Org Behavior Flashcards
(81 cards)
1
Q
Emotions
A
specific cause
brief
specific and numerous
2
Q
moods
A
general or unclear cause
longer lasting
complex
3
Q
6 primary emotions
A
anger, disgust, fear, sadness, surprise, happiness
4
Q
emotional labor
A
a situation in which an employee expresses organizationally desired emotions during interpersonal transactions at work
5
Q
positive affect
A
a mood dimension that consists of specific positive emotions such as excitement, self-assurance, and cheerfulness at the high end and boredom, sluggishness and tiredness at the low end
6
Q
negative affect
A
a mood dimension that consists of emotions such as nervousness,, stress, anxiety at the high end and relaxation, tranquility, and poise at the low end
7
Q
positivity offset
A
the tendency of most individuals to experience a mildly positive mood at zero input
8
Q
emotional intelligence
A
a persons ability to perceive emotions in the self and others, understand the meaning of these emotions, and regulate ones emotions accordingly
9
Q
emotional regulation
A
surface acting vs deep acting
10
Q
personality
A
- a dynamic concept describing the growth and development of a person’s whole psychological system
- sum total ways in which an individual reacts and interacts with others
11
Q
why personality matters
A
helps determine organizational behavior
12
Q
behavior
A
=person x situation
13
Q
big five personality model
A
personality assessment that taps five basic dimensions Openness to experience Conscientiousness Extraversion Agreeableness Neuroticism
14
Q
myers-brigg type indicator
A
classifies people into 1 to 16 personality types extroverted or introverted sensing or intuitive thinking or feeling perceiving or judging
15
Q
the dark triad
A
machiavellianism, narcissism, psychopathy
16
Q
values
A
- concepts or beliefs that guide how we make decisions about and evaluations of behaviors and events
- basic convictions about what is right, good, or desirable
17
Q
rokeach framework for values
A
terminal and instrumental values
18
Q
terminal values
A
desirable end-states of existence
19
Q
instrumental values
A
preferred moods of behavior or means of achieving terminal values
20
Q
hofstede’s five dimensions of national culture
A
power distance individualism versus collectivism masculinity versus femininity uncertainty avoidance long-term versus short-term orientation
21
Q
perception
A
process of receiving information, organizing and interpreting it to make sense of the world around us
22
Q
perception uses
A
- way of forming impressions about oneself, other people and daily life experiences
- serves as screen or filter through which info passes before it has an effect on people
23
Q
importance of perception
A
important to OB because people’s behaviors are based on their perception of what reality is, not on reality itself
24
Q
factors that influence perception in perceiver
A
attitudes motives interests experience expectations
25
factors that influence perception in the situation
time
work setting
social setting
26
factors that influence perception in the target
```
novelty
motion
sounds
size
background
proximity
similarity
```
27
attribution theory
an attempt to discover whether a persons behavior is internally(under personal control of individual) or externally (resulting from outside causes) caused
28
determinants of attribution theory
distinctiveness
consensus
consistency
29
fundamental attribution error
tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors
30
self-serving bias
individuals attribute their own successes to internal factors and put blame for failures on external factors
31
selective perception
any characteristic that makes a person, object, or event stand out will increase the probability that it will be perceived
32
halo effect
- occurs when we draw general impression on the basis of a single characteristic
- can be positive or negative
33
contrast effects
our reaction to one person is influenced by other persons we have recently encountered
34
stereotyping
judging someone on the basis of our perception of the group to which he or she belongs
35
employment interview
evidence indicates that interviewers make perceptual judgements that are often inaccurate
36
self-fulfilling prophecy/pygmalion effect
peoples expectations determine their behavior
37
performance evaluation
employee's performance appraisal is very much dependent upon the perceptual process
38
perception and decision making
individuals make decisions- decision making occurs as a reaction to a problem
39
decisions
requires the collection, interpretation and evaluation of information
40
steps in rational decision
```
define the problem
identify the decision criteria
allocate weights to the criteria
develop the alternatives
evaluate the alternatives
select the best alternative
```
41
bounded rationality
people respond to a complex problem by reducing it to a level at which it can be readily understood
42
intuition
occurs outside conscious thought, relies on holistic associations, is fast, affectively charged(engages emotions)
43
overconfidence bias
individuals whose intellectual and interpersonal abilities are weakest are most likely to overestimate their performance and ability
44
anchoring bias
fixating on initial information as a starting point and failing to adequately adjust for subsequent information
45
garbage can decision process
throw problems, solutions and participants into a 'garbage can' and a decision will just happen
46
confirmation bias
- type of selective perception
| - seek out information that reaffirms past choices, and discount information that contradicts past judgments
47
availability bias
tendency for people to base judgments on information that is readily available
48
escalation of commitment
staying with a decision even where there is a clear evidence that its wrong, usually happens when person is responsible for outcome
49
randomness error
our tendency to believe we can predict the outcome of random events
50
individual differences that affect decision making
- personality (conscientiousness &high self-esteem)
- mental ability
- cultural differences
51
organizational constraints that affect decision making
- performance evaluations
- reward systems
- formal regulations
- system-imposed time constraints
- historical precedents
52
affect
a broad range of feelings that people experience
53
smiling
in the middle east smiling is seen as a sign of sexual attraction, so don't smile at men there unless you want them
54
crying at work
dont do it, leave the room instead
55
sources of emotions and moods
```
personality
time of the day
day of week
weather
stress
social activities
sleep
exercise
age
sex (gender and whether you got any or not)
```
56
illusory correlation
the tendency of people to associate two events when in reality there is no connection
57
emotional dissonance
inconsistencies between the emotions people feel and the emotions they project
58
felt emotions
an individuals actual emotions
59
displayed emotions
emotions that are organizationally required and considered appropriate in a given job
60
surface acting
hiding ones inner feelings and forgoing emotional expressions in response to display rules
61
deep acting
trying to modify one's true inner feelings based on display rules
62
affective events theory
a model that suggests that workplace events cause emotional reactions on the part of employees, which then influence workplace attitudes and behaviors
63
emotional contagion
the process by which people's emotions are caused by emotions of others
64
heredity
factors determined at conception, one's biological, physiological, ad inherent psychological makeup
65
core self evaluation
bottom line conclusions individuals have about their capabilities, competence and worth as a person
66
approach-avoidance framework
framework by which individuals react to stimuli, where by approach motivation is attraction to positive stimuli and avoidance motivation is our aversion to negative stimuli
67
self monitoring
personality trait that measures an individuals ability to adjust his or her behavior to external, situational factors
68
proactive personality
people who identify opportunities, show initiative, take action and preserver until meaningful change occurs
69
situation-strength theory
a theory indicating that the way personality translates into behavior depends on the strength of the situation
70
trait activation theory
a theory that predicts that some situations, events or interventions 'activate' a trait more than others
71
personality-job fit theory
a theory that identifies six personality types and proposes that the fit between personality types and occupational environment determines satisfaction and turnover
72
international values
```
power distance
individualism vs collectivism
masculinity vs femininity
uncertainty avoidance
long term vs short term orientation
```
73
power distance
a national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally
74
uncertainty avoidance
describes extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them
75
long term orientation
attribute that emphasizes the future, thrift, and persistence
76
short term orientation
attribute that emphasizes the past and present, respect for tradition, and fulfillment of social obligations
77
risk aversion
tendency to prefer a sure gain of a moderate amount over a risker outcome, even if the risker outcome might have a high payoff
78
utilitarianism
system in which decisions are made to provide the greatest good for the greatest number
79
behavioral ethics
analyzing how people actually behave when confronted with ethical dilemmas
80
three-stage model of creativity
proposition that creativity involves three stages
- causes(creative potent ion and creative environment)
- creative behavior
- creative outcomes (innovations)
81
stages to creative behavior
- problem formulation (identifying problem, no solutions yet)
- information gathering (have possible solutions)
- idea generation (relevant information for possible solutions)
- idea evaluation (identify best solution)
