COB 202 TEST 1

DISC

- describes behavioral style - can be used to better understand oneself and others - can learn how you interact with others, conflict prevention, areas for adaptation

Three factors to why electronic channels may have more media richness:

1. ability to multicommunicate 2. communication proficiency 3. social presence effects

EI Includes:

1. awareness of our own emotions 2. management of our own emotions 3. awareness of others' emotions 4. management of others' emotions

Five basic categories of Maslow's Needs:

1. physiological 2. safety 3. belongingness/love 4. esteem 5. self-actualization

Four types of consequences:

1. positive reinforcement 2. punishment 3. extinction 4. negative reinforcement

3 aspects of personality style

1. primary trait (most predominant) 2. secondary trait (could be more than one) 3. there are varying levels of intensity

Three types of task performance

1. proficiency 2. adaptability 3. proactivity

Self-Evaluation defined by three elements

1. self-esteem 2. self-efficacy 3. locus of control

A-B-Cs of OB Mod

A=antecedents B=behavior C=consequences

Aspects of DISC

D = dominant, driving, doer I = inspirational, influencing, impulsive S = steady, stable, supportive C = competent, cautious, careful

SMARTER

S - specific M - measurable A - achievable R - relevant T - time-framed E - exciting R - reviewed

Assertiveness

actively applying legitimate and coercive power by applying pressure or threats

Impression Management

actively shaping through self-presentation and other means the perceptions and attitudes that others have of us

Influence

any behavior that attempts to alter someone's attitudes or behavior

Value System

arranging values into a hierarchy of preferences

Differentiation

assign more favorable characteristsics to people in our groups than to people in other groups

Expectancy Theory

based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes

Four-Drive Theory

based on the innate drives to acquire, bond, learn, and defend that incorporates bot emotions and rationality

Organizational Politics

behaviors that others perceive as self-serving tactics at the expense of other people and possibly the organization

Individual Rights

belief that everyone has entitlements that let them act in a certain way

Machiavellian Values

beliefs that deceit is a natural and acceptable way to influence others and that getting more than one deserves is acceptable

Values

beliefs that guide our preferences for outcomes; what we see as good or bad

Categorization

categorizing people into distinct groups

Competencies

characteristics of a person that result in superior performance

Attitudes

cluster of beliefs, assessed feelings, and behavioral intentions toward a person, object, or event

Personal Identity

consists of attributes that make us unique and distinct from people in the social groups which we have a connection

Attribution Process

deciding whether an observed behavior or event is caused largely by internal or external factors

Unintentional (Systemic) Discrimination

decision makers rely on stereotypes to establish notions of the "ideal" person in specific roles

Role Perceptions

degree to which a person understands the job duties assigned to or expected of them

Moral Intensity

degree to which an issue demands the application of ethical principles

Clarity

degree to which you have a clear, confidently defined, and stable self-concept

Drive to Bond

drive to form social relationships and develop mutual caring commitments with others

Drive to Defend

drive to protect ourselves physically, psychologically, and socially

Drive to Comprehend

drive to satisfy our curiosity, to know and understand ourselves and the environment around us

Drive to Acquire

drive to seek, take control, and retain objects and personal experiences

Emotional Labor

effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions

Variable Ratio Schedule

employee behavior is reinforced after a variable number of times

Beliefs

established perceptions about the attitude object

Consequences

events following a particular behavior that influence its future occurrence

Antecedents

events preceding the behavior, informing employees that a particular action will produce specific consequences

Equity Theory

explaining how people develop perceptions of fairness in the distribution and exchange of resources

Social Cognitive Theory

explains how learning and motivation occur by observing and modeling others as well as by anticipating the consequences of our behavior

Information Control

explicitly manipulative someone else's access to information for the purpose of changing their attitudes and behavior

Conservation

extent to which a person is motivated to preserve the status quo

Openness to Change

extent to which a person is motivated to pursue innovative ways

Nonverbal Communication

facial gestures, voice intonation, physical distance, and silence

Five-Factor Model (FFM)

five broad dimensions representing most personality traits 1. conscientiousness 2. emotional stability 3. openness to experience 4. agreeableness 5. extraversion **i.e. CANOE

Motivation

forces within a person that affect the direction, intensity, and persistence of voluntary behavior

Motivation

forces within a person that affect their direction, intensity, and persistence of voluntary behavior

Task Performance

goal-directed behaviors under the individual's control tat support organizational objectives

Needs

goal-directed forces that people experience

Coalition

group that attempts to influence people outside the group by pooling the resources and power of its members

Drives

hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions to energize individuals

Humanistic Perspective

higher-order needs are influenced by personal and social influences, not just instincts

Espoused-Enacted Values Congruence

how consistent the values apparent in our actions are with what we say we believe in

Self-Enhancement

how much a person is motivated by self-interest

Agreeableness

includes the traits of being trusting, helpful, good-natured, considerate, tolerant, selfless, generous, and flexible

Cognitive Dissonance

inconsistent thoughts and attitudes

P --> O Expectancies

increase the employee's belief that their good performance will result in certain outcomes

Outcome Valences

increase the employee's expected satisfaction with outcomes resulting from desired performance

Employee Engagement

individual's emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals

Self-Concept

individual's self-beliefs and self-evaluation

Consistency

individual's self-perceived roles require similar personality traits, values, and other attributes

Silent Authority

influencing behavior through legitimate power without explicitly referring to that power base

Multisource (360) Feedback

information about an employee's performance collected from a full circle of people

Myers-Briggs Type Indicator (MBTI)

instrument designed to measure the elements of Jungian personality theory, particularly preferences regarding perceiving and judging information

Mental Models

knowledge structures that we develop to describe, explain, and predict the world around us

Intergrity

leader's ethical standards

Need for Affiliation (nAff)

learned need in which people seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation

Need for Achievement (nAch)

learned need in which people want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success

Need for Power (nPow)

learned need in which people want to control their environment, including people and material resources to benefit either themselves or others

Media Richness

medium's data-carrying capacity - the volume and variety of information that can be transmitted during a specific time

Openness to Experience

most complex, has the least agreement extent to which people are imaginative, creative, unconventional, curious, nonconforming, autonomous, and aesthetically perceptive

Maslow's Needs Hierarchy Theory

motivation theory of needs arranged in a hierarchy were people are motivated to fulfill a higher need as a lower one becomes gratified

Behavioral Intentions

motivation to engage in a particular behavior regarding the attitude object

Self-Transcendence

motivation to promote the welfare of others and nature

Ability

natural aptitudes and learned capabilities required to successfully complete a task

Aptitudes

natural talents that help employees learn specific tasks more quickly and perform them better

Emotional Cognition

nonconscious process of "catching" or sharing another person's emotions by mimicking that person's facial expressions and other nonverbal behavior

Display Rules

norms or explicit rules requiring us within our role to display specific emotions and to hide others

Complexity

number of distinct and important roles or identities that people perceive about themselves

Punishment

occurs when a consequence decreases the frequency of the behavior

Self-Reinforcement

occurs when an employee has control over a reinforcer but doesn't "take" it until completing a self-set goal

Positive Reinforcement

occurs when the introduction of a consequence increases the frequency of the behavior

Negative Reinforcement

occurs when the removal or avoidance of a consequence increases the frequency of the behavior

Extinction

occurs when the target behavior decreases because no consequence follows

Perceiving

open, curious, flexible; prefer to adapt spontaneously to events; prefer to keep options open

Categorical Thinking

organizing people and objects into preconceived categories that are stored in our long-term memory

Nature

our genetic or hereditary origins

Nurture

our socialization, life experiences, and other forms of interaction with the environment

Values Congruence

ow similar a person's values hierarchy is to the values hierarchy of the organization, coworker, or another source of comparison

Personality

pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics

Compliance

people are motivated to implement the influencer's request for purely instrumental reasons

Positive Perspective

people are naturally motivated to reach their potential and that societies need to be structured to help people develop this motivation

Social Identity Theory

people define themselves by the groups to which they belong or have an emotional attachment

Intentional Discrimination or Prejudice

people hold unfounded negative attitudes toward people belonging to a particular group

Shared Values

people holding the same values

Resistance

people oppose the behavior desired by the influencer

Conscientiousness

people who are organized, dependable, goal-focused, thorough, disciplined, methodical, and industrious

Distributive Justice

people who are similar to each other should receive similar benefits and burdens; those who are dissimilar should receive different benefits and burdens in proportion to their dissimilarity

Procedural Justice

perceived fairness of the procedures used to decide the distribution of resources

Sensing

perceiving information directly through the five senses

Recency Effect

perceptual error in which the most recent information dominates our perception of others

False-Consensus Effect

perceptual error in which we overestimate the extent to which others have beliefs and characteristics similar to our own

Primacy Effect

perceptual error in which we quickly form an opinion of people based on the first information we receive about them

Halo Effect

perceptual error whereby our general impression of a person, usually based on one prominent characteristic, colors our preception of other characteristics of that person

Moral Sensitivity

person's ability to recognize the presence of an ethical issue an determine its relative importance

Self-Efficacy

person's belief that they have the ability, motivation, correct role perceptions, and favorable situation to complete a task successfully

Locus of Control

person's general belief about the amount of control they have over personal life events

Self-Verification

person's inherent motivation to confirm and maintain their existing self-concept

Self-Enhancement Definition

person's inherent motivation to have a positive self-concept

Mindfulness

person's receptive and impartial attention to and awareness of the present situation as well as to one's own thoughts and emotions in that moment

Person-Organization Values Congrunce

person's values are similar to the organization's dominant values

Extraversion

personality dimension describing people who are outgoing, talkative, sociable, and assertive

Neuroticism

personality dimension describing people who tend to be anxious, insecure, self-conscious, depressed, and temperamental

Positive Organizational Behavior

perspective of organizational behavior that focuses on building positive qualities and traits within individuals or institutions as opposed to focusing on what is wrong with them

Emotions

physiological, behavioral, psychological episodes experienced toward an object, person, or event that create a state of readiness

Strengths-Based Coaching

positive organizational behavior approach to coaching and feedback that focuses on building and leveraging the employee's strengths rather than trying to correct their weaknesses

Judging

prefer order and structure and want to resolve problems quickly

Surface Acting

pretend that they feel the expected emotion even tough they actually experience a different emotion

Communication

process by which information is transmitted and understood between two or more people

Self-Fulfilling Prophecy

process in which our expectations about another person cause that person to act more consistently with those expectations

Stereotyping

process of assigning traits to people based on their membership in a social category

Selective Attention

process of attending to some information received by our senses and ignoring other information

Goal Setting

process of motivating employees and clarifying their role perceptions by establishing performance objectives

Perception

process of receiving information about and making sense of the world around us

Confirmation Bias

process of screening out information that is contrary to our values and assumptions and the more readily accept confirming information

Exchange

promising benefits or resources in exchange for the target person's compliance

Continuous Reinforcement

providing positive reinforcement after every occurrence of the desired behavior

Emotional Dissonance

psychological tension experienced when the emotions people are required to display are quite different from emotion they actually experience at that moment

Intuition

relies more on insight and subjective experience

Feeling

rely on emotional responses to the options presented as well as how those affect others

Thinking

rely on rational cause-effect logic and systematic data collection to make decisions

Feelings

represent your conscious positive or negative evaluations of the attitude object

Utilitarianism

seek the greatest good for the greatest number of people

Emotional Intelligence (EI)

set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others

Organization-Community Values Congruence

similarity of an organization's dominant values with the prevailing values of the community or society in which it conducts business

Learned Capabilities

skills and knowledge tat you currently possess

Upward Appeal

someone with higher authority or expertise is called on in reality or symbolically to support the influencer's position

Commitment

strongest outcome of influence where people identity with the influencer's request and are highly motivated to implement it even when extrinsic sources of motivation are not present

Ethics

study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad

Self-Serving Bias

tendency to attribute our favorable outcomes to internal factors and our failures to external factors

Fundamental Attribution Error

tendency to see the person rather than the situation as the main cause of that person's behavior

Organizational Behavior Modification (OB Mod)

theory tat explains employee behavior in terms of the antecedent conditions and consequences of that behavior

Homogenization

think that people within each group are very similar to each other

E --> P Expectancies

to increase the employee's belief that they are capable of performing the job successfully

Persuasion

use of facts, logical arguments, and emotional appeals to change another person's attitutudes and behavior

Outcome-Input Ratio

value of the outcomes you receive divided y the value of the inputs you provide in the exchange relationship

Personal Values

values focused on individuals

Cultural Values

values shared across a society

Organizational Values

values shared by people throughout an organization

Organizational Citizenship Behaviors (OCBs)

various forms of cooperation and helpfulness to other that support the organization's social and psychological context

Holistic Perspective

various needs should be studied together because human behavior is typically initiated by more than one need at the same time

Deep Acting

visualing reality differently which produces emotions more consistent with the required emotions

Counterproductive Work Behaviors (CWBs)

voluntary behaviors that have the potential to directly or indirectly harm the organization

Inoculation Effect

warning listeners that others will try to influence them in the future and that they should be wary of the opponent's arguments