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BA 352 ch79111316

Chapters 7,9,11,13,16 of Organizational Behavior

________ is the willingness to be vulnerable to an authority based on (positive/negative) expectations about the authority’s actions and intentions. Trust
________ reflects the perceived fairness of an authority’s decision making. Justice
_________ can be used to explain why employees judge some authorities as more trustworthy. Justice
_________ reflects the degree to which the behaviors of an authority are in accordance with generally accepted moral norms. Ethics
_________ can be used to explain why authorities choose to act in a trustworthy manner. Ethics
Trust can be ____________-based, meaning that one’s personality includes a general propensity to trust others. disposition-based
Trust can be __________-based, meaning that it’s rooted in a rational assessment of the authority’s trustworthiness. cognition
Trust can be ________-based, meaning that it’s rooted in feelings towards the authority that go beyond any rational assessment of trustworthiness. affect
Trustworthiness is judged along (one/two/three/four) dimensions. three
__________ reflects the skills, competencies, and areas of expertise that an authority possesses. Ability
___________ is the degree to which an authority wants to do good for the trustor, apart from any selfish or profit-centered motives. Benevolence
__________ is the degree to which an authority adheres to a set of values and principles that the trustor finds acceptable. Integrity
The fairness of an authority’s decision making can be judged along (one/two/three/four) dimensions. four
____________ justice reflects the perceived fairness of decision-making outcomes. Distributive
____________ justice reflects the perceived fairness of decision-making processes. Procedural
____________ justice reflects the perceived fairness of the treatment received by employees from authorities. Interpersonal
____________ justice reflects the perceived fairness of the communications provided to employees from authorities. Informational
The (one/two/three/four)-component model of ethical decision making argues that ethical behavior depends on (one/two/three/four) concepts. four, three
Moral _______ reflects whether an authority recognizes that a moral issue exists in a situation. awareness
Moral ________ reflects whether the authority can accurately identify the “right” course of action. judgment
Moral ________ reflects an authority’s degree of commitment to the moral course of action. intent
Trust has a (weak/moderate/strong) positive relationship with job performance and a (weak/moderate/strong) positive relationship with organizational commitment. moderate, strong
Organizations can become more trustworthy by emphasizing corporate social ________. responsibility
Corporate ___________ __________ is a perspective that acknowledges that the responsibilities of a business encompass the economic legal, ethical, and citizenship expectations of society. social responsibility
__________ refers to structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior. Personality
Social reputations is the way that people are perceived by (themselves/others). others
Personality captures what people (are like/can do). are like
Ability captures what people (are like/can do). can do
_________ _________ are shared beliefs about desirable end states or modes of conduct in a given culture that influence the development and expression of traits. cultural values
The “Big Five” traits are... (Remember CANOE) Conscientiousness, agreeableness, neuroticism, openness to experience, and extraversion.
Both _______ and ________ are important when it comes to personality, but personality is affected significantly by __________ factors. nature, nurture, genetic
Studies of identical twins reared apart and studies of personality stability over time suggest that between _________ and ______ percent of the variation in personality is _________. 35, 45, genetic
The Big Five is the dominant taxonomy of personality: other taxonomies include... the Myers-Briggs Type Inventory and Holland’s RIASEC model
Hofstede’s taxonomy of cultural values include... individualism-collectivism, power distance, uncertainty avoidance, masculinity-femininity, and short-term vs. long-term orientation.
Individualism-collectivism, power distance, uncertainty avoidance, masculinity-femininity, and short-term vs. long-term orientation are all examples of __________ taxonomy of cultural values. Hofstede’s
Conscientiousness has a (weak/strong/moderate) positive relationship with job performance and a (strong/moderate/weak) positive relationship with organizational commitment. moderate, moderate
_______________ has a strong effect on job performance and organizational commitment than the rest of the Big Five. Conscientiousness
Research suggests that applicants (do/do not) “fake” to some degree on tests, but faking (does/does not) significantly lower the correlation between test scores and the relevant outcomes. do, does not
There are (one/two/three/four/five) main types of teams. What are they? five: work, management, action, project, and parallel
Teams are ____________ in terms of team task, goals, and outcomes. interdependent
Team ___________ refers to the characteristics of the members who work in the team. composition
Roles, ability, personality, and member diversity, and number of team members are all characteristics of the members of the team and known as team ____________. composition
The effect of diversity on the team depends on time and whether the diversity is _________-level or ___________-level. surface, deep
The effects of __________-level diversity tend to diminish with time. surface
The effects of __________-level diversity tend to increase over time. deep
Task interdependence has a (weak/moderate/strong) positive relationship with term performance and a (weak/moderate/strong) with team commitment. moderate, weak
_____________ interdependence has important effects on teams, which can be managed with compensation practices that take team performance into account. Outcome
________ is the use of power and influence to direct the activities of followers toward goal achievement. Leadership
_________ is the ability to influence the behavior of others and resist unwanted influence in return. Power
Power is necessary, in that it gives leaders the ability to _________ others. influence
Leaders have (one/two/three/four/five/six) major types of power. five
There are (one/two/three/four/five/six) organizational forms of power. three
_________ power is based on authority or position. Legitimate
_________ power is based on the distribution of resources or benefits. Reward
_________ power is based on the handing out of punishments. Co-ercive
There are (one/two/three/four) person forms of power. two
_________ power is derived from expertise and knowledge. Expert
_________ power is based on the attractiveness and charisma of the leader. Referent
The two personal types of power: _________ and ________ powers can be used most effectively when leaders are central to the work process, highly visible, have discretion, and are the sole controllers of resources and information. Expert and Referent
_________ can use at least (one/five/ten/fifteen) different influence tactics to achieve their objectives. Leaders, ten
The most effective leadership _________ are rational persuasion, consultation, inspirational appeals, and collaboration. tactics
The least effect leadership tactics are _______ and the form of coalitions. pressure
The tactics with (high/low/moderate) effectiveness are ingratiation, exchange, personal appeals, and apprising. moderate
Organizational ___________ are individual actions that are directed toward the goal of furthering a person’s own self-interests. politics
___________ behavior is most likely to occur in organizational situations in which individual outcomes are uncertain. Political
Leaders use ______ and _________ to resolve conflicts through multiple conflict resolution styles. power, influence
There are (one/two/three/four/five/six) conflict resolution styles. five
Avoidance, competing, accommodating, collaborating, and compromising are examples of _________ __________ styles. conflict resolution
The most effective, and most difficult, conflict resolution tactic is ______________. collaboration
___________ use both distributive and integrative bargaining strategies to negotiate outcomes. Leaders
What are the four steps in the process of negotiating? 1) Preparation 2) Exchanging information 3) Bargaining 4) Closing and Commitment
Power and influence have (low/moderate/high) positive relationships with job performance and organizational commitment. moderate
Leaders must wield their power effectively and rely on effective influence tactics in negotiating outcomes for _______ and ___________ to have a moderate positive relationship with job performance and organizational commitment. power and influence
__________ ___________ is the shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees. organizational culture
There are three components of organizational culture. What are they? observable artifacts, espoused values, and basic underlying assumptions
________ __________ include symbols, physical structures, language, stories, rituals, and ceremonies. Observable artifacts
There are (one/two/three/four) general culture types. four
The four general organizational culture types can be described on dimensions such as ________ and ______________. solidarity, sociability
Organizations often strive to create a more (general/specific) cultural emphasis. specific
Customer service cultures, safety cultures, diversity cultures, and creativity cultures are all examples of organizations trying to create a more ___________ cultural emphases. specific
___________ cultures have the ability to influence employee behaviors and attitudes. Strong
___________ cultures exist when employees agree on the way things are supposed to happen and their behaviors are consistent with those expectations. Strong
Strong cultures are not necessarily _________ or ______. good or bad
Generally, a culture’s effectiveness depends on how well it matches the company’s _________ environment. outside
________ cultures can be very useful. adaptive
Attraction, selection, attrition processes, and socialization practices are used to __________ an organizations culture. maintain
Organizations change their cultures by ____________ their leadership or through mergers and acquisitions. changing
Organizations change their cultures by changing their _________ or through ________ and _______. leadership, mergers, acquisitions
The degree to which a person’s values and personality match the culture of the organization is the ______________ ______. person-organization fit
Person-organization fit has a (strong/weak) positive effect on job performance and a (strong/weak) positive effect on organizational commitment. weak, strong
Mentoring, realistic job previews, and orientation programs are all designed to improve the __________ of (old/new) employees. socialization, new
Created by: 835093078



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