Organizational Behavior Exam 1

Front 1

Hofstede's 5 dimensions

Back 1

individualist/collectivist
power distance
time orientation
masculine/feminine attributes
uncertainty avoidance

Front 2

quality

Back 2

quality inspections should be done at every step of the way instead of just at the end
started in US, moved to Japan, came back to US

Front 3

Flexibility in Jobs (2)

Back 3

job-sharing: two people doing the same job at different times

flextime: ability to adjust when come in/leave the office

Front 4

Research Methods (2)

Back 4

epistemology: how you know what you know
correlation: cannot tell causation, only see association

Front 5

OB Historical Studies

Back 5

time & motion study
scientific management
Hawthorn studies: led to Hawthorn effect

Front 6

Douglas McGregor human nature

Back 6

theory x: humans are inherently lazy, distrusting, and lack motivation to perform work

theory y: humans are naturally hard-working and enjoy doing tasks

Front 7

4 types of Organizational Justice

Back 7

Distributive
Procedural
Interpersonal
Informational

Front 8

virtuous cycle

Back 8

if one does things good, one can do good things

vice versa

Front 9

cognitive development

Back 9

if role models have/use ethical behavior, more like for others to follow that behavior

Front 10

attribution (2)

Back 10

causal explanations: how we decide
internal

person
external

situation

Front 11

Kelley's Causal Attribution (3)

Back 11

consistency
distinctiveness

consensus

Front 12

7 Forms of Perceptual Bias

Back 12

Fundamental Attribution Error(Correspondence Bias)

selective perception

self-serving bias

halo/horns effect

contrast effect

similar-to-me

primacy

Front 13

Operant conditioning (4)

Back 13

stimulus leads to response leads to consequence

positive reinforcement

negative reinforcement

punishment

extinction

Front 14

Hot stove/Management Rules

Back 14

forewarn

immediate punishment

be impersonal

moderately painful punishment

Front 15

OB Modification Demo (idmaine)

Back 15

IDentify the problem

Monitor the situation
Analyze data

INtervene with a new solution

Evaluate the intervention

Front 16

Job Analysis

Back 16

KSAO's

job incumbent

person analysis

Front 17

KSAO's

Back 17

knowledge

skills

abilities

other

Front 18

Training Principles

Back 18

participation

practice

transfer of training

feeback

Front 19

On-site Training Methods

Back 19

on-the-job

apprenticeship

restibule

Front 20

Off-site Training Methods

Back 20

computer-based

Front 21

Personality

Back 21

every organization has own set of norms/rules/beliefs

Front 22

Personality tests (2)

Back 22

objective

projective

Front 23

Big 5 traits

Back 23

Openness to experience

neuroticism

agreeableness

extraversion

Conscientiousness

Front 24

Achievement Motivation (3)

Back 24

learning orientation

performance orientation

avoidance orientation

Front 25

Positive/Negative Affectivity

Back 25

positive: enthusiasm/confidence
negative: how emotions are doing

Front 26

machiavellianism

Back 26

having a manipulative personality

know how to use system for own gain

Front 27

abilities (3)

Back 27

intellectual: cognitive thought

practical: being able to solve practical problems in every day life
emotional: understand and maintain emotions well

Front 28

personnel selection

Back 28

look at value and performance

Front 29

Predictor selection process

Back 29

criteria: job analysis

predictors: false positive/falsenegative

Front 30

Personnel Selection Methods

Back 30

application blank

interview: structured or non

tests: ability, personality, etc

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