Organizational Behavior Concepts Quiz
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Questions and Answers

Which component of organizational behavior focuses on understanding how different cultures interact with each other?

  • Sociology
  • Anthropology (correct)
  • Social
  • Psychology

    • Which of the following is NOT considered a factor in organizational behavior in the workplace?

  • Environment
  • Teamwork
  • Technology
  • Motivation (correct)

    • What does EQ refer to?

  • A measure of a person's innate intelligence.
  • A person's ability to solve complex problems.
  • The ability to think logically and abstractly.
  • The capacity to understand and manage one's own emotions. (correct)

    • Which type of employee is most likely to be a successful team leader?

    <p>Extroverted (B)</p> Signup and view all the answers

    The statement "install efficiency, monitor external factors" is a characteristic of which factor of organizational behavior?

    <p>People (D)</p> Signup and view all the answers

    What is the primary focus of the Need for Affiliation according to McClelland's Theory?

    <p>Desire to form close personal relationships (A)</p> Signup and view all the answers

    Which of the following best describes Expectancy Theory?

    <p>It is a thought process involving effort, performance, and outcomes. (D)</p> Signup and view all the answers

    What characteristic is NOT a part of the Goal Setting Theory?

    <p>Vague (A)</p> Signup and view all the answers

    In the Tuckman Model, which stage follows the 'Brainstorming Solutions' phase?

    <p>Norming (C)</p> Signup and view all the answers

    What type of training involves coaching and job instruction?

    <p>On the job training (B)</p> Signup and view all the answers

    Which is NOT a psychological symptom of stress?

    <p>Muscle pains (B)</p> Signup and view all the answers

    What is a characteristic of Distributed Leadership?

    <p>It encourages collaboration among multiple leaders. (A)</p> Signup and view all the answers

    Which method is NOT used to develop a Needs Assessment?

    <p>Peer reviews (A)</p> Signup and view all the answers

    What is an example of a management strategy to manage stress?

    <p>Staff feedback methods (D)</p> Signup and view all the answers

    What defines Charismatic Leadership?

    <p>Ability to inspire followers through personal characteristics (B)</p> Signup and view all the answers

    What part of the personality, according to Freud's Psychodynamic Theory, seeks immediate gratification?

    <p>ID (D)</p> Signup and view all the answers

    Which of the following is a characteristic of an emotionally unstable introvert in Eysenck's Type Theory?

    <p>Quiet and moody (B)</p> Signup and view all the answers

    What does the Big 5 personality trait 'Conscientiousness' primarily relate to?

    <p>Capability to accomplish goals (A)</p> Signup and view all the answers

    What does the term 'locus of control' refer to in psychology?

    <p>Perception of control over life circumstances (B)</p> Signup and view all the answers

    In Cattell's Trait Theory, what are basic traits that are not directly observable called?

    <p>Source traits (B)</p> Signup and view all the answers

    Which term describes a society focused on competition, success, and achievements?

    <p>Masculinity (A)</p> Signup and view all the answers

    Which factor negatively correlates with job performance due to low motivation?

    <p>Presenteeism (D)</p> Signup and view all the answers

    Which of the following is NOT a component of an attitude as described in attribution theory?

    <p>Emotional (B)</p> Signup and view all the answers

    What does high power distance indicate about a culture's view of power distribution?

    <p>High acceptance of unequal power distribution (D)</p> Signup and view all the answers

    What best describes 'pro social behaviors' in an organizational context?

    <p>Behaviors that benefit the organization (C)</p> Signup and view all the answers

    Which of the following concepts explains how individuals may judge others inaccurately due to errors in perception?

    <p>Perceptual Distortions (D)</p> Signup and view all the answers

    What is the focus of the Self-Efficacy concept in psychology?

    <p>Belief in one's capability to execute tasks (A)</p> Signup and view all the answers

    Which of the following best represents a hallmark of normative commitment in organizational behavior?

    <p>Sense of moral obligation to remain with the organization (A)</p> Signup and view all the answers

    Flashcards

    Sociology in Organizational Behavior

    The study of social systems within organizations.

    Emotional Quotient (EQ)

    The ability to recognize and manage one's own emotions and the emotions of others.

    Conscientious Employees

    Employees who are hardworking, committed, and satisfied with their jobs.

    Teamwork in the Workplace

    Collaborative effort among employees to achieve shared goals, enhancing efficiency and retention.

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    Extroversion Employees

    Employees who are sociable, strive for recognition, and often take on leadership roles.

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    Freud's Id

    The unconscious part of personality driving us to seek gratification.

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    Freud's Ego

    The conscious part of personality that organizes and controls oneself.

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    Freud's Superego

    The moral regulator of personality, shaped by culture and morals.

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    Big Five Personality Traits

    Dimensions: Openness, Conscientiousness, Extroversion, Agreeableness, Neuroticism.

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    Self-Esteem

    How close an individual feels to their ideal self.

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    Self-Efficacy

    Belief in one's ability to execute tasks successfully.

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    Locus of Control

    Perception of control over life circumstances (internal vs external).

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    Attribution Theory - Consensus

    Evaluating if behavior aligns with peers in similar situations.

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    Cognitive Dissonance

    Mental discomfort from holding conflicting beliefs or behaviors.

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    Maslow's Hierarchy of Needs

    Levels of human needs: physiological, safety, love, esteem, self-actualization.

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    Herzberg's Hygiene Factors

    Basic needs preventing job dissatisfaction (salary, environment).

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    Continuous Commitment

    Staying due to perceived risks of leaving an organization.

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    Pro-Social Behaviors

    Behaviors that benefit the organization positively.

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    Deviant Behaviors

    Behaviors negatively affecting the organization.

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    Presenteeism

    Showing up to work while sick or unwell.

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    McClelland's Theory of Needs

    A theory that identifies three primary needs: achievement, affiliation, and power.

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    Need for Achievement

    The desire to master complex tasks and succeed in challenging situations.

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    Need for Affiliation

    The desire to form close personal relationships and avoid conflict.

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    Need for Power

    The desire to influence or control others and have authority.

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    Equity Theory

    A theory that explains how individuals compare their circumstances to others, motivating behavior.

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    Expectancy Theory

    A theory explaining the thought process in choosing actions based on expected outcomes.

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    Goal Setting Theory

    The significance of setting specific, measurable, achievable, realistic, and time-specific goals.

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    Positive Reinforcement

    Desirable consequences that increase the likelihood of a behavior being repeated.

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    Tuckman Model

    A model outlining stages of teamwork: Forming, Storming, Norming, Performing, and Adjourning.

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    Transformational Leadership

    A leadership approach that inspires positive change through a vision for the future.

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    Study Notes

    Components of Organizational Behavior

    • Sociology: Measuring social systems.
    • Social Psychology: Interpersonal and working relationships.
    • Anthropology: Understanding how different cultures interact.
    • Psychology: Attitudes and workplace behavior changes.

    Important Factors of Organizational Behavior in the Workplace

    • People: Efficiency, monitoring external factors.
    • Structures: Organizational and people structure, coordination.
    • Technology: Speed and quality of task completion.
    • Environment: Internal and external environments impacting employee motivation.
    • Teamwork: Increased efficiency, shared tasks, ideas, and responsibilities. Also, improved employee retention and loyalty.

    Intelligence Quotient (IQ) & Emotional Quotient (EQ)

    • IQ: Inborn intelligence; logical reasoning, abstract thinking.
    • EQ: Emotional intelligence; learned through experience; recognizing, controlling, and expressing emotions.

    Employee Personality Traits

    • Conscientious: Hardworking, motivated, confident, committed; higher likelihood of citizenship behavior and teamwork.
    • Extraversion: Sociable, team leaders; successful and strive for status and recognition.
    • Agreeableness: Pleasing others; conflict avoidance; could be involved in counterproductive behaviors.

    Theories of Personality

    • Idiographic: Personality traits unique to individuals.
    • Nomothetic: Personality traits varying across people along specific dimensions.

    Freud's Psychodynamic Theory

    • ID: Unconscious; seeks gratification.
    • Ego: Conscious; controls and organizes.
    • Superego: Moral regulator; culturally influenced.

    Eysenck's Type Theory

    • Emotionally Stable Extrovert: Sociable, outgoing, carefree.
    • Emotionally Stable Introvert: Calm, passive, reliable.
    • Emotionally Unstable Extrovert: Quick, aggressive, hot-tempered.
    • Emotionally Unstable Introvert: Quiet, reserved, rigid, anxious, moody.

    Cattell's Trait Theory

    • Surface Traits: Observed behaviors.
    • Source Traits: Fundamental building blocks of personality.
    • Cattell's 16 Personality Factor Questionnaire: Measures personality.

    The Big Five (OCEAN) Personality Traits

    • Openness: Willing to try new things.
    • Conscientiousness: High drive to achieve goals.
    • Extroversion: Sociable, assertive.
    • Agreeableness: Adaptable, cooperative.
    • Neuroticism (Emotional Stability): Emotional stability.

    Self-Concept and Perceptions

    • Self-Esteem: Degree of closeness to ideal self.
    • Self-Efficacy: Belief in executing a task.
    • Locus of Control: Perception of control over life.
    • Internal: Control over circumstances.
    • External: Forces outside control one's fate.

    Myers-Briggs Type Indicator (MBTI)

    • Opposites in personality types: Extrovert/Introvert, Thinking/Feeling.
    • Based on self-description.

    Perceptual Processes

    • Environmental Stimuli → Attention and Selection → Organization → Reaction → Interpretation

    Perceptual Distortions

    • Errors: Stereotyping, prejudice.
    • Contrast Effect: Comparing individuals against each other rather than individually.

    Attribution Theory

    • Consensus: Comparing the behavior of others in the same situation.
    • Consistency: Past frequency of the behavior.
    • Distinctiveness: Behavior consistency across different situations.

    Attitudes

    • Cognitive: Beliefs about something.
    • Affective: Feelings and emotions.
    • Behavioral: Action taken.

    Prejudice

    • Negative attitude: Towards specific groups.
    • Implicit: Unconscious.
    • Explicit: Conscious.

    Values

    • Degree of importance: Individual holds towards an object.

    External Environment Influences on Job Satisfaction

    • Family, social circles, professional relationships, macroeconomics, societal beliefs, religion, historical events, institutions, nature.

    Iceberg Theory (of Culture)

    • Visible: Behaviors, language, rituals.
    • Invisible: Culture, traditions, family, history, religion.

    Cultural Dimensions

    • Power Distance: Acceptance of unequal power distribution.
    • Individualism vs. Collectivism: Interdependence of members.
    • Masculinity vs. Femininity: Society (competition/achievement vs. quality of life).
    • Uncertainty Avoidance: Preparation for future uncertainty.

    Task Characteristics Approach

    • Framework for understanding task attributes impacting motivation, satisfaction, and performance.

    Social Information Processing Approach

    • Job attributes shaped by social cues and interactions.

    Dispositional Approach

    • Consistent, stable ways of thinking.
    • Unstable/inconsistent = lower job satisfaction.

    Organizational Commitment

    • Continuance: Risk of leaving.
    • Affective: Emotional investment.
    • Normative: Perceived moral obligation.

    Prosocial/Deviant Behaviors

    • Prosocial: Benefits organization.
    • Deviant: Negative, counterproductive.

    Presenteeism

    • Showing up to work ill.

    Factors Driving Performance

    • Work attitudes/culture, skills, ability, motivation.

    Indicators of Low Motivation

    • Absenteeism, productivity issues ,high staff turnover rates, work accidents, complaints/harassment.

    Maslow's Hierarchy of Needs

    • Self-Actualization, Self-esteem, Love/Belonging, Safety, Physiological Needs.

    Herzberg's Two-Factor Theory

    • Hygiene Factors prevent dissatisfaction (salary, environment, supervision, security)
    • Motivation Factors (career growth, recognition, autonomy, fulfillment) instill satisfaction

    McClelland's Theory of Three Needs

    • Need for achievement, affiliation, power.

    Equity Theory

    • Comparing circumstances with others; motivating behaviors (loyalty, fairness),

    Expectancy Theory

    • How people consider expected consequences when choosing actions.
    • Effort→Performance→Outcome→Motivation.

    Goal-Setting Theory

    • Importance of specific, measurable, achievable, realistic, time-bound goals.

    Reinforcement

    • Positive: Desirable consequences increase behavior
    • Negative: Undesirable consequences decrease behavior

    Tuckman Model of Team Development

    • Forming → Storming → Norming → Performing → Adjourning

    Successful Team Characteristics

    • Interpersonal skills, open communication, commitment, motivation, interdependence, leadership, accountability, and appropriate composition.

    Needs Assessment Methods

    • Analyze organization, individuals, tasks/behavior.
    • Work sampling, performance appraisals, skills tests, exit interviews/surveys.

    Training Methods

    • Off-the-job: Conferences, training camps, role plays, business games.
    • On-the-job: Job rotation, job instruction, coaching.

    Training Evaluation Levels

    • Reactions, learning, behavior, results.

    Interactive Processes

    • Research/development method (repeated trial & error, systematic, time-based).

    VARK Model

    • Visual, auditory, reading/writing, kinesthetic learners.

    Stress Symptoms

    • Psychological: Muscle pain, shortness of breath, chest pain, panic attacks, sleep difficulties.
    • Behavioral: Short temper, eating changes, decreased productivity, increased smoking/alcohol, quick speech, fidgeting, sleep disorders.

    Stress Causes

    • Environmental: Economic, political, technological.
    • Organizational: Task/workload, role demands, interpersonal.
    • Personal: Family, economics, perception, experience, social support, personality traits.

    Stress Positives

    • Release of cortisol increases alertness.

    Stress Management

    • Individual: Listen to music, exercise, yoga, prayer.
    • Management: Awareness training, workshops, feedback, organizational improvements.

    Leadership Theories

    • Leader-Member Exchange (LMX): Special relationships with inner circle.
    • Distributed Leadership: Group of leaders, open challenge.
    • Charismatic Leadership: Positive influence through personal characteristics.
    • Transformational Leadership: Inspiring positive change (vision).
    • Transactional Leadership: Maintaining status quo, managing/supervising.

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    Description

    Test your knowledge on key components of organizational behavior, including cultural interactions and emotional intelligence (EQ). This quiz will challenge you on factors affecting workplace dynamics and characteristics of successful team leaders.

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