Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

WGU Principle/Theory-Based Classes > Organizational Behavior > Flashcards

Organizational Behavior Flashcards

(64 cards)

Start Studying
1
Q

Personality

A

The sum of ways in which an individual reacts and interacts with others in varying situations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Dark triad

A

Machiavellianism, narcissism, psychopathy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Which of the Big Five is the strongest predictor of job performance

A

Conscientiousness (responsibility, organization, persistence)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Self-monitoring

A

The ability to adjust behavior to situational factors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Values

A

Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite one

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Terminal values

A

Desirable end-states

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Instrumental values

A

Preferable modes of behavior

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Perception

A

Process by which we originate and interpret sensory impressions to give meaning to our environment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

What does perception determine?

A

Behavior

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

What are the three elements of perception?

A

Perceiver, target, context

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Attribution theory

A

We judge people based on the meaning we attribute to a behavior

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Fundamental attribution error

A

Underestimating the influence of external factors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Self-serving bias

A

Belief our sucesses are due to internal factors and our failures are due to external

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Contrast effect

A

Evaluation of characteristics affected by comparison to others

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Bounded Rationality

A

Making decisions by constructing simplified models that extract essential features

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Risk Aversion

A

People prefer to make a moderate sure gain over a riskier outcome, even if the riskier has a higher payoff

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Utilitarianism

A

Ethical perspective where decisions are made to provided for the greatest good of all

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Three aspects of motivation

A

Intensity, direction, persistence

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

What is Maslow’s Hierarchy of Needs?

A

Motivation comes from different levels based on a person’s life, ranging from primal needs to sophisticated/spiritual ones

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Order of Maslow’s Hierarchy of Needs

A

Physiological, security-support, social-belongingness, esteem, self-actualization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Two-Factor Theory

A

Relates intrinsic factors to job satisfaction

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Three needs according to McClelland

A

Achievement, power, affiliation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Self-concordance

A

Degree to which people’s reasons for pursing goals are consistent with their interests and core values

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Management by objectives

A

Encompasses specific goals, participatively set, for an explicit amount of time, with feedback on progress

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Informal group
Response to need for social contact; not organizationally determined
26
Role perception
Individual's view on how they are supposed to act in a given situation
27
Role
Set of expected behavior patterns for someone in any specific position in a group/social unit
28
Role expectation
How others believe a person is supposed to act in a given situation
29
Role conflict
When compliance with one role interferes with that of another
30
Interrole conflict
When expectations of our different groups are in opposition
31
Norms
Acceptable standards of behavior shared by group members
32
Status
Socially defined position or rank given to groups or members
33
Cohesiveness
Degree to which members are attracted to each other and are motivated to stay in the group
34
Result of functional conflict
Goals and performance of the group are supported and increased
35
Result of dysfunctional conflict
Group performance is hindered
36
Five stages of conflict
1. Potential for opposition/incompatibility 2. Cognition & Personalization (perceived vs felt) 3. Intentions 4. Behavior 5. Outcomes
37
Negotiation
2 or more parties decide how to allocate scarce resources
38
Distributive bargaining
Divides fixed amount; win-lose
39
Integrative bargaining
Seeks settlements; win-win
40
BATNA
Best Alternative To a Negotiated Agreement (minimum you will accept)
41
Work group
Interacts to share info, make decisions, and help each individual perform in their area
42
Work team
Group whose individual efforts result in performance greater than the sum of the individual parts
43
What are the three characteristics of team effectiveness?
Context, composition, process
44
Organizational culture
How employees perceive the characteristics of an organization
45
Dominant culture
Core values shared by the majority of an organization's members
46
Climate
Shared perceptions organizational members have about their environment
47
Institutionalization
When an organization takes a life of its own, apart from any of its members (bad)
48
Leadership
The ability to influence a group toward the achievement of a vision or set of goals
49
3 Dimensions of leadership effectiveness
1. Leader-member relations 2. Task structure 3. Position power
50
Situational leadership theory
Focuses on followers' readiness to accomplish a specific task to determine style
51
Transactional leaders
Guide or motivate in the direction of established goals by clarifying role and task requirements
52
Transformational leaders
Act as role models; stimulating, developing, and mentoring followers
53
What is the effect of transformational leaders?
Increased employee satisfaction, self-efficacy, and commitment to the leader by fulfilling autonomy, competence, and relatedness needs
54
What type of leader is more effective, transactional or transformational?
Transformational
55
Fiedler's contingency leadership model
Assumes an individual's leadership style remains consistent
56
Trust propensity
How likely an employee is to trust a leader
57
Organizational behavior
Studies the impact individuals, groups, and structure have on behavior within organizations to increase effectiveness
58
Positive organizational scholarship
Focuses on what is going RIGHT in an organization
59
Inputs
Variables that lead to processes
60
Processes
Actions, individuals, groups, and organizations engage in as a result of inputs that lead to certain outcomes
61
Productivity
Effectiveness and efficiency
62
Task performance
Productivity at doing core job tasks
63
Group cohesion
Extent to which members of a group support and validate one another at work
64
Group functioning
Quality and quantity of a group's work output

WGU Principle/Theory-Based Classes (2 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions