Organizational Behavior

Front 1

Personality

Back 1

the sum total of ways in which an individual reacts to and interacts with others; defined in terms of the measurable traits a person exhibits.

Front 2

Values

Back 2

basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence

Front 3

Perception

Back 3

a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment

Front 4

Attribution Theory

Back 4

when we observe an individual's behavior, we attempt to determine whether it was internally or externally caused

Front 5

Rational Decision-Making Model

Back 5

1. Define the problem
2. Identify the decision criteria
3. Allocate weights to the criteria
4. Develop the alternatives
5. Evaluable the alternatives
6. Select the best alternatives

Front 6

Three Component Model of Creativity

Back 6

Expertise
Creative thinking skills
Intrinsic task motivation

Front 7

Attitudes

Back 7

evaluative statements about objects, people, or events; they reflect how we feel about something
Cognitive (evaluation), affective (feeling), behavioral (action)

Front 8

Cognitive dissonance

Back 8

any incompatibility an individual might perceive between two or more attitudes or between behavior and attitudes

Front 9

Major job attitudes

Back 9

job satisfaction, job involvement, organizational commitment

Front 10

Equity theory

Back 10

one individual compares their current experience/effort/input to either another person's experience/effort input or their past experience/effort/input

Front 11

Two Factor Theory

Back 11

- Hygiene factors: pay, benefits, quality of supervision, company policies, physical working conditions, relations with others and job security (adequate = people neither satisfied or dissatisfied)
- Motivational factors: promotional opp, opp for personal growth, recognition, and acheivement

Front 12

Goal Setting Theory

Back 12

Goal setting theory is concerned with the end state. We must make specific goals in order to be motivated

Front 13

Management by Objectives (MBO)

Back 13

management sets benchmarks with the employees for the employees to meet and judge them on whether or not they meet them
- goals as tangible, verifiable, measu

Front 14

Management by Objectives:
Four Ingredients

Back 14

1. Goal specificity
2. Participation in decision making
3. Explicit time period
4. Performance feedback

Front 15

Rational Decision Making Model

Back 15

Define the problem
Identify the decision criteria (cost, reliability, operational effect)
Weigh the decisions
Evaluate the outcome to determine the next decision

Front 16

Bounded Rationality

Back 16

Construction of simplified models that extract the essential features from problems without capturing all their complexity

Front 17

Intuition decision making

Back 17

The recalling of some experience we have had before

Front 18

Maslow's hierarchy of needs

Back 18

1 . physiological
2. safety
3. social
4. esteem
5. moods

Front 19

Theory X & Theory Y

Back 19

Theory X: the negative perception managers have about their employees; workers must be coerced
Theory Y: managers assume employees view work as natural and everyone can accept and seek responsibility

Front 20

McClelland's Theory of Needs

Back 20

Achievement
Power
Affiliation

Front 21

Emotion

Back 21

Our response to our environment; brief in duration, intense feelings directed at someone

Front 22

Moods

Back 22

feelings that tend to be less intense than emotions and that often lack a contextual stimulus