Orgb 320 Chapter 2 Flashcards

Front 1

values

Back 1

what you believe as right, good, desirable

Front 2

Terminal Values

Back 2

values you want to achieve

Front 3

Instrumental Values

Back 3

how you achieve terminal values

Front 4

Four Generations

Back 4

Veterans
Boomers
Xers
Nexers

Front 5

Veterans

Back 5

1950-1960
- loyalty to organization
- hardwork, conservative, conforming

Front 6

Boomers

Back 6

1965-1985
-loyalty to career
-success, achievement, ambition, dislike authority

Front 7

Xers

Back 7

1985-2000
-loyalty to relationships
-work/life balance, team-oriented, dislike rules

Front 8

Nexters

Back 8

2000-present
- loyalty to self and relationships
- confident, financial success, self-reliant and team-oriented

Front 9

Hofstede's Framework

Back 9

1) Power Distance
2) Individualism vs Collectivism
3) Achievement vs. Nurturing
4) Uncertainty avoidance
5) LT vs ST orientation

Front 10

Power Distance

Back 10

degree which people in a country accept power in institutions and organizations are distributed unequally

Front 11

Individualism vs. Collectivism

Back 11

degree which ppl prefer to act as individuals vs. groups

Front 12

Achievement vs. Nurturing

Back 12

degree individual thinks importance of achievement and success brings to relationship or others

Front 13

Uncertainty avoidance

Back 13

degree ppl prefer structure or unstructured situations

Front 14

LT vs. ST orientation

Back 14

more value future or here and now

Front 15

GLOBE

Back 15

Global Leadership Organizational Behavior Effectiveness

Front 16

attitudes

Back 16

statements concerning other things (people, event, objects)

Front 17

job satisfaction

Back 17

a.k.a. employee attitudes
- feelings toward job
- fair outcomes, treatment, procedures

Front 18

determine job satisfaction

Back 18

challenging
rewarding
satisfying
working conditions/colleagues

Front 19

Attitude/Behavior Relationship

Back 19

both causally related
- more specific attitude and behavior, the stronger the link between two

Front 20

perception

Back 20

process which individuals organize and interpret sensory impression in order to give meaning to environment
- reflections of how we see others and events through filter of our values, assumptions, beliefs, expectations
-interpret what we see and call reality

Front 21

attribution theory

Back 21

suggests when we observe individual behavior, we try determine if it's caused internally or externally
- three factors: distinctiveness, consensus, consistency

Front 22

fundamental attribution error

Back 22

when judging others- we underestimate external factors and overestimate internal factors

we think it's more their fault then outside influences

Front 23

Shortcuts to Judging Others

Back 23

1) Selectivity- data in bits and pieces
2) Assumed Similarity- think they're just like us
3) stereotyping- judge based on group
4) Halo Effect- judge based on one thing that happened

Front 24

Learning

Back 24

permanent change in behavior because of experience

Front 25

Shaping

Back 25

learning that takes placed in gradual steps

Front 26

modeling

Back 26

learning because of observation

Front 27

self concept

Back 27

purpose of all human activity:
1) protection
2) maintenance
3) enhancement of self concept

interaction between ideal self, self image and self esteem

Front 28

ideal self

Back 28

represents our view of who we are and can become

Front 29

self image

Back 29

perception is that hard reality of how we see ourselves today

Front 30

self esteem

Back 30

resulted from the gap we see btwn self image and ideal self

Front 31

three measures to evaluate perception

Back 31

1) direction- is it positive or negative?
2) intensity - strength of feeling
3) saliency- importance in light of all other things

Front 32

how are men disturbed?

Back 32

by views which they take of them