Organizational Beaviour Exam Rsm

Front 1

Organizational Behaviour

Back 1

a field of study that investigates the impact that individuals, groups and structure have on behaviour within organizations, for the purpose of applying such knowledge toward improving an organizations effectiveness

Front 2

Hindsight bias

Back 2

events in the past appear simple, comprehensible and predictable compared to events in the future

Front 3

Evidence-based management

Back 3

basing managerial decisions on the best available scientific evidence

Front 4

Intuitive Study

Back 4

1. gut feeling
2. individual observation

3. commonsense

Front 5

Systematic Study

Back 5

1. looks at relationships

2. scientific evidence

3. predicts behaviour

Front 6

Extensions of IQ

Back 6

1. complex problem solving
2. emotional intelligence
3. cultural intelligence

Front 7

Three classical theories of learning

Back 7

1. classical conditioning
2. operant conditioning
3. social-learning theory

Front 8

classical conditioning

Back 8

A type of conditioning in which an individual responds to some stimulus that would not ordinarily produce such a response.

Front 9

Operant conditioning

Back 9

-A type of conditioning in which desired voluntary behavior leads to a reward or prevents a punishment.

Front 10

Social-learning theory

Back 10

– People can learn through observation and direct experience

attentional processes --> retention processes --> motor reproduction processes --> reinforcement processes

Front 11

Shaping behaviour

Back 11

1. positive reinforcement

2. Negative reinforcement
3. Punishment
4. Extinction

Front 12

Single loop

Back 12

you learn certain task and repeat it

Front 13

Double loop

Back 13

mental models (changing the rules)

Front 14

Triple loop

Back 14

Learning framework (question the whole framework)

Front 15

aspects to determine attitudes

Back 15

1. cognitive component
2. affective component

3. behavioural component

Front 16

cognitive component

Back 16

our opinion, belief, or what we thing about something, someone or an event

Front 17

affective component

Back 17

what we feel or our emotional response when we think about something someone or an event

Front 18

behavioural component

Back 18

what kind of behaviour we intent to display to regard that object person or event

Front 19

main moderates in the relationship between attitude and behaviour

Back 19

1. importance of the attitude
2. correspondence to behaviour

3. accessibility

4. existence of social pressures

5. personal and direct experience of that attitude

Front 20

cognitive dissonance

Back 20

attitude not same as behaviour

Front 21

situational demands can influence behaviour and attitude simultaneously

Back 21

1. self-presentation/impression management

2. organizational roles

Front 22

Major job attitudes

Back 22

1. job satisfaction

2. job involvement

3. employee engagement

4. organizational commitment

5. perceived organizational support

6. psychological empowerment

Front 23

job satisfaction outcomes

Back 23

1. job performance

2. organizational citizenship behaviors

3. customer satisfaction

4. absenteeism

5. workplace deviance

6. turnover

Front 24

personality

Back 24

the sum total of ways in which an individual reacts and interacts with others

Front 25

Big five model of personality dimensions

Back 25

1. extraversion

2. agreeableness

3. conscientiousness

4. emotional stability

5. openness for experiences

Front 26

Myers-Briggs Type indicator

Back 26

measures personality by yes/no question, you can have 1 of 16 personalities

Front 27

other relevant personality traits

Back 27

1. goal orientation

2. regulatory focus

3. core self-evaluation

4. self-monitoring

5. narcissism

Front 28

value models/frameworks

Back 28

1. Shwartz' Value Model

2. Person-Job

3. Person-Organization Fit

Front 29

Attribution theory

Back 29

our perception and judgement of others is significantly influenced by our assumptions of the other person's internal state

Front 30

internal causes vs external causes

Back 30

behaviours descriptive of a person vs not dependent of the person

-consistent (internal)

-distinctiveness (external)

-consensus (external)

Front 31

Errors and biases in attrubutions

Back 31

1. fundamental attribution error: we tend to overestimate the effect of internal factors

2. self-serving bias: self success attribute it to internal factors but if fail external factors

Front 32

Halo effect

Back 32

draw a general impression about a person based on some central characteristic

Front 33

Frequently used shortcut in judging others

Back 33

1. selective perception: focusing so hard on something you miss something else

2. contrast effect: we dont see people in isolation but compare them in respect to others