B-06a Organizational Behavior

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boconnell
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200344
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B-06a Organizational Behavior
Updated:
2013-02-15 10:27:11
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Organizational Behavior
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J.D. Biram's Block of Instruction
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  1. 2 Traits commonly associated with top performing employees
    1. Conscientiousness   2. Emotional Stability
  2. A relatively stable set of characteristics that influence an individual's behavior
    PERSONALITY
  3. 5 Traits of the "Big Five" Personality Model
    • 1.Extraversion
    • 2.Agreeableness
    • 3.Conscientiousness
    • 4.Emotional Stability
    • 5.Openness to Experience
  4. A person's overall view of him/herself as being able to perform effectively in a wide variety of situations, including the events and challenges that make life demanding
    General Self-Efficacy
  5. Managers should encourage employees to raise their self esteem by giving them appropriate ________ and _________ for success.
    Challenges and Opportunities
  6. According to Jung, the most important distinction amongst individuals is?
    The Extraversion/Introversion Perference
  7. The process of interpreting information about another person
    Social Perception
  8. The individual's pattern of thinking or thought process.
    Cognitive Structure
  9. The 3 barriers that may cause a job interviewer to make an incorrect hiring decision based solely on the applicant's physical appearance:
    Selective Perception, Stereotype, First-Impression Error
  10. _________ is a Supervisor's high expectation of employees and the employee's subsequent high level of performance
    A Self-Fulfilling Prophecy
  11. The process by which individuals try to control the impressions other have of them; most likely occurs in a job interview
    Impression Management
  12. These individuals attribute their success to ability and their failures to lack of efforts, (which are both internal causes)
    Achievement-Oriented Individuals
  13. A psychological tendency that is expressed by evaluating a particular entity with some degree of favor or disfavor
    Attitude
  14. A person does not have an attitude until they respond on these 3 basis's:
    Affective, Behavior Intentions, Cognition
  15. A state of tension that is produced when an individual experiences conflict between attitudes and behaviors
    Cognitive Dissonance
  16. 2 major influences on attitudes are ______ and ___________.
    Direct Experience and Social Learning
  17. A pleasurable or positive emotional state resulting from the appraisal of one's job or job experience
    Job Satisfaction
  18. In relation to job satisfaction, the behavior that is above and beyond the call of duty
    Organizational Citizenship Behavior (OCB)
  19. An employee's intention to remain in an organization because of a strong desire to do so which encompasses loyalty to the organization
    Affective Commitment
  20. An employee's tendency to remain in an organization because the person cannot leave due to significant exit barriers to remain.
    Continuance Commitment
  21. 3 major characteristics of the Source Affect Persuasion
    Expertise, Trustworthiness, Attractiveness
  22. 2 Cognitive Routes of Persuasion
    Central Route and Peripheral Route
  23. 4 Work Values relevant to individuals
    Achievement, Concerns for Others, Honesty, Fairness
  24. A personality characteristic indicating one's willingness to do whatever it takes to get one's way (the ends justify the means).
    Machiavellianism
  25. The process of arousing and sustaining goal-directed behavior.
    Motivation
  26. Maslow’s Hierarchy of Needs begins with________ and ends with _________.
    Physiological Needs / Self Actualization
  27. This theory states that only ungratified needs motivate behavior.  Needs are satisfied in sequence.  Once satisfied, a need declines in importance and the next higher need is activated.
    Maslow's Progression Hypothesis
  28. McGregor’s Theory X Assumptions are _____ Order Needs
    Lower
  29. According to McClelland, people with a ______ need for power like to control people and events.
    High
  30. McClelland stated the best managers have a high need for ___________and a low need for________.
    Social Power  /  Affiliation
  31. ______________is both a motivation and hygiene factor
    Pay (Salary)
  32. This theory suggests that people are motivated when they find themselves in situations of inequity or unfairness.
    Adam’s Theory of Inequity
  33. Characteristics of Internals (Locus of Control)
    • -Have a higher job satisfaction and performance
    • -Are more likely to assume manager positions
    • -Prefer participative management styles
    • -Want to exercise control in their work environment
    • -Desire a voice in how work is performed (second test question)
    • -Will not react well to being closely supervised
  34. This model focuses on personal perceptions of the performance process (Effort, Performance, Reward).
    Expectancy Model for Motivation
  35. The ability to influence another person
    Power
  36. It is institutionalized power that is inherent to the position rather than the
    individuals.
    Authority
  37. The range in which attempts to influence a person will be perceived as legitimate and will be acted on without a great deal of thought
    Zone of Indifference
  38. Most often used in the disciplinary process, ____________ is based on the agent’s ability to cause the target to have an unpleasant experience.
    Coercive Power
  39. The elusive power that is based on interpersonal attraction. As a manager trainee, you are assigned to a mentor to gain insight to your job.  The relationship you have with the mentor is based on ________.
    Referent Power
  40. The power of the future; it has the strongest relationship with performance and satisfaction.
    Expert Power
  41. The negative face of power.  Power used for personal gain. When a manager treats others as objects to be used to get ahead or abuse situations as win/lose, the manger is using _____________.
    Personal Power

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