Human Org Behavior

Front 1

Personality

Back 1

The sum total of ways in which a person reacts to and interacts with others.

Front 2

Personality includes:
1.
2.

Back 2

1. Expectations
2. Relationships

Front 3

True or False: Personality is measurable.

Back 3

True.

Front 4

Personality can also be considered:

Back 4

the way people behave when there are no constraints on behavior.

Front 5

Personality can be measured by:
1.
2.

Back 5

1. Self-Reporting
2. Observer Rating Surveys

Front 6

Which is the most common method of measuring personality?

Back 6

Self-reporting

Front 7

Which is the more accurate form of personality measurement?

Back 7

Observer rating surveys

Front 8

What determines personality?

Back 8

Genetics
Environmental Factors
Age

Front 9

What are the three things that measure personality traits?

Back 9

1. Myers-Briggs
2. The Big 5 Model
3. Circumplex Models

Front 10

Myers-Briggs

Back 10

Most widely used personality assessment instrument that is unrelated to job performance.

Not consistent over time

Front 11

The Big Five Model measures:
1.
2.
3.
4.
5.

Back 11

1. Conscientiousness
2. Neuroticism
3. Extroversion
4. Agreeableness
5. Openness to Experience

Front 12

True or False: the Big 5 Model isn't validated.

Back 12

False. The Big 5 model is validated in 20 languages.

Front 13

True or False: the Big 5 Model is related to job performance.

Back 13

True

Front 14

Major Personality Attributes that influence organizational behavior:

Back 14

1. Core self-evaluation
2. Type A Personalities
3. Self-Monitoring
4. Proactive Personality

Front 15

Self Evaluation is another way of expressing:

Back 15

self-like and self-dislike

Front 16

Type A personalities can be described as:

Back 16

1. Competitive
2. Urgent
3. Driven

Front 17

What does self-monitoring mean?

Back 17

People that are high on self-monitoring adjust their behavior based on the situation.

Front 18

What do people with proactive personalities do?

Back 18

Identify opportunities, show initiative, takes action and perseveres.

Front 19

What are values?

Back 19

Basic, enduring convictions that stresses one outcome over another.

Front 20

How are values prioritized?

Back 20

content and intensity

Front 21

True or False: Values are not the foundation of attitudes, organization, motivation, behavior, perceptions, and logic.

Back 21

False. Values ARE the foundation of all those things.

Front 22

Systematically reinforcing each successive step that moves the individual closer to the desired response

Back 22

Shaping Behvaior

Front 23

Punishment

Back 23

Causing an unpleasant condition in an attempt to eliminate an undesirable behavior

Front 24

True or False: When a behavior is reinforced, it tends to gradually be extinguished.

Back 24

False. When behaviors are NOT reinforced, they tend to gradually disappear.

Front 25

Extinction

Back 25

Eliminating any reinforcement that maintains behavior

Front 26

Ability is the assessment of an individual's motivation. True or False?

Back 26

False!

Front 27

An individual's overall abilities are essentially made up of two sets of factors: intelligence and physical abilities

Back 27

True

Front 28

True or False:


The performance feedback system says that internal rewards are obtained by individuals when they learn that they personally have performed well on a task that they care about.

Back 28

False. This is the definition of the job characteristics model.

Front 29

_____ may be implemented by combining tasks, forming natural work units, establishing client relationships, expanding jobs vertically, and opening feedback channels.

Back 29

Job enrichment

Front 30

True or False:

Piece-rate plans, merit based pay, bonuses, profit sharing, gainsharing, and employee stock ownership plans are all forms of variable-pay programs.

Back 30

True!

Front 31

True or False:

Quality circles have the authority to find problems, assess alternative actions, and implement a solution.

Back 31

False

Front 32

True or False:

Gainsharing programs may also be referred to as profit-sharing programs.

Back 32

False.

Gainsharing is when where improvements in group productivity determine the total amount of money that is allocated

Front 33

True or False:

ESOPs are company-established benefit plans in which employees acquire stock as part of their benefits.

Back 33

True.

ESOP stands for Employee Stock Ownership Programs

Front 34

true or false:

conflict must be perceived by the parties to it.

Back 34

true.

If the parties don't recognize the conflict, there is no conflict.

Front 35

Which view indicates that conflict is a malfunction within a group?

Back 35

Traditional

Front 36

True or False:

The human relations view of conflict argues that some conflict is absolutely necessary for a group to perform effectively

Back 36

False!

This is the definition of interactionst view of conflict

Front 37

Why are relationship conflicts almost always dysfunctional?

Back 37

The friction and interpersonal hostilities inherent in relationship conflicts increases personality clashes and decreases mutual understanding, which hinders the completion of organizational tasks.

Front 38

What is the most widely cited example of distributive bargaining?

Back 38

Labor-management bargaining.

Labor's representatives come to the bargaining table determined to get as much money as possible out of management. Since every cent more that labor negotiates increases management's costs, each party bargains aggressively and treats the other as an opponent who must be defeated.

Front 39

True or false: initial proposals are presented during the definition of problems and ground-rule setting.

Back 39

True.

Front 40

True or False:

Brazilians are more likely to use physical contact during negotiations?

Back 40

True.

Front 41

What is the process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.

Back 41

Perception

Front 42

What factors influence perception?

Back 42

The perceiver, the target/object being perceived, or the context of the situation.

Front 43

True or False:

We begin in selective perception because we are unable to take in everything.

Back 43

True.

Front 44

Bounded rationality indicates what?

Back 44

That the decision maker operated within a simplified world: simplified models extract essential features of complex situations.

Front 45

How is personality often described?

Back 45

In terms of measurable traits like:

shyness
agressiveness
submissiveness
laziness
ambitiousness
loyalty
timidness

Front 46

True or False:

The hierarchy of values tends to be stable.

Back 46

True.

Front 47

True or False:

The Rokeach Value Survey indicates three types of values.

Back 47

False. It identifies two types of values:

Terminal Values - desirable end-states of existence

Instrumental Values - modes of behavior; means to achieve terminal values

Front 48

Dominant work values of veterans are:

1.
2.
3.
4.

Back 48

1. Hardworking
2. Conservative
3. Conforming
4. Loyal to the org

Front 49

Dominant work values of boomers are:

1.
2.
3.
4.
5.

Back 49

1. Success
2. Achievement,
3. ambition,
4. dislike of authority
5. loyalty to career

Front 50

What are the dominant work values of Gen Xers?

Back 50

Work/life balance, team-oriented, dislike of rules; loyalty to relationships

Front 51

What are the dominant work values of Gen Yers/Nexters?

Back 51

Confident, financial success, self-reliant but team-oriented; loyalty to both self and relationships

Front 52

True or false:

Job satisfaction and turnover depend on congruency between personality and task according to Holland's Hexagon.

Back 52

True.

Front 53

On Holland's hexagon, fields that are adjacent to each other are _______ and fields that are opposite each other are ________.

Back 53

Similar; Dissimilar.

Front 54

True or False:

A person's beliefs and values should align with the company's beliefs and values.

Back 54

True. It is easier to find people that match the organization than it is to match people to the organization.

Front 55

True or False:

GLOBE and Hofstede are the two frameworks to assess culture.

Back 55

True.

Hofstede's framework assess cultures of five factors.

GLOBE is an ongoing study with nine factors.

Front 56

What are Hofstede's five factors?

Back 56

Power Distance
Individualism/Collectivism
Masculinity/Femininity
Uncertainty Avoidance
Long-term/Short-term Orientation

Front 57

Why were emotions originally excluded from organizational behavior model?

Back 57

Because emotions were thought to be the antithesis of rationality and thus had no place in the organization.

Front 58

True or False:

Moods are less intense and longer lasting feelings that often lack contextual stimulus.

Back 58

True.

Emotions are intense feelings that are short-lived and are directed or something.

Front 59

True or False

Emotions are not critical to rational thought.

Back 59

False. Emotions are critical because they help in understanding the world around us.

Front 60

True or False

Positive interactions occur late in the day at the beginning of the week.

Back 60

False.

They occur mid-day at the end of the week.

Front 61

Emotional dissonance

Back 61

An employee has to project one emotion while simultaneously feeling another

Front 62

What are Felt Emotions?

Back 62

Emotions someone actually feels.

Front 63

Displayed Emotions are:

Back 63

Learned emotions an organization requires employees to display.

Front 64

Emotional Intelligence is:

Back 64

Someone's ability:

1. to be self-aware.
2. detect emotions in others,
3. manage emotional cues

Front 65

What is organizational culture?

Back 65

A system of shared meaning held by members that distinguishes their organization from other organizations.

Front 66

True or false:

Organizational culture is comprised of ten key characteristics.

Back 66

False.

It is composed of seven key characteristics:

1. Innovation/Risk Taking
2. Attention to Detail
3. Outcome Orientation
4. People Orientation
5. Team Orientation
6. Aggressiveness
7. Stability

Front 67

True or False:

Culture is descriptive while job satisfaction is evaluative.

Back 67

True.

Culture is concerned with how employees PERCEIVE an organization's culture, not how much they like it.

Job Satisfaction measures responses to the work environment.

Front 68

True or False:

Organizations have uniform cultures.

Back 68

False.

Within organizations, there is a DOMINANT culture that expresses the core of values shared by the majority of employees but there are SUBCULTURES that reflect common problems/situations and experiences.

SUBCULTURES mirror DOMINANT cultures but may modify them.

Front 69

True or False:

An organization with a weak culture will have greater influence over its people, increased cohesiveness, and lower employee turnover.

Back 69

False.

Strong culture does these things.

Front 70

True or False:

Culture and formalization are similar in that they both seek predictability, orderliness, and consistency.

Back 70

True.

Culture controls these things by increasing behavior consistency.

Formalization controls these things through policies and procedures.

Front 71

True or False:

A strong culture can be a substitute for formalization.

Back 71

True.

Front 72

True or False:

There are four basic functions of culture.

Back 72

False.

There are FIVE. They are:

1. Defining Boundaries
2. Convey a Sense of Identity
3. Generate Commitment
4. Enhance Social Stability
5. Sense-making and Control Mechanism

Front 73

True or False:

Culture is a liability because it acts as a barrier to change, diversity, and M&As.

Back 73

True!

Culture is slow to change - it takes about ten years to change a corporate culture. It also seeks to minimize diversity, embedding prevalent biases and prejudices, and most M&As fail due to cultural incompatibilities.

Front 74

What are the three steps in the socialization process?

Back 74

Pre arrival

Encounter

Metamorphosis

Front 75

Culture is transmitted to employees through:

1.
2.
3.
4.

Back 75

1. Stories to provide explanation
2. Rituals to reinforce key values
3. Material Symbols to convey importance.
4. Language to identify and segregate members.

Front 76

True or False

A weak culture with low risk tolerance and high aggressiveness that focuses on outcomes only is more likely to shape high ethical standards.

Back 76

False!

An organization with high risk tolerance, low-to-moderate aggressiveness, and that focuses on means and outcomes is more likely to shape high ethical standards.

Front 77

Positive Culture emphasizes which three things?

Back 77

1. Building on employee strengths
2. Rewarding more than punishing.
3. Emphasizing vitality and growth of the employee.

Front 78

Motivation is:

Back 78

The processes that account for an individual's intensity, direction, and persistence of effort towards attaining an organizational goal.

Front 79

True or False:

Intensity is the effort channeled towards organizational goals.

Back 79

False.

Direction is the effort channeled toward a goal while Intensity is the amount of effort. Persistence is how long the effort is maintained.

Front 80

True or False:

In Maslow's Hierarchy, the three upper needs are social, esteem, and actualization needs.

Back 80

True!

Maslow is broken into lower and upper needs:

lower needs are psychological needs and safety needs.

higher needs are social, esteem, and actualization needs.

Front 81

True or False:

McGregor's X &Y Theory essential breaks people into two categories: those that dislike work and those that don't.

Back 81

True.

Theory X states that people have an inherent dislike for work and must be coerced, controlled, or threatened to work.

Theory Y states that people like to work and will exercise direction and self control if committed to objectives.

Front 82

True or False:

In the Herzberg Two-Factory theory, the opposite of Satisfied is dissatisfied.

Back 82

False.

The opposite of satisfied is not satisfied.

Front 83

Hygiene Factors in Herzberg's two factory there are:
1.
2.
3.
4.

Back 83

1. Quality of Supervision
2. Pay
3. Company Policy
4. Physical Working Conditions
4. Relationships
5. Job Security

These are basic things that must be met for someone to work.

Front 84

True or False:

Herzberg's two-factor theory is broken into Hygiene Factors and Motivational Factors.

Back 84

True.

Front 85

True or False:

The Big Five Model found that emotional stability predicted job performance.

Back 85

False!

Conscientiousness predicted job performance.

Front 86

True or False:

Agreeableness refers to one's comfortablness with relationships.

Back 86

False.

Front 87

True or False:

Values involved judgement because they are what ultimately drives a person to believe in what is good, right, and desirable.

Back 87

True.

Front 88

True or false:

According to the two-factor theory, you can motivate an employee by offering a merit pay increase.

Back 88

False.

You can motivate an employee with an opportunity for advancement.

Front 89

McClelland's need for power is defined as:

Back 89

The need to make other behave in a way that they would otherwise not behave in.

To have power over other people's behavior.

Front 90

True or False:

Goal setting theory is well suited for countries like Canada.

Back 90

True

Front 91

true or false:

consistent monetary rewards are an essential element to a management by objective (MBO) program.

Back 91

False.

Front 92

Equity Theory

Back 92

When individuals compare their outcomes and inputs against those of others

Front 93

True or False

Research actively validates Maslow's hierarchy.

Back 93

False

Front 94

True or False:

According to Herzberg's two-factor theory, the factors leading to job satisfaction are separate and distinct from those that lead to job satifaction

Back 94

true.

Front 95

McClelland's three needs are:

1.
2.
3.

Back 95

1. Achievement
2. Power
3. Affiliation

Front 96

McClelland's three needs are:

1.
2.
3.

Back 96

1. Achievement
2. Power
3. Affiliation

Front 97

True or False:

Cognitive evaluation theory is concerned with whether individuals perceive that rewards are distributed equitably

Back 97

False.

Cognitive Evaluation Theory Proposes that the introduction of extrinsic rewards for work (pay) that was previously intrinsically rewarding tends to decrease overall motivation

Front 98

True or False:

Cognitive evaluation theory is concerned with whether individuals perceive that rewards are distributed equitably

Back 98

False.

Cognitive Evaluation Theory Proposes that the introduction of extrinsic rewards for work (pay) that was previously intrinsically rewarding tends to decrease overall motivation

Front 99

True or False:

According to Vroom's expectancy theory, we perceive our outcomes in relation to our inputs, and then we compare our outcome-input ratio with the outcome-input of relevant others.

Back 99

False.

Front 100

True or False:

According to Vroom's expectancy theory, we perceive our outcomes in relation to our inputs, and then we compare our outcome-input ratio with the outcome-input of relevant others.

Back 100

False.