C715 Organizational Behavior Exam Study Guide: Latest Updated, Exams of Psychology

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C715 Organizational Behavior

Myers-Briggs Type Indicator (MBTI) (Ans- A personality test that taps four characteristics and classifies Behavior Big Five Model (Ans- A personality assessment model that taps five basic dimensions. extraversion, agreeableness, openness, conscientiousness, and neuroticism. Extraversion (Ans- A personality describing someone who is sociable and assertive (confident and forceful ) Agreeableness (Ans- A personality that describes someone who is good natured, cooperative, and trusting. conscientiousness (Ans- A personality that describes someone who is responsible, dependable, persistent, and organized. personality (Ans- characteristics that describe an individual's behavior. emotional stability (Ans- A personality that characterizes someone as calm, self-confident, and insecure. openness to experience (Ans- A personality that characterizes someone in terms of imagination, sensitivity, and curiosity.

core self-evaluation (Ans- Bottom-line conclusions individuals have about their capabilities, competence, and worth as a person. Machiavellianism (Ans- The degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means. narcissism (Ans- The tendency to be arrogant, self-importance, require excessive admiration, and have a sense of entitlement. self-monitoring (Ans- where an individual's has ability to adjust his or her behavior to external, situational factors. proactive personality (Ans- People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs. values (Ans- Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence. value system (Ans- A hierarchy based on a ranking of an individual's values in terms of their intensity. terminal values (Ans- Desirable end-states of existence; the goals a person would like to achieve during his or her lifetime.

instrumental values (Ans- Preferable modes of behavior or means of achieving one's terminal values. personality Job-fit theory (Ans- A theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover. power distance (Ans- where society accepts that power in institutions and organizations is distributed unequally. individualism (Ans- where people prefer to act as individuals rather than as members of groups. collectivism (Ans- A national culture attribute that describes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them. masculinity (Ans- where culture favors traditional masculine work roles of achievement, power, and control. Femininity (Ans- indicates little differentiation between male and female roles; where women are treated as the equals of men in all aspects of the society. uncertainty avoidance (Ans- A national culture attribute that describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.

long-term orientation (Ans- A national culture attribute that emphasizes the future, thrift, and persistence. short-term orientation (Ans- A national culture attribute that emphasizes the past and present, respect for tradition, and fulfillment of social obligations. people value the here and now; they accept change more readily and don't see commitments as impediments to change. Heredity (Ans- factors determined at conception; one's biological, physiological, and inherent psychological makeup. Perception (Ans- A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. attribution theory (Ans- An attempt to determine whether an individual's behavior is internally or externally caused. fundamental attribution error (Ans- The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others. self-serving bias (Ans- The tendency for individuals to attribute their own successes to internal factors and put the blame for failures on external factors. selective perception (Ans- The tendency to selectively interpret what one sees on the basis of one's interests, background, experience, and attitudes.

halo effect (Ans- The tendency to draw a general impression about an individual on the basis of a single characteristic. contrast effect (Ans- Evaluation of a person's characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics. Stereotyping (Ans- Judging someone on the basis of one's perception of the group to which that person belongs. self-fulfilling prophecy (Ans- A situation in which a person inaccurately perceives a second person, and the resulting expectations cause the second person to behave in ways consistent with the original perception. Decisions (Ans- Choices made from among two or more alternatives. Problem (Ans- A discrepancy between the current state of affairs and some desired state. rational (Ans- Characterized by making consistent, value-maximizing choices within specified constraints. rational decision-making model (Ans- A decision-making model that describes how individuals should behave in order to maximize some outcome.

Steps in the rational decision-making model (Ans-

1. Define the problem. 2. Identify the decision criteria. 3. Allocate weights to the criteria. 4. Develop the alternatives. 5. Evaluate the alternatives. 6. Select the best alternative. bounded rationality (Ans- A process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity. intuitive decision making (Ans- An unconscious process created out of distilled experience. anchoring bias (Ans- A tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information. confirmation bias (Ans- The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments. availability bias (Ans- The tendency for people to base their judgments on information that is readily available to them. escalation of commitment (Ans- An increased commitment to a previous decision in spite of negative information. randomness error (Ans- The tendency of individuals to believe that they can predict the outcome of random events.

risk aversion (Ans- The tendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher expected payoff. hindsight bias (Ans- The tendency to believe falsely, after an outcome of an event is actually known, that one would have accurately predicted that outcome. Utilitarianism (Ans- A system in which decisions are made to provide the greatest good for the greatest number. whistle blowers (Ans- Individuals who report unethical practices by their employer to outsiders. Creativity (Ans- The ability to produce novel and useful ideas. three-component model of creativity (Ans- The proposition that individual creativity requires expertise, creative thinking skills, and intrinsic task motivation. Motivation (Ans- The processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal. Maslow's hierarchy of needs. (Ans- 1. Physiological 2.Safety 3. Social 4. Esteem 5. Self-actualization

hierarchy of needs (Ans- Abraham Maslow's hierarchy of five needs—physiological, safety, social, esteem, and self-actualization—in which, as each need is substantially satisfied, the next need becomes dominant. lower-order needs (Ans- Needs that are satisfied externally, such as physiological and safety needs. self-actualization (Ans- The drive to become what a person is capable of becoming. higher-order needs (Ans- Needs that are satisfied internally, such as social, esteem, and self- actualization needs. Theory X (Ans- The assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform Theory Y (Ans- The assumption that employees like work, are creative, seek responsibility, and can exercise self-direction. two-factor theory (Ans- A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. Also called motivation- hygiene theory. hygiene factors (Ans- Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When these factors are adequate, people will not be dissatisfied.

McClelland's theory of needs (Ans- A theory that states achievement, power, and affiliation are three important needs that help explain motivation. McClelland's 3 needs (Ans- 1. Need for achievement (nAch) 2. Need for power (nPow) 3. Need for affiliation (nAff) Need for affiliation (nAff) (Ans- The desire for friendly and close interpersonal relationships. Need for power (nPow) (Ans- The need to make others behave in a way in which they would not have behaved otherwise. Need for achievement (nAch) (Ans- The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed. self-determination theory (Ans- A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation. cognitive evaluation theory (Ans- A version of self-determination theory which holds that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling. self-concordance (Ans- The degree to which peoples' reasons for pursuing goals are consistent with their interests and core values.

job engagement (Ans- The investment of an employee's physical, cognitive, and emotional energies into job performance. goal-setting theory (Ans- A theory that says that specific and difficult goals, with feedback, lead to higher performance. management by objectives (MBO) (Ans- A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress. self-efficacy (Ans- An individual's belief that he or she is capable of performing a task. reinforcement theory (Ans- A theory that says that behavior is a function of its consequences. behaviorism (Ans- A theory that argues that behavior follows stimuli in a relatively unthinking manner. social-learning theory (Ans- The view that we can learn through both observation and direct experience. equity theory (Ans- A theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities. distributive justice (Ans- Perceived fairness of the amount and allocation of rewards among individuals.

organizational justice (Ans- An overall perception of what is fair in the workplace, composed of distributive, procedural, and interactional justice. procedural justice (Ans- The perceived fairness of the process used to determine the distribution of rewards. interactional justice (Ans- The perceived degree to which an individual is treated with dignity, concern, and respect. expectancy theory (Ans- A theory that says that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. Group (Ans- Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. Formal Group (Ans- A designated work group defined by an organization's structure. Informal Group (Ans- A group that is neither formally structured nor organizationally determined; such a group appears in response to the need for social contact. Social Identity Theory (Ans- Perspective that considers when and why individuals consider themselves members of groups.

Ingroup Favoritism (Ans- Perspective in which we see members of our ingroup as better than other people, and people not in our group as all the same. Important characteristics of a social identity. (Ans- Similarity, Distinctiveness, Status, Uncertainty reduction five-stage group-development model (Ans- The five distinct stages groups go through: forming, storming, norming, performing, and adjourning. Five stages of group development (Ans- Forming, storming, Norming, Performing, Adjourning Forming Stage (Ans- The first stage in group development, characterized by much uncertainty. Storming Stage (Ans- The second stage in group development, characterized by intragroup conflict. Norming stage (Ans- The third stage in group development, characterized by close relationships and cohesiveness Performing stage (Ans- The fourth stage in group development, during which the group is fully functional Adjourning stage (Ans- The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance.

punctuated-equilibrium model (Ans- A set of phases that temporary groups go through that involves transitions between inertia and activity. punctuated-equilibrium model (Ans- A set of phases that temporary groups go through that involves transitions between inertia and activity. Role perception (Ans- An individual's view of how he or she is supposed to act in a given situation. Role expectations (Ans- How others believe a person should act in a given situation. psychological contract (Ans- An unwritten agreement that sets out what management expects from an employee and vice versa. Role Conflict (Ans- A situation in which an individual is confronted by divergent role expectations. Norms (Ans- Acceptable standards of behavior within a group that are shared by the group's members. Conformity (Ans- The adjustment of one's behavior to align with the norms of the group. Reference groups (Ans- Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.

Deviant workplace behavior (Ans- Voluntary behavior that violates significant organizational norms and, in so doing, threatens the well-being of the organization or its members. Also called antisocial behavior or workplace incivility. Status (Ans- A socially defined position or rank given to groups or group members by others. Status Characteristics Theory (Ans- A theory that states that differences in status characteristics create status hierarchies within groups. 3 sources of Status Characteristics Theory (Ans- 1.) The power a person wields over others 2.) A person's ability to contribute to a group's goals 3.) An individual's personal characteristics. The power a person wields over others (Ans- Because they likely control the group's resources, people who control the outcomes tend to be perceived as high status. A person's ability to contribute to a group's goals (Ans- People whose contributions are critical to the group's success tend to have high status. An individual's personal characteristics (Ans- Someone whose personal characteristics are positively valued by the group (good looks, intelligence, money, or a friendly personality) typically has higher status than someone with fewer valued attributes. Social Loafing (Ans- The tendency for individuals to expend less effort when working collectively than when working individually.

cohesiveness (Ans- The degree to which group members are attracted to each other and are motivated to stay in the group. diversity (Ans- The extent to which members of a group are similar to, or different from, one another. groupthink (Ans- A phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action. Group shift (Ans- A change between a group's decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk but it generally is toward a more extreme version of the group's original position. interacting groups (Ans- Typical groups in which members interact with each other face to face. brainstorming (Ans- An idea-generation process that specifically encourages any and all alternatives while withholding any criticism of those alternatives. normal grouping technique (Ans- A group decision-making method in which individual members meet face to face to pool their judgments in a systematic but independent fashion. electronic meeting (Ans- A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes. conflict (Ans- A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.

traditional view of conflict (Ans- The belief that all conflict is harmful and must be avoided. interactionist view of conflict (Ans- The belief that conflict is not only a positive force in a group but also an absolute necessity for a group to perform effectively. functional conflict (Ans- Conflict that supports the goals of the group and improves its performance. dysfunctional conflict (Ans- Conflict that hinders group performance. task conflict (Ans- Conflict over content and goals of the work. relationship conflict (Ans- Conflict based on interpersonal relationships process conflict (Ans- Conflict over how work gets done. conflict process (Ans- A process that has five stages: 1.) potential opposition or incompatibility 2). Cognitin and personalization 3). Intentions 4). Behavior 5). Outcomes perceived conflict (Ans- Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise. felt conflict (Ans- Emotional involvement in a conflict that creates anxiety, tenseness, frustration, or hostility. intentions (Ans- Decisions to act in a given way. competing (Ans- A desire to satisfy one's interests, regardless of the impact on the other party to the conflict.

collaborating (Ans- A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties. avoiding (Ans- The desire to withdraw from or suppress a conflict. accommodating (Ans- The willingness of one party in a conflict to place the opponent's interests above his or her own. compromising (Ans- A situation in which each party to a conflict is willing to give up something. conflict management (Ans- The use of resolution and stimulation techniques to achieve the desired level of conflict. negotiation (Ans- A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them. distributive bargaining (Ans- Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation. fixed pie (Ans- The belief that there is only a set amount of goods or services to be divvied up between the parties. integrative bargaining (Ans- Negotiation that seeks one or more settlements that can create a win-win solution. BATNA (Ans- The Best Alternative To a Negotiated Agreement; the least the individual should accept. mediator (Ans- A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives. arbitrator (Ans- A third party to a negotiation who has the authority to dictate an agreement.

conciliator (Ans- A trusted third party who provides an informal communication link between the negotiator and the opponent. Role (Ans- A set of expected behavior patterns attributed to someone occupying a given position in a social unit. work group (Ans- A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility. work team (Ans- A group whose individual efforts result in performance that is greater than the sum of the individual inputs. problem solving teams (Ans- Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment. self-managed work teams (Ans- Groups of 10 to 15 people who take on responsibilities of their former supervisors. cross-functional teams (Ans- Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task. virtual teams (Ans- Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal. multiteam systems (Ans- Systems in which different teams need to coordinate their efforts to produce a desired outcome. organizational demography (Ans- The degree to which members of a work unit share a common demographic attribute, such as age, sex, race, educational level, or length of service in an organization, and the impact of this attribute on turnover.

reflexivity (Ans- A team characteristic of reflecting on and adjusting the master plan when necessary. mental models (Ans- Team members' knowledge and beliefs about how the work gets done by the team. organizational culture (Ans- A system of shared meaning held by members that distinguishes the organization from other organizations. 7 primary characteristics of organizational culture (Ans- A PATIOS A 1.) Innovation and risk taking 2.) Attention to detail 3.) Outcome orientation 4.) People orientation 5.) Team orientation 6.) Aggressiveness 7.) Stability dominant culture (Ans- A culture that expresses the core values that are shared by a majority of the organization's members. core values (Ans- The primary or dominant values that are accepted throughout the organization. subcultures (Ans- Minicultures within an organization, typically defined by department designations and geographical separation. strong culture (Ans- A culture in which the core values are intensely held and widely shared. organizational climate (Ans- The shared perceptions organizational members have about their organization and work environment. Institutionalization (Ans- A condition that occurs when an organization takes on a life of its own, apart from any of its members, and acquires immortality. Socialization (Ans- A process that adapts employees to the organization's culture.

prearrival stage (Ans- The period of learning in the socialization process that occurs before a new employee joins the organization. encounter stage (Ans- The stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge. metamorphosis stage (Ans- The stage in the socialization process in which a new employee changes and adjusts to the job, work group, and organization. Rituals (Ans- Repetitive sequences of activities that express and reinforce the key values of the organization, which goals are most important, which people are important, and which are expendable. Material Symbols (Ans- What conveys to employees who is important, the degree of egalitarianism top management desires, and the kinds of behavior that are appropriate. Positive Organizational Culture (Ans- A culture that emphasizes building on employee strengths, rewards more than punishes, and emphasizes individual vitality and growth. Workplace Spirituality (Ans- The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community. leadership (Ans- The ability to influence a group toward the achievement of a vision or set of goals. trait theories of leadership (Ans- Theories that consider personal qualities and characteristics that differentiate leaders from non-leaders. behavioral theories of leadership (Ans- Theories proposing that specific behaviors differentiate leaders from non-leaders.

initiating structure (Ans- The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment. consideration (Ans- The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates' ideas, and regard for their feelings. employee-oriented leader (Ans- A leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences among members. production-oriented leader (Ans- A leader who emphasizes technical or task aspects of the job. Fiedler contingency model (Ans- The theory that effective groups depend on a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader. least preferred co-worker (LPC) questionnaire (Ans- An instrument that purports to measure whether a person is task or relationship oriented. leader-member relations (Ans- The degree of confidence, trust, and respect subordinates have in their leader. task structure (Ans- The degree to which job assignments are procedurized. position power (Ans- Influence derived from one's formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.

Fiedler's three contingency or situational dimensions (Ans- 1.) leader- member relations 2.) task structure 3.) Position power situational leadership theory (SLT) (Ans- A contingency theory that focuses on followers' readiness. path-goal theory (Ans- A theory that states that it is the leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization. leader-participation model (Ans- A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations. leader-member exchange (LMX) theory (Ans- A theory that supports leaders' creation of in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction. charismatic leadership theory (Ans- A leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors. Key Characteristics of a Charismatic Leader (Ans- 1.) Vision and articulation 2.) personal risk 3.) sensitivity to follower needs 4.) Unconventional behavior vision (Ans- A long-term stratey for attaining a goal or goals vision statement (Ans- A formal articulation of an organization's vision or mission. transactional leaders (Ans- Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.

transformational leaders (Ans- Leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers. authentic leaders (Ans- Leaders who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly. Their followers would consider them to be ethical people. socialized charismatic leadership (Ans- A leadership concept that states that leaders convey values that are other centered versus self centered and who role-model ethical conduct. servant leadership (Ans- A leadership style marked by going beyond the leader's own self-interest and instead focusing on opportunities to help followers grow and develop. trust (Ans- A positive expectation that another will not act opportunistically. mentor (Ans- A senior employee who sponsors and supports a less- experienced employee, called a protégé. attribution theory of leadership (Ans- A leadership theory that says that leadership is merely an attribution that people make about other individuals. substitutes (Ans- Attributes, such as experience and training, that can replace the need for a leader's support or ability to create structure. neutralizers (Ans- Attributes that make it impossible for leader behavior to make any difference to follower outcomes. identification-based trust (Ans- Trust based on a mutual understanding of each other's intentions and appreciation of each other's wants and desires.

manager (Ans- An individual who achieves goals through other people. organization (Ans- A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals. planning (Ans- A process that includes defining goals, establishing strategy, and developing plans to coordinate activities. organizing (Ans- Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made leading (Ans- A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. controlling (Ans- Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations. Interpersonal Roles (Ans- Perform duties that are ceremonial and symbolic in nature. Figurehead, Leader, Liaison-- Minztberg Informational Roles (Ans- Collect information from outside organizations and institutions, and also act as a conduit to transmit information to organizational members. Monitor, Disseminator, Spokesperson--Minztberg Decisional Roles (Ans- Roles that require making choices--Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator--Minztberg technical skills (Ans- The ability to apply specialized knowledge or expertise. human skills (Ans- The ability to work with, understand, and motivate other people, both individually and in groups.

conceptual skills (Ans- The mental ability to analyze and diagnose complex situations organizational behavior (OB) (Ans- A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization's effectiveness. systematic study (Ans- Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence. evidence-based management (EBM) (Ans- The basing of managerial decisions on the best available scientific evidence. intuition (Ans- a gut feeling not becessarily supported by reasearch psychology (Ans- The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals. social psychology (Ans- An area of psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another. sociology (Ans- The study of people in relation to their social environment or culture. anthropology (Ans- The study of societies to learn about human beings and their activities. contingency variables (Ans- Situational factors: variables that moderate the relationship between two or more variables.