead to higher performance
these would include direction, regulate effort, increase persistence, and encourage development of strategies and action plan
100
what are the SMART goals
specific, measurable, attainable, results-oriented, time-bound
101
how can goal setting go wrong
when neglect important things, external factors which may prevent reaching goal, prevent from exploring other alternatives
example: achieve A, may precent form exploring other courses that are more interesting
102
what does expectancy theory deal with?
perception and not reality
103
what is expectancy in expectancy theory
it is the effort to a performance
example: seeing how their effort would increase chances to an award
to improve: Through improving ability to perform
Make sure employee has skills
Provide training
104
what is fairness
Relative, and subjective. Depends on who you compare with
105
what is fairness of outcomes
absolute rewards are less relevant to employees than relative rewards
individuals compare their reward/effort ratio to other referents
if aren't balance experience inequity
106
how do people respond to inequity when under-rewarded (cognitive dissonance)
exert less effort, leave field, choose different referent, disregard inequity
107
how do people respond to inequity when under-rewarded
depends on individual differences
108
how do people respond to inequity when over-rewarded(cognitive dissonance reduction strategies)
rationalize situation
109
how do people respond to inequity when over-rewarded
not affect behaviours in general
110
what are the theories of justice(fairness of procedures and interpersonal treatment)
distributive justice
procedural justice
informational justice
interactional justice
111
what is distributive justice
perceived fairness of the outcome
112
what is procedural justice
perceived fairness of process used to determine distribution of rewards
113
what is informational justice
perceived truthfulness of explanation for decisions
114
what is interactional justice
quality of interpersonal treatment received from others
115
what is goal-setting theory
specific, difficult, individual goals that have different effects in different cultures.
116
what is self-determination theory
people prefer to feel they have control over their actions. so previously enjoyed tasks feel like an obligation than freely chosen
117
what is cognitive evaluation theory
extrinsic rewards reduce intrinsic interest in a task. so when people are paid to do something, they will have a feeling of something they have to do instead of want to do
118
what is equity theory and fairness
motivation is clearly driven by sense of fairness, equity in a workplace. there is evidence that both individuals in individualistic and collectivistic cultures prefer equitable distribution of rewards over and equal division
119
what is cross-cultural consistencies
desire for interesting work seems to be important to almost all employees. basic principles respected and employees around the world prefer rewards based on performance over seniority
120
what is fair process and treatment
precursor to study of organizational justice - concerned with how broadly employees feel authorities and decision makers
121
what is self-efficacy theory
individual's belief in their ability to perform task influences their behaviour. higher it is the more self confidence you would have
122
what is reinforcement theory
behaviour is environmentally caused, what controls behaviour is reinforces, seeing any consequence their will be immediate responses
123
what is cultural intelligence (CQ)
suggests that people vary in how they deal with other cultures.
124
which profiles do managers fall into regarding CQ profiles
provincial (work best. with those with similar backgrounds)
analyst (analyze culture's rules to figure how they interact with one another)
natural(using intuition rather than systematic study)
ambassador(communicate to convince everyone that they fit in even with little knowledge)
125
what are biographical characteristics?
age, gender, race, disability
126
what is employee engagement
involvement and satisfaction for their work
127
what is perceived organizational support (POS)
degree to which employees believe organization values contribution and care for their well-being
128
what is job involvement
degree to which people relate/identify psychologically with their job
129
what is power distance?
degree to which people accept power is distributed unequally.
130
what is individualism
degree to which people act as individuals rather than members of groups
131
what is collectivism
a tight social framework in which people expect others to look after and protect them
132
what is masculinity
degree in which culture favours traditional masculine roles ( achievement, power, control)
133
what is feminity
degree to which cultures sees little differentiation between male and female roles, treating equal in all aspects
134
what is uncertainty avoidance
degree to which people prefer structured over unstructured situations. with increase level of anxiety about uncertainty, with laws to reduce uncertainty
135
what is long-term orientation
looking into future and value, persistence and tradition
136
what is short-term orientation
people with value here and now, more readily able to accept change, don't really see commitment
137
what is indulgence vs restraint
indulgence encourages free gratification of natural human desires, and restraint emphasizes need to control gratification of needs
138
what is ethics
study moral values to guide behaviour and inform us the right and wrong
139
what is terminal values
goals individuals like to achieve during lifetime
- comfortable life
- senes of accomplishment
- inner harmony
- happiness
140
what is instrumental values
mode of behaviour for achieving terminal values
- ambitious
- capable
- courageous
141
what is the rokeach value survey
consist of two sets of values which contain terminal values and instrumental values
142
what is core self-evaluation
able to see themselves as effective, capable, in control of their environment.people with positive perform better than those with negative
143
what is self-monitoring
ability to adjust their behaviour to external, situational factors. can behave differently based on varying situations
144
what is proactive personality
can identify opportunities, take action, until meaningful change occurs
145
what is narcissism
grandiose sense of self-importance, excessive admiration, sense of entitlement, self-centredness is needed to succeed
146
what is machiavellianism
pragmatic, maintains emotional distance, and believes ends JUSTIFY the means
147
what is psychopathy
lack of concern for others, and lack of remorse when actions cause harm
148
what is the big 5
extraversion, agreeableness, conscientiousness, emotional stability, openness to experience
149
what is extraversion
comfort level with relationships and tend to be assertive, sociable
150
what is introversion
reserved, timid, quiet
151
what is aggreeableness
persons propensity to defer to others, warm trusting
152
conscientiousness
measure of reliability, persistent, dependable
153
what is emotional stability
neuroticism - ability to withstand stress, positive tend to be calm
154
what is openness to experience
interests and fascination with novelty, curious. opposite tend to find comfort in the familiar
155
what is the big five personality model test?
predict how people behave in variety of real-life situations
156
is MBTI a good measure of personality
results tend to be unrelated to job performance and managers shouldn't us it, for this test explains that there is no in between
157
what is personality made of?
both hereditary and environmental factors, moderated by situational conditions
158
does personality change over a lifetime
don't change very much, and rank orders don't change very much because the changes are so little
159
