WOP lecture 1, 2, 3 Flashcards
1
Q
Four persons brainstorming by themselves
A
highest level of creativity
2
Q
2 factors of organizations
A
Interdependence:
oStructured communication
oTask coordination
oCollaboration
Collective purpose
3
Q
work-life integration
A
degree to which people are engaged in their work and non-work roles, and low degree of role conflict.
4
Q
4 veranderingen in workspace
A
- work life integration
- remote work
- employment relationships: niet alleen direct meer, ook indirect & contract
- diversity: surface level and deep level
5
Q
indirect =
A
agency, temporary, flex
6
Q
contract
A
zzper
7
Q
diversity + punten
A
- representation
- perspectives
- creativity
- information benefit decision making
8
Q
diversity risk
A
conflict, communication problems
9
Q
organizational effectiveness is niet…
A
behalen van de doelen van de organizatie, want die:
- zijn misschien te laag
- lastig te meten
- doelen veranderen
10
Q
wat is organizational effectiveness wel?
A
- good fit w/ external environment
- effectively transform input -> output via human capita
- satisfy the needs of key stakeholder
11
Q
welke van die 3 eisen horen bij open systems
A
- good fit with external environment = external fit
- effective transformation of inputs to outputs = internal fit
12
Q
fit means…
A
allign with resources, needs and expectations of external environment
13
Q
effective human capital depends on
A
- acquiring knowledge
- sharing knowledge
- using knowledge
- storing knowledge
- soms unlearning knowledge
14
Q
3 factoren motivatie
A
- direction
- intensity
- persistance
15
Q
three things organizations can do with competencies
A
Select
Match with job demands
Train (if possible)
16
Q
role clarity 3 factoren
A
- welke taken heb ik
- welke hebben prioriteit
- welke procedures voor task completion
17
Q
ability factoren
A
- learned capabilities
- natural talents
18
Q
MARS model: personality affects..
A
motivation het meest,
daarna ability & role perceptions
19
Q
heredity personality
A
ongeveer 50%
20
Q
personality stabilizes in …
A
young adulthood.
self concepts clearer, behaviour is regulated by executive functions in line with self concept
21
Q
myers briggs negatieve punten
A
-Test stability is low
-Poor predictive validity
-Better not use for selection and promotion decisions
22
Q
performance types (5)
A
- proficient performance: C,E
- adaptive performance: O, E
- proactive performance: O, E
- organizational citizenship: C, A
- counterproductive work behaviours: C,A
23
Q
big five negatieve punten
A
- je moet ook job requirements kennen
- big 5 does not cover all (eg. the dark triad)
- personality changes, not static
- specific traits may be better
- non-linear relationships, higher is not better
- bias
- self report
24
Q
Handig van myers brigs
A
AI chatbot can interpret personality traits for the workplace
25
negatieve dingen van dark triad
- organizational politics
- serious white collar crime activity
- aggression
- risk taking
- ineffective team behaviour
26
values beinvloeden vooral... (MARS)
motivation
ook wel ability en role perception
27
values =
stable, evaluative beliefs that guide our preferences for courses of action
determine what is right and wrong
hierarchically structured
28
values vs personality
values: evaluative, can conflict, nurture/social influence
personality: what you would do/descriptive, niet in conflict, vooral genetics
29
espoused vs enacted values
espoused = what they say
enacted = what they do/show
30
10 basic values (schwartz)
self-direction
stimulation
hedonism
benevolence
universalism
conformity
tradition
security
power
achievements
31
self-direction
creativity
32
stimulation
exciting life, challenge
33
universalism
equality
34
benevolence
helpful, loyal
35
conformity
obedience, politeness
36
4 categories van schwartz
openness to change- innovation
self-enhancement- self-interest
self-transcendence - welfare of others and nature
conservation - preserve the status quo
37
how do values influence decisions and behaviour
- attractiveness of choices
- frame perceptions of reality
- motivate us to act according to self-concept
38
values are not always in line with behaviour omdat:
- situation can infer
- people do not always think about value
39
fit model
person vs work environment:
motivation - values
ability - job demands
role perception - role demands
-> leiden tot work behaviour & performance
40
incongruent values between person and organization
ØLess fitting decisions
ØLess satisfaction and OCB
ØIncrease in stress and leaving the organization
41
but... a littlel incongruency leads to
better decisions
prevents corporate cults
42
individualism factoren
personal freedom
self sufficiency
control
unique qualities
43
individualism per land
africa - usa - japan - denmark - venezuela - taiwan
44
collectivism kenmerken
group membership
harmonious relationship
45
nurturing vs achievement
nederland meer nurturing, japan achievements
46
individual characteristics mars model
personality
values
self-concept
perceptions
emotions and attitudes
stress
47
4 ethical principles
- utilitarianism = greatest good
- individual rights
- distributive justice
- ethic of care = help
48
moral intensity higher when...
¡Decision has substantially good or bad consequences.
¡High agreement among others that outcomes are good-
bad (not diverse beliefs).
¡High probability that good-bad outcomes will occur from
the decision.
¡Many people will be affected by the decision.
49
moral sensitivity is higher when...
¡Expertise/knowledge of prescriptive norms and rules
¡Past experience with specific moral dilemmas
¡More empathy
¡A self-view as an ethical person
¡Mindfulness
50
supporting ethical behaviour
Corporate code of ethics.
Educate and test employee’s ethical knowledge.
Systems for communicating and investigating wrongdoing.
Ethical culture and ethical leadership.
51
self-concept
personality traits and schemas, and your understanding of your social roles
52
3 components of self-concept
- individual
- social/relational
- collective (afkomst, religie)
53
self-concept model
4 selves:
- social self
- self-enhancement
- self-evaluation
- self-verification
self-concept:
- complexity
- consistency
- clarity
54
which one of the 3 concepts of self-concept increases with age
clarity
55
self-concept characteristics: outcomes
- complexity: high = adaptive, diverse, wel stressful
- clarity: high = better performance, leadership, career, less conflict. very high = role inflexibility
56
verschil self-enhancement en self-verification
- self-enhancement = drive to promote and protect a positive self-view
- self-verification: confirm and maintain our self-concept.
57
self-evaluation 3 factoren die het beinvloeden
- self esteem
- self-efficacy (MARS)
- locus of control: personal control over life events
58
dus bij welk deel van het self-concept model hoort self esteem
self-verification
self-enhancement
social self
self-evaluation <-- deze!
59
waarop is selective attention gebaseerd
op emotional markers: are assigned to selected information
60
selective attention: 2 biases
- assumptions and expectations
- confirmation bias
61
how do social identity and self enhancement reinforce stereotyping
- categorization processes
- homogenization processes
- differentiation processes: favorable attributes to our group, less favorable to other groups
62
best way of improving perceptions
improving self awareness (IAT of Johari window)
63
4 windows of Johari
open area, blind area (self)
hidden area, unknown area
64
contact hypothesis conditions
Equal status
Personal interaction
Cooperative activities
Social norms
65
global mindset abilities
The ability to working with individuals from different backgrounds and cultures
Adopting a global perspective.
Empathizing and acting effectively across cultures.
Processing complex information about novel environments.
Developing new multilevel mental models.
66
developing a global mindset
-selfawareness
-mental models
-cultural immersion
