Organizational Behavior Mid Term

Front 1

what is the importance of interpersonal skills in managing?

Back 1

1. understaning OB helps determine manager effectiveness
2.organizational benefits of skilled managers

Front 2

what are the four management functions?

Back 2

1. control
2. plan
3. lead
4. organize

Front 3

a process that inclueds defining goals, establishing plans to coordinate activities

Back 3

plan

Front 4

determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made

Back 4

organize

Front 5

a function that includes motivating employees, directing others, selecting the most channels, and resolving conflicts.

Back 5

lead

Front 6

monitoring performance, conparing actual performance with perviously set goals, and correcting any deviation

Back 6

control

Front 7

what are Mitzberg's categories of roles of managers?

Back 7

interpersonal
informational
decisional

Front 8

what are Katz's essential management skills?

Back 8

technical
human
conceptual

Front 9

the ability to apply specialized knowledge or expertise

Back 9

technical skills

Front 10

the ability to work with, understand, and motivate other people, both individually and in groups

Back 10

human skills

Front 11

the mental ability to analyze and diagnose complex situations

Back 11

conceptual skills

Front 12

what are the four types of managerial activity according to Luthans

Back 12

traditional management
communication
human resource management
networking

Front 13

a field of study that investigates the impact that individuals, groups, and structures have on behavior within organizations, for the purpose of applying such knowledy toward improvig an organization's effectiveness

Back 13

organizational behavior

Front 14

what is the benefist of usings OB principles in making decision about ppl compared to using "gut feelings"

Back 14

OB principles looks at relationships, scientific evidence and predicts behaviors
intutions uses gut feelings, individual observation, and commonsense

Front 15

what is the basis for much of the therory behind OB?

Back 15

behavioral sciences

Front 16

why are there few absolutes in OB?

Back 16

human beings are all different and it is not possible to predict with 100% certainty how one with act in a given situation
and there are many variables

Front 17

what are 10 challenges facing OB?

Back 17

globalization,
diversity,
improving quality and productivity,
improving customer service,
improving ppl skills,
stimulating innovation and change,
coping with temporariness, working in networked organizations,
helping employees balance work-life conflicts,
and improving ethical behaviors

Front 18

what are the 6 dependent variables of OB?

Back 18

productivity,
absenteeism,
turnover,
deviant workplace behaviors,
organizational citizenship,
and job satisfaction

Front 19

an individual's capactiy to perform the various tasks in a job.

Back 19

ability

Front 20

what are the two types of ability?

Back 20

intellectual abilities and physical abilities

Front 21

objective and esily obtained personal characteristics

Back 21

biographical characteristics

Front 22

what are some examples of biographical characterisitics?

Back 22

age,
gender
race
tenure
religion
sexual orientation
gender identity

Front 23

a permanent change that occurs as a result of emperience (behavior change)

Back 23

learning

Front 24

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

Back 24

classical conditioning

Front 25

a type of conditioning in which desired voluntary behavior leasds to a reward or prevents a punishment

Back 25

operant conditioning

Front 26

ppl can learn through obersvation and direct experience

Back 26

social-learning theory

Front 27

who came up with classical conditioning? operant conditioning?

Back 27

classical: pavlov
operant: BF skinner

Front 28

changing behavior through reinforcement.

Back 28

shaping

Front 29

what are four methods of shaping?

Back 29

(+)
(-)
punishment
or extinction

Front 30

what are the schedules of reinforcement?

Back 30

continuous or intermittent

Front 31

a schedule of reinforcement where the effect is average and irregular performance with rapid extinction

Back 31

fixed-interval

Front 32

a schedule of reinforcement where the effect is moderately hign and stable performance with slow extinctions

Back 32

variable-interval

Front 33

a schedule of reinforcement where the effect is high ans stable performance attained quickly but also with rapid extiction

Back 33

fixed-ratio

Front 34

a schedule of reinforcement where the effect is very high performance with slow extinction

Back 34

variable-ratio

Front 35

how we feel about something

Back 35

attitude

Front 36

what ate the three components of attitude?

Back 36

cognitive-behavior
affective-feeling, behavioral-action or proposed action

Front 37

does attitude affect behavior?

Back 37

yes in many case but not always

Front 38

an incompatibility between attitude and behavior

Back 38

cognitive dissonance

Front 39

what are the moderating variables that might affect our lack of action in regards to cognitive dissonace?

Back 39

importance of attitude,
its correspondence behavior
accessiblity,
and social pressures

Front 40

what are the major job attitudes? (5)

Back 40

job satisfaction
job invlovement
organizationsl commitment,
perceived organizational support, employee engagement

Front 41

how is job satisfaction meansured?

Back 41

single global rating or summation score of key elements

Front 42

what are some of the caused of job satisfaction? (7)

Back 42

pay (but to a small degree after min salary)
core self-evaluation
the work itself
promotional opportunites
supervision
coworkers

Front 43

how can employees respond to hob dissatisfaction?

Back 43

exit, voice, loyalty, and voice

Front 44

behavior directed toward leaving the organization

Back 44

exit

Front 45

active and constructive attempts to improve conditions

Back 45

voice

Front 46

allowing condition to worsen

Back 46

neglect

Front 47

paddicely waiting for conditions to improve

Back 47

loyalty

Front 48

___ factors within the job itself tend to influence job satisfaction more than ____ factors such as pay, working conditions,etc.

Back 48

intrinsic; external

Front 49

high job satisfaction is ___ correlated with good customer service and job performance, while correlated to a ___ degree with organizational citizenship and attendance and turnover

Back 49

(+), lesser

Front 50

workers in the U.S. tend to be ___ satisfied with their work that workers in eastern cultures.

Back 50

more

Front 51

job satisfaction has declined in the U.S. form ___% in 1987 to ___% in 2006

Back 51

61 to 47

Front 52

the dynamic organization within the individual of those psychophysical system that determing his unique agustments to his environment

Back 52

personality

Front 53

what are 2 factors that determine personality?

Back 53

heredity and environment

Front 54

enduring characteristics that describe an individual's behavior

Back 54

personality traits

Front 55

what way to measuere and classifyu personality types when participants are classified on four axes

Back 55

myer-briggs type indicator

Front 56

what is the big five model of personality dimensions?

Back 56

extroversion
agreeableness
conscientiousness
emmotional stability
openness to experience

Front 57

the degress to which people like or dislike themselves

Back 57

core-self evaluation

Front 58

a (+) core self-evaluation can lead to ____.

Back 58

higher job performance

Front 59

basic convictions on how to conduct yourself or how to live your life that is personally or socially perferable

Back 59

values

Front 60

a person's values rank ordered by intensity

Back 60

value system

Front 61

why are values inportant to the study of OB?

Back 61

provide understanding of the attitueds, motivation and behaviors
represent interpretation of right and wrong

Front 62

cohort who is harworking, conservative, conforming, loyalty to the organization

Back 62

veterans

Front 63

cohort whose values are success, achievement, ambition, dislike of authority, and loyalty to career

Back 63

boomers

Front 64

cohort whose values are work/life balance, team-oriented, dislike or rules, and loyalty to relationships

Back 64

Xers

Front 65

cohort whoes valuse are confidence, financial success, self-reliant, but team oriented. loyalty to both self and relationships

Back 65

Nexters

Front 66

model that has six peronsality types. in this model there appear to be difference in personality between ppl and that ppl in job congruent with their personality sld be more satisfied and have lower turnover

Back 66

Holland's personality-job fit theory

Front 67

what is genergally the result of a good person-job-fit

Back 67

highlevels of job satisdaction

Front 68

part of Hofstede's framwork for assessing culture: the extent to which a cosity accepts that power in institution and organization is distributed unequally

Back 68

power distance

Front 69

part of Hofstede's framwork for assessing culture: the degress to which ppl prefer to act as individuals rather than a member of groups

Back 69

individualism

Front 70

part of Hofstede's framwork for assessing culture: a tight social framework in which ppl expect others in groups of which they are a part to look after them and protect them

Back 70

collectivism

Front 71

part of Hofstede's framwork for assessing culture: the extent to which the society values work roles of achievement, power, and control, and where assertiveness and materialism are also valued

Back 71

masculinity

Front 72

part of Hofstede's framwork for assessing culture: the extent to which thee is little differentiation between roles for men and women

Back 72

femininity

Front 73

part of Hofstede's framwork for assessing culture: the extent to which a socitey feels threatened by uncertain and ambiguous situations and tries to avoid them

Back 73

uncertainty avoidance

Front 74

part of Hofstede's framwork for assessing culture: a national culture attribute that emphasizes the future, thrift, and persistence

Back 74

long-term orientation

Front 75

part of Hofstede's framwork for assessing culture: a national culutre attribute that emphasizes the present and the here and now

Back 75

short-term orientation

Front 76

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

Back 76

perception

Front 77

people's behavior is based on their ___ of what reality is, not on reality itself

Back 77

perception

Front 78

what ate three factors that influence perceptions?

Back 78

perceiver, target, and situation

Front 79

what is perception studies in OB?

Back 79

bc our personality and our values affect our perceptions

Front 80

explains the ways we judge ppl differently depending on the meaning that we placed on a given behavior

Back 80

attribution theory

Front 81

what we see or experience is influenced by our interests, beliefs, background, etc.

Back 81

selestive perception

Front 82

the general impression of an individual based on a single characteristic or ecperience

Back 82

halo effects

Front 83

our perception is influenced by others that have come before.

Back 83

contrast effects

Front 84

judging one by his/her association with a groups, one form of which is profiling

Back 84

stereotyping

Front 85

our decision making is influenced by our ____

Back 85

perceptions

Front 86

what is the 6 steps ing the rational decision making model?

Back 86

1. define the problem
2. identify the decision criteria
3. allocate weights to the criteria
4. develop the alternatives
5. evaluate the alternatives
6. select the best alternative based on the criteria

Front 87

making decisions based on imcomplete information (aka satisficing)

Back 87

bounded rationality

Front 88

making decisions based on gut feel or intuition rather than using a rational process

Back 88

intuitive decision making

Front 89

believing too much in our own ability to make good decisions

Back 89

overconfidence bias

Front 90

using early, first received information as the basis for making subsequent judgments

Back 90

anchoring bias

Front 91

selecting and using only facts that support our decision

Back 91

confirmation bias

Front 92

emphasizing information that is most readily at hand

Back 92

availability bias

Front 93

increasing commitment to a decision in spit of evidence that it is worng

Back 93

escalation of commitment

Front 94

creating meanign out of random events - superstitions

Back 94

randomness error

Front 95

highes bidder pay too much due to bvalue overestimation and likelihood increases with the number of ppl in auction

Back 95

winner's curse

Front 96

after an outcome is already known, believing it could have been accurately predicted beforehand

Back 96

hindsight bias

Front 97

managerial evaluation criteria influence actions

Back 97

performance evaluation

Front 98

managers will make the decision with the greatest personal payoff for them

Back 98

reward systems

Front 99

limit the alternative choices of decision makers

Back 99

formal regulations

Front 100

restrict ability to gather or evaluate information

Back 100

system-imposed time constraints

Front 101

past decision influence current decisions

Back 101

historical precedents

Front 102

what are the three ethical decision criteria?

Back 102

utilitarianism, rights and justice

Front 103

what is best for the greatest numver of people

Back 103

utilitarianism

Front 104

protecting fundamental rights

Back 104

rights

Front 105

fair and impartial to result in equitable distribution of costs and benefits

Back 105

justice

Front 106

what are the requirements for creativity?

Back 106

expertise, creative thinking skills, and intrinsic motivation

Front 107

globally there are differences in attributions as well as differences in decision making and ethics. you must be aware of these differences to be effective in _____.

Back 107

global work environments

Front 108

process that accounts for an individual's intensity, direction, and persistence of effort toward attaining a goal

Back 108

motivation

Front 109

what are the hierarchy of needs?

Back 109

physiological
safety
social
esteem
self-actualization

Front 110

who came up the the hierarchy of needs?

Back 110

Maslow

Front 111

managers view employees either (+) or (-) and manage them accordingly

Back 111

theory X and theory Y

Front 112

who came up with the theory X and Y

Back 112

McGregor

Front 113

job satisfieres ten to be intrinsic rather than extrinsic and factors that lead to job satisfaction (______ ) are distinct from those that lead to dissatisfaction (______).

Back 113

Two factor theory; motivating factors; hygiene factors

Front 114

who came up with the two factor theory?

Back 114

Hertzberg

Front 115

every person has a need for achievement, power and affiliation

Back 115

Theory of Needs

Front 116

who came up with the theory of needs?

Back 116

McCleland

Front 117

introduction of ectrinsic rewards to work that had been intrinsically rewarding, can reduce job satisfaction

Back 117

cognitive evaluation theory

Front 118

for goal setting to be a source of improved employee performance much have specific goals, must be accepted by employees, must be challenging but achievable, must provide feetback, must have employee participation in the goal setting, and must have employee committment to the goal

Back 118

goal setting theory

Front 119

who came up with the goal setting theory?

Back 119

edwin locke

Front 120

a formal process pf management incorporating goal setting as a major focus. to be affective the goals must be tangible, verifiable, and measureable

Back 120

Management by Objectives (MBO)

Front 121

individuals belief that he/she can accomplish a goal. can be increased by experience, modeling, verbal persuasion, the pygmalion effect, and intelligence and personality.

Back 121

self-efficacy theory

Front 122

who came up with the self-efficacy theory?

Back 122

Bandura

Front 123

self-fufilling prophecies

Back 123

pygmalion and galatea effects

Front 124

our view of euity influences our attitude which in turn influences our behavior and thus our performance

Back 124

equity theory

Front 125

the strength of our action towards a goal is a function of the strngth of our expectation that our actions will be followed by a given outcome and the attractiveness of the outcome.

Back 125

expectancy theory

Front 126

who came up with the expectancy theory?

Back 126

vroom

Front 127

A country's ___ affects the outcome of different approaches to motivation

Back 127

culture

Front 128

jobs can be internally motivating as they includes skill variety, task identity, task significance, sutonomy and feedback

Back 128

job characteristics model

Front 129

who can up with job characteristics model?

Back 129

Hackman and Oldham

Front 130

what are the job redesign methods?

Back 130

job rotation
job enlargement
job enrichment

Front 131

adding cariety to jobs

Back 131

job rotation

Front 132

horizontal expansion of jobs

Back 132

job enlargement

Front 133

vertical expansion of jobs

Back 133

job enrichment

Front 134

what are the 3 alternative work arrangements?

Back 134

flextime, job sharing, and telecommunting

Front 135

what are the 3 employee involvement methods?

Back 135

participative management
representative participation and
quality circles

Front 136

subordinates share a significan degree of decision-making power with their immediate superiors

Back 136

participative management

Front 137

what are two types of representative participation?

Back 137

work councils and board representatives

Front 138

a work group of employees who meet regularly to discuss their guality problems, investigate causes, recommend solutions , and take corrective actions

Back 138

quality circle

Front 139

what are two factors that affect pay systems?

Back 139

pay strategies and variable pay systems

Front 140

workers are paid a dixed sum for each unit of production completed

Back 140

piece rate

Front 141

payment that is based on performance appraisal ratings

Back 141

merit-based pay

Front 142

payments that rewards recent performance

Back 142

bonuses

Front 143

organization-wide programs that distribute compensation based on some established formula designed aroung a company's profitability

Back 143

profit sharing

Front 144

an incentive plan in which improbvements in group productivity detemine the total amount of money that is allocated

Back 144

fain sharing

Front 145

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

Back 145

employee stock ownership plans

Front 146

program where personal attention given to employee and approval and appreciation for a job well done

Back 146

recognition program

Front 147

what are 3 benefits for employee recognition programs?

Back 147

fulfill employees' desire for recognition
inexpensive to omplement
encourage repetition of desired behaviors

Front 148

what is a drawback of recognition programs?

Back 148

susceptible to manipulation by management

Front 149

why is it important to understand emotion s and moods as they are related to the work enviroments?

Back 149

bc they cant be separated form the workplace

Front 150

intense feeling directed at someone or something

Back 150

emotion

Front 151

less intense feelings, often lacking contextual stimulus

Back 151

mood

Front 152

what are the 6 basic emotions?

Back 152

anger
fear
sadness
happiness
disgust
surprise

Front 153

what is the importance of emotions to rational thinking?

Back 153

our emotions provide important information about how er understand the world around us.

Front 154

who is Phineas Gage?

Back 154

man who had a accient in the mines that enabled him to experience emotions. ( caused him to think irrationally)

Front 155

source of emotion and mood: ther is a trait component that affects intensity

Back 155

personality

Front 156

source of emotion and mood: day and time of the week

Back 156

happier in the midpoint of the day and toward the end of the week

Front 157

source of emotion and mood: weather

Back 157

no effect

Front 158

source of emotion and mood: stress

Back 158

any level of stress can worsen moods

Front 159

source of emotion and mood: social attivities

Back 159

physical, informational, and dining activities increase positive moods

Front 160

source of emotion and mood: sleep

Back 160

poor sleep increases (-) affect

Front 161

source of emotion and mood: exercise

Back 161

somewhat improves mood, especially for depressed ppl

Front 162

source of emotion and mood: age

Back 162

older folks experience fewer (-) emotions

Front 163

source of emotion and mood: gender

Back 163

women: more emotionally expressive, feel emotions more intensely, have longer-lasting moods, and express emotions more frequently than men

Front 164

expressing organizational desire emotion at work

Back 164

emotional labor

Front 165

conflict or difference between felt emotions and ecpressed emotions

Back 165

emotional dissonance

Front 166

employees react emotionally to events that happen in the workplace and the reaction influences their performance and satisfaction

Back 166

affective events theory

Front 167

ability to be self-aware, deflect emotions in others, and manage emotional cues and information

Back 167

emotional intelligence

Front 168

how do emotions affect selection?

Back 168

EI sld be a hiring factor, ezpecially for social jobs

Front 169

how do emotions affect decision making?

Back 169

(+) emotions can lead to better decisions

Front 170

how do emotions affect creativity?

Back 170

(+) moods increase flexibility, openness, and creativity

Front 171

how do emotions affect motivation?

Back 171

(+) mood affects expectations of success

Front 172

how do emotions affect leadership?

Back 172

emotions are important to acceptance of messages from organizational leaders

Front 173

how do emotions affect negotiation?

Back 173

emotions, skillfully displayed, can affect negotiations

Front 174

how do emotions affect customer service?

Back 174

emotions affect sevice quality delivered to customers which, in turn, affects customer relationships

Front 175

how do emotions affect job attitudes?

Back 175

can carry over to home, but dissipate overnight

Front 176

how do emotions affect deviant workplace behaviors?

Back 176

(-) emotions lead to employee deviance

Front 177

do ppl experience emotions equally?

Back 177

no, cultures can determine type, frequence, and depth of experienced emotions

Front 178

do ppl in different culture interpret emotions the same way?

Back 178

yes, (-) emotions are seen as undesiravle and (+) emotions are desirable

Front 179

do norms of emotional expression vary amoung cultures?

Back 179

yes, some cultures have a bias against emotional ecpression and others demand some display of emotion