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EXAM 1 (chp 1,3,5,6,9,10) - Flashcards

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Class:MGMT 2500 - Organizational Behavior-HC
Subject:Management
University:Western Michigan University
Term:Fall 2011
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human skills the ability to work with, understand, and motivate other people, both individually and in groups.
conceptual skills the mental ability to analyze and diagnose complex situations
organizational behavior a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization's effectiveness
systematic study looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence
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evidence-based management basing of managerial decisions on the best available scientific evidence
intuition a gut feeling not necessarily supported by research
psychology science that seeks to measure, explain and sometimes change the behavior of humans and other animals
social psychology an area of psychology that blends concepts from psychology and sociology and the focuses on the influence of people on one another
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sociology study of people in relation to their social environment or culture
anthropology study of societies to learn about human beings and their activities
contingency variables situational factors: variables that moderate the relationship between two or more variables
workforce diversity concept that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation and inclusion of other diverse groups
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ethical dilemmas and ethical choices situations in which individuals are required to define right and wrong conduct
model abstraction of reality, simplified representation of some real-world phenomenon
effectiveness achievement of goals
efficiency ratio of effective output to the input required to achieve it
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organizational citizenship behavior discretionary behavior that is not part of an employee's formal job requirements but that nevertheless promotes the effective functioning of the organization
attitudes evaluative statements or judgements concerning objects, people or events
cognitive component opinion or belief segment of an attitude
affective component emotional or feeling segment of an attitude
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behavioral component an intention to behave in a certain way toward someone or something
cognitive dissonance any incompatibility between two or more attitudes or between behavior and attitudes
job satisfaction positive feeling about one's job resulting from an evaluation of its characteristics
core self-evaluations bottom-line conclusions individuals have about their capabilities, competence, and worth as a person
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dissatisfaction is expressed through what? exit, neglect, loyalty or voice. 
personality sum total of ways in which an individual  reacts to and interacts with others
heredity factors determined at conception
Myers-Briggs Type Indicator (MBTI) personality test that taps four characteristics and classifies people into 1 of 16 personality types

-extraverted vs. introverted
-sensing vs. intuitive
-thinking vs. feeling
-judging vs. perceiving
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Big Five Model personality assessment model that taps five basic dimensions

-extraversion
-conscientiousness
-agreeableness
-emotional stability
-openness to experience
machiavellianism degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify the means
core self-evaluation degree to which an individual likes or dislikes him or herself.
narcissism tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement
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self-monitoring measures an individual's ability to adjust his or her behavior to external/situational factors
type A personality aggressive involvement in a chronic, incessant struggle to achieve more and more in less and less time
proactive personality people who identify opportunities, show initiative, take action, and persevere until meaningful change occursval
values 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.
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terminal values desirable end-states of existence, the goals a person would like to achieve during his or her lifetime
instrumental values preferable modes of behavior or means of achieving one's terminal values
personality-job fit theory identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover
power distance national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally
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individualism describes the degree to which people refer to act as individuals rather than as members of groups
collectivism describes a tight social framework in which people expect others in groups of which they are a part to look after and protect them
uncertainty avoidance describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them
Hofstede's Cultural Values power distance, individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance
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perception process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment
attribution theory attempt to determine whether an individual's behavior is internally or externally caused
fundamental attribution error tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgements about the behavior of others
self-serving bias tendency for individuals to attribute their own successes to internal factors and put the blame for failures on external factors
Generated by Koofers.com
selective perception tendency to selectively interpret what one sees on the basis of one's interests, background,experience, and attitudes
halo effect tendency to draw a general impression about an individual on the basis of a single characteristic
contrast effect evaluation of a person's characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics
stereotyping judging someone on the basis of one's perception of the group to which that person belongs
Generated by Koofers.com
self-fulfilling prophecy situation in which a person inaccurately perceives a second person, and the resulting expectations cause the second person to behave in ways consistent with the original perception
rational decision making model describes how individuals should behave in order to maximize some outcome
1) define 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
bounded rationality process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity
intuitive decision making unconscious process created out of distilled experience
Generated by Koofers.com
anchoring bias tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information
confirmation bias tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments
availability bias tendency for people to base their judgments on information that is readily available to them
escalation of commitment increased commitment to a previous decision in spite of negative information
Generated by Koofers.com
randomness error tendency of individuals to believe that they can predict the outcome of random events
risk aversion tendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher expected payoff
hindsight bias tendency to believe falsely, after an outcome of an event is actually known, that one would have accurately predicted that outcome
utilitarianism a system in which decisions are made to provide the greatest good for the greatest number
Generated by Koofers.com
whistle-blowers individuals who report unethical practices by their employers to outsiders
3 component model of creativity the proposition that individual creativity requires expertise, creative thinking skills and intrinsic task motivation
social identity theory perspective that considers when and why individuals consider themselves members of groups
ingroup favoritism perspective in which we see members of our ingroup as better than other people, and people not in our group is all the same.
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five-stage group-development model FORMING
STORMING
NORMING
PERFORMING
ADJOURNING
forming stage first stage in group development, much uncertainty
storming stage second stage; intragroup conflict
norming stage third stage; close relationships and cohesiveness
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performing stage fourth stage; group is fully functional
adjourning stage final stage; wrapping up activities for temporary groups
punctuated equilibrium model set of phases that temporary groups go through that involves transitions between inertia and activity
role perception individual's view of how he or she is supposed to act in a given situation
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role expectations how others believe a person should act in a given situation
psychological contract unwritten agreement that sets out what management expects from an employee and vice versa
role conflict situation in which an individual is confronted by divergent role expectations
status characteristics theory states that differences in status characteristics create status hierarchies within groups
Generated by Koofers.com
social loafing tendency for individuals to expend less effort when working collectively than when working individually
Group properties roles, norms, size , status, cohesiveness
Groups vs. individual groups generate more complete information and knowledge. bring more input; increased diversity of views.

weaknesses include conformity pressures, dominated by one or two members, and ambiguous responsibility
team effectiveness model contextual (resources), composition (ability of members, diversity) and process variables (common purpose, specific goals) all go into team effectiveness
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problem-solving teams 5 to 12 employees from the same dept. who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment
self-managed work teams 10 to 15 people who take on responsibilities of their former supervisors
cross-functional teams employees from about the same hierarchial level, but different work areas, who come together to accomplish a task
virtual teams use technology to tie together physcially dispersed members in order to achieve a common goal
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 human skillsthe ability to work with, understand, and motivate other people, both individually and in groups.
 conceptual skillsthe mental ability to analyze and diagnose complex situations
 organizational behaviora field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization's effectiveness

 systematic studylooking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence
 evidence-based managementbasing of managerial decisions on the best available scientific evidence
 intuitiona gut feeling not necessarily supported by research
 psychologyscience that seeks to measure, explain and sometimes change the behavior of humans and other animals
 social psychologyan area of psychology that blends concepts from psychology and sociology and the focuses on the influence of people on one another
 sociologystudy of people in relation to their social environment or culture
 anthropologystudy of societies to learn about human beings and their activities
 contingency variablessituational factors: variables that moderate the relationship between two or more variables
 workforce diversityconcept that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation and inclusion of other diverse groups
 ethical dilemmas and ethical choicessituations in which individuals are required to define right and wrong conduct
 modelabstraction of reality, simplified representation of some real-world phenomenon
 effectivenessachievement of goals
 efficiencyratio of effective output to the input required to achieve it
 organizational citizenship behaviordiscretionary behavior that is not part of an employee's formal job requirements but that nevertheless promotes the effective functioning of the organization
 attitudesevaluative statements or judgements concerning objects, people or events
 cognitive componentopinion or belief segment of an attitude
 affective componentemotional or feeling segment of an attitude
 behavioral componentan intention to behave in a certain way toward someone or something
 cognitive dissonanceany incompatibility between two or more attitudes or between behavior and attitudes
 job satisfactionpositive feeling about one's job resulting from an evaluation of its characteristics
 core self-evaluationsbottom-line conclusions individuals have about their capabilities, competence, and worth as a person
 dissatisfaction is expressed through what?exit, neglect, loyalty or voice. 
 personalitysum total of ways in which an individual  reacts to and interacts with others
 heredityfactors determined at conception
 Myers-Briggs Type Indicator (MBTI)personality test that taps four characteristics and classifies people into 1 of 16 personality types

-extraverted vs. introverted
-sensing vs. intuitive
-thinking vs. feeling
-judging vs. perceiving
 Big Five Modelpersonality assessment model that taps five basic dimensions

-extraversion
-conscientiousness
-agreeableness
-emotional stability
-openness to experience
 machiavellianismdegree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify the means
 core self-evaluationdegree to which an individual likes or dislikes him or herself.
 narcissismtendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement
 self-monitoringmeasures an individual's ability to adjust his or her behavior to external/situational factors
 type A personalityaggressive involvement in a chronic, incessant struggle to achieve more and more in less and less time
 proactive personalitypeople who identify opportunities, show initiative, take action, and persevere until meaningful change occursval
 valuesbasic 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.
 terminal valuesdesirable end-states of existence, the goals a person would like to achieve during his or her lifetime
 instrumental valuespreferable modes of behavior or means of achieving one's terminal values
 personality-job fit theoryidentifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover
 power distancenational culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally
 individualismdescribes the degree to which people refer to act as individuals rather than as members of groups
 collectivismdescribes a tight social framework in which people expect others in groups of which they are a part to look after and protect them
 uncertainty avoidancedescribes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them
 Hofstede's Cultural Valuespower distance, individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance
 perceptionprocess by which individuals organize and interpret their sensory impressions in order to give meaning to their environment
 attribution theoryattempt to determine whether an individual's behavior is internally or externally caused
 fundamental attribution errortendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgements about the behavior of others
 self-serving biastendency for individuals to attribute their own successes to internal factors and put the blame for failures on external factors
 selective perceptiontendency to selectively interpret what one sees on the basis of one's interests, background,experience, and attitudes
 halo effecttendency to draw a general impression about an individual on the basis of a single characteristic
 contrast effectevaluation of a person's characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics
 stereotypingjudging someone on the basis of one's perception of the group to which that person belongs
 self-fulfilling prophecysituation in which a person inaccurately perceives a second person, and the resulting expectations cause the second person to behave in ways consistent with the original perception
 rational decision making modeldescribes how individuals should behave in order to maximize some outcome
1) define 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
 bounded rationalityprocess of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity
 intuitive decision makingunconscious process created out of distilled experience
 anchoring biastendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information
 confirmation biastendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments
 availability biastendency for people to base their judgments on information that is readily available to them
 escalation of commitmentincreased commitment to a previous decision in spite of negative information
 randomness errortendency of individuals to believe that they can predict the outcome of random events
 risk aversiontendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher expected payoff
 hindsight biastendency to believe falsely, after an outcome of an event is actually known, that one would have accurately predicted that outcome
 utilitarianisma system in which decisions are made to provide the greatest good for the greatest number
 whistle-blowersindividuals who report unethical practices by their employers to outsiders
 3 component model of creativitythe proposition that individual creativity requires expertise, creative thinking skills and intrinsic task motivation
 social identity theoryperspective that considers when and why individuals consider themselves members of groups
 ingroup favoritismperspective in which we see members of our ingroup as better than other people, and people not in our group is all the same.
 five-stage group-development modelFORMING
STORMING
NORMING
PERFORMING
ADJOURNING
 forming stagefirst stage in group development, much uncertainty
 storming stagesecond stage; intragroup conflict
 norming stagethird stage; close relationships and cohesiveness
 performing stagefourth stage; group is fully functional
 adjourning stagefinal stage; wrapping up activities for temporary groups
 punctuated equilibrium modelset of phases that temporary groups go through that involves transitions between inertia and activity
 role perceptionindividual's view of how he or she is supposed to act in a given situation
 role expectationshow others believe a person should act in a given situation
 psychological contractunwritten agreement that sets out what management expects from an employee and vice versa
 role conflictsituation in which an individual is confronted by divergent role expectations
 status characteristics theorystates that differences in status characteristics create status hierarchies within groups
 social loafingtendency for individuals to expend less effort when working collectively than when working individually
 Group propertiesroles, norms, size , status, cohesiveness
 Groups vs. individualgroups generate more complete information and knowledge. bring more input; increased diversity of views.

weaknesses include conformity pressures, dominated by one or two members, and ambiguous responsibility
 team effectiveness modelcontextual (resources), composition (ability of members, diversity) and process variables (common purpose, specific goals) all go into team effectiveness
 problem-solving teams5 to 12 employees from the same dept. who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment
 self-managed work teams10 to 15 people who take on responsibilities of their former supervisors
 cross-functional teamsemployees from about the same hierarchial level, but different work areas, who come together to accomplish a task
 virtual teamsuse technology to tie together physcially dispersed members in order to achieve a common goal
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