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MULTICULTURAL
135問 • 3年前
  • rhyzza sanpedro
    • 通報

    問題一覧

  • 1

    the study of what people think, feel, and do in and around organizations

    Organizational behavior

  • 2

    Groups of people who work interdependently toward some purpose

    Organizations

  • 3

    Collective entities

    Organizations

  • 4

    the ultimate dependent variable in Organizational Behavior

    Organizational Effectiveness

  • 5

    achieving stated goal

    Old Approach

  • 6

    Problem with goal attainment

    - Could set easy goals - Company might achieve wrong goals

  • 7

    Four Perspectives of Organizational Effectiveness

    Write it down

  • 8

    - Organizations are complex systems that “live” within, and depend on, the external environment

    Open Systems Perspective

  • 9

    - Foundation for the other three organizational effectiveness perspectives

    Open systems perspective

  • 10

    maintain a close “fit” with changing conditions - transform inputs to outputs efficiently and flexibly

    Organizational effectiveness

  • 11

    An organization’s capacity to acquire, share, use, and store valuable knowledge

    Organizational Learning Perspective

  • 12

    Need to be consider in organizational learning perspective

    Stock and flow

  • 13

    Intellectual capital

    Stock

  • 14

    org learning processes of acquisition, sharing, use, and storage

    Flow

  • 15

    knowledge that people possess and generate

    Human capital

  • 16

    3 intellectual capital

    Human structural relationship

  • 17

    knowledge captured in systems and structures

    Structural Capital

  • 18

    Value derived from satisfied customers, reliable suppliers etc.

    Relationship Capital

  • 19

    Workplace practices that leverage the potential of human capital

    High Performance Work Practices

  • 20

    Need to “bundle” them – work best together

    High Performance Work Practices

  • 21

    Four HWPS

    List downnn

  • 22

    entities who affect or are affected by the firm’s objectives and actions

    Stakeholders

  • 23

    Challengers with stakeholder perspective:

    stakeholders have conflicting interests -firms have limited resources to satisfy all stakeholder needs

  • 24

    stable, evaluative beliefs, guide preferences for outcomes or courses of action in various situations

    Values

  • 25

    (moral principles/ values) determine whether actions are right/wrong and outcomes are good or bad

    Ethics

  • 26

    perspective includes corporate social responsibility

    Stakeholders

  • 27

    benefit society and environment beyond the firm’s immediate financial interests or legal obligations

    Stakeholders and csr

  • 28

    Triple bottom line

    Economy society environment

  • 29

    economic, social, and cultural connectivity with people in other parts of the world -due to better communication and transportation systems

    Globalization

  • 30

    effects of globalization on organizations

    larger markets, lower costs, more innovation 2.increasing diversity 3.increasing work intensification, less work-life balance (negative: less local opportunities)

  • 31

    Four Organizational Behavior Anchors

    List down

  • 32

    OB knowledge is built on systematic research

    Systematic research anchor

  • 33

    evidence- based management rely on research evidence, not fads, untested assumptions

    Systematic research anchor

  • 34

    Many OB concepts adopted from other disciplines

    Multidisciplinary anchor

  • 35

    OB develops its own theories, but scans other fields

    Multidisciplinary anchor

  • 36

    particular action may have different consequences in different situations

    Contingency anchor

  • 37

    need to diagnose the situation and select best strategy under those conditions

    Contingency anchor

  • 38

    Individual, team, organizational level of analysis -OB topics usually relevant at all three levels of analysis

    Multiple levels of analysis anchor

  • 39

    internal forces that affect a person’s voluntary choice of behavior

    Employee motivation

  • 40

    Employee motvation

    - Direction - Intensity - Persistence

  • 41

    aptitudes and learned capabilities required to successfully complete a task

    Employee ability

  • 42

    understand the job duties expected of us

    Role perceptions

  • 43

    benefits of clear role perceptions:

    More accurate/efficient job performance 2.Better coordination with others 3.Higher motivation

  • 44

    environmental conditions beyond the individualks short-term control that constrain of facilitate behavior

    Situational factors

  • 45

    3 constraints

    Time budget facilities

  • 46

    Relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics

    Personality

  • 47

    clusters of internally-caused behavior tendencies

    Personality traits

  • 48

    traits apparent across, situations, but situation may suppress behavior tendencies

    Personality traits

  • 49

    2 types pf persinality

    Nurture and Nature

  • 50

    Heredity explains about 50 percent of behavioral tendencies and 30 percent of temperament

    Influence by nature

  • 51

    twins had similar personalities

    Minesota studies

  • 52

    socialization, learning

    Nurture

  • 53

    Five-Factor Personality and Individual Behavior

    CANOE

  • 54

    organized, dependable

    Conscientiousness

  • 55

    trusting, helpful, flexible

    Agreeableness

  • 56

    anxious, self-consious

    Neuroticism

  • 57

    creative, nonconforming

    Openness to experience

  • 58

    outgoing, talkative, energetic

    Extraversion

  • 59

    strongest personality predictors of performance

    Conscientiousness and emotional stability

  • 60

    higher performance in sales and mgt performance

    Extraversion

  • 61

    related to social interaction and persuasion

    Extraversion

  • 62

    -effective in jobs requiring cooperation and helpfulness

    Agreeableness

  • 63

    linked to higher creativity and adaptability to change

    Openness to experience

  • 64

    Swiss psychiatrist Carl Jung

    Jungian Personality Theory

  • 65

    Carl Jung

    Jungian Personality Theory

  • 66

    identifies prferences for perceiving the environment and obtaining/processing information

    Jungian Personality Theory

  • 67

    MBTI

    Myers-Briggs Type Indicator

  • 68

    Three Ethical Principles

    Utili indivi rights distributive

  • 69

    greatest good for the greatest number of people

    Utilitarianism

  • 70

    – Fundamental entitlements in society

    Individual rights

  • 71

    people who are similar should receive similar benefits

    Distributive justice

  • 72

    The degree to which people value personal freedom, self-sufficiency, control over themselves, being appreciated for unique qualities.

    Individualism

  • 73

    The degree to which people value their group membership and harmonious relationships within the group

    Collectivism

  • 74

    - Value obedience to authority

    High lower distance

  • 75

    - Value obedience to authority

    High Power Distance

  • 76

    - Comfortable receiving commands from superiors

    High power distance

  • 77

    - Prefer formal rules and authority to resolve conflicts

    High power distance

  • 78

    - Expect relatively equal power sharing

    Low power distance

  • 79

    - View relationship with boss as interdependence, not dependence

    Low power distance

  • 80

    - Assertiveness - Competitiveness - Materialismw

    High achievement orientation

  • 81

    - Relationship - Others’ well being

    High nurturing orientation

  • 82

    an individual’s self-beliefs and self-evaluations

    Self concept

  • 83

    who am i? “How do I feel about myself?” - compare perceived job with our perceived and ideal selves

    Self concept

  • 84

    3 Self-Concept Model:

    Complexity consistency clarity

  • 85

    4 Selves:

    Social Self -Self-enhancement -Self-evaluation -Self-verification

  • 86

    We perceive multiple self-views

    Complexity

  • 87

    several identities with little overlap

    High complexity

  • 88

    Multiple selves require compatible personality, values

    Consistency

  • 89

    self-concept is clear, confidently described, internally consistent, and stable across time.

    Clarity

  • 90

    multiple selves

    Complexity

  • 91

    well established selves

    Clarity

  • 92

    selves are similar and compatible with traits

    Consistency

  • 93

    promoting and protecting our positive self-view

    Self enhancement

  • 94

    Affirming and maintaining our existing self-concept

    Self verification

  • 95

    evaluating ourselves through self-esteem, self efficacy, and locus of control

    Self evaluation

  • 96

    defining ourselves by our group membership

    Social self

  • 97

    Drive to promote/protect a positive self-view competent, attractive, lucky, ethical, valued

    Self- Concept: Self-Enhancement

  • 98

    better personal adjustment and mental/physical health

    Self-enhancement

  • 99

    Higher “can-do” attitude Inflates perceived personal causation and chances of success

    Self-enhancement

  • 100

    Motivation to verify/maintain our self-concept

    Self-verification

    • Multi lesson 4

    Multi lesson 4

    rhyzza sanpedro · 46問 · 3年前

    Multi lesson 4

    Multi lesson 4

    46問 • 3年前
    rhyzza sanpedro

    ETHICS

    ETHICS

    rhyzza sanpedro · 84問 · 3年前

    ETHICS

    ETHICS

    84問 • 3年前
    rhyzza sanpedro

    TOM MODULE 5

    TOM MODULE 5

    rhyzza sanpedro · 26問 · 2年前

    TOM MODULE 5

    TOM MODULE 5

    26問 • 2年前
    rhyzza sanpedro

    TOM MODULE 2

    TOM MODULE 2

    rhyzza sanpedro · 32問 · 2年前

    TOM MODULE 2

    TOM MODULE 2

    32問 • 2年前
    rhyzza sanpedro

    TOM MODULE 4

    TOM MODULE 4

    rhyzza sanpedro · 22問 · 2年前

    TOM MODULE 4

    TOM MODULE 4

    22問 • 2年前
    rhyzza sanpedro

    MODULE 12

    MODULE 12

    rhyzza sanpedro · 13問 · 2年前

    MODULE 12

    MODULE 12

    13問 • 2年前
    rhyzza sanpedro

    QUIZ

    QUIZ

    rhyzza sanpedro · 36問 · 2年前

    QUIZ

    QUIZ

    36問 • 2年前
    rhyzza sanpedro

    Traffic Conference Areas

    Traffic Conference Areas

    rhyzza sanpedro · 219問 · 2年前

    Traffic Conference Areas

    Traffic Conference Areas

    219問 • 2年前
    rhyzza sanpedro

    multicultural

    multicultural

    rhyzza sanpedro · 46問 · 3年前

    multicultural

    multicultural

    46問 • 3年前
    rhyzza sanpedro

    Module 12.2

    Module 12.2

    rhyzza sanpedro · 22問 · 2年前

    Module 12.2

    Module 12.2

    22問 • 2年前
    rhyzza sanpedro

    Multi lesson 5

    Multi lesson 5

    rhyzza sanpedro · 51問 · 3年前

    Multi lesson 5

    Multi lesson 5

    51問 • 3年前
    rhyzza sanpedro

    TOM MODULE 2

    TOM MODULE 2

    rhyzza sanpedro · 32問 · 2年前

    TOM MODULE 2

    TOM MODULE 2

    32問 • 2年前
    rhyzza sanpedro

    Aircraft flight

    Aircraft flight

    rhyzza sanpedro · 9問 · 2年前

    Aircraft flight

    Aircraft flight

    9問 • 2年前
    rhyzza sanpedro

    ETHICS

    ETHICS

    rhyzza sanpedro · 84問 · 3年前

    ETHICS

    ETHICS

    84問 • 3年前
    rhyzza sanpedro

    TOM MODULE 6

    TOM MODULE 6

    rhyzza sanpedro · 28問 · 2年前

    TOM MODULE 6

    TOM MODULE 6

    28問 • 2年前
    rhyzza sanpedro

    MULTICULTURAL

    MULTICULTURAL

    rhyzza sanpedro · 135問 · 3年前

    MULTICULTURAL

    MULTICULTURAL

    135問 • 3年前
    rhyzza sanpedro

    Multi lesson 6

    Multi lesson 6

    rhyzza sanpedro · 36問 · 3年前

    Multi lesson 6

    Multi lesson 6

    36問 • 3年前
    rhyzza sanpedro

    Multi lesson 4

    Multi lesson 4

    rhyzza sanpedro · 46問 · 3年前

    Multi lesson 4

    Multi lesson 4

    46問 • 3年前
    rhyzza sanpedro

    AB

    AB

    rhyzza sanpedro · 121問 · 3年前

    AB

    AB

    121問 • 3年前
    rhyzza sanpedro

    問題一覧

  • 1

    the study of what people think, feel, and do in and around organizations

    Organizational behavior

  • 2

    Groups of people who work interdependently toward some purpose

    Organizations

  • 3

    Collective entities

    Organizations

  • 4

    the ultimate dependent variable in Organizational Behavior

    Organizational Effectiveness

  • 5

    achieving stated goal

    Old Approach

  • 6

    Problem with goal attainment

    - Could set easy goals - Company might achieve wrong goals

  • 7

    Four Perspectives of Organizational Effectiveness

    Write it down

  • 8

    - Organizations are complex systems that “live” within, and depend on, the external environment

    Open Systems Perspective

  • 9

    - Foundation for the other three organizational effectiveness perspectives

    Open systems perspective

  • 10

    maintain a close “fit” with changing conditions - transform inputs to outputs efficiently and flexibly

    Organizational effectiveness

  • 11

    An organization’s capacity to acquire, share, use, and store valuable knowledge

    Organizational Learning Perspective

  • 12

    Need to be consider in organizational learning perspective

    Stock and flow

  • 13

    Intellectual capital

    Stock

  • 14

    org learning processes of acquisition, sharing, use, and storage

    Flow

  • 15

    knowledge that people possess and generate

    Human capital

  • 16

    3 intellectual capital

    Human structural relationship

  • 17

    knowledge captured in systems and structures

    Structural Capital

  • 18

    Value derived from satisfied customers, reliable suppliers etc.

    Relationship Capital

  • 19

    Workplace practices that leverage the potential of human capital

    High Performance Work Practices

  • 20

    Need to “bundle” them – work best together

    High Performance Work Practices

  • 21

    Four HWPS

    List downnn

  • 22

    entities who affect or are affected by the firm’s objectives and actions

    Stakeholders

  • 23

    Challengers with stakeholder perspective:

    stakeholders have conflicting interests -firms have limited resources to satisfy all stakeholder needs

  • 24

    stable, evaluative beliefs, guide preferences for outcomes or courses of action in various situations

    Values

  • 25

    (moral principles/ values) determine whether actions are right/wrong and outcomes are good or bad

    Ethics

  • 26

    perspective includes corporate social responsibility

    Stakeholders

  • 27

    benefit society and environment beyond the firm’s immediate financial interests or legal obligations

    Stakeholders and csr

  • 28

    Triple bottom line

    Economy society environment

  • 29

    economic, social, and cultural connectivity with people in other parts of the world -due to better communication and transportation systems

    Globalization

  • 30

    effects of globalization on organizations

    larger markets, lower costs, more innovation 2.increasing diversity 3.increasing work intensification, less work-life balance (negative: less local opportunities)

  • 31

    Four Organizational Behavior Anchors

    List down

  • 32

    OB knowledge is built on systematic research

    Systematic research anchor

  • 33

    evidence- based management rely on research evidence, not fads, untested assumptions

    Systematic research anchor

  • 34

    Many OB concepts adopted from other disciplines

    Multidisciplinary anchor

  • 35

    OB develops its own theories, but scans other fields

    Multidisciplinary anchor

  • 36

    particular action may have different consequences in different situations

    Contingency anchor

  • 37

    need to diagnose the situation and select best strategy under those conditions

    Contingency anchor

  • 38

    Individual, team, organizational level of analysis -OB topics usually relevant at all three levels of analysis

    Multiple levels of analysis anchor

  • 39

    internal forces that affect a person’s voluntary choice of behavior

    Employee motivation

  • 40

    Employee motvation

    - Direction - Intensity - Persistence

  • 41

    aptitudes and learned capabilities required to successfully complete a task

    Employee ability

  • 42

    understand the job duties expected of us

    Role perceptions

  • 43

    benefits of clear role perceptions:

    More accurate/efficient job performance 2.Better coordination with others 3.Higher motivation

  • 44

    environmental conditions beyond the individualks short-term control that constrain of facilitate behavior

    Situational factors

  • 45

    3 constraints

    Time budget facilities

  • 46

    Relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics

    Personality

  • 47

    clusters of internally-caused behavior tendencies

    Personality traits

  • 48

    traits apparent across, situations, but situation may suppress behavior tendencies

    Personality traits

  • 49

    2 types pf persinality

    Nurture and Nature

  • 50

    Heredity explains about 50 percent of behavioral tendencies and 30 percent of temperament

    Influence by nature

  • 51

    twins had similar personalities

    Minesota studies

  • 52

    socialization, learning

    Nurture

  • 53

    Five-Factor Personality and Individual Behavior

    CANOE

  • 54

    organized, dependable

    Conscientiousness

  • 55

    trusting, helpful, flexible

    Agreeableness

  • 56

    anxious, self-consious

    Neuroticism

  • 57

    creative, nonconforming

    Openness to experience

  • 58

    outgoing, talkative, energetic

    Extraversion

  • 59

    strongest personality predictors of performance

    Conscientiousness and emotional stability

  • 60

    higher performance in sales and mgt performance

    Extraversion

  • 61

    related to social interaction and persuasion

    Extraversion

  • 62

    -effective in jobs requiring cooperation and helpfulness

    Agreeableness

  • 63

    linked to higher creativity and adaptability to change

    Openness to experience

  • 64

    Swiss psychiatrist Carl Jung

    Jungian Personality Theory

  • 65

    Carl Jung

    Jungian Personality Theory

  • 66

    identifies prferences for perceiving the environment and obtaining/processing information

    Jungian Personality Theory

  • 67

    MBTI

    Myers-Briggs Type Indicator

  • 68

    Three Ethical Principles

    Utili indivi rights distributive

  • 69

    greatest good for the greatest number of people

    Utilitarianism

  • 70

    – Fundamental entitlements in society

    Individual rights

  • 71

    people who are similar should receive similar benefits

    Distributive justice

  • 72

    The degree to which people value personal freedom, self-sufficiency, control over themselves, being appreciated for unique qualities.

    Individualism

  • 73

    The degree to which people value their group membership and harmonious relationships within the group

    Collectivism

  • 74

    - Value obedience to authority

    High lower distance

  • 75

    - Value obedience to authority

    High Power Distance

  • 76

    - Comfortable receiving commands from superiors

    High power distance

  • 77

    - Prefer formal rules and authority to resolve conflicts

    High power distance

  • 78

    - Expect relatively equal power sharing

    Low power distance

  • 79

    - View relationship with boss as interdependence, not dependence

    Low power distance

  • 80

    - Assertiveness - Competitiveness - Materialismw

    High achievement orientation

  • 81

    - Relationship - Others’ well being

    High nurturing orientation

  • 82

    an individual’s self-beliefs and self-evaluations

    Self concept

  • 83

    who am i? “How do I feel about myself?” - compare perceived job with our perceived and ideal selves

    Self concept

  • 84

    3 Self-Concept Model:

    Complexity consistency clarity

  • 85

    4 Selves:

    Social Self -Self-enhancement -Self-evaluation -Self-verification

  • 86

    We perceive multiple self-views

    Complexity

  • 87

    several identities with little overlap

    High complexity

  • 88

    Multiple selves require compatible personality, values

    Consistency

  • 89

    self-concept is clear, confidently described, internally consistent, and stable across time.

    Clarity

  • 90

    multiple selves

    Complexity

  • 91

    well established selves

    Clarity

  • 92

    selves are similar and compatible with traits

    Consistency

  • 93

    promoting and protecting our positive self-view

    Self enhancement

  • 94

    Affirming and maintaining our existing self-concept

    Self verification

  • 95

    evaluating ourselves through self-esteem, self efficacy, and locus of control

    Self evaluation

  • 96

    defining ourselves by our group membership

    Social self

  • 97

    Drive to promote/protect a positive self-view competent, attractive, lucky, ethical, valued

    Self- Concept: Self-Enhancement

  • 98

    better personal adjustment and mental/physical health

    Self-enhancement

  • 99

    Higher “can-do” attitude Inflates perceived personal causation and chances of success

    Self-enhancement

  • 100

    Motivation to verify/maintain our self-concept

    Self-verification