Organizational Behavior

Front 1

Seven Foundation Competencies

Back 1

1. self
2. communication
3. diversity
4. ethics
5. across cultures
6. teams
7. change

Front 2

KSA

Back 2

Knowledge, Skills, Abilities

Front 3

primary categories of diversity

Back 3

genetic characteristics that affect a persons self image and socialization, appear unlearned and are difficult to modify.

Front 4

secondary categories of diversity

Back 4

learned characteristics that a person acquires and modifies throughout life

Front 5

Contingency perspective

Back 5

the use of different approaches and/or behaviors to fit different situations

Front 6

interactionist perspective

Back 6

personality alone accounts for only a small amount of the variance in behavior between people. both the person and the situation act as significant causes of behavior in organizations.

Front 7

personality determinants-heredity

Back 7

heredity accounts for about 50% of the variance in behavior.

Front 8

personality determinants-environment

Back 8

culture, family, group membership, life experiences

Front 9

Culturally based work related values-individualism vs. collectivism

Back 9

tendency to focus on self and family vs. tendency to emphasize loyalty to group memberships

Front 10

culturally based work related values-power distance

Back 10

extent to which people accept status and power inequalities as normal and appropriate

Front 11

culturally based work related values-uncertainty avoidance

Back 11

extent to which people use procedures to avoid ambiguity, unpredictability, and risk

Front 12

culturally based work related values-gender role orientation

Back 12

extent to which society reinforces traditional notions of masculinity/femininity

Front 13

culturally based work related values-time orientation

Back 13

emphasis on long term vs. short term

Front 14

the "big five" personality factors

Back 14

adjustment, sociability, conscientiousness, agreeableness, intellectual openness

Front 15

four attributes of emotional intelligence

Back 15

self-awareness, social empathy, self-motivation, social skills

Front 16

three components of attitude

Back 16

affective: feelings
cognitive: beliefs
behavioral: predispositions to act

Front 17

perceptual process

Back 17

1. environmental stimuli
2. observation
3. perceptual selection
4. perceptual organization
5. interpretation
6. response

Front 18

Pollyanna principle

Back 18

the notion that pleasant stimuli are processed more efficiently and accurately then unpleasant stimuli

Front 19

common perceptual errors

Back 19

accuracy, perceptual defense, stereotyping, halo effect, projection

Front 20

impression management

Back 20

attempt by an individual to manipulate the impressions others form about them.
1. self-promotion
2. ingratiation
3. intimidation
4. supplication
5. exemplification

Front 21

the attribution process (def.)

Back 21

the ways in which people come to understand the causes of their own and others' behaviors

Front 22

theory of causal attributions

Back 22

a persons behavior can be attributed to internal or external causes based on the consistency, distinctiveness, and consensus of their behavior

Front 23

fundamental attribution error

Back 23

overestimating the personal causes for other's behavior while underestimating the situational causes

Front 24

self-serving attribution error

Back 24

attributing personal success to internal factors and personal failures to external factors

Front 25

contingency of reinforcement

Back 25

the relationship between a behavior and the preceding and following environmental events that influence that behavior

Front 26

basic components of contingency of reinforcement

Back 26

antecedent, behavior, consequence

Front 27

reward

Back 27

an event that a person finds desirable or pleasing

Front 28

reinforcement

Back 28

a consequence that increases the frequency of the behavior it follows

Front 29

primary reinforcers

Back 29

based upon the satisfaction of physiological needs

Front 30

secondary reinforcers

Back 30

learned reinforcers

Front 31

negative reinforcement

Back 31

an unpleasant event is occurring which can be removed by emitting the desired behavior

Front 32

continuous reinforcement

Back 32

every behavior is reinforced

Front 33

four types of intermittent reinforcement

Back 33

1. fixed interval-based on a fixed time interval
2. fixed ratio-based on a fixed number of responses
3. variable interval-based on a variable time interval
4. variable ratio-based on a variable number of responses

Front 34

5 dimensions of social learning theory

Back 34

1.symbolizing
2.forethought
3.vicarious learning
4.self-control
5.self-efficacy

Front 35

Maslow's need hierarchy

Back 35

from basest to least tangible:
physiological, security, affiliation, esteem, self-actualization

Front 36

five core job characteristics

Back 36

1. skill variety
2.task identity
3.task significance
4.autonomy
5.job feedback

Front 37

SMART goals

Back 37

Specific, Measurable, Agreed upon, Realistic, Time bound

Front 38

fight-or-flight response

Back 38

the natural biochemical and bodily changes that result from exposure to a stressor

Front 39

Type A personality vs. type B personality-stress

Back 39

Type A is more susceptible to stress

Front 40

media richness

Back 40

a medium's capacity for carrying multiple cues and providing rapid feedback

Front 41

high-context culture

Back 41

characterized by establishment of social trust before engaging in work related discussions with a high value placed on personal relationships and goodwill

Front 42

low-context culture

Back 42

characterized by directly and immediately addressing tasks or issues at hand with a high value on personal expertise and performance. emphasis on clear, precise, and speedy interactions.

Front 43

PERCEIVE framework for nonverbal cues

Back 43

Proximity, Expressions, Relative orientation, Contact, Eyes, Individual gestures, Voice, Existence of adpators

Front 44

chromatics

Back 44

communication through the use of color

Front 45

chronemics

Back 45

reflects the use of time in culture

Front 46

Leader

Back 46

a person who reflects the key attributes of leadership-ideas, vision, values, influencing others, and making tough decisions

Front 47

manager

Back 47

a person who directs, controls, and plans the work of others and is responsible for results

Front 48

reward power

Back 48

results from the ability to give people something that they want or value

Front 49

coercive power

Back 49

results from the ability to punish people if they do not do as they are told

Front 50

legitimate power

Back 50

results from an individual's job description and/or position in the organizational hierarchy

Front 51

expert power

Back 51

results from recognized competencies, talents, or specialized knowledge

Front 52

referent power

Back 52

results from being respected, admired, or liked

Front 53

zone of indifference

Back 53

refers to the range of subordinate behavior that is seen as acceptable or appropriate for the superior to influence

Front 54

political behavior

Back 54

attempts by individuals to influence the behavior of others and the course of events in an organization

Front 55

organizational politics

Back 55

actions by individuals, teams, or departments ton acquire, develop, and use power and other resources in order to obtain preferred outcomes when uncertainty or disagreement about choice exists

Front 56

behavioral model of leadership

Back 56

interaction of relationship oriented behavior and task oriented behavior

Front 57

situational leadership model

Back 57

1.telling style
2.selling style
3.participating style
4.delegating style

Front 58

Vroom-Jago Time-Driven leadership Model

Back 58

1. decide style
2. consult individually style
3. consult team style
4. facilitate style
5. delegate style

Front 59

transactional leadership

Back 59

involves motivating and directing followers primarily through appealing to their own self-interest. leader's power comes from their formal authority

Front 60

authentic leadership

Back 60

stimulates follower identification, creates hope, reflects trust, shows positive emotions, raises optimism

Front 61

transformational leadership

Back 61

shows individualized consideration, creates intellectual stimulation, provides inspirational motivation, fosters idealized structure

Front 62

GLOBE

Back 62

Global Leadership and Organizational Behavior
-US is in Anglo cluster

Front 63

5 stages of team development

Back 63

1.forming
2.storming
3.norming
4.performing
5.adjourning

Front 64

team group size

Back 64

12 members is upper limit for face-to-face team.
ideal number is 5-9 members

Front 65

groupthink

Back 65

agree-at-any-cost mentality

Front 66

Levels of conflict in an organization

Back 66

intrapersonal
interpersonal
intragroup
intergroup

Front 67

types of intrapersonal conflict

Back 67

approach-approach
avoidance-avoidance
approach-avoidance

Front 68

types of interpersonal conflict

Back 68

intrasender
intersender
interrole
person-role
role ambiguity

Front 69

types of intergroup conflict

Back 69

vertical conflict
horizontal conflict

Front 70

styles of handling interpersonal conflict

Back 70

avoidance
forcing
accommodating
collaborating
compromising

Front 71

stages of negotiation

Back 71

1.assessing the situation
2.establishing the process
3.negotiating the agreement
4.implementing the agreement

Front 72

types of negotiation strategies

Back 72

distributive-win/lose
integrative-win/win