Organizational Behavior Midterm 2
Researchers believe that _____________ of adult personality is genetically determined.
50 percent
Initiating structure
A behavioral leadership style demonstrated by leaders who establish well-defined patterns of organization and communication, define procedures, and delineate their relationships with those being led.
Consideration
A behavioral leadership style demonstrated by leaders who express friendship, develop mutual trust and respect, and have strong interpersonal relationships with those being led.
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.
Active management-by-exception
A form of transactional leadership that involves clarifying minimal performance standards and punishing those who do not perform up to the standards.
Contingent reward
A form of transactional leadership that involves clarifying performance expectations and rewarding followers when those expectations are met.
Ob Mod
A formal procedure focused on improving task performance through positive reinforcement of desired behaviors and extinction of undesired behaviors.
Social dominance orientation (SDO)
A general attitudinal orientation concerning whether one prefers social relationships to be equal or to reflect status differences.
Charisma
A leader's ability to inspire emotion and passion in his followers and to cause them to identify with the leader.
transformational leadership
A leadership approach that involves motivating followers to do more than expected, to continuously develop and grow, to increase self-confidence, and to place the interests of the unit or organization before their own. Transformational leadership involves charisma, intellectual stimulation, and individual consideration.
Transactional leadership
A leadership approach that is based on the exchange relationship between followers and leaders. There are three types of transactional leadership behavior types: contingent reward, active-management-by exception, and laissez faire.
Structural-cultural model
A model holding that because women often experience lack of power, lack of respect, and certain stereotypical expectations, they develop leadership styles different from those of the men.
Leader-member exchange
A model of leadership focused on leaders developing more positive relationships with some individuals and having more positive exchanges with these individuals.
Socialization model
A model proposing that all leaders in a particular organization will display similar leadership styles, because all have been selected and socialized by the same organization.
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 share his or her values and beliefs.
Stereotyping
A perception problem in which an individual bases perceptions about members of a group on a generalized set of beliefs about the characteristics of a group of individuals.
Fundamental attribution error
A perception problem in which an individual is too likely to attribute the behavior of others to internal rather than external causes.
Self-serving bias
A perception problem in which an individual is too likely to attribute the failure of others to internal causes and the successes of others to external causes, whereas the same individual will be too likely to attribute his own failure to external causes and his own successes to internal causes.
Attitude
A persistent tendency to feel and behave in a favorable or unfavorable way toward a specific person, object, or idea.
Perception
A process that involves sensing various aspects of a person, task, or event and forming impressions based on selected inputs.
Learning
A process through which individuals change their relatively permanent behavior based on positive or negative experiences in a situation.
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 situations.
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.
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.
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.
Intermittent reinforcement
A reinforcement schedule in which a reward does not occur after each instance of a behavior or set of behaviors.
Continuous reinforcement
A reinforcement schedule in which a reward occurs after each instance of a behavior or set of behaviors.
Simulation
A representation of a real system that allows associates and managers to try various actions and receive feedback on the consequences of those actions.
personality
A stable set of characteristics representing internal properties of an individual, which are reflected in behavioral tendencies across a variety of situations.
path-goal leadership theory
A theory of leadership based on expectancy concepts from the study of motivation, which suggests that leader effectiveness depends on the degree to which a leader enhances the performance expectancies and valences of her subordinates.
contingency theory of leadership effectiveness
A theory of leadership that suggests that the effectiveness of a leader depends on the interaction of his style of behavior with certain characteristics of the situation.
Managing organizational 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.
Servant leadership
An approach to leadership focused on serving others.
Positive organizational behavior
An approach to managing people that nurtures each individual's greatest strengths and helps people use them to their and the organization's advantage.
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.
Operant conditioning theory
An explanation for consequence-based learning that assumes learning results from simple conditioning and that higher mental functioning is irrelevant.
Cognitive dissonance
An uneasy feeling produced when a person behaves in a manner inconsistent with an existing attitude.
Which of these features is NOT a characteristic of an organization?
Autonomy
Extroverts are particularly well suited for which of the following occupations?
Both Sales and Management
Emotions
Complex subjective reactions that have both a physical and mental component. Also affective states corresponding to specific feelings, such as anger, that tend to be associated with particular events, people or other stimuli.
All of these are key characteristic of high-involvement management EXCEPT
Delegation without authority.
Which of these is most important in allowing a manager to be effective and successful at influencing others?
Effective interpersonal skills
A fundamental attribution problem occurs when an individual is too likely to attribute the behavior of others to external causes rather than internal causes.
False
Charismatic leaders inspire their followers to fulfill their own needs and goals.
False
Personality traits influence one's behavior across only a specific set of situations.
False
The Big 5 model of personality is the only way to evaluate one's personality.
False
The two most thoroughly examined attitudes in strategic OB are job satisfaction and organizational citizenship behavior.
False
Three specific methods an organization can use to train employees are OB Mod, stimulation, and learning from failure.
False
True or false: Social networking tools such as Twitter and Facebook have no potential to leverage human capital.
False
Intelligence
General mental ability used in complex information processing.
Which term refers to the sum of the skills, knowledge, and general attributes of the people in an organization?
Human capital
High-involvement management
Involves carefully selecting and training associates and giving them significant decision-making power, information, and incentive compensation.
Supportive leadership
Leadership behavior characterized by friendliness and concern for individuals' well-being, welfare, and needs.
Directive leadership
Leadership behavior characterized by implementing guidelines, providing information on what is expected, setting definite performance standards, and ensuring that individuals follow rules.
Achievement-oriented leadership
Leadership behavior characterized by setting challenging goals and seeking to improve performance
Participative leadership
Leadership behavior characterized by sharing information, consulting with those who are led, and emphasizing group decision making.
Normative commitment
Organizational commitment due to feelings of obligation.
Continuance commitment
Organizational commitment due to lack of better opportunities.
Affective commitment
Organizational commitment due to one's strong positive attitudes toward the organization.
The strategic OB approach rests on the premise that:
People are the foundation of competitive advantage.
Implicit person theories
Personal theories about what personality traits and abilities occur together and how these attributes are manifested in behavior.
_____________ is defined as a stable set of characteristics representing internal properties of an individual, which are reflected in behavioral tendencies across a variety of situations.
Personality
Emotional contagion
Phenomenon where emotions experienced by one or a few members of a work group spread to other members.
High-involvement management includes all of the following EXCEPT
Realistic job previews.
Which of the following is NOT one of the Big Five traits?
Self-monitoring
Fiedler's contingency theory of leadership effectiveness measures situational favorableness along three situational characteristics. Which of the following is NOT a situational characteristic suggested by Fiedler's contingency theory of leadership effectiveness?
Subordinate personality.;;;; Task structure. Position power. Leader-member relations.
For lower-level managers to effectively implement the organization's strategy, they must:
Take a long-term view of day-to-day problems.
Emotional intelligence
The ability to accurately appraise one's own and others' emotions, effectively regulate one's own and others' emotions, and use emotion to motivate, plan, and achieve.
Organizational behavior
The actions of individuals and groups in an organizational context.
Position power
The degree to which a leader can reward, punish, promote, or demote individuals in the unit or organization.
Leader-member relations
The degree to which a leader is respected, is accepted as a leader, and has friendly interpersonal relations
Self-monitoring
The degree to which an individual attempts to present the image he or she thinks others want to see in a given situation.
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.
Emotional stability
The degree to which an individual easily handles stressful situations and heavy demands.
Conscientiousness
The degree to which an individual focuses on goals and works toward them in a disciplined way.
Agreeableness
The degree to which an individual is easygoing and tolerant.
Extraversion
The degree to which an individual is outgoing and derives energy from being around other people.
Openness to experience
The degree to which an individual seeks new experiences and thinks creatively about the future.
Task structure
The degree to which tasks can be broken down into easily understood steps or parts.
Regulatory focus
The extent to which an individual is promotion focused or prevention focused.
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.
leadership
The process of providing general direction and influencing individuals or groups to achieve goals.
Emotional labor
The process whereby associates must display emotions that are contrary to what they are feeling.
Associates
The workers who carry out the basic tasks.
The goal of the strategic OB approach is:
To improve the performance of organizations.
A manager may want to use more transactional leadership behaviors and fewer transformational leadership behaviors in situations where the work environment is very stable and change rarely occurs.
True
A way to facilitate adult learning is to explain the importance of what is being learned.
True
According to the findings from the GLOBE project, it seems charismatic leadership is viewed as effective and desirable across all cultures.
True
Behaviorists adopted the position that all behavior is the result of simple conditioning.
True
In the Arabic cluster countries, the ideal leader is expected to have a great deal of power.
True
Influencing others with foot-in-the door techniques is based on the self-perception effect.
True
Job satisfaction and organizational commitment are related to job performance.
True
Research suggests individuals who score high on emotional stability, extraversion, and conscientiousness are more likely to have team leadership potential.
True
Temperament in the early weeks of life has been found to predict personality later in life.
True
The structural-cultural model of leader behavior argues that women often develop leadership styles different from men because of expectations based on stereotypes and cultural norms.
True
Transformational leaders display charisma, intellectually stimulate their subordinates, and motivate followers to do more than expected.
True
True or false: An organization's value is reflected in its productivity, satisfaction, and ultimately the it's competitive advantages and financial success.
True
True or false: One of an organization's critical intangible resources is its human capital.
True
True or false: Organizational success is both a cause and a result of the productivity and satisfaction of individuals and groups within an organization.
True
Leadership is the process of providing direction and influencing individuals or groups to
achieve goals
Organizational behavior involves ____________ in an organizational context.
actions of individuals and groups
All of the following abilities are generally associated with emotional intelligence (EI), EXCEPT
all correct: altruism, motivation, self-regulation, empathy
All of the following are elements to the persuasive communication approach EXCEPT
all correct: communicator, message, situation, target
All of the following are considered forms of intelligence EXCEPT
all correct: spatial visualization, number aptitude, perceptual speed, verbal comprehension
Associates introduced to a new organization or to new tasks may need to learn new ___________ that will make them ____________ in the new situation.
behaviors; effective
According to the path-goal leadership theory, a successful leader would
both enhance employee's expectancies and enhance employees' outcome valences.
Learning takes place only when changes in what occur:
capabilities.
modern trait theories
certain characteristics are necessary but not sufficient for a person to be an effective leader and that many leadership characteristics can be developed or learned.
All of the following are core leadership traits EXCEPT
compassion.;;;; leadership motivation.,drive.,integrity.,cognitive ability.
ABC Molds, a plastic injection molding company, developed a process for producing economical disposable contact lenses for its strategic partner Clear Lenses. Thus, ABC has a(n) _________ over other firms in the same industry.
competitive advantage
The simplest schedule is ________________, where a reward occurs after each instance of a particular behavior or set of behaviors.
continuous reinforcement
When making internal-external attributions, people depend on their perceptions of all of the following except
decisiveness.
core traits of leaders
drive, leadership motivation, integrity, self-confidence, cognitive ability, knowledge of the relevant domain, openness to new experiences, and extraversion
According to the Ohio State University studies of leadership behavior, leaders who initiate structure
emphasize goals and deadlines.
job-centered style
emphasizes employee tasks and the methods used to accomplish them; leader supervises individuals closely (provides instructions, checks frequently on performance) and sometimes behaves in a punitive manner toward them
Apple's success at unleashing the potential of its human capital is a result of a culture where employees are ______________, managers delegate authority, and employees are given a lot of freedom.
empowered
As a manager, you have been attentive and understanding of complaints by John about his co-workers. You have hoped that this would help John's commitment to the team you lead. Lately, you have realized that John's complaints have been mostly trivial. Recognizing this, you refuse to listen whenever John complains about his co-workers. This is an example of
extinction.
When a manager consistently believes that the subordinate is responsible for poor performance, s/he is guilty of
fundamental attribution error.
Which of the following types of studies helps to examine how personality develops?
genetic studies, identical twin studies, newborn studies
Achievement motivation
he degree to which an individual desires to perform in terms of a standard of excellence or to succeed in competitive situations.
Older trait theories
held that leaders were born, not made
Anglo region
ideal leader demonstrates charismatic influence and inspiration while encouraging participation
Which of the following is NOT a problem in accurately perceiving others
illogical error.
What do leaders do?
influence others. resolve conflicts. provide information. provide direction.
To help lower level managers increase their effectiveness, it is most important that middle level manager provide them with
information about their role and the organization's strategy.
The degree to which human capital is useful for creating true competitive advantage is determined by all of the following EXCEPT
information technology.
Which of the following is NOT one of the three essential elements of an attitude
intellectual
Which of the following is NOT a common intermittent schedule found in organizations:
intermittent ratio.
An individual with an ____________ believes he/she can control what happens to him/her.
internal locus of control
All of the following are important leadership traits EXCEPT
introversion.;;;; integrity. drive. cognitive ability. self-confidence.
The University of Michigan studies of leadership behavior can be defined along ____________ and ____________ leadership styles.
job-centered; employee centered
employee-centered style
leader emphasizes employees' personal needs and the development of interpersonal relationships; frequently delegates decision-making authority and responsibility to others and provides a supportive environment, encouraging interpersonal communication
intellectual stimulation
leader's ability to increase the followers' focus on problems and to develop new ways of addressing them.; reexamine assumptions, seek out different views, and try to be innovative
Arabic region
leaders are expected to have a great deal of power and to direct most decisions and actions
Esteem for the Least Preferred Co-worker (LPC) questionnaire measures
leadership styles.
task-oriented leaders
more effective in highly favorable or highly unfavorable situations
relationship-oriented leaders
more effective in situations of intermediate favorableness
Laissez-faire leadership
not proactive, react only to failures or chronic problems, avoid making decisions, and are often absent or uninvolved in followers' activities. In this case, they have no response to subordinates' behavior and performance; lack of management
Learning refers to relatively _____________ changes in human capabilities.
permanent
Trait theories of leadership
propose that a person must possess certain characteristics to become a leader
The variable ratio schedule is very common in:
softball. baseball. fishing. basketball.
Typically, women are perceived to be gentler and more nurturing than men. This is an example of
stereotyping.
The ______________ model suggests that women and men behave differently as leaders due to societal expectations.
structural-cultural
individual consideration
supporting and developing followers so that they become self-confident and desire to improve their performance; provide individualized attention to followers, focus on followers' strengths, and act as teachers and coaches
Leadership
the process of providing general direction and influencing individuals or groups to achieve goals
Fred Fiedler explains that leaders' behaviors are based on
their motivational needs.
To be a successful salesperson, Jessica must always be at her best because she knows that there would be a variable number of sales contacts occurring between actual sales. This is an example of
variable ratio.
