Organizational Theory And Behavior Terms

Front 1

perception

Back 1

a process by which individuals interpret the surrounding environment

Front 2

attribution theory

Back 2

an attempt to determine whether an individual's behavior is internally or externally caused

Front 3

fundamental attribution error

Back 3

the tendency to underestimate the external factors and overestimate the influence of internal factors when making judgements

Front 4

self-serving bias

Back 4

we attribute our own successes to internal factors and put the blame for failures on external factors

Front 5

Selective perception

Back 5

we see what we want to see

Front 6

halo effect

Back 6

we draw conclusions about someone based on one characteristic only

Front 7

contrast effects

Back 7

we usually evaluate people based on previous encounters

Front 8

sterotyping

Back 8

we jufdge people based on their belonging to a particular social group

Front 9

profiling

Back 9

we take a social group and scrutinizie it a lot (Muslims). A form of stereotyping

Front 10

rational decision-making model

Back 10

allows us to make the best choices because we have interpreted all the information in an objective way, and clearly reviewed every option.

Front 11

intuition

Back 11

is based on a lot of previous experience. It is unconscious and incredibly rapid

Front 12

anchoring bias

Back 12

when we stick to what we've got at the beginning refusing to accept more information

Front 13

confirmation bias

Back 13

we are slectively choosing information that affirms our previous experience

Front 14

availability bias

Back 14

making statements only out of information that is right before our eyes

Front 15

escalation of commitment

Back 15

when we continue to develop a project, even though it has been confirmed that the project is a failure

Front 16

randomness error

Back 16

We are trying to find rational answers for the causes of random events

Front 17

winner's curse

Back 17

when we pay too much for an item at an auction, trying to secure the victory

Front 18

hindsight bias

Back 18

when we believe that we could have predicted the outcome of a decision after the outcome has been announced

Front 19

learning

Back 19

a change in behavior as a result of experience

Front 20

social learning

Back 20

learning through observation and direct experience. A continuation of operant conditioning. The influence of models is crucial.

Front 21

operant conditioning

Back 21

voluntary/learned behavior. The frequency of repeating the behavior depends on the reinforcement that the consequences of the behavior will bring.

Front 22

learning

Back 22

a change in behavior as a result of experience. It involves change, which may be good or bad. Requires a lot of experience.

Front 23

values

Back 23

basic convictions that a certain way of existence is preferable to other ways of existence. Influence our perceptions and attitudes

Front 24

Terminal values

Back 24

the goals that a person would like to achieve during his/her lifetime

Front 25

Instrumental values

Back 25

the means for achieving one's lifetime goals

Front 26

affect intensity

Back 26

how strongly we express our emotions

Front 27

illusory correlation

Back 27

when we associate two events, but in reality there is no connection

Front 28

bounded rationality

Back 28

a process of decision making in which we construct a simplified model of the objective reality, not realizing problems in full complexity, due to our brain processing limitations

Front 29

cognitive evaluation theory

Back 29

proposes that the introduction of extrinsic rewards, such as pay, for work effort that was previously intrinsically rewarding tends to decrease overall motivation.

Front 30

work specialization

Back 30

The degree to which tasks in an organization are subdivided into separate jobs

Front 31

goal-setting theory

Back 31

specific and diffcult goals, with feedback, lead to higher perofrmance

Front 32

self-efficacy theory

Back 32

refers to an individual's belief that he or she is capable of performing a task.

Front 33

equity theory

Back 33

indicates that a person examines what he brings to a job (inputs) and what he receives from a job (outcomes) and compares that to a reference person, evaluating the other person's inputs and outcomes.