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Organizational behavior Flashcards

(68 cards)

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1
Q

Affect means

A

Instinctive feeling a personal experience in a response to stimuli

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2
Q

Affect in emotion means

A

Brief intense affect caused by an event

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3
Q

Mood in affect means

A

Enduring, yet mild affect with not one cause

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4
Q

Trait affectivity

A

Degree to which a person has enduring tendency to experience either positive or negative affect and involves hi levels of activation

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5
Q

Attitude means

A

Psychological tendency expressed by evaluating something with a degree of favor or disfavor

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6
Q

ABC model of attitude

A

A equals affect and it’s measured by verbal statement about feelings. B equals behavioral intention- it is a verbal statement about intention. C equals cognition and it’s measured by verbal statements about beliefs (why)

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7
Q

Attitude to behavior linkage: cognitive dissonance

A

A state of tension that is produced when an individual experiences conflict between attitudes and behavior.

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8
Q

Job satisfaction

A

Positive emotional state resulting from one’s appraisal of whatever it may be. example workers, boss, environment

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9
Q

Attitudes are formed by one or more of these factors affecting belief (cognitive) and feelings (affect): 3 factors…

A

Direct experience, personality traits, social learning

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10
Q

Job satisfcation: intrinsic, extrinsic

A

One: you want to do something it’s meaningful to you

Two: things need to put you into a position to do something

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11
Q

Three factors of job satisfaction

A

Work characteristics, pay benefits, supervisors and coworkers

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12
Q

Link between job satisfaction and job performance is stronger when

A

Employees have complex jobs, high rewards, when both the affect and cognitive component of satisfaction are constant

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13
Q

Job satisfaction consequences

A

Only moderately predicts turnover and being absent, but strongly correlates negatively with intention to turn over and withdrawal

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14
Q

organizational citizenship behavior is

A

Good behavior. It is a helping behavior that supports psychological and social environment

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15
Q

Organizational commitment

A

Strength of a persons identification with their organization and their desire to stay in the organization

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16
Q

Three facets of organizational commitment

A

Affective- emotionally connected
continuance- too costly to leave; need to stay for resources normative- perceived obligation to stay; could be moral or could be because it’s perceived as a good job

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17
Q

Three factors that influence the success of persuasion an attitude changes

A

Source- expertise, trustworthiness, attractiveness (Who is talking)

target – self-esteem, attitude strength, mood

Message – big knowledge all sides of attitude, threat level

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18
Q

Individual differences

A

Skill, perception, attitude etc.

Their effects on organizational behavior are best understood through an interactional perspective

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19
Q

Personality is shaped by

A

Genetics, up to 50% and environment: example- family, culture, education

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20
Q

Big five

A

Extroversion, agreeableness, conscientiousness, emotional stability, openness to experience

Agreeableness Is cooperative, warm, agreeable
conscientiousness is hard-working, organized, dependable
Emotional stability is Calm, self confident. Low es is calm and cool, higher is more insecure

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21
Q

ABC model of attitude

A

A equals affect and it’s measured by verbal statement about feelings. B equals behavioral intention- it is a verbal statement about intention. C equals cognition and it’s measured by verbal statements about beliefs (why)

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1
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22
Q

Attitude to behavior linkage: cognitive dissonance

A

A state of tension that is produced when an individual experiences conflict between attitudes and behavior.

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

Job satisfaction

A

Positive emotional state resulting from one’s appraisal of whatever it may be. example workers, boss, environment

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

Attitudes are formed by one or more of these factors affecting belief (cognitive) and feelings (affect): 3 factors…

A

Direct experience, personality traits, social learning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Job satisfcation: intrinsic, extrinsic
One: you want to do something it's meaningful to you Two: things need to put you into a position to do something
26
Three factors of job satisfaction
Work characteristics, pay benefits, supervisors and coworkers
27
Link between job satisfaction and job performance is stronger when
Employees have complex jobs, high rewards, when both the affect and cognitive component of satisfaction are constant
28
Job satisfaction consequences
Only moderately predicts turnover and being absent, but strongly correlates negatively with intention to turn over and withdrawal
29
organizational citizenship behavior is
Good behavior. It is a helping behavior that supports psychological and social environment
30
Organizational commitment
Strength of a persons identification with their organization and their desire to stay in the organization
31
Three facets of organizational commitment
Affective- emotionally connected continuance- too costly to leave; need to stay for resources normative- perceived obligation to stay; could be moral or could be because it's perceived as a good job
32
Three factors that influence the success of persuasion an attitude changes
Source- expertise, trustworthiness, attractiveness (Who is talking) target – self-esteem, attitude strength, mood Message – big knowledge all sides of attitude, threat level
33
Individual differences
Skill, perception, attitude etc. | Their effects on organizational behavior are best understood through an interactional perspective
34
Personality is shaped by
Genetics, up to 50% and environment: example- family, culture, education
35
Big five
Extroversion, agreeableness, conscientiousness, emotional stability, openness to experience Agreeableness Is cooperative, warm, agreeable conscientiousness is hard-working, organized, dependable Emotional stability is Calm, self confident. Low es is calm and cool, higher is more insecure
36
Locus of control
A belief that events in one's life are mostly controlled by oneself or by the situation or by others (internal or external)
37
Self-esteem, self efficacy, self-monitoring
self-esteem is the overall feeling of self-worth. Self efficacy is belief of how effectively One can perform, cope, or succeed. Self monitoring is extent to which people base their behavior on cues from other people and situations. They know how to pay attention to what is important
38
Different ways to measure personality
Projective test is a response to extract stimuli. Behavioral measures are observing an individual behavior and in a controllable situation. Self reporting questionnaire and MBTI.
39
Social perception is
Process of intercepting information about another person; add meaning to information gathered by senses
40
Three things that influence our perception
One: perceiver characteristics-familiarity, moods, self-concept. Two: target characteristics- appearance, verbal communication, nonverbal three: situational- context, situation, strength
41
Social perception barriers
One selective perception; you care and see only one thing exploring other information. Two – stereotyping; generalize a group characteristic to all members of that group. 3– 1st impression error: see multiple characteristics from one brief encounter. 4- self fulfilled prophecy; a prediction that directly or indirectly causes itself to become true
42
MBTI is
People are not exclusively one way or another- they are merely their preferences (Can be abused by judging others)
43
ERG recategorized Maslow into
Growth, existence, relatedness Growth: self esteem & self actualization Existence: physiological and physical safety Relatedness: interpersonal safety, love, interpersonal esteem
44
Attribution
We observe ours or others behavior and we attribute certain causes to that behavior
45
Attribution Biases
Fundamental attribution error is tendency to make internal attributions when observing others behavior. Self-serving bias is the tendency to make internal attributions (im smart) for our successes external attributions for our failures. (Blame outsider circumstances)
46
Motivation
A process that accounts for intensity, direction, persistence of effort but it individual exhibits towards obtaining goals. Intensity: how much effort Direction: where effort will be exerted Persistence: how long will the effort last
47
Maslows need hierarchy
Well A need is lacking, people are motivated to take action that fulfill it
48
Three major expansions to marslows need hierarchy
One: can be regressive Two: hierarchy has a cultural bias three: higher level needs can still be motivators
49
Theory X & Y
1: Managers just believe employees are lacking ambition and responsibility. 2: The opposite is managers believe that their employees are motivated By higher needs
50
Need tendencies
Need for achievement, need for power, need for affiliation
51
Fundamental needs are
Autonomy: have control over your own decisions, adequate resources Competency: feedback, rewards, recognition Relatedness: identifying with others, helping someone etc.
52
Engagement
Persistent and positive affective relationship and a state of fulfillment. Mutual commitment Energy recovery
53
Equity is
Social exchange and involves demands and contributions
54
Expectation Theory
Expectancy explains how employees make choices among alternative behaviors and levels of effort
55
Social perception barriers
One selective perception; you care and see only one thing exploring other information. Two – stereotyping; generalize a group characteristic to all members of that group. 3– 1st impression error: see multiple characteristics from one brief encounter. 4- self fulfilled prophecy; a prediction that directly or indirectly causes itself to become true
56
Expectation Theory
Expectancy explains how employees make choices among alternative behaviors and levels of effort
57
Equity is
Social exchange and involves demands and contributions
58
Engagement
Persistent and positive affective relationship and a state of fulfillment. Mutual commitment Energy recovery
59
Fundamental needs are
Autonomy: have control over your own decisions, adequate resources Competency: feedback, rewards, recognition Relatedness: identifying with others, helping someone etc.
60
Need tendencies
Need for achievement, need for power, need for affiliation
61
Theory X & Y
1: Managers just believe employees are lacking ambition and responsibility. 2: The opposite is managers believe that their employees are motivated By higher needs
62
Three major expansions to marslows need hierarchy
One: can be regressive Two: hierarchy has a cultural bias three: higher level needs can still be motivators
63
Maslows need hierarchy
Well A need is lacking, people are motivated to take action that fulfill it
64
Motivation
A process that accounts for intensity, direction, persistence of effort but it individual exhibits towards obtaining goals. Intensity: how much effort Direction: where effort will be exerted Persistence: how long will the effort last
65
Attribution Biases
Fundamental attribution error is tendency to make internal attributions when observing others behavior. Self-serving bias is the tendency to make internal attributions (im smart) for our successes external attributions for our failures. (Blame outsider circumstances)
66
Attribution
We observe ours or others behavior and we attribute certain causes to that behavior
67
ERG recategorized Maslow into
Growth, existence, relatedness Growth: self esteem & self actualization Existence: physiological and physical safety Relatedness: interpersonal safety, love, interpersonal esteem
68
MBTI is
People are not exclusively one way or another- they are merely their preferences (Can be abused by judging others)

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