MGMT 473 Exam 1 SELU Connie Budden

Some investors in the stock market become overconfident and ignore evidence that their strategies will lose money. This can be attributed to _____.

- Confirmation bias

Organization's social moral obligation towards its stakeholders:

- Corporate social responsibility

Anger, fear, joy, and sadness represent the:

- Different types of emotions

Types of Organizational Justice:

- Distributive - Procedural

Factors of the 4-Drive Theory:

- Drive to Acquire - Drive to Defend - Drive to Learn - Drive to Bond

Non-cognitive ability to identify, understand, and manage emotions of self and others:

- Emotional Intelligence

How well a person handles their emotions:

- Emotional Labor

Customer service representatives (CSRs) often conceal their frustration when serving an irritating customer. This behavior from the CSRs is an example of:

- Emotional labor

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

- Emotional labor

Intense feeling that are directed at specific objects:

- Emotions

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

- Equity Theory

Things that support ethical behavior:

- Ethical code of conduct - Ethics training - Ethics hotline - Ethical leadership - Enforcement - Proficiency

The values that judge actions and outcomes:

- Ethics

Types of diversity in the workforce:

- Ethnic groups - Women - Generations

Types of stress:

- Eustress (positive) - functional stress - Distress (negative) - dysfunctional stress

Who does globalization impact?

- Everyone

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

- Expectancy Theory

T/F: A global mindset excludes the capacity to empathize and act effectively across cultures.

- False

T/F: According to learned needs theory, companies should hire leaders with a strong need for personalized power.

- False

T/F: All stress is job related.

- False

T/F: Competencies refer to the complete set of motivations, abilities, role perceptions, and situational factors that contribute to job performance.

- False

T/F: Emotions represent the cluster of beliefs, assessed feelings, and behavioral intentions towards something or someone guided by conscious logical reasoning.

- False

T/F: In order for something to be called an organization, it must have certain assets such as buildings and equipment.

- False

T/F: Maslow's needs hierarchy theory explains how people develop perceptions of fairness in the distribution and exchange of resources.

- False

T/F: Moods are less intense emotional states that are directed toward something or somebody in particular.

- False

T/F: Motivation is an external force on the person that causes him/her to engage in specific behaviors.

- False

The process by which individuals give meaning (reality) to their environment by organizing and interpreting their sensory impressions:

- Perception

Which of the following refers to the process of receiving information about and making sense of the world around us?

- Perception

Relatively stable pattern of behaviors and consistent internal states that explain a person's behavioral tendencies:

- Personality

Levels of Maslow's Hierarchy of Needs (lowest to highest):

- Physiological (foods, water, air, shelter) - Safety (security, stability) - Social (interaction with and affection from others) - Esteem (self-esteem, social status) - Self-Actualization (self-fulfillment, realization of one's potential)

Modification methods of Behavior Modification:

- Positive reinforcement - Negative reinforcement - Punishment - Extinction (take that good thing away)

Types of consequences in Operant Learning:

- Positive reinforcement (rewards) - Punishment or ignored

Quickly form an opinion of people based on the first information received about them:

- Primacy Effect

Job satisfaction affects:

- Productivity - Absenteeism - Turnover - Customer satisfaction - Workplace misbehavior

Describe Individual Rights:

- Protecting individual liberties and privacy

What to do if there are perceived inequalities:

- Rationalize ratios - Induce others to change their inputs or outcomes - Change own inputs or outcomes - Choose a different comparison other - Quit

Most recent information dominates perception of others:

- Recency Effect

Ways to reduce stress:

- Selection - Improve communication - Performance planning programs - Job redesigns - Improve physical environment

________ is the process of filtering information received by our senses.

- Selective Attention

Screening out information that is contrary to our values and assumptions to more readily accept confirming information:

- Selective Attention (Confirmation Bias)

Expectations about another person cause that person to act more consistently with those expectations:

- Self-Fulfilling Prophecy

Parts of Emotional Intelligence:

- Self-awareness - Self-management - Social awareness - Relationship management

An individual's self-beliefs and self-evaluations:

- Self-concept

Examples of stakeholders:

- Shareholders - Customers - Suppliers - Governments

The different generations in the workforce:

- Silents - 6% - Baby Boomers - 37% - Gen X - 28% - Gen Y (Millennials) - 26% - Gen Z - 3%

Describe Distributive Justice:

- Perceived fairness of amount relative to a comparison of another amount

Describe Knowledge Sharing:

- Communication

Behavioral consequences of stress:

- Absenteeism - Change in productivity - Change in eating habits - Increased smoking - Increased consumption of alcohol - Rapid speech - Fidgeting - Sleep disorders

Describe goals:

- Accepted, specific, and challenging yet achievable

In expectancy theory, valence refers to the:

- Anticipated satisfaction or dissatisfaction that an individual feels towards an outcome

Overestimating the extent to which others have beliefs and characteristics similar to our own:

- Assumed Similarity

Shortcuts used in judging others:

- Assumed similarity - Stereotyping - Halo effect - Mental modes - Self-fulfilling prophecy - Selective attention (Confirmation bias) - Primacy effect - Recency effect

Long-lasting evaluative statements that can be favorable or unfavorable:

- Attitudes

Describe the Self-Serving Bias:

- Attribute successes to internal factors - Blame failures on external factors

Describe Knowledge Use:

- Awareness - Freedom to apply

Describe Utilitarianism:

- Based on the outcome

Describe the Myers-Briggs Type Indicator:

- Based on the works of Carl Jung - Controversial as a selection tool - Great for: work settings, career counseling, executive coaching, etc. - Developed by Katherine Brigg and her daughter Isabel Myers

Attempting to "mold" individuals:

- Behavior Modification

A state of anxiety that occurs when an individual's beliefs, feelings, attitudes, and behaviors are inconsistent with each other (mixed feelings/emotions):

- Cognitive Dissonance

The uncomfortable tension felt when our behavior and attitudes are inconsistent with each other is called:

- Cognitive dissonance

T/F: OB can be used to fulfill the need to understand and predict the behavior of others in the organization. However, it is not helpful in influencing others to getting things done in organizations.

- False

T/F: The ideal situation in organizations is to have employees whose values are perfectly congruent with the organization's values.

- False

T/F: The most effective reinforcement schedule for learning new tasks is variable ratio schedule.

- False

T/F: The perceptual process begins by attributing behavior to internal or external causes.

- False

Which of the following terms best represents the positive or negative evaluations of the attitude object?

- Feelings

Describe the Attribution Theory:

- Figures out what the causation is - The perceptual process of deciding whether an observed behavior or event is caused largely by internal or external factors

Describe Operant Learning:

- Founded by B. F. Skinner - Behavior is a function of its consequences and is learning through experience

Example of a social identity in terms of groups:

- Fraternity

The capacity to empathize and act effectively across cultures:

- Global mindset

Economic, social, and cultural connectivity (and inter-dependency) with people in other parts of the world:

- Globalization

3 challenges of organizations:

- Globalization - Increased workforce diversity - Emerging employment relationship

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

- Goal-Setting Theory

General impression of a person, usually based on 1 prominent characteristic, colors the perception of other characteristics of that person:

- Halo Effect

The best managers tend to have relatively _____ Need for Power with relatively _____ Need for Affiliation.

- High - Low

Describe the relationship between job satisfaction and attitude:

- High job satisfaction = good attitude - Low job satisfaction = bad attitude

Describe Knowledge Acquisition:

- Hire/acquire - Individual learning

Physical consequences of stress:

- Hypertension - Changes in metabolism - Increased heart rate - Increased breathing rate

2 factors of the Attribution Theory:

- Internal factors - External factors

Describe the types of Locus of Control:

- Internal: "It's my fault" - External: "It's someone else's fault"

Attitude factors:

- Job satisfaction - Stress

Types of knowledge management:

- Knowledge acquisition - Knowledge sharing - Knowledge use

Describe Social Learning:

- Learn by observations and direct experimentation

Any relatively permanent change in behavior that occurs as a result of experience:

- Learning

Self-concept is shaped by:

- Locus of control - Social identity in terms of groups

The values the judge actions and outcomes:

- Managerial ethics

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

- Maslow's Hierarchy of Needs

Suggests that needs are impacted by self-concept, social norms, and past experience:

- McClelland's Learned Needs Theory

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

- Mental Modes

Longer-lasting emotions that aren't towards a specific object:

- Moods

Influences on ethical conduct:

- Moral intensity - Ethical sensitivity - Situational influences

Current issues in motivation:

- Motivating professionals - Motivating contingent (temporary) workers - Motivating lower-skill, lower-wage employees - Money

The factors or needs within a person that affect voluntary behavior:

- Motivation

What are the parts of the MARS Model?

- Motivation - Ability - Role perceptions - Situational factors

3 learned needs/motivators of McClelland's Learned Needs Theory:

- Need for Power - Need for Achievement - Need for Affiliation

Forces of motivation:

- Needs - Direction - Intensity - Persistence

Effects of globalization:

- New organizational structure - Different forms of communication - More diverse workforce - More competition and mergers - Global mindset

The optimal level difficulty of a goal:

- Occurs when the goal is challenging but not impossible

Perspectives of effectiveness:

- Open systems - Organizational learning - High performance work practices - Stakeholders

These Big 5 make up personality:

- Openness - Conscientiousness - Extroversion - Agreeableness - Neuroticism

Theories of Learning:

- Operant Conditioning - Social Learning

The study of what people think, feel, and do in and around organizations:

- Organizational behavior

Describe Distributive Justice:

- Organizational rules are enforced fairly and impartially

Groups of people who work interdependently toward a purpose:

- Organizations

Values in the workplace:

- Stable, long lasting evaluative beliefs about what is important thereby guiding our preferences - Define right or wrong, good vs bad. espoused vs enacted values

Assigning traits to people based in their membership in a social category:

- Stereotyping

The process of assigning traits to people based on their membership in an identifiable social category is called:

- Stereotyping

Physical and psychological tension dealt when confronted with extraordinary demands, constraints, or opportunities:

- Stress

Types of individual behavior:

- Task Performance - Organizational Citizenship - Counterproductive work behaviors - Joining & staying with the organization - Maintaining work attendance

Working from home, usually internet connections to office:

- Telecommunication

Psychological consequences of stress:

- Tension - Anxiety - Boredom - Irritability - Procrastination

In the expectancy theory, an individual's actions depend on:

- The expectation that the individual can perform the act - The expectation that the act will be followed by a given outcome - The valence

Describe Procedural Justice:

- The perceived fairness of the process used to decide the distribution of resources

Fundamental Attribution Error (FAE):

- The tendency to overestimate the influence of internal factors in determining behavior while underestimating situational factors

Describe Enacted Values:

- The values actually used

Describe Espoused Values:

- The values we say we use

In the four-drive theory, the drive ______ is most closely associated with the need for relative status and recognition.

- To acquire

T/F: 3 challenges organizations are facing include globalization, increasing workforce diversity, and emerging employment relationships.

- True

T/F: Attitudes represent a cluster of beliefs, motivation and feelings about an attitude object.

- True

T/F: Beliefs are established perceptions about the attitude object.

- True

T/F: Confirmation bias causes us to screen out information that is contrary to our values and assumptions.

- True

T/F: Emotional Intelligence is something that can be and should be learned.

- True

T/F: Emotions generate a core affect that something is good or bad, helpful or harmful, to be approached or avoided.

- True

T/F: Expectancy theory of motivation states that people naturally direct their effort towards behaviors they believe are most likely to lead to desired outcomes.

- True

T/F: Goal setting potentially improves employee performance by increasing motivation and clarifying role perceptions.

- True

T/F: In terms of cross-cultural values, people in the United States tend to have relatively high individualism, middle to high achievement orientation, and medium to low power distance.

- True

T/F: Motivation is closely related to the concept of employee engagement.

- True

T/F: Motivation works best when individual needs are compatible with organizational goals.

- True

T/F: Organizational behavior encompasses the study of how organizations interact with their external environments.

- True

T/F: Our emotions influence what we recognize or screen out.

- True

T/F: People who believe that their successful completion of a project is due to their skill and hard work are making an internal attribution.

- True

T/F: People with a high need for affiliation tend to be more effective in jobs that require them to mediate conflicts.

- True

T/F: Stereotyping is an extension of social identity theory and a product of our natural process of organizing information through categorical thinking.

- True

T/F: The MARS model identifies the 4 main factors that influence individual behavior: motivation, ability, role perceptions, and situational factors.

- True

T/F: Values are stable, evaluative beliefs about what is important in a variety of situations.

- True

Why study OB?

- Understand, Predict, and Influence organizational events

What are the ethical principles?

- Utilitarianism - Individual rights - Distributive justice

Stable, long-lasting evaluative beliefs about what is important in a variety of situations:

- Values

Operate across space, time, and organizational boundaries:

- Virtual teams

Using information technology to perform one's job away from the traditional physical workplace:

- Virtual work

Types of stressors:

- Work overload - Low task control - Harassment - Incivility