bus160

organizational development

development of people, processes and strategies in an organization that make up organizational leadership

intuitive

valuing information and data thats abstract, disconnected, novel

thinking

weighing decisions upon the objective details and facts/data of the matter at hand

cognitive (intellectual ability)

what you know, perceive, and figure out

which of the following is not one of the four functions of management? - motivating - planning - organizing - leading - controlling

motivating

leader-member exchange theory is a cumulative course concept

true

organizational justice is a cumulative course concept

true

peoples behavior is based on how they perceive reality, not reality itself

true

we tend to think everyone perceives the world the same way we do

true

sensing

valuing concrete and specific data and facts, including historic precedence

what is the difference between a team and a group? - no difference - a team has interdependent synergy, a group is just people working independently - a team is 4-6 people only, a geoup is any number 2 or higher - a team is informal, a group is formal

a team has interdependent synergy, a group is just people working independently

Organizational behavior theory

The study of human behavior in the workplace

organization

A group of people, who share a common set of goals and meet regularly

why is understanding organizational behavior important? - all of the reasons are important - it helps us explain behavior - it helps us predict behavior - it helps us influence behavior - none of the reasons listed are important - it helps us explain and influence behavior, but you can't predict behavior

all of the reasons are important

managing human capital means addressing which of the following skills? - all of the skills are part of human capital - technical skills - conceptual skills - social interaction skills - critical thinking skills

all of the skills are part of human capital

perceiving

allowing events to unfold and adapting spontaneously rather than planning things out

knowing a person's values And being able to assess their attitude is of no use in creating a motivation strategy for influencing that person to do something

false

social loafing only occurs when you have lazy, unmotivated, poor quality group members, but doesn't occur in high-functioning, self-managing teams

false

systems analysis relies on scientific studies, not intuition

false (it's systematic studies)

which of the following are officially part of tuckerman's team development theory? - forming, joining, norming, growing, storming, performing, deforming, changing, dorming, mourning

forming, norming, storming, performing, mourning

introversion

getting energy and recharing self through intrinsic methods

cultural (intellectual ability)

how culturally competent and tolerant we are

emotional (intellectual ability)

how well we recognize and control emotions

social (intellectual ability)

how well you work with others and groups

what is the difference between role perceptions and role expectations? - perception is my belief of the role, expectation is how others view i should fulfill the role - expectation is my belief of the role and perception is how others view i should fulfill the role - there is no difference, the terms mean the same - perception is when there's role conflict, expectation is where there's not

perception is my belief of the role, expectation is how others view i should fulfill the role

what three factors do we consider when defining "person"? - personality, ability, learning style - social learning style, motivation level, technical skills - emotional intelligence, MBTI, capacity to lead - ability, capacity, learning style - locus of control, influence ability, social interaction skills

personality, ability, learning style

feeling

placing value first on people and processes when determining a course of action

extroversion

preferring to reenergize via social and extrinsic methods

judging

presenting and organizing day to day life with structure and regimens

which of the following is correct? - psychological safety leads to a psychological contract - psychological contracts lead to psychological safety

psychological contracts lead to psychological safety

what is the difference between surface level and deep level diversity? - surface level refers to visible factors where as deep level refers to VABES - there's no difference; diversity is diversity no matter what words are used to describe it - surface level diversity is the non verbal or hidden factors that make people different - both terms describe the same phenomenon of workplace diversity, which is a legal distinction - all descriptions are correct in confirming there is no difference between the two terms

surface level refers to visible factors where as deep level refers to VABES

intellectual ability

the capacity to do mental activities

cohesion is - when teams are competitive decision makers - when team members have better interpersonal skills than leaders - when teams become less productive because they take time to come up with better, more creative alternatives - the degree to which team members connect with each other

the degree to which team members connect with each other

what is organizational justice? - the way that outcomes are distributed (distributive justice) - the way decisions are communicated (interactional justice) - the process that's used to determine how to communicate and distribute outcomes (procedural justice) - the idea that people need to see exchanges in organizations as equitable or fair

the idea that people need to see exchanges in organizations as equitable or fair

organizational behavior

the study of behavior in a workplace management skills, attitudes, processes and actions that make up how we get work done