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Organizational Behavior > Quiz 1 Review > Flashcards

Quiz 1 Review Flashcards

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1
Q

Organizational Behavior

A

The study of human behavior in organized settings, the interface between human behavior and the organization, and the organization itself

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2
Q

Realistic Job Preview

A

Gives a candidate a picture of both positive and negative features of the job and the organization before they are hired

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3
Q

Main Individual Differences

A

IQ and Personality

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4
Q

Individual Differences

A

personal attributes that vary from one person to another (psychological, physical, and emotional)

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5
Q

Types of Fit (table)

A

6

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6
Q

Supplementary Fit

A

Identical fit (everyone is the same and we hire another person who is the same)

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7
Q

Complementary Fit

A

10% different (everyone is the same and we hire someone slightly different)

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8
Q

Person-Job Fit

A

The degree to which a person’s skills, knowledge, abilities, and other characteristics match the job demands

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9
Q

Person-Group Fit

A

The extent to which an individual fits with the workgroup’s and supervisor’s work styles, skills, and goals

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10
Q

Person-Organization Fit

A

The degree to which a person’s values, personality, goals, and other characteristics match those of the organization

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11
Q

IQ

A

The capability to rapidly and fluidly acquire, process, and apply information

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12
Q

Subsets of IQ

A

linguistic, logical, musical, bodily, spatial, interpersonal, intrapersonal

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13
Q

Big Five

A

OCEAN

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14
Q

Openness to Experience

A

The tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks, change as a result of new information

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15
Q

Conscientiousness

A

The tendency to be careful, scrupulous, and perseversing

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16
Q

Extraversion

A

The tendency to experience positive emotions and moods and to feel good about oneself and the rest of the world

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17
Q

Agreeableness

A

The tendency to get along well with other people

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18
Q

Neuroticism

A

The tendency to experience negative emotions and moods, such as anger, anxiety, depression, distress, vulnerability, and tendency to be critical of oneself and others (emotional stability)

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19
Q

Narcissism

A

The degree of sense of self-importance and arrogance

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20
Q

Conflicting Needs of Narcissism

A

Need for acclaim and need to dominate

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21
Q

Internal Locus of Control

A

The tendency to locate responsibility for one’s own fate within itself

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22
Q

External Locus of Control

A

The tendency to locate responsibility for one’s own fate in outside forces and to believe one’s own behavior has little impact on outcomes

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23
Q

Self-Esteem

A

The degree to which individuals feel good about themselves and their capabilities

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24
Q

Self-Efficacy

A

The degree to which individuals are confident in their ability to organize and execute the courses of action necessary to accomplish tasks

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25
Authoritarianism
The belief that power and status differences are appropriate within hierarchical social systems such as organizations
26
Machiavellianism
Behavior directed at gaining power and controlling the behavior of others
27
Tolerance for Risk (Risk Propensity)
The degree to which a person is willing to take chances and make risky decisions
28
Tolerance for Ambiguity
The tendency to view ambiguous situations as either threatening or desirable
29
Deep-Level Diversity
Members come from a variety of functional backgrounds and have a wide variety of work experiences
30
Surface-Level Diversity
Observable differences in people, including race, rage, ethnicity, physical abilities, physical characteristics, and gender
31
Separation Diversity
Differences in position or opinion among group members reflecting disagreement or opposition
32
Variety Diversity
Differences in a certain type or category, including group members' expertise, knowledge, or functional background
33
Disparity Diversity
Differences in the concentration of valuable social assets or resources (ex. rank, pay, decision-making authority, status)
34
Reverse Mentoring
Younger and newly hired employees mentor senior executives, often on latest developments with digital technologies
35
Top management support for diversity and for diversity initiatives
The most important element in effectively leveraging the positive potential of diversity
36
New employment relationships, diversity, globalization, technology, and ethics of corporate governance
The five central environmental forces for change faced by today's organizations
37
Attitude
A person's complexes of beliefs and feelings about specific ideas, situations, and other people
38
Job Satisfaction
The extent to which a person is gratified or fulfilled by his or her work
39
Organizational Commitment
A person's identification with and attachment to an organization
40
Employee Engagement
A heightened emotional and intellectual connection to the job that induced an employee to apply discretionary effort to the work
41
Causes of Job Satisfaction
Compensation and benefits, relationships and communication, work-life balance, job design, career development and recognition, economic and professional stability, work environment and culture
42
Types of Organizational Commitment
Affective, Normative, Continuance
43
Cognitive Component of Attitude
The opinion or belief segment of an attitude
44
Affective Component of Attitude
The emotional or feeling segment of an attitude
45
Moods
Feelings or state of mind that are less intense than emotions and are not directed at anything in particular
46
Emotions
Intense feelings that are directed at someone or something, usually linked to a specific cause
47
Behavioral Component of Attitude
An intention to behave in a certain way toward someone or something
48
Cognitive Dissonance
The anxiety a person experiences when their behavior contradicts their attitudes or when they simultaneously hold two contradictory attitudes
49
Counterproductive Work Behavior
Actions that actively damage. the organization, including stealing, behaving aggressively toward coworkers, and being late or absent
50
Organizational Citizenship Behavior
Going beyond normal expectations to improve operations of the organization, as well as defending the organization and being loyal to it
51
Emotional Labor
An employee's expression of organizationally desired emotions during interpersonal transactions at work
52
Surface Acting
Changing your face, but not your emotions
53
Deep Acting
Changing your emotions
54
Emotional Intelligence
One's ability to understand and manage one's own moods and emotions and the moods and emotions of others
55
Emotional Regulation
Identify and modify the emotions you feel, necessary to stay employed
56
Extrinsic Motivation
Comes from outside the individual (ex. rewards and punishments)
57
Intrinsic Motivation
Comes from inside the individual (ex. interest and enjoyment)
58
Needs Theories
Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs (Achievement, Affiliation, Power)
59
Plato's 3 Types of People
truth-lover (wisdom), honor-lover (courage), and profit-lover (moderation)
60
Equity Theory
the motivation to maintain a current situation
61
Expectancy Theory
people perceive that if they try hard, they can perform at a high level
62
Instrumentality
People perceive that high performance leads to the receipts of certain outcomes
63
Valance
People desire the outcomes that result from high performance
64
Goal Setting Theory
Specific, measurable, ambitious, realistic, time-bound (SMART)
65
Positive Reinforcement
A reward or other desirable consequence that a person receives after exhibiting a behavior
66
Negative Reinforcement
The opportunity to avoid or escape from an unpleasant circumstance after exhibiting behavior
67
Extinction
Decrease the frequency of behavior by estimating a reward or desired consequence that follows that behavior
68
Punishment
An unpleasant or aversive consequence that result from behavior
69
Social Learning Theory
When people observe the behavior of others, recognize the consequences, and alter their own behavior as a result
70
Learning is enforced by...
Self-efficacy and self-reinforcement
71
Enactive Mastery
Gaining experience with the task or job
72
Vicarious Modeling
Becoming more confident because you see someone else doing the task
73
Variable Work Schedule
compressed work schedule
74
flexible work schedule
employees gain more control over hours worked daily
75
flexible work schedule advantages
reduces absenteeism, reduces overtimes, increases autonomy, increases productivity
76
flexible work schedule disadvantages
not applicable to all jobs or every worker
77
job sharing
two or more part-time employees sharing one full-time schedule
78
job sharing advantages
increases flexibility, increases motivation and satisfaction
79
job sharing disadvantages
difficult to find compatible partners
80
telecommuting
employees spend all or part of their time working off-site
81
telecommuting advantages
reduced office space costs, improves morale, less turnover, higher productivity, larger labor pools
82
telecommuting disadvantages
less supervision of employees, don't receive recognition, difficult to coordinate teamwork, difficult to evaluate performance

Organizational Behavior (3 decks)

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