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OB Flashcards

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1
Q

Hawthorne Effect

A

The change in attitude/demeanor with the knowledge that you’re being watched

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2
Q

Fields of OB

A

Psych, Social Psych, Anthropology, Socio

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3
Q

Personality

A

The sum of behavior in which a person interacts and reacts to others

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4
Q

Big 5 Factors of Personality

A

Openness Conscientiousness Extroversion Agreeableness Neuroticism

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5
Q

Openness

A

Intellectually curious, complex, ambiguous, and subtle.

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6
Q

Closedness

A

prefer the plain, straightforward.

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7
Q

Conscientiousness

A

Tendency to be purposeful, show self, discipline, act dutifully and aim for achievement

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8
Q

Agreeableness

A

Tendency to be compassionate and cooperative

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9
Q

Antagonism

A

Suspicious and antagonistic to others

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10
Q

Neuroticism

A

Tendency to experience negative affects and emotions such as anger, anxiety, fear or depression

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11
Q

The Dark Triad

A

Machiavellianism (manipulation), Narcissism (superiority), Psychopathy (lack of empathy)

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12
Q

Perception

A

The process of sensing various aspects and forming impressions

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13
Q

Sensory Stimuli Resultants

A

Feelings, attitudes, and behavior

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14
Q

Perception

A

Is selective (exposure or awareness), Can be enhanced through intensity or frequency

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15
Q

Exposure

A

Deciding to attend to one person vs another

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16
Q

Awareness

A

The filtering out/attention to information

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17
Q

Internal Attribution Theory

A

The attribution of ones actions under the personal control of the individual

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18
Q

External Attribution Theory

A

The attribution of ones actions under external causes

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19
Q

Attribution Theory

A

The attribution of ones actions based on Consensus, Distinctiveness, and Consistency

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20
Q

Consistency - Attribution Theory

A

The extent to which the same person exhumes the same behavior in the same situation over time

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21
Q

Consensus - Attribution Theory

A

The degree to which other people in the same situation behave similarly

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22
Q

Distinctiveness - Attribution Theory

A

The degree to which the same person behaves differently in other situations

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23
Q

Order of Attribution Theory

A

Observation -> Interpretation -> Attribution (High = External, Low = Internal for D, Cos) (Opposite for Con)

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24
Q

Fundamental Attribution Error

A

The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgements

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25
Self Serving Bias
The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors
26
Selective Perception
People selectively interpret wha they want to based on their interests, background, experience, and attitude.
27
Halo Effect
Drawing a general impression about an individual based on a single charactistic
28
Contrast Effects
Evaluation of a person's characteristics that are affected by comparisons with other people recently encountered who rank higher/lower on the same characteristics
29
Stereotyping
Judging someone on the basis of one's perception of the group to which that eprson belongs
30
Confirmation Bias
The tendency to seek and rely on information that will confirm information that we already believe in, while avoiding data that contradicts pre-existing views.
31
Anchoring Bias
Using the first received information as the basis for making judgements.
32
Availability Bias
Emphasizing information that is most readily at hand
33
Sunk Cost Bias/Escalation of Commitment
Becoming more committed to a course of action in which there is already substantial prior investments of Time, Money, or Other resources.
34
Status Quo Bias
people have a tendency to stick with the default option/option that everybody is choosing
35
Opt Out
Implied consent, the default that you will do something, having to state your intention to rescind intentions
36
Opt In
Explicit consent, the default that you wont do something, having to state intention to do something
37
Awareness and recognizing cognitive traps
'Do you understand and can you recognize these biases in yourself and others?'
38
Natural Lens
Taking time for reflection and using an outside, unbiased party to serve as a sounding board
39
Devil's Advocate
Surfacing and posing the unpopular/undesirable options
40
'Myth of Rationality'
Emotions were seen as Irrational, Managers worked to make emotion-free environments
41
Affect
Broad range of feelings that people experience, can be in the form of Emotions or Moods
42
Emotions
Intense feelings directed at someone or something. (Specific Event Driven, Brief in Duration, Can be Multiple)
43
Moods
Feelings that tend to be less intense and that lack a contextual stimulus. (Cause is often general or unclear)
44
Emotional Labor
An employee's expression of organizationally desired emotions during interpersonal transactions at work
45
Emotional Dissonance
Employee's projecting one emotion while feeling another (Very damaging and leads to stress/burnout)
46
Surface Acting
Displaying appropriately but not feeling said emotions internally
47
Deep Acting
Changing internal feelings to match display rules
48
Gardner's Frame of Mind
IQ - Verbal, Logical, Visual EQ- Interpersonal, Intrapersonal
49
Importance of EI
Requires a high levels of self-mastery and people skills- the ability to put yourself into positions of others
50
EI
The capacity to recognize our own feelings and those of others. The ability to motivate ourselves and manage emotions for ourself and others.
51
Emotional Competency
The capacity to create optimal results in your relationships with others
52
Components of EI
Awareness, Regulation, Motivation, Empathy, Social Skill
53
Amygdala Hijacking
Suboptimal level of operation as a result of heightened emotions
54
Group
Two or more individuals interacting and interdependent, coming together to achieve particular objectives
55
Team
Two or more people interacting with complementary skills who are committed to a common purpose for which they are both mutually accountable for
56
Work Group Aspects
Share Information, Neutral Synergy, Individual Accountability, and Random Skill Sets
57
Work Team Aspects
Collective performance, positive synergy, individual and Mutual accountability, complimentary skill set
58
Tuckman's Five Stage Model of Group Development
Forming, Storming, Norming, Performing, DeNorm, DeStorm, DeForm
59
Critique of Five-Stage Model
Assumption- The group becomes more effective as it progresses through the stages
60
Punctuated Equilibrium
Temporary groups under deadlines go through transition periods between inertia and activity. They experience an increase of productivity
61
Group Think
A mode of thinking in which people change the way they think in order to achieve unanimity, overriding realistic notions
62
Symptoms of Groupthink
Self-Censor, Illusion of Unanimity, Peer Pressure, Mind guards, Illusion of Invulnerability, Illusion of Morality
63
How to Avoid Groupthink
Brainstorming, Psychological Safety, Encourage Risk Taking, Devils Advocate, Promote Diversity
64
Asch Effect
Distortion of individual judgement by a unanimous but incorrect opinion
65
Group Shift
Groups tend to exaggerate initial positions of the group- as a result of diffused sense of responsibility
66
Content Theories
Built in needs/motivators (i.e. Maslows Hierarchy of Needs)
67
Process Theories
Processes and conscious choices that lead to a specific type of work behavior (Equity, Expectancy, Cognitive)
68
Herzberg's Two Factor Theory
Two sets of needs in a workplace
69
Herzberg: Hygiene Factors- Dissatisfaction
Working conditions, supervision, security, salary, company policy, status
70
Herzberg: Motivators- Job Satisfaction
Achievement, Responsibility, Work itself, Recognition, Advancement, Growth
71
Herzberg - Balance
Dissatisfaction and Motivation are not opposites but separate constructs that should be balanced to simulate the idea workplace
72
Maslows Hierarchy of Needs
Physiological, Safety, Social, Self-Esteem, Self-Actualization. (Individuals cannot move on until one is satisfactory)
73
Alderfer's ERG Theory
Needs are separated into three categories: Existence, Relatedness, and Growth (Key: All levels are equal and the same)
74
McClelland's Three Needs Theory - nAch
The drive to excel, to achieve in relation to a set of standards, to strive to succeed
75
McClelland's Three Needs Theory - nPow
The need to make others behave in a way that they would not have behaved otherwise
76
McClelland's Three Needs Theory - nAff
The desire for friendly and close interpersonal relationships
77
Cognitive Evaluation Theory
Providing Extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation
78
Self Determination Theory
People prefer to feel that they have control over their actions, work better when they want to do it rather than if they were forced to do it
79
Locke's Goal-Setting Theory - Basic premise
Specific and Difficult goals, with self-generated feedback, lead to higher performance
80
Locke's Goal-Setting Theory - Difficult Goals
Focus and direct attention, Energize the person to work harder, Difficulty increases persistence, Force people to become more effective and efficient, MANAGES BY OBJECTIVES
81
Equity Theory
Employees compare their ratios of outcomes to inputs of relevant others (Ex. If employee does more work than other, more working employee will decrease)
82
Vroom's Expectancy Theory
Strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by an outcome.

OB Exam 1 (1 decks)

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