1
Q
3 aspects of organizations
A
- social inventions
- goal accomplishment
- group effort
2
Q
organizational behaviour
A
the attitudes and behaviours of individuals and groups in organizations
3
Q
human resources management
A
programs, practices and systems to acquire, develop, motivate, and retain employees
4
Q
3 goals of OB
A
- predicting OB
- explaining OB
- managing OB
5
Q
evidence-based management
A
translating principles based on the best scientific evidence into organizational practices
6
Q
3 definitions of OB
A
- micro: the attitudes and behaviours of individuals and groups in organizations
- meso: how organizations can be structured more effectively
- macro: how events in external environment affect organizations
7
Q
contingency approach
A
appropriate management styles depend on the demands of the situation
8
Q
hawthorne effect
A
people reacting to being studies by changing their behaviour
9
Q
classical viewpoint
A
high specialization of labour, intensive coordination, centralized decision making
10
Q
scientific management
A
frederick taylor’s system of using research to determine the optimum degree of specialization and standardization of work tasks
11
Q
bureaucracy
A
max weber’s type of organization - strict chain of command, detailed rules, high specialization, centralized power
12
Q
3 managerial roles
A
- interpersonal roles: establishing and maintaining interpersonal relations
- informational roles: concerned with various ways the manager received and transmits info
- decisional roles: deal with decision making
13
Q
outsourcing
A
practice of hiring other firms to do work previously performed by the organization itself
14
Q
talent management
A
organization’s processes for attracting, developing, retaining, and utilizing people with the required skills to meet current and future business needs
15
Q
moderator
A
variable that changes relationship between independent variable and dependent variable
16
Q
mediator
A
variable that explains relationship between independent variable and dependent variable
17
Q
correlation
A
determined from observational or correlational studies
18
Q
causation
A
determined through experimentation
19
Q
internal validity
A
the extent to which a researcher can be confident that changes in a DV are due to the IV
20
Q
external validity
A
the extent to which the results of a study generalize to other samples and settings
21
Q
random sampling
A
increases internal validity
22
Q
3 research techniques
A
- experimentation: IV is manipulated under controlled conditions
- correlation: correlation does not mean causation
- observation: listening to what people say and watching what people do in an organization
23
Q
2 types of observation
A
- participant observation: researcher becomes a member of the organization
- direct observation: researcher is not involved with the organization
24
Q
3 concerns of research
A
- sampling
- hawthorne effect
- ethics
25
2 ways to measure variables
1. reliability: the consistency of a subject's response
| 2. validity: the extent to which a measure truly reflects what it is supposed to measure
26
2 types of validity
1. convergent: strong relationship between different measures of the same variable
2. discriminant: weak relationship
27
personality
relatively stable set of psychological characteristics that influences the way an individual interacts with their environment
28
3 approaches to personality
1. dispositional: individuals possess stable trains or characteristics that influence their attitudes and behaviours
2. situational: characteristics of the setting such as rewards and punishment influence people's feelings, attitudes, behaviour
3. interactionist: need to know about their personality and work setting and how they interact - most accepted approach
29
strong and weak situations
1. strong - roles, rules, contingencies are more defined
| 2. weak - roles are loosely defined
30
2 implications of interactionist approach
1. some personality characteristics are useful in certain organizational situations
2. the importance of FIT
31
big five personality model (OCEAN)
1. openness to experience
2. conscientiousness
3. extraversion
4. agreeableness
5. emotional stability
32
locus of control
set of beliefs about whether one's behaviour is controlled mainly by internal or external factors ( high/low external/internal locus of control)
33
self-efficacy
person's beliefs about his/her capabilities to perform a task
34
self-monitoring
the extent to which people observe and regulate how they appear and behave in social settings and relationships
35
self-esteem
the degree to which a person has a positive self evaluation
36
behavioural plasticity theory
people with low self esteem tend to be more susceptible to external and social influences
37
positive and negative affectivity
people high on positive affectivity - propensity to view the world in positive light
people high on negative affectivity - propensity to view the world in negative light
38
general self-efficacy
an individual's belief in their ability to perform successfully in a variety of challenging situations (motivational trait, not affective trait)
39
high GSE
better able to adapt to novel, adverse situations - higher job satisfaction/performance
40
proactive personality
personal disposition that reflects a tendency to take personal initiative
41
proactive behaviour
taking initiative across a range of situations to effect positive change in one's environment
42
core self-evaluations
a bundle of specific traits that reflect the evaluations people hold of themselves and their self worth
43
high core self evaluations
few stressors - job is more intrinsically satisfying - more likely to have complex jobs - high job satisfaction
44
4 things employees learn
1. practical skills
2. intrapersonal skills
3. interpersonal skills
4. cultural awareness
45
operant learning theory
subject learns to operate on the environment to achieve certain consequences
46
law of effect
people repeat behaviours that bring them satisfaction and pleasure, and stop those that bring them dissatisfaction and pain
47
positive reinforcement
adding/presenting a pleasant stimulus
48
negative reinforcement
removing/taking away an unpleasant stimulus
49
extinction (to decrease/terminate)
removing a pleasant stimulus
50
punishment (to decrease/terminate)
adding an unpleasant stimulus
51
2 ways to reduce the probability of behaviour
1. extinction
| 2. punishment
52
social cognitive theory (bandura)
emphasizes the role of cognitive processes in regulating people's behaviour
53
observational learning
process of observing and imitating the behaviour of others
54
self-efficacy beliefs
beliefs people have about their ability to sucessfully performa specific task
55
self-regulation
the use of learning principles to regulate one's own behaviour
56
organizational behaviour modificaiton
the systematic use of learning principles to influence organizational behaviour
57
employee recognition programs
formal organizational programs that publicly recognize and reward employees to specific behaviours
58
4 organizational learning practices
1. organizational behaviour modification
2. employee recognition programs
3. training programs
4. career development
59
5 perceptual processes
1. selective perception
2. stereotyping
3. halo effect
4. projection
5. contrast effects
60
selective perception
selectively interpreting what you see on the basis of you interest, background, experience, and attitudes
61
stereotyping
judging someone on the basis of one's perception of the group to which that person belongs
62
halo effect
drawing a general impression about an individual on the basis of a single characteristic
63
contrast effects
evaluations of a person that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics
64
projection
attributing one's own characteristics to other people
65
attribution theory
we observe behaviour and then attribute causes to it
66
consistency cues
attribution cues that reflect how consistently a person engages in a behaviour over time
67
consensus cues
attribution cues that reflect how a person's behaviour compares with that of others
68
distinctiveness cues
attribution cues that reflect the extent to which a person engages in some behaviour across a variety of situations
69
3 biases in attribution
1. fundamental attribution error
2. actor-observer effect
3. self-serving bias
70
fundamental attribution error
tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behaviour of others
71
actor-observer effect
actors and observers tend to view causes of actor's behaviour differently
72
self-serving bias
tendency to take credit for successful outcomes but not for failures
73
bruner's model of perceptual process
when a perceiver encounters an unfamiliar target, the perceiver is very open to the informational cues contained in the target and the situation surrounding it
74
2 aspects of bruner's model of the perceptual process
1. selectivity: not all available cues are used and those that are used are thus given emphasis
2. constancy: tendency for the target to be perceived in the same way over time or across situations
3. consistency: tendency to select, ignore, and distort cues to fit together to form a homogeneous image of the target
75
primacy effect
tendency for a perceiver to rely on early cues or first impressions
76
recency effect
tendency for a perceiver to rely on recent cues or last impressions
77
central traits
personal characteristics of a target person that are of particular interest to a perceiver
78
implicit personality theories
personal theories that people have about which personality characteristics go together
79
4 diversity stereotypes
1. racial
2. gender
3. age
4. lgbt
80
behaviourally anchored rating scale (BARS)
a training method to improve rating accuracy that involves providing raters with a common frame-of reference to use when rating individuals
81
power distance
in large power distance cultures, inequality is accepted as natural, superiors are inaccessible, and power differences are highlighted
82
uncertainty avoidance
the extent to which people are uncomfortable with uncertain and ambiguous situations - strong uncertainty avoidance cultures stress rules and regulations
83
4 basic dimensions of Hofstede's study + 1 new study
1. power distance
2. uncertainty avoidance
3. masculinity/femininity
4. individualism/collectivism
5. long vs. short term orientation
84
masculinity/femininity
masculine cultures - differentiate gender roles specifically
| feminine cultures - accept fluid gender roles, stress gender equality
85
individualism/collectivism
individualistic - stress independence, privacy
| collective - favour interdependence and loyalty to family
86
long/short term orientation
long term - stress persistence, pay close attention to status
short term - stress personal steadiness, respect
87
5 core facets of job satisfaction
1. pay
2. promotions
3. coworkers
4. supervision
5. work itself
88
3 components of attitudes
1. cognitive - thoughts, knowledge, and beliefs about target
2. affective - feelings, emotions towards target
3. behavioural - how to behave toward target
89
discrepancy theory
job satisfaction stems from the disconnect between the job outcomes wanted and the outcomes that are perceived to be obtained
90
3 basic kinds of fairness
1. distributive - people receive outcomes they think they deserve
2. procedural - people believe the process is reasonable
3. interactional - people receive respectful and informative communication about an outcome
91
equity theory
job satisfaction stems from a comparison of the inputs one invests in a job and the outcomes one received in comparison to the inputs and outcomes of another person
92
3 component model of organizational commitment
1. affective - emotional attachment "want to stay"
2. continuance - financial attachment "need to stay"
3. normative - feeling obligation "ought to stay"
BU288
flashcards
Decks in class (3)
# Cards
