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42 Cards in this Set
- Front
- Back
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Short Answer Appendix: Define the two types of observational research and explain when each should be used. 4 marks |
Participant observation is when the researcher becomes a member of the unit being studied. It is useful when the researcher wants to gain first-hand knowledge of what occurs in the study environment. Direct observation is observation without the researcher taking part in the activity. This is used when implementing a new member would be too disruptive or if learning the tasks is impractical. Direct observation allows more freedom in recording information than participant observation. |
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Short Answer Appendix: Define internal validity and two threats to internal validity. 3 marks |
Internal validity is how confident a researcher is that an independent variable caused a change. Selection of participants, testing, maturity, mortality, statistical regression, instrumentation, and history are all threats. |
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Multiple Choice Appendix: What is external validity? A) The extent to which results can be applied to other subjects. B) The extent of confidence a researcher has in the causality of the independent variable. C) The extent to which participants have remained as neutral as possible. D) The extent of obligation researchers must meet in maintaining the psychological and physical well-being of their participants. |
A) The extent to which results can be applied to other subjects. |
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Short Answer Appendix: Define the Hawthorne effect. 1 mark |
The Hawthorne effect is when participants, in presuming they are under observation, modify an aspect of their behaviour to achieve the results they believe their observers want to see. |
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Multiple Choice Chapter 1: What is true of an organization? A) It relies on the coordination of people and things. B) Organizations seek to accomplish a common goal. C) Organizations rely on group effort. D) All of the above. |
D) All of the above. |
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Short Answer Chapter 1: What is organizational behaviour and why is studying it important? 3 marks |
Organizational behaviour refers to the attitudes and behaviours of individuals and groups in organizations. By studying OB, we can learn to manage effectively, change unwanted behaviours, and see how external events affect the organization. Competitive advantages can no longer be solely maintained through traditional means and thus we must learn to harness human capital. |
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Short Answer Chapter 1: What are three methods of managing organizations and their key characteristics? 3 marks |
Classical viewpoint relies on bureaucracy, strong regulations and rules, centralized hierarchies, and standardization and specialization. The human relations movement emphasized management styles more oriented to employee needs. The contingency approach acknowledges that there is no absolute best method of management. |
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Multiple Choice Chapter 1: Which of the following are managerial roles? A) Negotiator, resource allocator, entrepreneur. B) Disturbance handler, publicist, spokesperson. C) Overhead, disseminator, monitor. D) Liaison, leader, figurehead. E) A and D F) B and C G) All of the above |
E) A and D In B, publicist is not a role. In C, overhead is not a role. |
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Multiple Choice Chapter 1: Which is not a managerial activity? A) Routine communication B) Human resource managing C) Networking D) Traditional management E) Agenda setting F) They are all managerial activities. |
E) Agenda setting Agenda setting is a managerial behaviour pattern, not an activity. |
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Short Answer Chapter 1: What are the three behaviour patterns of managerial agendas? What is a common theme in these patterns? 2 marks |
Agenda setting, networking, and agenda implementation. All three rely on interactions with people in and out of the organization, as managers will at some point be dependent on those who they have no sway over. |
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Short Answer Chapter 1: What is a moderating variable? Give an example. 2 marks |
A moderating variable is something that changes the relationship between independent and dependent variables. An example is how the difficulty of a job (moderating) impacts level of supervision (independent) and performance (dependent). |
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Short Answer Chapter 1: List the dependent variables of the OB model. 5 marks |
Job satisfaction, organizational commitment, turnover, performance, absenteeism. |
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Short Answer Chapter 1: What is a correlation coefficient? What is a major shortcoming in using the correlation coefficient? 2 marks |
A correlation coefficient determines the strength or probability of a relationship between two variables. However, correlation does not necessarily imply causality. |
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Short Answer Chapter 2: Define personality and the three approaches of personality. 4 marks |
A) Personality is a set of relatively stable psychological characteristics that influence how an individual interacts with the environment. B) The dispositional approach claims personality is hereditary or a matter of individual dispositions. The situational approach claims that behaviours are affected by external events. The interactionist approach combines the two. |
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Short Answer Chapter 2: Give an example of a weak and strong situation and explain the implications of both. 4 marks |
In weak situations it is not clear how one should act. Roles are loose, rules are unclear, and the reward/punishment contingency is weak. Personality is likely to have a greater effect on behaviour. An example is a newly-formed volunteer group. In strong situations rules and roles are established, with clear expectations of behaviour. External factors can override personality. An example is the army. |
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Short Answer Chapter 2: What are the five primary personality dimensions? What is the sixth? 6 marks |
OCEAN: Openness, conscientiousness, extraversion, agreeableness, neuroticism. HEXACO: Honesty-humility |
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Short Answer Chapter 2: What is the locus of control? What are the implications of your ranking? 3 marks |
Locus of control is the degree to which you believe internal or external forces control your behaviour. Internals believe the ability to control their own behaviour is in them, while externals believe external events shape their behaviours. Internals are much more likely to see the link between the effort they put in and their performance levels. |
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Short Answer Chapter 2: When does high conscientiousness play a negative role in job performance? 1 mark |
When snap-decisions are required to be made, when time plays a factor in job performance. An example is a financial investor. |
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Multiple Choice Chapter 2: Which of the following is true? A) Self-monitoring is how people adapt to social situations. B) Low self-monitors do well in jobs that require role-playing. C) Self-monitoring increases stress and decreases commitment to organizations. D) All of the above E) A and B F) B and C G) A and C |
G) A and C High self-monitors do better in jobs that require adaption and role-playing, such as lawyers, politicians, and PR. |
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Short Answer Chapter 2: What is behavioural plasticity theory? How can managers apply it in a real-life scenario? 2 marks |
People with low self-esteem tend to be more vulnerable to external and social influences. They seek approval from others and react poorly in ambiguous situations. Employees with self-esteem should not be placed in jobs that are inherently negative and criticism should be directed at performance difficulty and not the person. |
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Short Answer Chapter 2: What is affectivity? 1 mark |
Affectivity is the propensity to view the world, others, and oneself in a positive manner or a negative manner. |
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Multiple Choice Chapter 2: Which of the following is false? A) General self-efficacy is an affective trait. B) General self-efficacy is an individual's belief in his/her ability to perform successfully. C) General self-efficacy is accumulated over one's lifespan. D) You have high self-efficacy if you succeed frequently. |
A) General self-efficacy is an affective trait. GSE is a motivational trait, since it relates more to competence and ability than mood. |
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Short Answer Chapter 2: Joan enjoys relaxing at home. When her neighbour asks for help, she is willing to lend a hand. At work, she worries almost constantly about being fired but can't be bothered to change her performance. Joan visits museums in her spare time. Evaluate Joan's personality using OCEAN. 5 marks |
Openness to Experiences: High Conscientiousness: Low Extraversion: Low Agreeableness: High Neuroticism: High |
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Short Answer Chapter 2: A professor is handing out test scores. Vienna (external locus) and Mark (internal locus) both fail; how are their reactions likely to differ based on their LOC? 2 marks |
Vienna will most likely blame the professor, thinking that s/he is a hard marker. Mark might scold himself for not studying harder and promising to drop in for extra help next time. |
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Short Answer Chapter 3: What is learning and what are the four categories of employee learning? 5 marks |
Learning is a relatively permanent change in behaviour potential that occurs due to practice or experience. The four types are practical skills, interpersonal skills, intrapersonal skills, and cultural awareness. |
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Short Answer Chapter 3: What methods increase the likelihood of a behaviour? Give an example of each. 4 marks |
Positive reinforcement introduces a stimulus when the target produces the wanted behaviour. An example is when an individual reads the text ahead of class (wanted behaviour) and is able to participate and get marks (stimulus). Negative reinforcement removes a stimulus when the target produces the wanted behaviour. An example is when a dog owner removes a leash once the dog learns how to heel. |
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Short Answer Chapter 3: What methods decrease the likehood of a behaviour? Give an example of each. 4 marks |
Extinction is the removal of a reinforcer that maintains the unwanted behaviour. If the behaviour is not reinforced, it will eventually die out. If a worker makes jokes because people laugh, when they stop laughing, the worker will also stop joking. Punishment is the introduction of an aversive reinforcer after unwanted behaviour. If a worker makes jokes during meetings, a manager might choose to punish him or her by scolding the worker publicly. |
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Short Answer Chapter 3: What are the shortcomings of using punishment as a learning method? How can they be avoided? 5 marks |
While it demonstrates what behaviour is unwanted, punishment will not be effective unless a substitute behaviour is introduced. Punishments tend to evoke an emotional response, especially if the punishment is perceived as unfair or excessive. Make sure the punishment is appropriate (in stimuli and in timing); do not reward unwanted behaviour before or after the punishment; and do not punish desirable behaviour. |
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Short Answer Chapter 3: What is the difference between punishment and negative reinforcement? 3 marks |
Punishment applies an aversive stimulus to reduce unwanted behaviour. Negative reinforcement removes a stimulus* to increase wanted behaviour. *Not necessarily inherently aversive |
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Short Answer Chapter 3: What is the difference between continuous and delayed reinforcement? What are the advantages for each? 4 marks |
Continuous reinforcement occurs immediately and after every demonstration of the behaviour. It is the fastest method and effective the early learning stages. Delayed reinforcement does not occur immediately and after every demonstration. It is more practical in the long-run and tends to be more impervious to extinction. |
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Long Answer Chapter 3: Explain the four schedules of partial reinforcement. 8 marks |
Interval schedule delivers reinforcements on a timeline basis. It includes fixed interval (set time) and variable interval (unknown or average time). Fixed interval is not effective since it rewards employees for being present rather than quality of work. Ratio schedule delivers reinforcements after the target commits an action, breaking down into fixed ratio (after nth time) and variable ratio (unknown or averaged number of actions). Variable ratio is the most effective and least susceptible to extinction. However, it can be difficult to distinguish which behaviour is being rewarded. |
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Multiple Choice Chapter 3: Gambling is an example of which reinforcement schedule? A) Fixed interval B) Variable interval C) Fixed ratio D) Variable ratio |
D) Variable ratio |
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Long Answer Chapter 3: What is organizational behaviour modification? What are the steps? 6 marks |
Organizational behaviour modification is the systematic use of learning principles to influence organizational behaviour. Identify performance-related behaviours Measure baseline performance Identify behavioural contingencies Develop intervention strategy Evaluate performance |
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Multiple Choice Chapter 3: Which of the following statements is not part of social cognitive theory? A) Human behaviour is best explained through a system of quadratic reciprocal causation. B) Personal factors and environmental factors work together to influence people's behaviours. C) People observe by learning others. D) All of the above are true according to social cognitive theory. |
A) Human behaviour is best explained through a system of quadratic reciprocal causation. Human behaviour is explained through triadic reciprocal causation, which states that personal factors and environmental factors work together to influence people's behaviours. |
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Short Answer Chapter 3: What are self-efficacy beliefs in relation to learning? How do they differ from general self-efficacy as a personality trait? Give a sample scenario. 3 marks |
Self-efficacy beliefs refer to the confidence people have in their ability to perform a certain task. General self-efficacy concerns an individual's overall competence. A manager might have high general self-efficacy, but his self-efficacy beliefs for specific tasks can vary. He could be very confident in conducting a meeting but hesitant in dealing with the media. |
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Short Answer Chapter 3: What is self-regulation? When does discrepancy reduction and discrepancy production occur? 3 marks |
Self-regulation applies learning principles to one's own behaviour by self-observation, comparing results to a standard, and rewarding oneself if that standard is met. Individuals are motivated to modify their behaviour in order to attain goals (discrepancy reduction) and they set higher and more challenging goals (discrepancy production) when previous ones are met. |
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Short Answer Chapter 3: What is perception? What are the three components of perception? What factors affect our selectivity/attention? 5 marks |
Perception is the process of interpreting messages from our senses and making sense of our environment. The three components are perceiver, target, and situation. Our selectivity is influenced by personal (motives and attitudes) and external (salience, novelty) factors. |
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Multiple Choice Chapter 3: If you're talking with your friend in a crowded room and overhear your name being mentioned in another conversation, what is this effect called? A) Selectivity radius B) Meaningful-to-me effect C) Law of personal affectivity D) Cocktail party phenomenon |
D) Cocktail party phenomenon |
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Multiple Choice Chapter 3: What is true according to social identity theory? A) People form perceptions of themselves based on a combination of their personal identity and social identity. B) We tend to see members of a group as prototypes. C) People tend to perceive their own social groups in a more favourable light than those who are different. D) A and C E) All of the above |
E) All of the above |
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Short Answer Chapter 3: List the six steps of Bruner's model of cue perception. 6 marks |
Unfamiliar target encountered Openness to target cues Familiar cues encountered Target categorized Cue selectivity Categorization strengthened |
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Short Answer Chapter 3: What are the six biases in perception? 6 marks |
Primacy effect, recency effect, central traits, implicit personality theories, projection, stereotypes. |
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Short Answer Chapter 3: What is attribution? What are the two causes of attribution? 3 marks |
Attribution is the process by which causes and motives are assigned to people's behaviours. The two causes are dispositional and situational. |
