Organizational Behavior Exam 1

Front 1

Frederick Taylor

Back 1

Scientific Managment
(Pay linked to performance, systematic selection & training)

Front 2

Henri Fayol

Back 2

Theory of Administration
(Functions: planing, organizing, commanding, coordinating & controlling)

Front 3

Max Weber

Back 3

Bureaucracy
(admin structure with defined functions, Use of legal/rational authority)

Front 4

___is a system of two or more persons, engaged in cooperative action, trying to reach a purpose.

Back 4

Organization

Front 5

_____focuses on the beahvior, attitudes, and performance of people in organizations.

Back 5

Organizational Behavior

Front 6

____focuses on the design and structure of organizations

Back 6

Organizational Theory

Front 7

____are the intended results of the actions of an individual

Back 7

Manifest Consequences

Front 8

____are the unintended results of an individual

Back 8

Latent Consequences

Front 9

____are results of behavior that are good for the organization and help its adjustment and adaptation.

Back 9

Functional Consequences

Front 10

_____are results of behavior that have a negative effect on the organization.

Back 10

Dysfunctional Consequences

Front 11

____are intended results of behavior that are also good for the organization

Back 11

Manifest Functional Consequences

Front 12

____are results of behavior that have unintended negative effects on an organization

Back 12

Latent dysfunctional consequences

Front 13

___is an administrative structure with well-defined offices or functions and hierarchical relationships among the functions. Clearly defined duties, rights, and responsibilities

Back 13

Bureaucracy
(use legal or rational authority)

Front 14

Douglas McGregor

Back 14

Theory X and Theory Y

Front 15

X-type people

Y-type people

Back 15

X - people dislike working and must be tightly controlled

Y - work is natural, desire to achieve, want responsibility

Front 16

___is a cognitive process that lets a person make sense of stimuli from the environment.

Back 16

Perception

Front 17

A person's perceptual process learns from __ __ to stimuli and stores recallable images

Back 17

repeated exposure

Front 18

The ___is the object of a person's perceptual process, such as another person.

Back 18

Target

Front 19

___is the minimum amount of information about, or stimulus from, the target for a person to notic its presence.

Back 19

Threshold

Front 20

The ____ ____ is the point at which a person notices that something has changed in the environment.

Back 20

Detection Threshold

Front 21

The ____ ____ is the point at which a person can identify the target or changes in the target's attributes

Back 21

Recognition Threshold

Front 22

Organize and interpret sensory input to give meaning to environment

Back 22

Perception

Front 23

2 Perceptual Errors

Back 23

Perceptual Set
Stereotype

Front 24

____are beliefs based on previous experience with a target.

Back 24

Perceptual set

Front 25

____are evaluative statements - either favorable or unfavorable - concerning objects, people, and events.

Back 25

Attitudes

Front 26

Attitudes usually have both a ____, ____, and a ____ component.

Back 26

Cognitive (belief)

Affective (emotional)

Behavioral

Front 27

____is the unique combination of psychological traits that describe a person.

Back 27

Personality

Front 28

Noncognitive skills, capabilities, and compentencies that influence a person's ability to succeed in coping with environmental demands and pressures.

Back 28

Emotional Intelligence (EI)

Front 29

EI can be ____, whereas IQ is _____

Back 29

developed

fixed

Front 30

Degree to which you believe that you are in control of your own destiny

Back 30

Locus of Control

Front 31

____ ____ personality types believe that luck, fate, or powerful external forces control their destiny

Back 31

External Control

Front 32

___ ____ personality types believe they control what happens to them

Back 32

Internal Control

Front 33

Degree to which one adjusts behavior according to social situations

Back 33

Self-Monitoring
(higher is better in org.)

Front 34

____describes an individuals willingness to take chances

Back 34

Risk Taking

Front 35

Type _ is impatient, aggressive, achievment oriented, outcome driven, hurried.

Back 35

A

Front 36

Type _ is patient, modest, non-competitive, relaxed, generally more creative, and more likely to be promoted

Back 36

B

Front 37

A plant manager uses an efficiency rating to measure a department's performance. Foremen falsify their efficiency reports to get high ratings. This is a __ __ consequence.

Back 37

latent dysfunctional

Front 38

___cannot be delegated, but ___ can.

Back 38

Power

Authority

Front 39

Scientific management (Taylor) uses standardized tools and procedures to increase work efficiency. T or F?

Back 39

True

Front 40

In The The Functions of the Executive (Barnard), there is no relationship between the motivation to participate and the inducements-contributions balance. T or F?

Back 40

False

Front 41

A Theory X (McGregor) assumption says the average person wants security and has little ambition.
T or F?

Back 41

True

Front 42

The Hawthorne Studies mark the beginning of our understanding of human behavior in organizations.
T or F?

Back 42

True

Front 43

Management by objectives (MBO) views goals as an important source of self-control of a manager's performance. T or F?

Back 43

True

Front 44

Bureaucracy (Weber) is an administrative structure with poorly defined offices or functions. T or F?

Back 44

False

Front 45

Fewer employees will telecommute in the future.
T or F?

Back 45

False

Front 46

Modern organizations mainly face pressures for change, not stability.

T or F?

Back 46

False

Front 47

Integration of desires (Follett) uses conflict to discover new, creative solutions to problems and issues in organizations.
T or F?

Back 47

True

Front 48

None of us sees reality, we interpret what we see and call it reality.
T or F?

Back 48

True

Front 49

___process by which people develop a view of themselves.

Back 49

Self-perception

Front 50

___is the set of beliefs people have about themselves. It is the view people hold of their personal qualities and attributes

Back 50

Self-concept

Front 51

___ ____ occurs when the observer underestimates the situation as a cause of another person's behavior and overestimates the person's characteristics as the cause

Back 51

fundamental attribution error

Front 52

A system of shared meaning and beliefs in a organization that influence how employees act.

Back 52

Organizational Culture

Front 53

The most visible parts of an organization's culture including sounds, architecture, smells, attire, language, etc.

Back 53

Artifacts

Front 54

___ ___guide what organization members say in a given situation.

Back 54

Espoused Values

Front 55

_-_ _ guide what organizationa members do in a specific situation.

Back 55

In-Use Values

Front 56

The integration perspective on organizational culture emphasizes the absence of ambiguity in the culture.
T or F?

Back 56

True

Front 57

Physical artifacts of an organization's culture do not include attire, décor, and ceremonies. T or F?

Back 57

False

Front 58

An organization's culture helps it coordinate internal processes and adapt to its external environment.
T or F?

Back 58

False

Front 59

The "cultural synergy" view asks managers to view multinational cultural diversity as a resource.

T or F?

Back 59

True

Front 60

The imprinting dimension of organizational culture suggests cultures often have deep historical roots.

T or F?

Back 60

True

Front 61

The plurality organizational culture dimension emphasizes ...

Back 61

Presence of subcultures