MO221 Flashcards

Flashcard 1:

• Front: What is Organizational Behavior (OB)?

• Back: OB is the study of what people think, feel, and do in and around organizations, including how employees behave, make decisions, relate to each other, and how organizations relate to their external environments.

Flashcard 2:

• Front: What are the main benefits of studying Organizational Behavior (OB)?

• Back: OB helps in understanding and predicting workplace events, adopting accurate personal theories, and influencing organizational events.

Flashcard 3:

• Front: What is Kolb’s Experimental Learning Model?

• Back: (Information on this model will need to be added based on the class content.)

Flashcard 4:

• Front: What defines an organization?

• Back: An organization is a group of people who work interdependently toward a common purpose.

Flashcard 5:

• Front: What is management?

• Back: Management is a process designed to achieve an organization’s objectives by using its resources.

Flashcard 6:

• Front: What is the difference between effectiveness and efficiency in management?

• Back: Effectiveness is figuring out what to do in an uncertain environment with potentially overwhelming information. Efficiency is getting things done despite limited direct control.

Flashcard 7:

• Front: What does Lewin's formula (B = E(I)) represent?

• Back: It states that behavior (B) is the function of the individual (I) in the environment (E).

Flashcard 8:

• Front: According to Lewin’s formula, what can a manager influence?

• Back: A manager can influence the environment, but cannot directly change the individual

Flashcard 1:

• Front: What is self-awareness driven by in organizational behavior?

• Back: Self-awareness is driven by assessments such as DANVA, Big 5, Global Motivation Scale, and TKI.

Flashcard 2:

• Front: What are the key benefits of high self-awareness in leaders?

• Back: High self-awareness leads to better decision-making, increased confidence and creativity, stronger relationships, and more effective communication.

Flashcard 3:

• Front: What is the DANVA assessment used for?

• Back: DANVA assesses emotional expression and perception. Respondents identify emotions displayed in photos. Women tend to be more skilled than men at reading emotions, and emotional skills improve with age.

Flashcard 4:

• Front: What does the Johari Window illustrate?

• Back: The Johari Window emphasizes self-awareness through disclosure (sharing with others) and feedback (receiving from others), with a larger "open" area indicating better self-awareness and trust.

Flashcard 5:

• Front: How does family environment affect Emotional Intelligence (E.I.)?

• Back: Family environment can influence emotional intelligence by shaping the ability to perceive, express, and manage emotions. Higher emotional intelligence is linked to better job performance, higher salary, leadership emergence, and reduced stress.

Flashcard 6:

• Front: What are the four domains of Emotional Intelligence (E.I.) in the workplace?

• Back: The four domains of E.I. at work include self-awareness, self-regulation, social awareness, and relationship management.

Flashcard 1:

• Front: What does the concept of "functional fixedness" mean as discussed by Adam Grant in the podcast?

• Back: Functional fixedness refers to being stuck in a particular way of thinking or doing things because of a personal strength, which can turn strengths into weaknesses when overused.

Flashcard 2:

• Front: What are implicit biases?

• Back: Implicit biases are unconscious assessments (favorable or unfavorable) that are activated without awareness, favoring the "in-group" and are pervasive (everyone has them) and malleable (can be changed).

Flashcard 3:

• Front: What is "The Name-Pronunciation Effect"?

• Back: The Name-Pronunciation Effect suggests that people with names that are easier to pronounce are judged more positively than those with difficult-to-pronounce names.

Flashcard 4:

• Front: What are the three steps Valerie Alexander recommends to change your behavior towards others?

• Back: The three steps are:

  1. Visualize: Imagine each person before meeting them and change your mental image.

  2. Examine: Analyze your behavior and ask if you would handle the interaction differently if the person looked like you or not.

  3. Normalize: Expose yourself to the unexpected, which doesn’t need to be feared.

Flashcard 1:

• Front: What are the "Big Five" personality traits?

• Back: The Big Five personality traits are:

  1. Openness to Experience: Creativity and intellectual curiosity.

  2. Conscientiousness: Organization, responsibility, and work ethic.

  3. Extraversion: Sociability and energy in social interactions.

  4. Agreeableness: Compassion and cooperativeness.

  5. Neuroticism: Emotional instability and anxiety.

Flashcard 2:

• Front: What is the characteristic of someone high in conscientiousness?

• Back: A person high in conscientiousness is organized, reliable, and focused on long-term goals.

Flashcard 3:

• Front: What are the traits of someone low in conscientiousness?

• Back: A person low in conscientiousness is easygoing, spontaneous, and less concerned with rules and plans.

Flashcard 4:

• Front: How is agreeableness reflected in individuals?

• Back: Individuals high in agreeableness are trusting, helpful, good-natured, and selfless. Those low in agreeableness are less cooperative and more self-focused.

Flashcard 5:

• Front: What are the characteristics of someone high in neuroticism?

• Back: A person high in neuroticism experiences emotional reactions, anxiety, and negative emotions, especially in stressful situations.

Flashcard 6:

• Front: How is openness to experience reflected in individuals?

• Back: Individuals high in openness are curious, enjoy new ideas, and are more attentive to inner feelings. Those low in openness are cautious, risk-averse, and practical.

Flashcard 7:

• Front: What is extraversion, and how does it manifest in individuals?

• Back: Extraversion is the degree of sociability, assertiveness, and energy in social interactions. High extraversion individuals are outgoing, while low extraversion individuals are more reserved.

Flashcard 1:

• Front: What is motivation in the context of organizational behavior?

• Back: Motivation is the force within a person that affects the direction, intensity, and persistence of their efforts.

Flashcard 2:

• Front: What does McGregor’s Theory X assume about people?

• Back: Theory X assumes that people dislike work and need to be controlled and directed to complete tasks.

Flashcard 3:

• Front: What does McGregor’s Theory Y assume about people?

• Back: Theory Y assumes that people like to work, can be self-directed and creative, and should be given autonomy to complete tasks.

Flashcard 4:

• Front: What is the difference between intrinsic and extrinsic motivation?

• Back:

  • Intrinsic Motivation: The drive to perform an activity for its own sake (e.g., personal growth, pleasure).

  • Extrinsic Motivation: The drive to perform an activity as a means to an end (e.g., rewards, compensation).

Flashcard 5:

• Front: What is the Global Motivation Scale?

• Back: The Global Motivation Scale examines the relative strength and balance of intrinsic and extrinsic motivations in a person's life, with scores ranging from 1 to 7.

Flashcard 6:

• Front: How can managers support intrinsic motivation in employees?

• Back: While intrinsic motivation cannot be directly given to employees, managers can create an environment that fosters intrinsic motivation by supporting growth, learning, and personal achievement.

Flashcard 1:

• Front: What are the three key things people want according to Daniel Pink in his work on motivation?

• Back:

  1. Autonomy: Freedom from micromanagement.

  2. Mastery: The desire to increase one’s skills.

  3. Purpose: The desire to do something greater than oneself.

Flashcard 2:

• Front: What does Vroom’s Expectancy Theory explain about motivation in the workplace?

• Back: Vroom’s Expectancy Theory posits that an individual's motivation is influenced by their expectations about the outcomes of their actions. The theory involves three elements: Expectancy, Instrumentality, and Valence.

Flashcard 3:

• Front: What are the key practices to apply Vroom’s Expectancy Theory?

• Back:

  • Increasing Expectancy: Hire or train staff, provide adequate time and resources, and offer coaching.

  • Increasing Instrumentality: Measure performance, connect rewards to performance, and provide examples of good performance.

  • Increasing Valence: Ensure rewards are valued, tailor rewards to individuals, and minimize undesirable rewards.

Flashcard 4:

• Front: What does Adam’s Equity Theory state about motivation?

• Back: Adam’s Equity Theory suggests that employees are motivated when they believe they are being treated fairly in comparison to others. The perception of fairness is key, and this can differ from actual fairness. It has three components: Equity Norm, Social Comparison, Balance Redress

Flashcard 5:

• Front: What are the four motivational traps according to the study guide?

• Back:

  1. Values mismatch: Employees don't care enough to do the work.

  2. Lack of Self-Efficacy: Employees believe they cannot do the work.

  3. Disruptive emotions: Employees are too upset to do the work.

  4. Attribution errors: Employees don't understand why things went wrong.

Flashcard 6:

• Front: How can goal setting impact motivation?

• Back: Goals help direct attention to important tasks, increase self-efficacy, and prolong effort and persistence, leading to long-term motivation and short-term focus.

Flashcard 1:

• Front: What is a team according to Katzenbach & Smith (1993)?

• Back: A team is a small number of people with complementary skills, committed to a common purpose, set of performance goals, and approach, for which they hold themselves mutually accountable.

Flashcard 2:

• Front: What are the key characteristics of a team, according to Tenenbaum and Salas?

• Back:

  1. More than two people

  2. Interact with each other

  3. Rely on each other

  4. Have a common sense of goals

  5. Are viewed as a unit

Flashcard 3:

• Front: What is the S.M.A.R.T goal framework?

• Back:

  1. Specific: Clear and focused

  2. Measurable: Track progress

  3. Attainable: Realistic and achievable

  4. Relevant: Aligns with goals

  5. Timely: Has a clear deadline

Flashcard:

• Front: What are the stages of team development according to Tuckman?

• Back:

  1. Forming: Team members are introduced and get to know each other. There’s uncertainty about roles and goals.

  2. Storming: Conflicts and differences arise as team members assert their opinions and ideas.

  3. Norming: The team establishes norms, builds trust, and begins to work together more cohesively.

  4. Performing: The team functions well, with clear roles and effective collaboration toward achieving goals.

  5. Adjourning: The team disbands after completing its objectives, often with reflection on the experience.

Flashcard 1:

• Front: What are task concerns in a team?

• Back: Task concerns focus on what must be done to meet the team’s goals, such as managing the timeline, ensuring quality, and completing tasks. Examples of roles: Researcher, Editor, Designer.

Flashcard 2:

• Front: What are process concerns in a team?

• Back: Process concerns focus on how to manage team members and tasks, including problem-solving, conflict management, and decision-making. Examples of roles: Mediator, Facilitator, Advocate.

Flashcard 3:

• Front: How does diversity influence team performance according to Phillips’ "How Diversity Works" video?

• Back: Diversity can lead to more creative ideas, but it may also increase conflict. Effective management of diversity is crucial to push teams to perform better, especially on complex tasks.

Flashcard 3:

• Front: What is the 80/20 rule in team participation?

• Back: The 80/20 rule states that 80% of contributions in a team are made by 20% of the members, which can lead to a loss of overall team expertise and engagement.

Flashcard 4:

• Front: What is social loafing in teams?

• Back: Social loafing is the tendency for people to exert less effort on a task when working as part of a group compared to when working individually. It’s more likely when individual output isn’t visible, tasks are routine, or members don’t value teamwork.

Flashcard 5:

• Front: What is groupthink?

• Back: Groupthink is the tendency in highly cohesive teams to prioritize consensus over decision quality, which can lead to poor or irrational decisions.

Flashcard 6:

• Front: What is group polarization?

• Back: Group polarization is when members of a group discussing an issue tend to move toward a more extreme version of the position they initially held, strengthening their opinions.

Flashcard 1:

• Front: What are team norms?

• Back: Team norms are informal rules and expectations that groups establish to regulate members' behaviors. These norms are developed through group discussions about acceptable behaviors, rewards, and how to handle violations.

Flashcard 1:

• Front: What is the main message of the Pecking Order TED Talk by Margaret Heffernan?

• Back: In the Pecking Order TED Talk, Margaret Heffernan discusses how the best collaborators, rather than the best competitors, tend to have the most successful long-term careers. She emphasizes the importance of social capital and interdependence in building trust within teams.

Flashcard 2:

• Front: What is the Robbins and Judge Model for team effectiveness?

• Back: The Robbins and Judge Model for team effectiveness includes three main components:

  1. Context: Organizational environment that supports teamwork.

  2. Composition: The characteristics of team members, including skills and diversity.

  3. Process: How teams work together to accomplish tasks, such as communication, coordination, and decision-making.

  4. Work Design: Skill variety, task identity and task significance

Flashcard 3:

• Front: What are the barriers to team effectiveness according to Lencioni?

• Back: Lencioni identifies five key barriers to team effectiveness:

  1. Absence of Trust: Lack of openness and vulnerability.

  2. Fear of Conflict: Avoiding healthy debate and discussion.

  3. Lack of Commitment: Unclear goals and lack of alignment.

  4. Avoidance of Accountability: Failure to hold team members accountable.

  5. Inattention to Results: Focus on individual goals rather than team objectives.