Organizational Behavior Midterm 1

Front 1

What are the 4 management functions

Back 1

1. planning
2. organizing
3. leading
4. controlling

Front 2

Planning

Back 2

defining an organizational goals, establishing an overall strategy. developing a comprehensive set of plans to integrate and coordinate activities.

Front 3

organizing

Back 3

determining what tasks are to e odone, who is to do them and how the task are to be gropus and who reports to whom and where decisions are to be made.

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leading

Back 4

direct and coordinate people

Front 5

controlling.

Back 5

to ensure that theings are going to be as shey should. Performance.

Front 6

Organizational behavior

Back 6

investigates the impact that individuals, groups and structure have on behavior

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3 determinants of behavior

Back 7

individuals, groups and structure.

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Psychology

Back 8

the science that seeks to measure explain and sometimes change the behavior of humans and other animals. learning perception personalityemotions training leadership effectiveness job satisfaction, individual discions making performance appraisal etc.

Front 9

social psychology.

Back 9

focuses on peoples influence to one another.

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Sociology

Back 10

studies people in rlation sto their social environment and culutre.

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Anthropology

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is the study of societies to learn about human beings and activities.

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Workforce Diversity

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organizations are becoming a more heterogeneous mix of people in terms of gender, age , race ethinicity, and sexual orientation.

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Service industry jobs

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include tech suport, fast food counter workers, sales clerks, waiters or watiersses, nurses, automobile tech reps.

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ethical dilemmas.

Back 14

situations in which they are required to dfine what is right and wrong. for example should they blow the white to uncover illegal acivities. or should hey follow orders with with they dont personally agree.

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Turnover

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voluntary and invoulnutary permanent withdrawl from an organization, a shigh turnover rate results in increased recruiting selection and training costs.

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Classical Conditioning

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grew out of expierments to tach dogs to slivae in response to the ringing of a bell. by ivan pavlov.

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Unconditioned stimulus

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The meat. It invariably causes you to act in a specific way.

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unconditioned reponse

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the reaction that took place whenever the uncontioned stimulus occured

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conditioned stimulus

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the bell. althoguh it was originally neutral, after the bell was paired with themeat, it eventually produced a resonse when presented alone.

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conditioned response

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your behavior, the salivation to the bell

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Operant conditioning

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argues that behavior is a function of tis consequences. People learn to to behave to get something they want or to avoid something they dont want. voluntary behavior in contrast to reflexive or unlearned behavior.

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behaviorism

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behavior follows stimuli in relatively unthinking manner.

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social learning .

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individuals can laern by observing what happens to other people and just by bieing told about something as well as throuhgh direct expiriences.

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social learning theory

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we can learn through both observation and dierct experince.

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Four steps to social learning

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1. additional processes.
2. retention processes
3. motor reproduction processes.
4. reinforcement processes.

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Attentional process

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People learn from a model only when they recognize and pay attention to its critical features. we tend to be most influenced by models that are attractive, repeatedly availalbe, important to us, or simlar to us in our estimation

Front 27

retention processes.

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a model's influence depends on how well the individual remembers the model's action after the model is no longer readily available.

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motor reproduction processes.

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After a person has seen a new behavior by observing the model, watching must be converted to doing. this process then demonstrates that the individual can perform the modeled activities.

Front 29

Reinforcement processes

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individuals are motivated to exhibit the modeled behavior if positive incentives or rewards are provided.

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Shaping behvior

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positive reinforcement
negative reinforcement
punishment
extinction.

Front 31

Positive reinforcement

Back 31

following a response with something pleasent

Front 32

negative reinforcemtn

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following a response by the termination or withdrawl of something unpleasent

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punishment

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causing an unpleasant condition in an attempt to eliminate an undesireable behavior

Front 34

extinction

Back 34

eliminating an reinforcemtn that is maintaining a behavior.

Front 35

What are the main componants of attitudes.

Back 35

cognition, affect, and behavior

Front 36

cognitive componant of an attitude.

Back 36

a dexcrioption of or belive in the way things are. it sets the statege for affect.

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affective componant

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the emotional or feeling segment of an attitude and is reflected in the atement, i am angry over how little im paid.

Front 38

behavioral componant

Back 38

an intnetion to behave in a certain way toward someone or somthing.

Front 39

Job satisfaction

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a postitive feeling about a job, resulitng from an evalution of its characteristscs. holds positive feelings about his job.

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exit.

Back 40

the exit response involve directing behavior toward leaving the organization

Front 41

is employee satisfaction related to postive customer outcomes?

Back 41

satisfied employees increase customer satisfaction and loyalty.while dissatisfied customers can increase an dmeployees job statisfation.

Front 42

Personality

Back 42

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

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personality determinants

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Hereditary and enviornemtnal factors. research in personality development has tended to support the importance of hereditary over the evionment

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hereditary

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factors determined at conception. Physical stature, facial attractiveness, gender, temperament, muscle compositiona dn reflexes. energy level and biological rhythms.

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Myers-briggs

Back 45

Most wildly used peronality assessment in the world. 100 question personality test that asks people how they feel or act in particular situations

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Personality

Back 46

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

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Big 5 peronality model

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extraversion
agreeableness
conscientiousness
emotional stability
openness to experience

Front 48

personality determinants

Back 48

Hereditary and enviornemtnal factors. research in personality development has tended to support the importance of hereditary over the evionment

Front 49

hereditary

Back 49

factors determined at conception. Physical stature, facial attractiveness, gender, temperament, muscle compositiona dn reflexes. energy level and biological rhythms.

Front 50

Myers-briggs

Back 50

Most wildly used peronality assessment in the world. 100 question personality test that asks people how they feel or act in particular situations

Front 51

Big 5 peronality model

Back 51

extraversion
agreeableness
conscientiousness
emotional stability
openness to experience

Front 52

Extraversion

Back 52

captures ones comfort with relationships. extraverts tend to be gregarious, assertive, and socialble. introverts are reserved timid and quite

Front 53

Agreeableness

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refers to an individuals proensity to defer to others. Highly agreeable poeple are cooperative, wam and trstuing, people who score low on agreeableness are cold disagreeable, and agnostic.

Front 54

Conscientiousness

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measure of reliability. a highly conscientious perosn is resonsible, organized, dependable, and persistant.

Front 55

Emotional stability

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often labeled by its converse, neuroticism, taps a persos ability to withstand stress.

Front 56

Openness to experience

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ones range of interests and facination with novelty. extremely open people are creative, curious and artistically sensitive.

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Core Self-Evaluation

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People who have positive core self-evaluations like themselves and see themselves as effective, capable, and in control of their environment.

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T/F. People with positive core self-evaluations perform better than others because they set more ambitious goals, are more committed to their goals, and persist longer at attempting to reach these goals

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True

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Machiavellianism (abbreviated as Mach)

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An individual high in Machiavellianism is pragmatic, maintains emotions distance, and believes that ends can justify means.

Front 60

Risk-taking

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High risk-taking managers made more rapid decisions and used less information in making their choices than did the low-taking managers

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Type A personality

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Aggressive involvement in a chronic, incessant struggle to achieve more and more in less and less time and, if necessary, against the opposing efforts of other things or other people.

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Type A Characteristics:

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1. are always moving, walking, and eating rapidly.
2. feel impatient with the rate at which most events take place.
3. strive to think or do two or more things at once
4. cannot cope with leisure time
5. are obsessed with numbers, measuring their success in terms of how many or how much of everything they acquire.

Front 63

Type B personality

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never suffer from a sense of time urgency with its accompanying impatience, can relax without guilt.

Front 64

Values

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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 65

T/F. Values contain a judgmental element in that they carry an individual's ideas as what is right,good, or desirable

Back 65

True

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Personality-job fit theory

Back 66

John Holland's theory, The effort to match job requirements with personality characteristics

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6 personality types for personality-job fit theory

Back 67

1. realistic
2.investigative
3. social
4.conventional
5. Enterprising
6. artistic

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Realistic

Back 68

Prefers physical activities that require skill, strength, and coordination

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Investigative

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Prefers activities that involve thinking, organizing, and understanding

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Social

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Prefers activities that involve helping and developing others

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Enterprising

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Prefers verbal activities in which there are opportunities to influence others and attain power

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Artistic

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Prefers ambiguous and unsystematic activities that allow creative expression

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Hofstede's dimensions

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1. Power distance
2.. Individualism versus collectivism
3. Masculinity versus femininity
4. Uncertainty avoidance
5. Long - term versus short - term orientation

Front 74

Power distance

Back 74

The degree to which people in a country accept that power in institutions and organizations is distributed unequally.

Front 75

Individualism versus collectivism

Back 75

Individualism - the degree to which people prefer to act as individuals rather than members of groups and believe in individual rights above all else
Collectivism - emphasizes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them

Front 76

Federal Courts Justiciabilty.

"PARMA Sucks 11"

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1. Political question
2. Absention
3. Ripeness
4. Mootness
5. Advisory opinions
6. Standing
7. 11th Amendment limitations

Front 77

Uncertainty avoidance

Back 77

The degree to which people in a country prefer structured over unstructured situations defines their uncertainty avoidance.

Front 78

Long - term versus short - term orientation

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Long - term orientation - look into the future and value thrift, persistence, and tradition.
Short - term orientation - they accept change more readily and don't see commitments as impediments to change.

Front 79

Perception

Back 79

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

Front 80

Factors in the perceiver

Back 80

attitudes
motives
interests
experience
expectations

All police officers are dicks.

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Factors in the situation

Back 81

Time
Work setting
social setting

wearing a bikini at school will get you noticed

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Factors in the Target

Back 82

Novelty
motion
sounds
size
background
proximity
similarity

Loud people are more likely to be noticed in a group.

Front 83

Attribution Theory

Back 83

explains the ways in which we judge people differently, depending on the meaning we attribute to their behavior.

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Internal Attribution

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behaviors that were under the personal control of the individual

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External Attribution

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what we imagine the situation forced the individual to do.

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3 determining factors of the attribution theory

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distinctiveness, consensus, consistency

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distinctivness

Back 87

one of the three determining factors of the attribution theory.

it refers to wheater an individual displays different behaviors in different situations.

Is the person who comes late to work Lazy like H? if so we attribute internal factors.

Front 88

conisistency

Back 88

one of the three determining factors of the attribution theory.

somebody who is late to work all the time acts different to somebody who is usually punctual. the more consistant, the more internal.

Front 89

consensus

Back 89

one of the three determining factors of the attribution theory.

If all the employees were late because of traffic on the same freeway, you can attribute external factors, but if it was just one person then its internal `

Front 90

Selective perception

Back 90

we cant observe everything that is around us so we focus on a few things.

You always notice your car when you drive.

Front 91

Stereotyping

Back 91

When we judge someone on the basis of our perception of the group to which he or she belongs.

All Muslims are not terrorists.

Front 92

profiling

Back 92

a group of individuals is singled out, typically on the basis of race and ethinicity

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Rational Decision Making Model

Six steps

Back 93

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

Front 94

Bounded rationality

Back 94

a process of making decisions by constructing simplified models that extract the essential features without capturing all their complexity

Front 95

intuitive decision making

Back 95

an unconscious process created out of distilled experience.

Front 96

common biases and errors in decision making

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overconfidence
anchoring
confirmation
availability
escalation of commitment
randomness
Winner's curse
Hindsight bias

Front 97

anchoring bias

Back 97

a tendency to fixate on initial information. and not adjust for new information. taking a strong stand at first and not moving from it.

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Confirmation bias

Back 98

the tendency to seek out information that reaffirms past choices and ignoring infomation that goes against past choices.

Front 99

availability bias

Back 99

The tendency for people to base their judgments on information that is readily available to them.

Front 100

escalation of commitment

Back 100

an increased commitment to a previous decision even though negative information comes out. sticking to your guns.

Front 101

randomness error.

Back 101

The tendency of individuals to believe that they can predict the outcome of random events.

Front 102

winners curse

Back 102

winners in an auction pay too much for the item

Front 103

Hindsight bias

Back 103

the tendency to belive falsely after an outcome of an even is actually known that one would have predicted that outcome.

Front 104

Hierarchy of needs

Back 104

1. physiological
2. safety
3. social
4. esteem
5. self actualization

Front 105

Physiological

Back 105

the first and most important need.
includes hunger, thirst shelter sex and other bodily needs

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safety

Back 106

the second level of needs
security and protection from physical and emotional harm

Front 107

social

Back 107

the third level of needs
affection, belongingness, acceptance, and friendship.

Front 108

esteem

Back 108

the forth level of needs

internal factors like self respect, autonomy and achievement

external factors such as status, recognition and attention

Front 109

Self-actualization

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the fifth and final level

drive to become what one is capable of becoming.

growth, potential, self fulfillment.

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theory x

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the assumption that employees dislike work, are lazy, dislike responsibility and must be coerced to perform.

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theory y

Back 111

the assumption that employees like work, are creative, seek responsibility and can exercise self-direction.

Front 112

McClelland's theory of needs

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focuses on three needs
1. need for achievement
2. need for power
3. need for affiliation

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Need for achievement

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the drive to excel, to achieve in relation to a set of standards, to strive to succeed.

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Need for Power

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the need to make others behave in a way in which they owould not have behaved otherwise

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need for affiliation

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the desire for friendly and close interpersonal relationships.

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Goal setting theory

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specific and difficult goals, with feedback, lead to higher performance.

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Management by objectives

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a program that encompasses specific goals, participatively set, for an explicit tim period, with feedback on goal progress.

Front 118

Four ingredients that are common to MBO programs

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1. Goal specificity
2. participation in decision making
3. explicit time period
4. performance feedback

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Self-efficacy

Back 119

social cognitive theory, social learning theroy.
the individuals belief that he or she is capable of performing a task.

The higher your self-efficacy, the more confidence you have in your ability to succeed in a task.

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Four ways self-efficacy can be increased.

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1. enactive mastery
2. vicarious modeling
3. verbal persuasion
4. arousal.

Front 121

enactive mastery

Back 121

gaining relevant experience with the task or job

Front 122

vicarious modeling

Back 122

becoming more confident because you see someone else doing the task.

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arousal

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arousal leads to self efficacy

when your in an energized state, you are driven to complete a task.

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pygmalion effect

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a form of self fulfilling profecy that beliving something can be true can make it true.

Front 125

equity theory

Back 125

fairness. their are 4 comparisons that you can use.

1. self-inside
2. self-outside
3. other inside
4. other outside.

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Self-inside.

Back 126

equity theory
an employee's experiences in a different position in side the employee's current organization.

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self outside

Back 127

equity theory

an employee's experience in a situation or position oustide the employee's current organization

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other-inside

Back 128

equity theory

another individual or group of individuals INSIDE the employee's organization

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other-outside

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equity theory

another individual or group of individuals OUTSIDE the employee's organization

Front 130

Performance-reward relationship.

Back 130

the degree to which the individual believes that performance a particular level will lead to the attainment of a desired outcome.