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Flashcards in Test1ShortAnswer Deck (66):
1

Levels of analysis that are of interest in OB

Individual
Dyadic
Group
Organization

2

Individual

Personality
job performance
stress

3

Dyadic

Supervisor to subordinate relationship

4

group/team

team decision making
team conflit

5

organization

organization culture
organizational performance

6

reliability

is it measuring repeatedly what it says it will

7

validity

will it relate

8

Roots of OB

phsycology-individual
social psychology- individual
sociology- group
anthropology- group/organization

9

how were employees treated before movement?

Tools
treated as inputs

10

human relations movement was started how

legalization of unions
human relations- study of employees

11

Hawthorne studies

being observed changes behavior

12

x theory

employees are naturally lazy and avoid work

13

theory y

work is a normal thing

14

four perspectives of organizational effectiveness

open systems
organizational learning
high performance
stakeholders

15

open systems persective

maintain good fit of external environment for resources

16

organizational learning perspective

acquire share use and store knowledge resource

17

high-performance work practice perspective

employee involvement
job autonomy
employee competence
performance rewards

18

stakeholders perspective

considers expectations of stakeholders

19

stock vs flow

intellectual capital stockpile vs use/learning techniques

20

old deal vs new deal

no longer one company and incremental moving up

21

how fixed are individual differences. importance?

intelligence vs emotions vs values can determine how a person will react

22

mars

motivation
ability
role perceptions
situational factors

23

motivation

forces affecting behavior

24

ability

aptitude and learned capabilities

25

role perceptions

understanding job duties

26

situational factors

environment conditions

27

why is turnover a concern

cost loss
knowledge loss

28

nature vs nurture of personality

genetic or heredity

29

what are differences between big 5 and mbti

multiple levels of eval vs one sided eval

30

why is mbti not reliable

old
poor prediction

31

benifits/drawbacks of personality test

understanding self/others
may enhance job fit
people may lie

32

attaction selection attrition

org is more likely to atr/select/ lose people

33

schwartz values cirumplex

openness to change vs conservation
self transcendence vs self enhancement

34

why be careful of hofstede research

it assumes similare people and culture of companies
research is old

35

moods vs emotions

moods are long lasting
moods are unclear of cause
moods dont have facial expressions

36

purpose of limbic system

origin of emotion for a state of readiness

37

function of emotion

create state of readyness

38

why were 6 emotions chosen

they are universal

39

affective circumplex 2 dimensions

valence- is it pos or neg
arousal- how much energy is experienced

40

individual differences in emotions

NA or PA expressivity

41

affective events theory

our reactions predict our attitudes

42

attitudes vs emotions

attitudes are beliefs
emotions are reactions

43

attitudes vs values

our judgment about something vs beliefs/behavioral influences

44

3 components of attitude

cognitive-belief
affective-feeling
behavioral-intention

45

how do we resolve congitive dissonance-weird-

change attitude or behavior
belittle importance of inconsistent behavior
find consonant elemnts that outweigh dissonant ones

46

causes/predictors of job satisfaction

fulfillment
discrepancy
value attainment
equity
dis-positional components

47

how does job satisfaction affect both individual and org performance

positive relationship between the satisfaction and performance

48

job satisfaction and ocbs

satisfied employees are more likely to talk positivly, help others, go beyond

49

physiological conditions promoting engagement

meaningful
safety
availability

50

are job attitudes distinct?

somewhat but personality and orgs influence it

51

how can we encourage high levels of job/work attitude

open environment
better pay
good value

52

should we care about employee perceptions

they reflect the company

53

the two types of processing

sys 2 think

sys 1 thing

54

systemic vs prejudice

unintentional vs intentional

55

attribution process

consistency-how act in past
distinct-how act in other settings
consensus- how act in similar setting

56

3 c's

complexity
clarity
consistency

57

constraints on decision making

lack of info
uncertain outcomes
time/money pressures

58

problem with rational choice paradigm

assumes people are logical and efficient without emotion

59

problems with access to info

stakeholder framing-management wants
decisive leadership- quick decisions
solution focus- already have solution
perceptual defence-block view

60

problem with information processing

people maximize not satisfice
can process all info but not
all alternatives vs some

61

how do emotions affect decision

emotions default us to sys 1

62

how does intuition affect decision making

can speed up but bias it

63

when does work-nonwork conflict occur

competing time

64

why do we need to engage in boundary work

each self needs its own space

65

does segmentation and integration always match with behavior?

no, businesses impose rules

66

importance of person-organization fit in relation to boundary management

different people desire different benefits