DSST Organizational Behavior flashcards

33 cards. Read the term and the definition here. The deck at the top of this page is optional.

Organizational behavior definition

The study of how individuals and groups behave within organizations, drawing on psychology, sociology, anthropology, and political science to improve effectiveness and well-being.

Evidence-based management

A decision approach that grounds managerial choices in the best available research evidence, combined with practitioner expertise and stakeholder values, rather than fads or intuition.

Internal validity

The degree to which a study can support a causal claim that the independent variable caused the observed change in the dependent variable, free of confounding influences.

Reliability versus validity

Reliability is consistency of a measure across time or items; validity is whether the measure assesses the intended construct. Reliability is necessary but not sufficient for validity.

True experimental design

A research design in which participants are randomly assigned to treatment and control conditions, the independent variable is manipulated, and extraneous variables are controlled.

Quasi-experimental design

A design that manipulates an independent variable but lacks random assignment, often using intact groups, so causal inference is weaker than in a true experiment.

Meta-analysis

A quantitative technique that statistically combines effect sizes from many studies on the same relationship, increasing statistical power and estimating an overall effect.

Longitudinal versus cross-sectional

Longitudinal designs measure the same participants repeatedly over time; cross-sectional designs compare different participants at one point in time.

Field versus laboratory research

Field research occurs in natural work settings with high external validity and less control; laboratory research uses controlled settings with high internal validity and artificial conditions.

Likert scale

A survey format presenting statements with graded response options such as strongly disagree to strongly agree, used to measure attitudes, perceptions, and other psychological constructs.

Triangulation

The use of multiple data sources, methods, or researchers to examine the same phenomenon, increasing confidence that findings reflect reality rather than method bias.

Probability sampling

A sampling approach in which every population member has a known nonzero chance of selection, such as simple random or stratified sampling, permitting statistical generalization.

Cronbach's alpha

A reliability coefficient estimating the internal consistency of a multi-item scale; values around .70 or higher are commonly treated as acceptable in organizational research.

Big Five model

A personality framework of five dimensions: openness, conscientiousness, extraversion, agreeableness, and neuroticism, used to predict job performance and behavior.

Locus of control

A personality dimension describing whether people attribute outcomes to their own actions (internal) or to outside forces such as luck (external).

Expectancy theory equation

Vroom's formula: Motivation = Expectancy × Instrumentality × Valence. If any of the three components equals zero, overall motivation is zero.

Equity theory

Adams's theory that employees compare their input-output ratio to a referent's and are motivated to restore equity when perceived inequity exists.

Herzberg two-factor theory

Hygiene factors such as pay and conditions prevent dissatisfaction but do not motivate; motivators such as achievement and responsibility create satisfaction and motivation.

Goal-setting theory

Locke's proposition that specific, difficult goals with feedback produce higher performance than vague or easy goals, provided commitment and ability are present.

Fundamental attribution error

The tendency to overattribute others' behavior to internal dispositions while underestimating situational causes, especially when explaining failures or mistakes.

Tuckman stages

The five stages of group development: forming, storming, norming, performing, and adjourning, with conflict over roles and leadership typical during storming.

Groupthink

A deterioration of group judgment caused by conformity pressure, marked by self-censorship, illusion of invulnerability, and suppression of dissent, often in cohesive groups.

Social loafing

The tendency for individuals to expend less effort when working collectively than individually, reduced when individual contributions are identifiable and tasks are meaningful.

French and Raven power bases

Five sources of power: legitimate, reward, coercive, expert, and referent; expert and referent power are most associated with commitment rather than mere compliance.

Thomas-Kilmann conflict styles

Five conflict-handling modes: competing, collaborating, compromising, avoiding, and accommodating, distinguished by concern for self versus concern for others.

Matrix structure

An organizational design combining functional and project or product reporting, creating dual authority and violating the unity-of-command principle.

Span of control

The number of subordinates directly reporting to a manager; wider spans create flatter structures, while narrow spans create taller hierarchies.

Schein culture levels

Three levels of organizational culture: visible artifacts, espoused values and beliefs, and deep basic underlying assumptions that guide behavior unconsciously.

Job characteristics model

A model proposing that skill variety, task identity, task significance, autonomy, and feedback create meaningfulness, responsibility, and knowledge of results, yielding internal motivation.

Lewin change model

A three-stage change process: unfreezing existing behavior, moving to a new state, and refreezing the new behavior so it becomes stable.

Force-field analysis

A technique comparing driving forces that push toward change with restraining forces that resist it; equilibrium exists when the two sets are balanced.

Action research

A collaborative, iterative organization development cycle of diagnosis, data gathering, feedback, action planning, intervention, and evaluation involving those affected by change.

Kotter's eight steps

A change sequence beginning with creating urgency, forming a coalition, and building a vision, and ending with consolidating gains and anchoring changes in culture.