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MY MIDterm Flashcards

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1
Q

What are the 4 sources for evidence based mmg

A

Scientific literature - Empirical studies
Organization -internal data
Stakeholders - values and concerns
Practitioners- professional expertise

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2
Q

what are the 6 steps

A
  1. Asking - problems into questions
  2. Acquiring - Get from various sources (Who, what, How)
  3. Appraising - Where the evidence came from and is there potential bias
  4. Aggregating - weigh and pull together evidence
  5. Applying - Is the evidence applicable to the organization, evidence can be reliable but might not be relevant
  6. Assessing - Evaluate the outcome of decisions taken
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3
Q

What are people not good at doing?

A

Multitasking

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4
Q

what is personality

A

a bundle of characteristics that make us similar or different from one another.

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5
Q

What is personality theory

A

inherent characteristics or traits that can be identified by the consistency or stability of their behavior across time and situation.

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6
Q

What are the determining factors of personality

A

1/2 genetics and 1/2 external environment

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7
Q

What are the 3 views of determining personality

A
  1. Dispositional approach
  2. Situational approach
  3. Interactionist approach
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8
Q

What is the dispositional approach?

A

People possess stable traits that influence their attitudes/behaviour
Are predisposed to behave in certain ways

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9
Q

What is the situational approach?

A

Characteristics of the environment influence people attitudes and behaviours

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10
Q

What is the interactionist approach?

A

People attitudes and behaviours are a function of both disposition and the situation

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11
Q

Genetics can explain what % of variance in personality?

A

50%

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12
Q

according to the miles briggs theory what are the 4 main psychological functions

A

sensing, intuiting, thinking and feeling.

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13
Q

What are the big 5 personality Types

A

Conscientiousness- Careful, dependable, self-disciplined
Careless, disorganized, irresponsible

Agreeableness- Courteous, good-natured, empathic, caring Uncooperative, short tempered, irritable

Neuroticism- Anxious, insecure, self-conscious
High emotional stability, poised, secure, calm

Openness to Experience- Imaginative, creative, curious, sensitive Resistant to change, conventional, less open to new ideas,

Extroversion- outgoing, talkative, sociable, assertive- get energy outside themselves
Introversion- quiet, shy, cautious- get energy from within

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14
Q

What is the dark triad

A

Narcissism, Machiavellianism and psychopathy
All three personality traits share the common thread of malevolence demonstrated within interpersonal relationships.

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15
Q

Narcissism is what?

A

Extreme selfishness, with an inflated sense of self. Associated with arrogant behaviour, unreasonable sense of expectations or entitlement, and desire for excessive admiration from others.

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16
Q

What is the difference between a constructive narcissist and a Destructive one

A

Constructive: infuses the organization with urgency and energy, creativity and insight.
Destructive: fixated on issues of power, status, prestige, and superiority.

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17
Q

An individual displaying Machiavellianism generally exhibits three interrelated values that drive behavior:

A
  1. an openness to using manipulation to bring about desired results,
  2. a distrustful view of others, and
  3. prioritizing results above morality (i.e., the ends justify the means thinking).
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18
Q

What would a person with Machiavellianistic traits do in the workplace

A

Neglect to share important information
Making you look bad in front of management
Spread false rumors
Do well in jobs require bargaining and rewards for “winning”

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19
Q

What are the characteristics of a psychopath

A

Characterized by a callous disregard for others (i.e., lack of empathy and remorse) with reckless impulsivity, lack of control, and deficient ability to stick to long-term plans.

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20
Q

What are the 3 core parts of self evaluation

A

The degree to which someone likes themselves (self-esteem)
The degree to which someone finds themselves capable and effective at completing tasks (self-efficacy)
The degree to which someone finds themselves in control of their outcomes (sense of self-control)

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21
Q

Personality might indicate what % of job performance variance

A

9%

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22
Q

What are the differences between Affect, Emotions and Moods

A

Affects: a persons relatively stable, underlying tendency to experience positive or negative moods.
Emotions: Emotional reactions are commonly described as short-lived, rapidly changing and strong in intensity
Moods: are not directed towards anything in particular and tend to be longer-term emotional states.

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23
Q

What is emotional labour

A

It’s the effort and work that goes into expressing appropriate emotions, often for the benefit of others, regardless of our own feelings. (EX: Pretending to be happy while being mad)

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24
Q

What is job focused emotional labour

A

the level of emotional demands in an occupation

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25
Employee-focused emotional labour is?
employee process or experience of managing emotions and expressions to meet work demands = measured as emotional dissonance.
26
Question .Should jobs with high emotional labor demands include a compensating wage differential in the same way that wage premiums are accorded to jobs associated with high physical labor demands or cognitive demands?
Depends if you consider emotional skills to be a valuable human capital (the same way specific technological skills are rewarded with higher wages). emotional labor requires time and energy (which might explain why it may lead to burnout).
27
What is deep acting
involves changing true emotions to match the required emotion
28
What is surface acting
involves pretending to show the required emotion
29
What is emotional dissonance
The difference between the emotion your showing vs your true feelings
30
Q. How do you minimize the problems associated with Emotional dissonance?
Instead of Surface acting -> Deep acting, requires more emotional int
31
What is emotional intelligence
is a set of abilities to perceive and express emotion, assimilate emotion in thought and understand and reason with emotion and regulate emotion in oneself and others.
32
What are the 3 key dimensions of Emotional Int
Perceiving Understanding Emotional Regulation
33
What is the definitions of Perceiving and understanding
: the ability to perceive and understand the meaning of your own emotions. Sensitive to subtle emotional response to events (i.e., self awareness). It also include the ability to perceive and understand the emotions of other people. This can be represented as empathy- having an understanding of and sensitivity to other feelings, thoughts and situations.
34
What is Emotional regulation
The ability to regulate your emotions
35
What are some characteristics of people with high EI
Physically and mentally healthier Have better intimate and social relationships More successful academically and tend to be more effective in teamwork (EI predict better performances in teamwork and peer evaluations, while IQ predict better performance in individual tasks like exams).
36
What are the cases for EI
Intuitive Empirical evidence Biologically founded
37
What are the cases against EI
To vague - many def Hard to measure- self assess to often Validity is suspect - diff than social int? Over-emphasis on traits - What about environment
38
Dif between IQ and EQ
IQ = job performance EQ = Performance on a team
39
What are feelings?
conscious positive and negative evaluations of the attitude object (like or dislike of something)
40
What are behavioural intentions
Motivation to engage in a particular activity
41
What are beliefs
Established preconceptions about an object, what you think is true
42
What is the difference between an attitude and a opinion
Opinion include only our belief about something (i.e., it consists only of the cognitive element and missing the other two).
43
How do we acquire attitudes?
Classical conditioning: the pairing of biologically stimulus with a neutral stimulus (e.g., Pavlov’s dogs) Operant conditioning: Learning through reinforcement or punishment Social learning: By observing and imitating others Cognitively: by actively engaging in deductive and inductive reasoning
44
What does job involvement refer to
The psychological and emotional extent to which someone consider their job and performance level important to self-worth.
45
what type of Behaviour would be in job performance
Completion of tasks Teamwork Interpersonal skills Customer service Professionalism
46
What is OCB
Employee behaviours that support the broader organizational, social, and psychological environment . (Going the extra mile)
47
What are prosocial behaviours
Helping, maintaining positive attitude (even in hard times), keeping others informed (sharing relevant facts), supporting and defending the company, working to improve operations, being loyal to the company
48
What are proactive behaviours (doing something)
Taking charge, personal initiative, and voice
49
What is CWB (Counterproductive work behaviours)
Intentional employee behaviors that harm the well-being of an organization and its constituents.
50
What is job satisfaction
a persons evaluations of their job
51
What is job satisfaction related to
relates to many organizational outcomes including: task performance, organizational citizenship behavior, turnover and absenteeism.
52
what causes job Satisfaction
Interesting jobs (not surprising) Task variety Independence and control (i.e., higher levels of autonomy) Social context – your social connections are work
53
JS is a good indicator of what
Turnover
54
What is a pull factor
If you got an unsolicited job offer (a “pull” factor), you might be leaving regardless of your JS (External)
55
What is a push factor
Alternatively, if your current job is not attractive and you are dissatisfied you might want to leave (“push” factor) (Internal)
56
What are the 4 ways employees respond to dissatisfaction
Exit- leave the situation Voice- attempt to change the situation (e.g. recommending changes, filing grievances) Loyalty- suffer in silence and wait for change Neglect- reducing work effort, paying less attention to quality, increases absenteeism and lateness. Passive activity.
57
What are the 3 types of Organizational Commitment
Affective - I want to stay here but can leave if I want Normative - I should stay here if the company has good morals or ethics Continuance - I need to stay here bcs I need money
58
What are the 3 main components of motivation
1. intensity - How hard we try 2. Direction - Where effort is channelled 3. Persistence - How long its maintained
59
In ob context what is motivation
= the desire to achieve a goal or a certain performance level
60
What is the formula of performance
Motivation x Ability
61
What is the formula of Ability
Aptitude x Training x Resources
62
What are intrinsic motivators
is a behavior that is driven by satisfying internal rewards - ex:I play guitar for the experience and enjoyment rather than for money.
63
What are extrinsic Motivators
from influences outside of the individual ex: Working bcs I need money not that I enjoy it
64
What are the 2 criteria for a internal motivator to be met
Self-determination (tasks are are interesting, enjoyable, and spontaneously pursued) Increase perceived competence
65
What are the 6 P's of motivation
Power: The power to control your environment or choices Prestige: The need to feel important and needed Prizes: If you are drawn to status, recognition, and power you may find prizes motivating. People: If you are people-oriented you might be especially drawn to activities that allow them to work with people and build relationships. Projects: Motivated to work on projects that bring together various topics or disciplines. Praises: sincere words of praise will motivate your if are seeking recognition and belonging
66
What is Operant Conditioning
A learning process through which the strength of a behavior is modified by reinforcement or punishment.
67
What are the 4 main ways of shaping behaviour
Positive reinforcement - Reward for action Negative reinforcement - Taking away punishment Punishment - Cause something unpleasant to eliminate bad behaviour Extinction - Get rid of any reinforcement that is causing bad behaviour
68
In OB what are the 3 general approaches to motivation theory
1. Need theory 2 . Process theory 3. Responeses to reward systems
69
What is the main idea of Need theory
unsatisfied needs result in motivation. ex: you receive rewards for high performance satisfying your need (Motivation) to perform highly
70
According to mallows theory of Motivation what in order is the hierarchy of needs
Top - bottom (Top = needs others to be satisfied before satisfying that need) 1. Self actualization - results 2. Self- Esteem - Recognition 3. Belonging - Firm Culture 4. Safety - Job security 5. Physiological - Salary
71
What are some counters to Maslow's Hierarchy
ex: if someone cares more about their self-esteem than a sense of belonging ( Someone who cares about something higher than something lower)
72
What is the difference between Hygiene factors and motivators
Hygeiene factors are negative in nature and are mainly external (Extrinsic) Motivators are positive and internal (Intrinsic)
73
What is Expectancy theory
The theory that people will be motivated to work hard when they believe their efforts will lead to successful performance
74
What are the 3 relationships in motivation
1. Expectancy - The perceived probability that my effort will lead to performance 2. Instrumentality - The degree in believing that performing well -> Rewards 3. Valence - How much you care about rewards
75
What does each letter stand for in SMART goal setting
S = Specific M = Measurable A = Achievable R = Relevant T = Timed
76
What is self determination theory
why people do what they do. theory comes from the assumption that allocating extrinsic rewards for behaviour that previously had been intrinsically rewarding tends to decrease the overall level of motivation
77
What are the 4 sense in Self determining theory (Needs that need to be satisfied)
Choice - what you do and how Competence - Challenge employees Progress - Spending time wisely at job Meaningfulness - pursue worthwhile tasks
78
What is the main idea of Responses to Rewards systems
Your inputs (skills, abilities, education, experience) should explain differences in performance and, hence, pay and other rewards.
79
What is Distributive justice
fairness of outcomes (pay, promotions, tasks or recognition one’s get).
80
What is Procedural Justice
fairness of the process of allocation of outcomes
81
What is interactional justice
How an employee is being treated (here we can find the fourth dimension of informational justice).
82
What is equity theory
individuals compere their job inputs and outcomes with those of others and then respond to eliminate any inequalities. (ie; the effort you put in should give you the same outputs as someone who put in similar inputs)
83
What is "Fairness"
The perception that ones inputs to outputs ratio is equal to somebody else ex: I studied 1 hr and got an A vs someone who studied 30 hrs and got a B
84
What are the three criteria for a job to fall into to be considered a dream job
- Stuff you love to do - Stuff your good at - Stuff someone will pay you to do
85
What 3 core needs are impacted by job characteristics
- Meaningfulness of Work - Experience responsibility for work outcomes - To have knowledge of actual results of work
86
Job purpose + Autonomy = ?
Mastery
87
What are the 4 kinds of norms
Performance norms - ex: what level of lateness is ok Appearance norms - ex: Dress code Social arrangement norms - ex: who you hangout with Resource allocation norms - How do we assign tasks
87
What are the 5 stages of group development
1. Forming - becoming acquainted - planning 2. Storming - establish leadership, role of group members, task objectives 3. Norming- Cohesive unit 4. Performing - Everything has been established -> Work being done 5. Adjourning - Wrapping up / disbanding
88
What are the dangers of norming
Groupthink - where everyone collectively agrees on a solution as to not "stick out" and takes over alternative actions
89
what are the dangers of groupthink
- Self censorship (Don't say anything as to not be different even though correct) - Illusion of morality - Illusion of invulnerability (If everyone else thinks its right than it is right)
90
What is the Abilene Paradox?
a paradox when a group of people decide on a action that is the opposite of what any of the group members want ( They do shit they know is wrong but don't say nothing)
91
What is group polarization
The tendency of groups to make more extreme decisions, more comfortable being extreme when others also are (Being open about racism if others are also open)
92
what are the reasons to Group polarization?
Comfortability -> more open to showing extreme versions of oneself Diffused responsibility - group responsibility instead of individualistic Social comparison - try and gain acceptance from group A desire to show how "different" we are from the outgroup (show how committed we are)
93
How do we avoid group think
Open discussion Subgroups Devils advocate Second chance meetings
94
Why is the devils advocate important in a group setting
Questions group think and disrupts norming -> makes more people question initial group action Lets others speak up if they weren't gonna do otherwise
95
What are the 3 stages in a Punctuated equilibrium model
phase 1 transition phase 2
96
What is Phase 1 of the Equilibrium model
First meeting -> sets group direction decide early on topic and stick with it divide tasks
97
What is transition in the EQM (Equilibrium model)
Transition initiates major changes happens around midway through
98
what is phase 2 of EQM (Equilibrium model)
Things will get done Plans made during transition carried out Final meetings will be productive
99
What are the pros of job rotation
Reduce boredom Increases motivation Employees gain a broader understanding of their work in the organizational context (i.e., increase task significance)
100
What are the cons of job rotation
Repeated work may become habitual and routine, this making decision making automatic Training costs increase with you cross train and the role itself may suffer from reduced productivity (until training has been completed) Might create disruptions (adding a new team members, supervisors attention is required etc.,)

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