Organizational Behavior - Emotions, Perception, and Learning

Flashcards about Emotions and Moods, Perception, and Learning in the Workplace. Utilizing the vocabulary flashcard style. There are a total of 100 flashcards.

Affect

A broad range of feelings people experience, which can be either emotions or moods.

Emotions

Caused by a specific event, very brief in duration, and accompanied by distinct facial expressions.

Moods

Cause is often general and unclear, last longer than emotions, and are cognitive in nature.

Moral Emotions

Emotions that have moral implications because of our instant judgment of the situation that evokes them.

Affect Intensity

How strongly people experience their emotions.

Emotional Labor

An employee’s expression of organizationally desired emotions during interpersonal transactions at work.

Felt Emotions

The individual’s actual emotions.

Displayed Emotions

Required or appropriate emotions.

Surface Acting

Hiding one’s inner feelings and foregoing emotional expressions in response to display rules.

Deep Acting

Trying to modify one’s true inner feelings based on display rules.

Affective Events Theory (AET)

Employees react emotionally to things that happen to them at work, influencing job performance and satisfaction.

Emotional Intelligence

A person’s ability to perceive emotions in the self and others, understand the meaning of these emotions, and regulate one’s emotions accordingly.

Emotion Regulation

Involves identifying and modifying the emotions you feel.

Emotional Contagion

The “catching” of emotions from others.

Deviant Workplace Behaviors

Actions that violate norms and threaten the organization.

Perception

The process by which individuals select, organize, and interpret the input from their senses to give meaning and order to the world around them.

Schemas

Abstract knowledge structures that are stored in memory and allow people to organize and interpret information about a given target of perception.

Stereotypes

Set of overly simplified and often inaccurate beliefs about the typical characteristics of a particular group.

Motivational States

The needs, values, and desires of a perceiver at the time of perception.

Moods

How a perceiver feels at the time of perception.

Ambiguity

A lack of clearness or definiteness.

Social Status

A person’s real or perceived position in society or in an organization.

Impression Management

An attempt to control the perceptions or impressions of others.

Behavioral Matching

The target of perception matches his or her behavior to that of the perceiver.

Self-Promotion

The target tries to present herself or himself in as positive a light as possible.

Conforming to Situational Norms

The target follows agreed-upon rules for behavior in the organization.

Appreciating or Flattering Others

The target compliments the perceiver.

Being Consistent

The target’s beliefs and behaviors are consistent.

Salience

The extent to which a target of perception stands out in a group of people or things.

Bias

A systematic tendency to use or interpret information about a target in a way that results in inaccurate perceptions.

Primacy Effects

The initial pieces of information that a perceiver has about a target have an inordinately large effect on the perceiver’s perception and evaluation of the target.

Contrast Effect

The perceiver’s perceptions of others influence the perceiver’s perception of a target.

Halo Effect

The perceiver's general impression of a target influences his or her perception of the target on specific dimensions.

Similar-to-me Effect

People perceive others who are similar to themselves more positively than they perceive those who are dissimilar.

Harshness, Leniency, Average Tendency

Some perceivers tend to be overly harsh in their perceptions, some overly lenient, others view most targets as being about average.

Knowledge of Predictor

Knowing how a target stands on a predictor of performance influences perceptions of the target.

Attribution Theory

Describes how people explain the causes of behavior.

Internal Attribution

Assigns the cause of behavior to some characteristic of the person.

External Attribution

Assigns the cause of behavior to factors external to the person.

Fundamental Attribution Error

The tendency to overattribute behavior to internal rather than to external causes.

Actor-Observer Effect

The tendency to attribute the behavior of others to internal causes and to attribute one’s own behavior to external causes.

Self-Serving Attribution

The tendency to take credit for success and avoid blame for failures.

Quid Pro Quo

When the harasser requests or forces an employee to perform sexual favors in order to receive some opportunity.

Hostile Work Environment

Occurs when organizational members are faced with a work environment that is offensive, intimidating, or hostile.

Learning

A relatively permanent change in knowledge or behavior that results from practice or experience.

Operant Conditioning

Describes how learning takes place when the learner recognizes the connection between a behavior and its consequences.

Positive Reinforcement

Administering positive consequences to employees who perform the behavior.

Negative Reinforcement

Removing negative consequences when employees perform the behavior.

Extinction

Removing whatever is currently reinforcing the behavior.

Punishment

Administering negative consequences to employees who perform the behavior.

Positive Reinforcement

Increases the probability that a behavior will occur by administering positive consequences to employees who perform the behavior.

Shaping

The reinforcement of successive and closer approximations to a desired behavior.

Organizational Behavior Modification (OB Mod)

The systematic application of the principles of operant conditioning for teaching and managing organizational behavior.

Social Cognitive Theory

A learning theory that takes into account the fact that thoughts and feelings influence learning.

Vicarious Learning

Learning that occurs when one person learns a behavior by watching another person perform the behavior.

Self-Efficacy

A person’s belief about his or her ability to perform a particular behavior successfully.

Experiential Learning

Direct involvement in subject matter.

Encouragement of Personal Mastery

The encouragement of personal mastery or high self-efficacy.

Development of Complex Schemas

The development of complex schemas to understand work activities.

Encouragement of Group Learning

The encouragement of learning in groups and teams.

Communication of a Shared Vision

Communication of a shared vision for the organization as a whole.

Encouragement of Systematic Thinking

Encouragement of systematic thinking.

Creativity

The ability to generate novel and useful ideas.

Affect

A state of feeling or emotion.

Fixed-Ratio Schedule

Rewards given after a specific number of behaviors.

Variable-Ratio Schedule

Rewards given after varying the number of behaviors.

Fixed-Interval Schedule

Rewards given after fixed time periods.

Variable-Interval Schedule

Rewards given after varying time periods.

Punishment

Presenting someone with an undesirable outcome after an unwanted behavior.

Continuous Reinforcement

Rewarding every desired behavior.

Partial Reinforcement

Rewarding some, but not all, desired behaviors.

Intrinsic Motivation

A person's internal drive to do something.

Creative Process

Information gathering, production of creative ideas, selection of creative ideas, implementation of creative ideas and recognition of a problem or opportunity.

Organizational Situation

Level of autonomy, form of evaluation, reward system and importance of a task are all characteristics of the organizational situation.

Task-Relevant Knowledge

Describes the extent to which a person is engaged in complex thinking about work that needs to be done.

Intrinsic Motivation

Motivation that comes from seeking enjoyment out of work itself.

Social Cognitive Theory

Self-control and self-efficacy are components.

Learning Organization

Training, communication of a shared vision for the organization, encouragement of personal mastery and high self-efficacy; and encouragement of learning in groups and teams,.

Vicarious Learning

Paying attention to what others do to learn from their actions.

Self-Efficacy

A person's conviction about their efficacy or ability to perform successfully.

Diversity Management

Perception, attribution and management of diversity.

Diversity Training

Social media, role playing, self-awareness activities and mentoring are examples.

Hostile Work Environment

An organizational setting where members encounter an offensive, hostile or intimidating environment.

Attribution Theory

How people interpret the behavior of others.

Salience

The extent to which a target stands out from others.

Impression Management

The target's belief in consistency, behavioral matching, self-promotion and conforming to situational norms are components.

Schemas

Past experiences and information.

Stereotype

A generalization about a group of people.

Perception

How individuals interpret their senses to give meaning to the world around them.

Emotions and Moods

Affect can be experienced as these.

Better Decisions

Positive emotions lead to what?

Good Management Strategy

Paying attention to how your employees are feeling.

Dangerous Work

When you are upset this is not a good time to do what?

Deviant Workplace Behaviors

What is a result of negative emotions?

Using the EI as a hiring factor

What makes hiring more effective?

Diversity in Work Groups

What can help regulate our emotions more consciously and effectively?

Feeling

Thinking vs.?

Emotions

What should not be ignored at work?