Studied by 0 people
Looks like no one added any tags here yet for you.
Q: What is Organizational Behavior?
A: The study of human processes, personality, attitudes, values, actions, and behaviors within an organization.
Q: Why study Organizational Behavior?
A: To understand oneself, colleagues, customers, partners, opponents, and as a foundation of emotional intelligence.
Q: What are the three factors that drive human attitudes?
A: Organizational, group, and individual factors.
Q: Define "Personality" in Organizational Behavior.
A: The pattern of thoughts, feelings, and behaviors that make a person unique, influencing reactions and interactions with others.
Q: What are examples of measurable personality traits?
A: Empathy, extraversion, and assertiveness.
Q: What is the Person-Organization (PO) Fit Theory?
A: A theory that suggests hiring employees based on the personality needed for the job to decrease turnover and increase satisfaction.
Q: How is personality-job fit assessed?
A: Using psychometric tests, simulations, and situational analysis questions.
Q: What do cognitive ability tests measure?
A: Intelligence, aptitude, and what a person "can do."
Q: What do personality tests measure?
A: Attitudes, values, motivation, and what a person "will do."
Q: What does the OCEAN acronym stand for in personality traits?
A: Openness, Conscientiousness, Extraversion, Agreeableness, and Neuroticism.
Q: How does OCEAN describe personality traits?
A: As ranges, with individuals falling somewhere between each of the five traits.
Q: What does the DISC model describe?
A: Behavioral tendencies and communication styles.
Q: What are the four DISC types?
A: Dominant, Influential, Steady, and Compliant.
Q: Describe the "Dominant" DISC type.
A: Direct, decisive, domineering, and demanding.
Q: Describe the "Influential" DISC type.
A: Inspirational, interactive, impulsive, and sometimes irritating.
Q: Describe the "Steady" DISC type.
A: Stable, supportive, slow, and sensitive.
Q: Describe the "Compliant" DISC type.
A: Cautious, careful, calculating, and sometimes condescending.
Define "Emotion" in Organizational Behavior.
A: A complex reaction pattern involving behavioral and physiological elements; there are around 27 types of emotions.
Q: How can emotions be categorized?
A: As negative/positive, high/low intensity, and primary/social.
Q: What are productive emotion regulation strategies?
A: Positive appraisal, acceptance, emotional processing, and cognitive re-appraisal.
Q: What are maladaptive emotion regulation strategies?
A: Behavioral avoidance, thought suppression, expressive suppression, rumination, and denial.
Q: Why do we have emotions?
A: For evolutionary reasons—emotions help in behavior regulation, relationship quality, decision making, performance, and creativity.
Q: Do emotions make us irrational?
A: No, emotions provide valuable information that helps us understand the world and make decisions.
Q: How do emotions differ from moods?
A: Emotions are specific, intense, brief, numerous, and usually expressed, while moods are general, long-lasting, less intense, and often unexpressed.
Q: What is Emotional Intelligence?
A: A set of skills including self-awareness, self-management, self-motivation, empathy, and social skills.
Q: What is burnout?
A: A state of exhaustion, alienation, and reduced performance with psychological and psychosomatic consequences.
Q: What is motivation?
A: The process that determines an individual's intensity, direction, persistence, and willingness to meet needs and energizes behavior.
Q: Does money solely motivate people?
A: No, money is not the only motivator; other factors like achievement and recognition are also important.
Q: What is Maslow's Hierarchy of Needs?
A: A theory that suggests lower needs must be met to address higher needs, moving from physiological to safety, belongingness, esteem, and finally, self-actualization.
Q: What are the three needs in the Three Needs Theory?
A: Achievement, power, and affiliation.
Q: What defines a "group"?
A: A collection of people who are random, with no cohesion or organization.
Q: What defines a "team"?
A: A group with complementary skills, working toward a common goal, holding each other accountable.
Q: What are group dynamics?
A: The behaviors and psychological processes that occur within a group, influenced by size, needs, and cohesion.
Q: What is "social loafing"?
A: When individuals work less in a group because it’s harder to identify who isn’t contributing.
Q: What is "diffusion of responsibility"?
A: When group output suffers as individuals feel less personal accountability, often leading to freeriding.
Q: What is cohesion in a group context?
A: The unity of a group for social and task purposes, based on a common goal, trust, prior success, and external threats.
Q: What happens with too much or too little group cohesion?
A: Too much cohesion can lead to low motivation, while too little can lead to competition and conflicts.
Q: What are norms in a group?
A: Shared guidelines that direct behavior, providing order and helping group members understand each other's actions.
Q: What is conformity?
A: A social influence where individuals change their beliefs or behaviors to align with the group.
Q: What factors influence conformity?
A: Task difficulty, group differences, situational characteristics, and cultural backgrounds.
Q: What are the stages of team development?
A: Forming, Storming, Norming, Performing, and Adjourning.
Q: Describe the "Forming" stage of team development.
A: Initial stage where team members meet, learn about the goals, and start forming roles.
Q: Describe the "Storming" stage of team development.
A: Members may experience conflicts as they assert individual perspectives and clarify roles.
Q: Describe the "Norming" stage of team development.
A: The team establishes norms and expectations, leading to improved cooperation.
Q: Describe the "Performing" stage of team development.
A: The team functions effectively and focuses on reaching the shared goal.
Q: Describe the "Adjourning" stage of team development.
A: The team completes the task and disbands, or individuals prepare to move on.
Q: What is communication?
A: The transmission of meaning through information, knowledge, attitude, and emotion.
Q: What is "noise" in communication?
A: Interference with message clarity caused by excess information, lack of clarity, jargon, poor listening, emotions, and cultural differences.
Q: What are the three types of biases against social groups?
Affective Bias: Prejudice (prior judgment).
Behavioral Bias: Discrimination (unequal treatment).
Cognitive Bias: Stereotypes (beliefs about traits of a group).
Q: What is the "halo effect"?
A: A bias where one positive trait makes a person seem better overall than they are.
Q: What is official organizational communication?
A: Formal communication involving instructions, reporting, strategy sharing, and explanations.
Q: Describe "top-down" communication.
A: Authoritarian, clear, and effective, but with little room for creativity.
Q: Describe "bottom-up" communication.
A: Promotes engagement, motivation, and initiative, but may slow decision-making and lack direction.
Q: Describe "lateral" communication.
A: Encourages interaction across levels, preventing rumors and silo effects.
Q: What are Aristotle’s three modes of persuasion?
A:
Ethos: Credibility of the speaker.
Pathos: Emotional appeal.
Logos: Logical evidence and reasoning.
Q: What are Cialdini's 6 Principles of Persuasion?
A:
Reciprocity: Obligation to return favors.
Scarcity: Valuing rare opportunities.
Authority: Trusting knowledgeable sources.
Consistency: Aligning actions with past commitments.
Liking: Agreeing with people we like.
Consensus: Following others’ behaviors.
Q: What is the effect of conflict on performance?
A: Conflict can be destructive and dysfunctional or, if managed well, can lead to healthy debate and constructive outcomes.
Q: What is "task conflict"?
A: Disagreement over goals, project plans, rules, or tools; it is dysfunctional if it hinders performance.
Q: What is "process conflict"?
A: Conflict over roles, delegation, and methods, often involving issues like credit or favoritism; usually dysfunctional.
Q: What is "relationship conflict"?
A: Personal clashes or perceived offenses, psychologically draining and always dysfunctional.
Q: What is the "Turtle" conflict style?
A: Avoid and Withdraw: Used for minor issues, when emotions are high, or information is lacking.
Q: What is the "Teddy Bear" conflict style?
A: Smoothing/Accommodate: Used for minor issues when the other party is more important or powerful.
Q: What is the "Fox" conflict style?
A: Compromise: Used when both parties need to win, but a true win-win isn’t possible.
Q: What is the "Owl" conflict style?
A: Collaborate: Used when consensus is required, multiple inputs are needed, and a long-term solution is desired.
Q: What is the "Lion" conflict style?
A: Force/Dominate: Used for quick solutions in high-stakes situations, with stakeholders of low importance and enough power to enforce it.
Q: What is power?
A: The ability to influence or control the behavior of others.
Q: What are the five sources of power?
A: Coercive, legitimate, reward, expert, and referent.
Q: What is coercive power?
A: Achieves compliance through fear, involuntary; requires high surveillance and stability.
Q: What is legitimate power?
A: Power from social conformity; requires high surveillance and stability, voluntary response is neutral or negative.
Q: What is reward power?
A: Based on motivation through expectancy; requires moderate voluntariness, surveillance, and stability.
Q: What is expert power?
A: Power from skill and knowledge, influencing through expertise; low stability, low surveillance, and neutral to positive voluntariness.
Q: What is referent power?
A: Based on affiliation; low stability, low surveillance, and positive voluntariness.
Q: Why is it important to understand the limitations of power?
A: Different audiences and situations require different sources of power.
Q: What is leadership?
A: The ability to influence a group toward achieving a goal.
Q: What is management?
A: The use of authority within designated formal ranks to gain compliance from organizational members.
Q: What does the Trait Theory of Leadership emphasize?
A: Leaders possess innate traits that make them effective.
Q: What are the key traits in Trait Theory?
A: Physical appearance, sociability, personality, intelligence, and ambition.
Q: What do Michigan Studies identify in leadership behavior?
A: Job-centered (focus on productivity) and employee-centered (focus on satisfaction and relationships).
Q: What do Ohio State Studies identify in leadership behavior?
A: Task-oriented (standards, rules) and people-oriented (friendly, accessible).
Q: What do Contingency Theories of Leadership propose?
A: Leaders should adapt their style to fit the situation and follower readiness.
Q: What is the Hersey-Blanchard Situational Leadership Theory?
A: Suggests leaders adapt based on followers’ task readiness and psychological readiness.
Q: What are the leadership styles in Hersey-Blanchard?
A: High guidance (unskilled, motivated), coaching, supportive, and delegative (skilled, motivated).
Q: What does the Vroom-Yetton Model address?
A: Leadership decision styles, from autocratic to consultative to group-based.
Q: What are autocratic decision styles (AI, AII)?
A: The leader decides alone or with minimal input.
Q: What are consultative decision styles (CI, CII)?
A: The leader consults individually or with a group.
Q: What is the group-based decision style (GII)?
A: Group discussion with consensus.
Q: What factors affect the Vroom-Yetton decision style?
A: Quality requirements, time constraints, leader's information, problem complexity, and need for acceptance.
