Term Test 1 September 26th .pdf

Q1: What are the three commonly agreed-upon goals of Organizational Behaviour?1 A1: The three goals are: ○ Predicting organizational behaviour and events23. ○ Explaining organizational behaviour and events in organizations. ○ Managing organizational behaviour4....

Q1: What are the three commonly agreed-upon goals of Organizational Behaviour?1 A1: The three goals are: ○ Predicting organizational behaviour and events23. ○ Explaining organizational behaviour and events in organizations. ○ Managing organizational behaviour4. Q2: What is evidence-based management? A2: Evidence-based management involves translating principles based on the best scientific evidence into organizational practices5. It emphasizes making decisions based on the best available scientific evidence from social science and organizational research rather than personal preference and unsystematic experience6. Q3: What are the key components of a psychologically healthy workplace?7 A3: Key components include: ○ Employee involvement ○ Work-life balance ○ Employee growth and development ○ Health and safety ○ Employee recognition Q4: What is the contingency approach to management?8 A4: The contingency approach to management recognizes that there is no one best way to manage9. An appropriate management style depends on the demands of the situation, meaning management approaches need to be tailored to fit specific circumstances10. Q5: What are some contemporary management concerns? A5: Contemporary management concerns include: ○ Diversity—Local and Global11 ○ Employee Health and Well-Being12 ○ Talent Management and Employee Engagement13 ○ Alternative Work Arrangements ○ Corporate Social Responsibility (CSR)14 Chapter 2 Part One Slide 4: What is Personality?3 Q: How is personality defined in this context? A: Personality is defined as the relatively stable set of psychological characteristics that influence how an individual interacts with their environment and how they feel, think, and behave4. Slide 5: Personality and Organizational Behaviour Q: What are the three approaches to understanding the role of personality in organizational behaviour?5 A: The three approaches are the dispositional approach, the situational approach, and the interactionist approach2. Slide 6: The Dispositional Approach6 Q: What does the dispositional approach focus on? A: The dispositional approach focuses on individual dispositions and personality, suggesting that individuals possess stable traits that influence their attitudes and behaviours7. Slide 7: The Situational Approach8 Q: How do situational factors influence organizational behaviour according to the situational approach? A: Situational factors such as rewards and punishment influence people’s feelings, attitudes, and behaviour, with job satisfaction and other work-related attitudes largely determined by these factors9. Slide 8: The Interactionist Approach10 Q: What does the interactionist approach propose?11 A: The interactionist approach proposes that organizational behaviour is a function of both dispositions and the situation, and to predict and understand behaviour, we need to know about an individual’s personality and the work setting12. Slide 9: Trait Activation Theory Q: What is Trait Activation Theory? A: proposes that personality traits influence behavior, but this influence is only noticeable when the situation specifically calls for those traits to be expressed. In other words, certain traits become relevant and drive behavior only in situations where they are needed. Slide 10: The Five-Factor Model of Personality1415 Q: What are the five dimensions of the Five-Factor Model of personality? A: The five dimensions are extraversion, emotional stability/neuroticism, agreeableness, conscientiousness, and openness to experience. Slide 11: Extraversion and Organizational Behaviour Q: Why is extraversion important in certain jobs? A: Extraversion is important for jobs that require interpersonal interaction and where being sociable, assertive, energetic, and ambitious is important for success16. Slide 12: Emotional Stability/Neuroticism and Organizational Behaviour Q: How does emotional stability affect interactions at work? A: Persons high on emotional stability tend to have more effective interactions with co-workers and customers as they are more calm and secure17. Slide 13: Agreeableness and Organizational Behaviour Q: In what types of jobs is agreeableness particularly beneficial? A: Agreeableness is beneficial in jobs that require interaction, helping, cooperating, nurturing others, teamwork, and cooperation18. Slide 14: Conscientiousness and Organizational Behaviour Q: Why is conscientiousness important for job performance? A: Conscientiousness is important for job performance due to the tendency towards hard work and achievement19. Slide 15: Openness to Experience and Organizational Behaviour20 Q: What type of jobs benefit from high openness to experience? A: Jobs that involve learning and creativity benefit from high openness to experience due to the tendency to be intellectual, curious, and imaginative21. Slide 16: Locus of Control Q: What is locus of control?22 A: Locus of control is a set of beliefs about whether one’s behaviour is controlled mainly by internal or external factors. Slide 17: Self-Monitoring23 Q: What is self-monitoring? A: Self-monitoring is the extent to which people observe and regulate how they appear and behave in social settings and relationships24. Slide 18: Self-Esteem Q: How does self-esteem affect behaviour in organizations? A: People with high self-esteem have favourable self-images and are more resilient to the strains of everyday work-life, while those with low self-esteem are more susceptible to external and social influences2526. Slide 19: Positive and Negative Affectivity27 Q: What are positive and negative affectivity? A: Positive affectivity (PA) involves experiencing positive emotions and moods and viewing the world positively, while negative affectivity (NA) involves experiencing negative emotions and moods and viewing the world negatively2829. Slide 20: Proactive Personality Q: What is a proactive personality?30 A: A proactive personality reflects a tendency to take personal initiative across a range of activities and situations and to effect positive change in one’s environment. Slide 21: General Self-Efficacy31 Q: What is general self-efficacy?32 A: General self-efficacy is a general trait referring to an individual’s belief in their ability to perform successfully in a variety of challenging situations33. Slide 22: Core Self-Evaluations34 Q: What are core self-evaluations? A: Core self-evaluations are a multidimensional trait consisting of self-esteem, general self-efficacy, locus of control, and neuroticism (emotional stability). Chapter 2 Part Two Sure! Here are some questions and answers based on the provided learning objectives: L O2.4 Define learning, and describe what is learned in organizations1. Q1: What is the definition of learning in an organizational context? A1: Learning occurs when practice or experience leads to a relatively permanent change in behavior potential2. Q2: What are the four types of skills employees learn in organizations? A2: Employees learn practical skills, intrapersonal skills, interpersonal skills, and cultural awareness. L O2.5 Explain operant learning theory and how to increase the probability of behavior using positive and negative reinforcements, and explain organizational errors involving reinforcement and when to use immediate versus delayed reinforcement and continuous versus partial reinforcement3. Q1: What is operant learning theory?4 A1: Operant learning theory is learning in which the subject learns to operate on the environment to achieve certain consequences5. Q2: How do positive and negative reinforcements increase the probability of behavior? A2: Positive reinforcement involves the application of a stimulus to increase behavior, while negative reinforcement involves the removal of a stimulus to increase behavior. Q3: What are common organizational errors involving reinforcement? A3: Common errors include confusing rewards with reinforcers, neglecting diversity in preferences for reinforcers, and neglecting important sources of reinforcement6. Q4: When should immediate versus delayed reinforcement and continuous versus partial reinforcement be used? A4: Immediate and continuous reinforcement should be used for fast acquisition, while delayed and partial reinforcement should be used for persistent behavior. L O2.6 Explain how to reduce the probability of behavior using extinction and punishment, and explain how to use punishment effectively78. Q1: What is extinction in the context of reducing behavior? A1: Extinction is the gradual dissipation of behavior following the termination of reinforcement9. Q2: How does punishment reduce the probability of behavior? A2: Punishment involves applying an aversive stimulus following unwanted behavior to decrease its probability. Q3: What are the problems with using punishment? A3: Problems include not demonstrating which behaviors should replace the punished response, only temporarily suppressing unwanted behavior, and provoking strong emotional reactions1011. L O2.7 Explain social cognitive theory and discuss observational learning, self-efficacy beliefs, and self-regulation12. Q1: What is social cognitive theory? A1: Social cognitive theory emphasizes the role of cognitive processes in regulating behavior, where people learn by observing others and regulating their own behavior1314. Q2: What are the components of social cognitive theory?15 A2: The components include observational learning, self-efficacy beliefs, and self-regulation12. Q3: How do self-efficacy beliefs influence behavior? A3: Self-efficacy beliefs influence the activities people choose to perform, the effort and persistence devoted to tasks, affective and stress reactions, and job performance. L O2.8 Describe the following organizational learning practices: organizational behavior modification, employee recognition programs, and training and development programs16. Q1: What is organizational behavior modification? A1: Organizational behavior modification is the systematic use of learning principles to influence organizational behavior17. Q2: What are the key components of effective employee recognition programs? A2: Effective programs specify how a person will be recognized, the type of behavior being encouraged, the manner of public acknowledgment, and a token or icon of the event for the recipient18. Q3: What is the role of training and development programs in organizational learning? A3: Training and development programs are designed to enhance employees’ skills, knowledge, and competencies to improve performance and support organizational goals. Chapter 3 Slide 2: Components of Perception Q: What are the three components of perception?1 A: The three components of perception are the perceiver, the target being perceived, and the situational context in which the perception occurs. Slide 3: The Perceiver Q: How do past experiences influence perception? A: Past experiences lead the perceiver to develop expectations that affect current perceptions2. Slide 4: Perceptual Defence3 Q: What is perceptual defence?4 A: Perceptual defence is the tendency for the perceptual system to defend the perceiver against unpleasant emotions, causing people to see and hear what they want to see and hear5. Slide 5: The Target Q: Why are ambiguous targets especially susceptible to interpretation?6 A: Ambiguous targets are especially susceptible to interpretation because perceivers have a need to resolve ambiguities and may not use all the information provided by the target7. Slide 6: The Situation Q: How can the situational context affect perception? A: The situational context can add information about the target and change the perception of the target even when the perceiver and target remain the same8. Slide 7: Social Identity Theory Q: What are the two components of our sense of self according to social identity theory? A: Our sense of self is composed of a personal identity based on unique personal characteristics and a social identity based on our perception that we belong to various social groups. Slide 8: Bruner’s Model of the Perceptual Process9 Q: What happens as the categorization of a target becomes stronger in Bruner’s model? A: As the categorization becomes stronger, the perceiver will ignore or distort cues that violate initial perceptions10. Slide 9: Primacy Effect11 Q: What is the primacy effect? A: The primacy effect is the reliance on early cues or first impressions, which can have a lasting impact on perception1213. Slide 10: Attribution Cues Q: What are the three implicit questions that guide attributions? A: The three implicit questions are: Does the person engage in the behavior regularly and consistently?14 Do most people engage in the behavior, or is it unique to this person?15 Does the person engage in the behavior in many situations, or is it distinctive to one situation?16 Slide 11: Biases in Attribution Q: What is the fundamental attribution error?17 A: The fundamental attribution error is the tendency to overemphasize dispositional explanations for behavior at the expense of situational explanations1819. Slide 12: Perceptions of Trust20 Q: What are the three distinct perceptions that trust in management is based on? A: Trust in management is based on perceptions of ability, benevolence, and integrity. Slide 13: Perceptions in the Employment Interview21 Q: What factors threaten the validity of the employment interview?22 A: Factors that threaten the validity of the employment interview include applicants presenting a favorable impression, interviewers comparing applicants to a stereotype of the ideal applicant, and interviewers exhibiting primacy reactions23. Slide 14: Rater Errors in Performance Evaluation Q: What are some common rater errors in performance evaluation?24 A: Common rater errors include leniency, harshness, central tendency, halo effect, and similar-to-me effect. TEXTBOOK QUESTIONS Chapter 1: Introduction to Organizational Behaviour Q1: What is organizational behaviour? A1: Organizational behaviour is the study of how people interact within groups in a workplace setting. Q2: What are the main goals of organizational behaviour? A2: The main goals are to explain, predict, and influence behaviour in organizations. Chapter 2: Individual Behaviour Q1: What factors influence individual behaviour in organizations? A1: Factors include personality, learning, perception, attribution, diversity, attitudes, job satisfaction, and organizational commitment1. Q2: What is the significance of personality in the workplace? A2: Personality affects how individuals behave and interact with others, influencing job performance and satisfaction. Chapter 3: Perception and Attribution Q1: What is perception in the context of organizational behaviour? A1: Perception is the process by which individuals interpret and organize sensory information to produce a meaningful experience of the world. Q2: What is attribution theory? A2: Attribution theory explains how individuals pinpoint the causes of their own and others’ behaviour. Chapter 4: Values, Attitudes, and Job Satisfaction Q1: What are values and how do they impact organizational behaviour? A1: Values are enduring beliefs that influence attitudes and behaviours. They impact decision-making and interpersonal relationships in the workplace. Q2: What is job satisfaction and why is it important? A2: Job satisfaction is the extent to which individuals feel positively or negatively about their jobs. It is important because it affects productivity, absenteeism, and turnover. Feel free to ask if you need more detailed questions or additional chapters!