HRM 300 Midterm #2

Organizational success is both a cause and a result of the productivity and satisfaction of individuals and groups within the organization.

True

Emotions are complex reactions that have a(n) physical component mental component an unreliable component fixed component both physical component and mental component

both physical component and mental component

The perceptual process is influenced by factors associated with: the perceiver the general situation the consistent situation the inconsistent situation both the perceiver and the general situation

both the perceiver and the general situation

Some companies monitor what is said about them on Twitter as a way of monitoring their

brand equity

The most basic level of need in Maslow's hierarchy is:

physiological

A(n) ____ need is one that predominates over other needs.

prepotent example of this would be a physiological needs over esteem needs Maslow's hierarchy of needs (prepotent to less so) physiological safety belongingness and love esteem needs self-actualization

When associates have high self-efficacy toward a particular task, they believe that they will:

perform well

Learning refers to relatively ________changes in human capabilities.

permanent

Falsely believing that other persons share our beliefs can lead to _____ behavior A) ineffective B) effective C) timid D) aggressive E)positive

A) ineffective

__________leadership behavior is characterized by setting challenging goals and seeking to improve performance.

Achievement-oriented

Arabic region leaders are expected to: have a lot of power direct decision direct actions All of these None of these

All of these

Introverts perform well in which of the following occupations? accounting engineering information technology All of these none of these

All of these

When making internal-external attributions we depend on ________ associated with the behavior. consistency consensus distinctiveness All of these None of these

All of these

_____ can affect perception. Impaired hearing Impaired sight Prescribed medications Alcohol All of these

All of these

When individuals perceive inequity they can reduce it by: increasing inputs decreasing inputs changing their outcomes changing the referent other All of these

All of these referent others - workers that a person uses to compare inputs and outcomes, and who perform jobs similar in difficulty and complexity to the employee making an equity determination.

Which of the following is considered a problem in the person perception process? implicit person theories the halo effect projection stereotyping All of these are considered problems

All of these are considered problems What is the person perception process - a general tendency to form impressions of other people

All of the following are elements to the persuasive communication approach EXCEPT: Communicator Message Situation Target All of these are elements

All of these are elements

________ are closer to day-to-day activities than are others in the organization.

Associates

_________leaders are trustworthy and truthful.

Authentic

__________ are tolerant of inequity that is unfavorable but are not comfortable with inequity that favors them.

Benevolents

An example of an external factor with regard to the self-serving bias would be: hard work a difficult task bad luck both a difficult task and bad luck All of these

Both a difficult task and bad luck (what does this mean?) What is self-serving bias - the tendency to perceive oneself in an overly favorable manner.

According to the equity theory, an input would be: effort ability pay status Both effort and ability

Both effort and ability

An employee-centered leader emphasizes leader needs employee needs developing relationships All of these Both employee needs and developing relationships

Both employee needs and developing relationships

_________ is the degree to which a person focuses on goals and works toward them in a disciplined way

Conscientiousness

_________ means that the employee is committed to the organization because they do not have any better opportunities.

Continuance commitment

Human capital is a(n) ______ intangible resource.

Critical the skills, knowledge, and experience possessed by an individual or population, viewed in terms of their value or cost to an organization or country.

Leaders who show consideration do all of the following with regard to their followers, EXCEPT:

Delineate relationships

___________leadership behavior is characterized by implementing guidelines and ensuring individuals follow the rules.

Directive

Which of the following attributes is most important in allowing a manager to be effective and successful?

Effective interpersonal skills

__________ is the trait of how a person copes with stressful situations and heavy demands.

Emotional stability

____ performance, even in the absence of established goals is likely to have a positive effect on motivation.

Feedback on

___________ constantly seek to identify situations in which responsibility can be delegated.

High-involvement managers

Chpt. 5

Hogan personality inventory (HPI) - measures seven everyday personality characteristics · Adjustment · Ambition · Sociability · Interpersonal sensitivity · Prudence · Inquisitiveness · Learning approach Hogan Development Survey (HDS) - measures negative personality characteristics Personality - a stable set of characteristics representing internal properties of an individual, which are reflected in behavioral tendencies across a variety of situations (describes a person's most striking or dominant characteristics) · Personality traits are individual psychological characteristics that are relatively enduring (they will likely remain the same for a long period of time) · Personality traits are major determinants of one's behavior · Personality traits influence one's behavior across a wide variety of situations Big 5 personality traits 1. Extraversion - the degree to which an individual is outgoing and derives energy from being around other people 2. Conscientiousness - the degree to which an individual focuses on goals and works toward them in a disciplined way 3. Agreeableness - the degree to which an individual is easygoing and tolerant 4. Emotional stability - the degree to which an individual easily handles stressful situation and heavy demands 5. Openness to experience - the degree to which an individual seeks new experiences and thinks creatively about the future Locus of control - the degree to which an individual attributes control of events to self or external factors Authoritarianism - the degree to which an individual believes in conventional values, obedience to authority, and legitimacy of power differences in society Cognitive properties - properties of individuals perceptual and thought processes that affect how they typically process information Motivation properties - stable difference in individuals that energize and maintain overt behaviors Social dominance orientation - a general attitudinal orientation concerning whether one prefers social relationships to be equal or to reflect status differences Self-monitoring - the degree to which an individual attempts to present the image he or she thing others want to see in a given situation Achievement motivation - the degree to which an individual desires to perform in terms of a standard of excellence or to succeed in competitive situations Regulatory focus - the extent to which an individual is promotion focused or prevention focused Intelligence - general mental ability used in complex information processing Attitude - a persistent tendency to feel and behave in a favorable or unfavorable way toward a specific person, object, or idea Affective commitment - organization commitment due to one's strong positive attitudes toward the organization Normative commitment - organizational commitment due to feelings of obligation Continuance commitment - organization commitment due to lack of better opportunities Cognitive dissonance - an uneasy feeling produced when a person behaves in a manner inconsistent with an existing attitude Emotions - complex subjective reactions that have both a physical and mental component Emotional contagion - phenomenon where emotions experienced by one or a few members of a work group spread to other members Emotional labor - the process whereby associates must display emotions that are contrary to what they are feeling Emotional intelligence - the ability to accurately appraise one's own and others' emotions, effectively regulate one's own and others' emotion, and use emotion to motivate, plan, and achieve · Self-awareness - understand how their feelings, beliefs, and behaviors affect themselves and others · Self-regulation - the ability to control one's emotions · Motivation or drive - passionate about their work · Empathy - · Social skill

______ leaders provide leadership without formal designation from the organization.

Informal

___________ is often used to maintain learned behavior.

Intermittent reinforcement

________is the process of providing general direction and influencing individuals to achieve goals.

Leadership

Chpt. 4

Learning has a n enterprise-wide role Learning has value in the organization's culture Learning links to individual and organizational performance To be competitive in the twenty-first century, an organization must have associates and managers who can effectively learn and grow Learning - a process through which individuals change their relatively permanent behavior based on positive or negative experiences in a situation Operant conditioning theory - an explanation for consequence-based learning that assumes learning results from simple conditioning and that higher mental functioning is irrelevant Social cognitive theory - an explanation for consequence-based learning that acknowledges the higher mental functioning of human beings and the role such functioning can play in learning Positive reinforcement - a reinforcement contingency in which a behavior is followed by a positive consequence, thereby increasing the likelihood that the behavior will be repeated in the same or similar situations Negative reinforcement - a reinforcement contingency in which a behavior is followed by the withdrawal of a previously encountered negative consequence, thereby increasing the likelihood that the behavior will be repeated in the same or similar situations 1. Learning takes place only when changes in capabilities occur (true learning represents adaptation to circumstances) 2. Learning is driven by experience with a particular situation Changing in one's capabilities due to a natural growth process (gaining muscle strength) is not learning The basic elements of learning include: · The situation · The behavioral response of the associate or manger to the situation · The consequence(s) of the response for the associate or manager Punishment - a reinforcement contingency in which a behavior is followed by a negative consequence, thereby reducing the likelihood that the behavior will be repeated in the same or similar situation Extinction - a reinforcement contingency in which a behavior is followed by the absence of a previously encountered positive consequence, thereby reducing the likelihood that the behavior will be repeated in the same or similar situations Continuous reinforcement - a reinforcement schedule in which a reward occurs after each instance of a behavior or set of behaviors Intermittent reinforcement - a reinforcement schedule in which a reward does not occur after each instance of a behavior or set of behaviors Self-efficacy - an individual's belief that he or she will be able to perform a specific task in a given situation Other conditions for learning · Associated need to know why they are learning what they are learning · Associates need to use their own experiences as the basis for learning · Associated need to practice what they have learned · Associates need feedback OB Mod(organizational behavior modification) - a formal procedure focused on improving task performance through positive reinforcement of desired behaviors and extinction of undesired behaviors Simulation - a presentation of a real system that allows associates and mangers to try various actions and receive feedback on the consequences of those actions Perception - a process that involves sensing various aspects of a person, task, or event and forming impressions based on selected inputs Implicit person theories - personal theories about what personality traits and abilities occur together and how these attributes are manifest in behavior Halo effect - a perception problem in which an individual assesses a person positively or negatively in all situations based on an existing general assessment of the person Projecting - a perception problem in which an individual assumes that others hare his or her values and beliefs Stereotyping - apperception problem in which an individual bases perception about members of a group on a generalized set of beliefs about the characteristics of a group of individuals Fundamental attribution error - an individual is too likely to attribute the behavior of others to internal rather than external causes Self-serving bias - an individual is too likely to attribute the behavior of others to internal rather than external causes, whereas the same individual will be too likely to attribute his own failure to external cases and his own successes to internal causes Variable reinforcers coupled with performance feedback can be as effective as monetary enforcers The simplest schedule is continued reinforcement Learning refers to relatively permanent changes in human capabilities

Chpt. 6

Motivation - forces coming from within a person that account for the willful direction, intensity, and persistence of the person's efforts toward achieving specific goals, where achievement is not due solely to ability or to environmental factors Hierarchy of needs theory - Maslow's theory that suggest people are motivated by their desire to satisfy specific needs, and that needs are arranged in a hierarchy with physiological need at the bottom and self-actualization needs at the top. People must satisfy needs at lower levels before being motivated by needs at higher levels ERG theory - Alderfer's theory that suggests people are motivated by three hierarchically ordered types of needs: existence needs, relatedness needs, and growth needs. A person may work on all three needs at the same time, although satisfying lower order needs often takes place before a person is strongly motivated by higher-level needs Need for achievement - the need to perform well against a standard of excellence Need for affiliation - the need to be liked and to stay on good terms with most other people Need for power - the desire to influence people and events Two-factor theory - Herzberg's motivation theory that suggests job satisfaction and dissatisfaction are not opposite ends of the same continuum but are independent states and that different factors affect satisfaction and dissatisfaction Motivators - job factors that can influence job satisfaction but not dissatisfaction Hygienes - job factors that can influence job dissatisfaction but not satisfaction Expectancy theory - Broom's theory that suggest motivation is a function of an individual's expectancy that given amount of effort will lead to a particular level of performance, his instrumentality judgements that indicate performance will lead to certain outcomes, and his violences for outcomes Expectancy - the subjective probability that a given amount of effort t will lead to a particular level of performance Instrumentality - perceived connection between performance and an outcome Valence - value associated with an outcome Equity theory - a theory that suggest motivation is based on a person's assessment of the ratio of outcomes she receives compared to the same ratio for a comparison other · Sensitives - aware of both inequity in outcome/income ratios · Benevolents - tolerate inequity that is unfavorable but uncomfortable with inequity that is favorable · Entitled - opposite of benevolents Organizational citizenship behavior - an associate's willingness to engage in organizationally important behaviors that go beyond prescribed job duties Distributive justice - the degree to which people think outcomes are fair Procedural justice - the degree to which people think the procedures used to determine outcomes are fair Goal-setting theory - a theory that suggest challenging and specific goals increase human performance because they affect attention, effort, and persistence Job enlargement - the process of making a job more motivating by adding tasks that are similar in complexity relative to the current tasks Job enrichment - the process of making a job more motivating by increasing responsibility Have people participate in goals and make sure the goals is attainable and reasonable Feedback on performance is likely to employees feeling positively motivated Don't pay too much attention to extrinsic rewards intrinsic rewards Give job characteristics important in the design of jobs · Skill variety · Task identity · Task significance · Autonomy · Feedback Feedback to employees should not focus on the person Increasing responsibility on the job is job enrichment

For a long-term advantage through people, an organization needs human capital that is all of the following except: difficult to imitate mundane rare effectively leveraged valuable

Mundane

________ means that someone is committed to the organization because he feels he should be.

Normative commitment

_____________is the degree to which a person seeks new experiences and thinks creatively about the future.

Openness

Chpt. 1

Organizational behavior - the actions of individuals and groups in an organizational context Managing organization behavior - actions focused on acquiring, developing, and applying the knowledge and skills of people Strategic OB approach - an approach that involves organizing and managing people's knowledge and skills effectively to implement the organization's strategy and gain a competitive advantage (people are the foundation of an organization's competitive advantage) Associates - the workers who carry out the basic tasks Organizational Factors (organization success) · Culture · Work environments · Adaptability Interpersonal Factors (satisfaction of individual groups) · Leadership · Communication · Decision-making skills · Intra and intergroup dynamics Individual Factors (productivity of individuals and groups) · Learning ability · Personality · Values · Motivation · Stress Organization - a collection of individuals forming a coordinated system of specialized activities for the purpose of achieving certain goals over an extended period of time Features of an organization · Network of individuals · System · Coordinate activities · Division of labor · Goal orientation · Continuity over time, regardless of change in individual membership Human capital - the sum of the skills, knowledge, and general attributes of the people in an organization Competitive advantage - an advantage enjoyed by an organization that can perform some aspect of its work better than competitors can or in a way that competitors cannot duplicate, such that it offers products/services that are more valuable to customers. Human capital value - the extent to which individuals are capable of producing work that supports an organization's strategy for competing in the marketplace Human capital rareness - the extent to which the skills and talents of an organization's people are unique in the industry Human capital imitability - the extent to which the skills and talents of an organization's people can be copied by other organizations Tacit knowledge - a kind of knowledge people have but cannot articulate For human capital to provide sustainable competitive advantage it must: 1. Be valuable for executing an organization's strategy 2. It must be rare in the industry 3. It must be difficult to imitate Positive organizational behavior - an approach to managing people that nurtures each individuals' greatest strengths and helps people use them to their and the organization's advantage High-involvement manager - involves carefully selecting and training associates and giving them significant decision-making power, information, and incentive compensation. You have to be emotionally intelligent as a leader, they can build trusting relationships with employees and associates. Key Characteristics of High-Involvement Management · Selective hiring · Extensive training · Decision power (give employees power to make big decisions within the company) · Information sharing · Incentive compensation The goal of the strategic OB approach is to improve the performance of organizations An organization's value is reflected in its competitive advantages, productivity, and satisfaction

__________ means that performing the new behavior takes little conscious thought, so that the performance becomes automatic.

Overlearning

_________is the degree to which a leader can reward and punish.

Position power

Which of these suggests that people will likely perform best when they have self-confidence, are optimistic, and are resilient? Positive OB Goal oriented OB The Emotional Intelligence Theory The Optimistic OB Theory The Human Capital Theory

Positive OB

PIGS stands for ___________ feedback

Positive, immediate, graphic, specific

_________leadership is an approach to leadership focused on serving others.

Servant

The strategic approach to OB involves organizing and managing the people's knowledge and ________ effectively to implement the organization's strategy and gain a competitive advantage.

Skills

___________leadership behavior is characterized by being friendly and showing concern for wellbeing and needs.

Supportive

If a designer creates a new product, but is unable to describe how she created it, the designer is said to have:

Tacit knowledge

The path-goal theory is based on: Cognitions Perceptions The expectancy concept of motivation Supportive leadership Directive leadership

The expectancy concept of motivation path-goal theory - a process in which leaders select specific behaviors that are best suited to the employees' needs and their working environment so that they may best guide the employees through their path in the obtainment of their daily work activities (goals).

________leadership involves motivating followers to do more than expected.

Transformational

A(n) __________ need can set the stage for shortcuts and illicit actions

achievement

People with a high need for _________ have a strong desire to be liked.

affiliation

One reason organizations use goal setting to motivate associates is that having goals often helps to _________ individual motives with organizational goals.

align

The strategic approach to organizational behavior involves knowledge and application of how ____________ factors influence the behavior and value of an organization's people. individual interpersonal organizational individual and interpersonal all of the above are correct

all of the above are correct

Persons with strong emotional intelligence (EI) have all of the following except: good social skills self-awareness display empathy all of the above are traits of persons with strong EI

all of the above are traits of persons with strong EI

McClelland's Theory focuses on: achievement affiliation power all of these none of these

all of these

The structural-cultural model of leader behavior argues that women are obligated to behave differently than men to be perceived as effective leaders due to: Lack of power Lack of respect Stereotypes Cultural norms all of these

all of these

Job satisfaction has a reasonably straightforward relationship with: intention to stay in the job actually staying in the job absenteeism motivation all of these are correct

all of these are correct

The process of deciding what caused a behavior is known as:

attribution

People scoring high on external locus of control believe that what happens to them is: in their control a matter of luck a matter of fate both a matter of luck and a matter of fate None of these

both a matter of luck and a matter of fate external locus of control - those with an "external locus of control" generally believe that their successes or failures result from external factors beyond their control, such as luck, fate, circumstance, injustice, bias, or teachers who are unfair, prejudiced, or unskilled.

Effective lower-level managers spend a great deal of their time:

coaching the firm's associates

Properties of individuals' perceptual and thought processes that affect how they typically process information are called ___________ properties.

cognitive

Most motivation theories can be separated into two categories:

content and process theories

People with high self-esteem are more likely to believe their attitudes are:

correct

The less control we perceive ourselves to have over events, the more likely we are to become:

despondent

Researchers have found that associates exert more effort when they have goals that are:

difficult to a significant degree

A flight attendant who is smiling during a crash landing is feeling:

emotional labor Emotional labor is the process of managing feelings and expressions to fulfill the emotional requirements of a job. More specifically, workers are expected to regulate their emotions during interactions with customers, co-workers and superiors.

The goal of the field of OB is aimed at understanding:

how knowledge of individual and group behavior can contribute to enhancing the performance of an organization

A manager attempting to decrease the likelihood of an employee repeating an undesired behavior should use either punishment or ____________.

extinction

To be effective, feedback to employees should not focus on the person come from a person with authority instruct the employee on how to improve performance be provided at regular intervals none of these

focus on the person

How does the study of organizational behavior differ from the study of other social sciences such as psychology and sociology? The study of organizational behavior:

focuses on the application of behaviors and processes that help to create competitive advantage and financial success.

The halo effect occurs when a person makes a(n) _______ assessment of another person and then uses this impression to interpret everything the person does.

general

The goal setting theory posits that _______ enhance(s) human performance.

goals

An example of an internal factor with regard to the self-serving bias would be:

hard work

Satisfaction has a(n)_______ effect on intentions to stay in the job.

highly positive effect

Individuals with emotional intelligence typically display all of the following EXCEPT: self-awareness motivation empathy social skills hostility

hostility

Businesses were concerned about employees using social networking tools such as Twitter for all of the following reasons except: loss of productivity employees using Twitter for personal networking employees would not complete their assigned tasks increased productivity all of the above are correct

increased productivity

To help lower level managers increase their effectiveness, it is most important that middle level managers provide them with:

information about their role and the organization's strategy

Directive leadership and achievement-oriented leadership are related to the earlier concepts of jobcentered style and:

initiating structure

A failure that results in learning is a(n): temporary failure permanent failure mistake intelligent failure none of these

intelligent failure

Herzberg's work helped launch the current focus on:

job enrichment Job enrichment is a method of motivating employees where a job is designed to have interesting and challenging tasks which can require more skill and can increase pay

"Great leaders are _____, not _______" according to the present day trait theory of leadership.

made; born

Trust between _______ is critical in high involvement organizations.

managers and associates

An attitude is defined as a persistent _____ state of readiness to feel and behave in a favorable or unfavorable way toward a specific person, object or idea

mental

With regard to high-involvement management-selective hiring, the applicants are subjected to:

multiple rounds of interviews and rigorous evaluations

Achievement motivation and approval motivation are examples of personality concepts that reflect individual _______, rather than thought processes.

needs achievement motivation - refers to an individual's desire for significant accomplishment, mastering of skills, control, or high standards approval motivation - the desire to produce positive perceptions in others and the incentive to acquire the approval of others as well as the desire to avoid disapproval (these are based around needs)

Punishment differs from ____________ in that an undesirable consequence is introduced rather than removed.

negative reinforcement

An example(s) of a hygiene factor would be:

pay

The highest level of need in Maslow's hierarchy is:

self-actualization

Simulations represent __________ models of reality.

simplified

Research suggests that personality is __________ through the adult years

stable

absenteeism

staying away from work, especially often and without good reasons

When an individual bases perceptions about members of a group on a set of generalized ideas about that group of people ________ can occur.

stereotyping

The _________model suggests that women and men behave differently as leaders.

structural-cultural

_______is the degree to which tasks can be broken down into easily understood steps or parts.

task structure

One major criticism of emotional intelligence is:

that it is not intelligence

All of the following are used when making an attribution of behavior EXCEPT: the consistency of the behavior the consensus of the behavior the distinctiveness of the behavior the temporary state of the behavior none of these

the temporary state of the behavior

People may form attitudes based on simple observations of ________.

their own behavior

Goals that are _______ may be rejected by associates because the expectancy is low.

too difficult

Learning from failure, OB Mod, and simulations are three learning methods organizations use to _______ associates.

train What is OB Mod - human resources management technique aimed at improving job-related behaviors that are observable and measurable absenteeism - the practice of regularly staying away from work or school without good reason

The path-goal leadership theory implies that leaders might need to:

treat individuals differently within the same organization

According to Fiedler's theory, ______situations require ___oversight and more task-focused inputs.

unfavorable; stronger

6. According to the expectancy theory _________ is defined as the value placed on an outcome.

valence Valence refers to the emotional orientations people hold with respect to outcomes [rewards]. The depth of the want of an employee for extrinsic [money, promotion, time-off, benefits] or intrinsic [satisfaction] rewards). expectancy theory - an individual will behave or act in a certain way because they are motivated to select a specific behavior over others due to what they expect the result of that selected behavior will be.

Senior managers have the primary responsibility for which of the following in an organization?

vision, strategy, and direction of the organization