340 exam 1 Flashcards
Manager
someone who gets things done through other people in organizations
organization
coordinated social unit composed of two or more people that functions on relatively continuous basis to achieve common goals
planning
process that include defining goals, establishing strategy, and developing plans to coordinate activities
organizing
determine what tasks need to be done, who does them, how tasks are grouped, who to report to, and where decision are made
leading
motivate and direct employees, select best communication channels and resolve conflicts
controlling
monitoring activities to ensure they are accomplished as planned
conceptual skills
mental ability to analyze and diagnose complex situations
technical skills
ability to apply specialized knowledge or expertise
Skills done through training
- ex: IT
human skills
can work, understand, and motivate other
What are managerial roles according to Mintzberg
conclude that manager perform 10 different highly interrelated roles or behaviors that contribute to their jobs
- interpersonal
- informational
- decisional
figurehead
(interpersonal)
required to perform a number of legal and social responsibilities
leader
(interpersonal)
responsible for motivating and directing employeesl
liaison
(interpersonal)
maintains a network of outside contacts who provide favors and info
monitor
(informational)
receives variety of info, act as nerve center of internal and external info communicator
disseminator
(informational)
share info received from outsiders to members of organization
spokesperson
(informational)
share info to outsiders about organization
entrepreneur
(decisional)
searches organization and its environment for opportunities and initiates project to bring change
disturbance handler
(decisional)
responsible for corrective action when organization faces important, unexpected disturbances
resource allocator negotiator
(decisional)
makes or approve significant decisions
responsible for representing organization at major events
organizational behavior
A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations and apply the knowledge toward improving an organization’s effectiveness
or
Study of individuals and groups and their behaviors at work and find ways to improve those behaviors
OB model levels
- individual (micro)
- group (meso)
- organization (macro)
3rd OB level
focuses on organization sociology, how firm engage w one another
OB model
overview of key managerial goals and practical research-based tools to achieve goals
1st OB level
focus on understanding human behaviors and psychology
2nd OB level
focuses on social psychology and sociological insight into human interaction and group dynamics
Systematic study
looking at relationship, attempt to find causes and affects, draw conclusion based on scientific evidence
evidence-based management -> EBM
argues for managers to make decisions on scientific evidence
systematic + EBM
why is systematic study of OB valuable
help company understand and predict employee behavior for changes/improvement
Major Behavioral Science Disciplines That Contribute to OB
why is EBM of OB valuable
improve decision-making quality and drive better outcome, reduce judgement errors
experimental method
research technique used to detmerine causality
contingency variables
situational factors: variables that moderate the relationship between 2 or more variables
correlational research
relationship where A related to B, but one event does not necessarily cause another to occur
causality method
one event cause another event
Big data
extensive use of statistical complilation and analysis
person-organization fit
theory that ppl are attracted to organization that match their values and leave when there is no compatibility
intuition
systematic + EBM + intuition
gut feeling about what one should do
- incomplete info
ethical dilemmas
sitiations where individual have to define right and wrong
workplace diversity
describe any characteristic that makes one person different from another
surface-level diversity
differences in age, gender, and race (easy to observe/see)
deep-level diversity
differences in values, personality, work preferences
stereotypes
generalizations that one has about people who belong to a specific group
-lead to unfair discrimination
unfair discrimination
assuming stereotype about groups and refusing to recognize individual
discriminatory policies
(type of unfair disc)
actions to deny equal opportunity or rewards
sexual harassment
(type of unfair disc)
unwanted sexual advances, verbal, or physical
intimidation
(type of unfair disc)
threats or bullying directed at an individual
mockery and insult
(type of unfair disc)
negative jokes or stereotype
exclusion
(type of unfair disc)
exclude certain ppl or groups from opportunities
incivility
disrespectful treatment, aggressive manners, interrupting the person, or ignoring
ability
individual’s current capacity to perform various tasks in a job
intellectual abilities
ablitity to think and solve problems
physical abilities
ability to perform physical actions
values
basic convictions in a person
- influences attitudes and behaviors
- can use to predict ppl reaction
terminal values
desirable end-states of existence; goal a person would like to achieve during their lifetime
instrumental values
preferable modes of behavior or means of achieving one’s terminal values
Or
Values that we hold bc it help us get what we want
characteristic of value
stable, content, and intensity attributes
5 national culture value
- power distance
- individualism vs collectivism
- masculinity vs femininity
- uncertainty avoidance
- long-term vs short-term
power distance
how society accepts or rejects unequal power
- ex: american doesn’t have the “rest ur elders”
in japan, you have to respect people who has higher age, status, and titles
individualism
the degree which people prefer to act as individuals rather than in groups
collectivism
a culture that care of the well-being of a group and sacrifice one’s happiness for the greater good of the group
- individualism vs collectivism
some society emphasizes more for individual accomplishment while other society care more about group well-being rather than self-interest
masculinity
culture that favors masculine roles of achievement, power, and control
- men and women not equal
- depending on the culture, one might focus more on work and other more on family
femininity
culture that sees men and women as equal and care more about family
uncertainty avoidance
culture where they feel threatened by uncertainty and tries to avoid them
long-term orientation
culture that prioritizes future goals, emphasizes perseverance, thrift, and planning
short-term orientation
more concerns for immediate needs, place value on traditions, social obligations, and face saving
how to effectively manage diversity
- attracting, selecting, developing, and retaining diversity
- diversity in groups
- effective diversity programs
- teach legal framework
- teach market advantages
- foster skills and abilities of all workers
emotions
intense feelings that are directed at someone or something
- caused by specific events
- short terms
- usually a target (mad at certain something)
moods
feelings that tend to be long-term, less intense, and lack contextual stimulus (unclear reason/target)
emotional labor
managing emotions to fit demands of a job
emotional dissonance
employees have to project 1 emotion while simultanously feel another
- burnout and damaging
Saying ily but don’t feel that way
felt emotions
individual actual emotions
displayed emotion
emotions that are required and considered appropriate in a job
surface acting
hiding inner feelings and displaying a fake emotion (to conform to social norms)
deep acting
trying to modify one’s true feelings
emotional intelligence
person’s ability to:
1. perceive emotions in oneself and others (conscientiousness)
2. understand the meaning of these emotions (cognitive ability)
3. regulate one’s own emotions (emotional stability)
emotion regulation
identify and modify the emotions you feel
List strategies to change emotions
(emotion regulation)
- think about pleasant things
- suppressing negative thoughts
- distracting urself
- reappraising emotions and situation
- engaging in relaxation method
- venting
emotion contagion
processes that allow the sharing and transfering of emotions from one to another
affective events model
model suggest that workplace events cause emotional reactions on part of employees, which influence workplace attitudes and behaviors
attitudes
judgements or evaluative statements about objects, people, or events
3 components of attitudes
- affective
- cognitive
- behavioral
affective
(components of attitudes)
emotional or feeling segment of an attitude
cognitive
(components of attitudes)
opinion or belief segment
behavioral
(components of attitudes)
intention to behave in certain way toward someone or something
what is the relationship between attitude and behaviors
attitude influence behavior, attitude determine what one does
cognitive dissonance
occur when one’s beliefs, attitudes, or values are inconsistent with their actions
- ex: you want to eat healthier but you often eat fast food
job satisfaction
pleasure or positive emotion about the job from job’s appraisal
how to measure job satisfaction
- single global rating
- response to question such as “how satisfied are you w ur job?” 1 to 5 - summation of job facets: JDI
- responding to survey about type of work, skills needed, supervision, present pay, promotion opportunities, culture, and relationship – 1 to 5
job involvement
degree to which a person identifies w a job, participate, and consider performance important to self worth
psychological empowerment
employees belife in the degree to which they affect their work environment, competence, meaningfulness of their job and autonomy
organizational commitment
degree which employee identifies w particular organization and its goals and wishes to maintain membership
perceived organizational support
degree to which employees believe an organization values their contribution and care about their well being
employee engagement
degree of 1. involvement 2. satisfaction 3. enthusiasm for the job
4 employee responses to dissatisfaction
- voice
- exit
- loyalty
- neglect
- help understand the consequences of dissatisfaction
exit
dissatisfaction expressed through leaving
voice
dissatisfaction expressed active and constructive attempts to improve condition
loyalty
dissatisfaction expressed by passively waiting for it to improve
neglect
dissatisfaction expressed through allowing condition to worsen
perception
process of organizing and interpreting one’s sensory impression to make sense of the work around us
1st group that influence perception
- factors in perceiver
- attitudes
- motive
- interest
- experience
- expectations
2nd group that influence perception
- factors in the situation
- time
- work setting
- social setting
3rd group that influence perception
- factors in the target
- novelty
- motion
- sounds
- size
- background
- proximity
- similarity
attribution
perception and judgment of behavior of others
3 factors of attribution
- distinctiveness
- consensus
- consistency
1st attribution factors
distinctiveness - individual displays different behavior in different situations
- ex: late employee
is late worker tends to blow off other kinds of commitment? no = external attribution
yes = internal
2nd attribution factors
consensus - when everyone faces similar situation responds in the same way
- ex: all employees took the same route was also late?
yes = external cause (traffic, weather)
no = internal
3rd attribution factors
consistency - reoccurring behaviors
attribution theory
suggest we observe if behavior is caused by internal or external caused
internally - caused by one self
- ex: late to work cuz laziness
externally - situation forced behavior
- ex: late cuz of traffic
selective perception
(perception biases)
we tend to focus on things an in environment that favors our belief and goals while ignoring things that is “unimportant” to us
halo effect
(perception biases)
we draw general impression based on a single characteristic
- ex: see someone pretty and assume they’re nice and trustworthy
horns effect
(perception biases)
Automatically judges someone negatively based on a first negative trait impression
contrast effect
(perception biases)
our reaction to one person is influence by other persons we have recently encountered
ex: pool of interviews
you have been having bad candidates
the last candidates is decent, but since you’ve been having bad ones, you think that they’re amazing
stereotyping
(perception biases)
judging someone base on our perception of a group that we deem they belong to
self-fulfilling prophecy
(perception biases)
ppl’s expectations determine their behaviors
- expectations become reality
first impression bias
first piece of information we received is what we use to make a quick and incomplete observations
fundamental attribution error
(attribution biases)
tendency to underestimate the influence of external factors and overestimate internal factor
eX: your coworker is late, you blame them for being irresponsible, but when you’re late, you make excuses
self-serving bias
(attribution biases)
ppl attribute their own successes to internal factors
rational model
- has complete info
- is able to identify all relevant options in an unbiases manners
- choose option w highest utility
- IRL is the opposite.. so NOT good
bounded rationality model
- ppl make decisions based on info they have available, but decision are limited
- pppl respond to complex situation by reducing the problem to a level w can be understood (confines of bounded rationality)
intuition model
- occurs outside conscious thoughts
- relies on holistic associations
- fast
- engages in emotions
- based on limited experiences
framing effect
ppl make decision based on the way info is presented, not through facts
overconfidence bias
ppl think they know more than they do
anchoring bias
fixating on initial info and failing to adjust for new info
confirmation bias
seek out info that reaffirms belief and ignore info that contradicts beliefs
availability bias
base judgments on available info
escalation of commitment
staying w a decisions despite factual evidence proving its wrong
randomness error
create meaning out of random events
risk aversion
employees sticking w the same way of doing their jobs rather than innovations or creative methods
hindsight bias
believe that one accurately predicted outcome of an event, after outcome is actually known
“I knew they were going to win!”
utilitarianism
(1/3 ethical decision criteria)
decisions are made on basis of their outcomes or consequences
focus on rights
(2/3 ethical decision criteria)
calls individual to make decision consistent w fundamental liberties and privileges such as bill of right
justice
(3/3 ethical decision criteria)
enforce rules fairly aand impartially to ensure justice or equitable distribution of benefits and costs
3 component of individual creativity
- expertise
- creative-thinking skills
- intrinsic task motivation
3 component of organization creativity
- causes of creative behavior
- creative behavior
- creative outcome
