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MANA 3001 > Test 1 > Flashcards

Test 1 Flashcards

1
Q

Organizational Behavior

A

scientific study that helps us understand the impact that individuals, groups and structure have on behavior within organizations for the purpose of improving an organizations’s effectiveness

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2
Q

4 disciplines that contribute to org. behavior

A

Psychology
Social psychology
Sociology
Anthropology

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3
Q

Organization

A

a coordinated group of two or more people that functions on a relatively continuous basis to achieve a common goal

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4
Q

Manager’s job

A

Functions: plan, organize, lead, control
Roles: interpersonal, informational, decisional
Skills: technical, human, conceptual

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5
Q

Challenges and opportunities in Org. Behavior

A 
Responding to economic pressure
Responding to globalization
Improving customer service
Improving people skills
Enhancing employee well-being at work
Improving ethical behavior
Managing workforce diversity
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6
Q

Three levels of analysis

A

Inputs, processes, outcomes (individual, group and organization

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7
Q

Two dimensions of Diversity

A

Surface level-demographics (religion, gender, etc.)
Deep-level: differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better

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8
Q

Discrimination

A

noting of a difference between things, then taking an action on that difference

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9
Q

Types of discrimination

A 
Denial of opportunity/access
Sexual harassment
Intimidation
Exclusion
Incivility- disrespectful treatment, including behaving in an aggressive manner
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10
Q

Surface-level characteristics

A

age, gender, race and ethnicity, disability, religion, sexual orientation, sexual identity

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11
Q

Diversity management

A

the process and programs by which managers make everyone more aware and sensitive to the needs and differences of other

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12
Q

Characteristics of effective diversity management

A

Teach managers about the legal framework for equal employment opportunity and encourage fair treatment of all people
Teach managers how a diverse workforce will be more effective at serving a diverse customer base
Foster personal development practices that bring out the skills and abilities of everyone

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13
Q

Biographical characteristics

A

personal characteristics that are objective and easily obtained from personnel records (surface-level)

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14
Q

Race vs. Ethnicity

A

Race- biological heritage that people use to identify themselves’
Ethnicity- additional set of cultural characteristics that often overlaps with race

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15
Q

Ability

A

an individual’s capacity to perform the various tasks in a job

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16
Q

Intellectual Ability

A

the capacity to do mental activities–thinking, reasoning, problem solving

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17
Q

General Mental Ability (GMA)

A

overall factor of intelligence, as suggested by the positive correlations among specific intellectual ability dimensions

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18
Q

Dimensions of intellectual ability

A

number aptitude, verbal comprehension, perceptual speed, inductive reasoning, deductive reasoning, spatial visualization, memory

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19
Q

Attitudes

A

evaluative statements (judgments) concerning objects, people or events (favorable or unfavorable)

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20
Q

What are the 3 components of an attitude?

A

Affect- physiological indicators, verbal statements about feelings (ex. I don’t like my boss)
Behavioral intent- observed behavior, verbal statements about intentions (ex. I want to transfer to another department)
Cognition- attitude scales, verbal statements about beliefs (ex. I believe my boos plays favorites at work)

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21
Q

How are attitudes formed?

A

Direct experience and social learning

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22
Q

Components of Attitudes

A

cognitive component, affective component, behavior component

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23
Q

Cognitive

A

the opinion or belief segment of an attitude

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24
Q

Affective

A

the emotional or feeling segment of an attitude

25
Q

Behavioral

A

an intention to behave in a certain way toward someone or something

26
Q

Attitudes to Behavior Moderators

A 
Importance
Tightness of link to behavior
Accessibility
Social pressure
Experience
27
Q

Cognitive Dissonance

A

a feeling of psychological discomfort produced when an individual is exposed to a situation involving conflicting attitudes, beliefs of behaviors

28
Q

Work related attitudes

A

Organizational commitment: Affective commitment, continuance commitment, normative commitment
Job involvement
Employee engagement

29
Q

Job Satisfaction

A

a positive feeling about one’s job resulting from an evaluation of its characteristics

30
Q

Job involvement

A

the degree to which a person identifies with a job, actively participates in it and considers performance important to self-worth

31
Q

Psychological empowerment

A

employees’ belief in the degree to which they affect their work environment, their competence, and meaningfulness of their job, and their perceived autonomy in their work

32
Q

Organizational Commitment

A

the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization

33
Q

Perceived Organizational Support

A

the degree to which employees believe an organization values their contribution and cares about their well-being

34
Q

Employee Engagement

A

an individual’s involvement with, satisfaction with and enthusiasm for the work he or she does

35
Q

Job Satisfaction facets

A 
work itself
quality of supervision
relationships with coworkers
promotion opportunities
pay
36
Q

Consequences of job dissatisfaction

A

exit-leave the organization (active and destructive)
loyalty- optimistically waiting for conditions to improve (passive and constructive)
voice- actively and constructively trying to improve conditions (active and constructive)
neglect- passively allows things to worsen (passive and deconstructive)

37
Q

Core Self Evaluations

A

bottom-line conclusions individuals have about their capabilities, competence, and worth as a person

38
Q

Organizing

A

determining what tasks are to be done, who is to do them how the tasks are to be grouped, who reports to whom and where decisions are to be made

39
Q

Management skills (3 types)

A

Technical
Human
Conceptual

40
Q

Systematic Study

A

looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence

41
Q

Evidence based management

A

the basing of managerial decisions on the best available scientific evidence

42
Q

Psychology

A

seeks to measure, explain and sometimes change the behavior of humans and other animals

43
Q

Social Psychology

A

blends sociology and psychology

44
Q

Sociology

A

study of people in relation to their social environment or culture

45
Q

Anthropology

A

the study of societies to learn about human beings and their activities

46
Q

Positive organizational scholarship

A

area of OB research that concerns how organizations develop human strength, foster vitality and resilience and unlock potential

47
Q

Model

A

an abstraction of reality. A simplified representation of some real-world phenomenon

48
Q

Input

A

variables that lead to processes

49
Q

Processes

A

actions that individuals, groups, and organizations engage in as a result of inputs and that lead

50
Q

Attitudes

A

evaluations employees make about objects, people or events

51
Q

Task performance

A

the combination of effectiveness and efficiency at doing your core job tasks

52
Q

Citizenship behavior

A

discretionary behavior that contributes to the psychological and social environment of the workplace

53
Q

Withdrawal behavior

A

the set of actions employees take to separate themselves from the organization (negative)

54
Q

Group cohesion

A

the extent to which members of a group support and validate one another while at work

55
Q

Group functioning

A

the quantity and quality of a work group’s output

56
Q

Productivity

A

combination of effectiveness and efficiency of an organization

57
Q

Effectiveness

A

the degree to which an organization meets the needs of its customers

58
Q

Efficiency

A

the degree to which an organization can achieve its ends at a low cost

59
Q

Organizational survival

A

the degree to which an organization is able to exist and grow over the long term

MANA 3001 (4 decks)

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