BA352 Final Flashcards
Organizational behavior
field of study devoted to understanding and explaining the attitudes and behaviors or individuals and groups in organizations. focuses on why individuals and groups in organizations act the way they do.
two primary outcomes
job performance and organizational commitment
Individual mechanisms
job satisfaction, stress, motivation, trust, justice, and ethics, learning and decision making
individual characteristics
personality, cultural values, ability
group mechanisms
team characteristics, diversity, team processes and communication, leader power and negotiation, leader styles and behaviors.
theory
collection of assertions, both verbal and symbolic, that specifies how and why variable are related, as well as the conditions in which they should be related
motivation
set of energetic forces that originates both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence.
motivation
determines its direction, intensity, and persistence. influenced by intrinsic and extrinsic factors
psychological force ->
effort
expectancy theory
effort -> performance -> outcome
why set goals?
achieve
Alderfer’s ERG theory
existence -> relatedness -> growth
McClelland’s Learned Needs
need for affiliation -> need for power -> need for achieved
Self-efficacy
the belief that a person has the capabilities needed to execute the behaviors required for task success
psychological empowerment
an intrinsic form of motivation derived from belief that one’s work tasks are contributing to some larger purpose.
equity theory
rewards are equitable when a person’s ratio of outcomes to inputs matches those of some relevant comparison other.
task performance defintion
behavior necessary to perform job/task
types of task perf
routine - usualadaptive - unusualcreative - novel ideas, products. risky
citizenship behavior def
voluntary employee activities by improving overall quality. going extra mile
types of citizenship behavior
organizational - voice, civic virtue, boosterisminterpersonal - helping, courtesy, sportsmanship
counterproductive behavior def
behaviors that intentionally hinder organizational accomplishment.
types of counterproductive behaviors
minor organizational - production deviance (wasting resources)serious organizational - property deviance (sabotage, theft)minor interpersonal - political deviance (gossiping)serious interpersonal - personal aggression (harassment)
knowledge work
cognitive work, applying theoretical and analytical knowledge
service work
provides non tangible goods to customers through direct electronic, verbal, or physical interaction.
MBO
management by objectivesmanagement philosophy that bases an employee’s evaluations on whether the employee achieves specific performance goals.
BARS
behaviorally anchored rating scalesmeasure performance by directly assessing job performance behaviors.
360 feedback
collecting performance info not just form the supervisor but from anyone else who might have firsthand knowledge about the employee’s performance behaviors.
forced ranking
20% of Fortune 500 companies use Welch’s system
dissatisfaction equation
(V[want] - V[have]) X (V[importance])
Job characteristics theory
Variety (meaningful)Identity (meaningful)Significance (meaningful)Autonomy (responsibility of outcomes)Feedback (knowledge of results)
Variety
skills or talents. simple or repetitive?
Identity
entire piece of work from beginning to end. finish piece of work
Significance
impact or people affected. significant in broader scheme of things.
Autonomy
personal initiative or judgement. independence or freedom.
Feedback
figure out how well you are doing. after finished, know if performed well.
Affective commitment
emotion based.
continuance commitment
cost based
normative commitment
obligation based
embeddedness in continuance
links, fit, sacrifice
four types of employees
stars - high task perf and high org commitmentcitizens - low task perf and high org commitmentlone wolves - high task perf and low org commapathetics - low task perf and low org comm
Psychological withdrawal
neglect (daydreaming, socializing, looking busy, moonlighting-completing other work, cyberloafing-fun internet)
Physical withdrawal
exit (tardiness, long breaks, missing meetings, absenteeism, quitting)
- org comm should decrease the likelihood that individual will respond to a negative work event with blank and blank
exit and neglect
- when employees are very talented and feel a strong need for growth, the core job characteristics do not have any effect. T or F
False
- People who experience higher levels of equity tend to feel higher levels of affective commitment and higher levels of normative comm. T or F
True
- Competence brings with it a sense of pride and mastery that itself intrinsically motivating. T or F
True
- concerns about managing generational issues are limited to employees in US. T or F
False
- The dimensions of psychological empowerment include all except…
Needs
- it is often easy to “fix” companies struggle with organizational issues. T or F
False
- Motivation is not one thing but rather a set of distinct forces. T or F
True
- Motivation is a critical consideration because affective job performance…
motivation and ability
- For positive reinforcement to be successful, an employee needs to see a direct link between his or her behavior and the desired outcome. T or F
True
- Employees with transformational leaders tend to have higher levels of task performance. T or F
True
- The ability to influence others is greatly reduced, if a person works alone and performs tasks that nobody sees, even when he or she has high levels of expert and referent power. T or F
True
- learning is important because it has a significant impact on decision making. T or F
True
- According to the similarity-attraction approach, a firm with high diversity will have high team effectiveness. T or F
False
- According to researchers, a cohesive team is always a good team. T or F
False
- Low outcome interdependence exists in teams in which individual members receive rewards and punishments on the basis of their own performance. T or F
True
- Coordination loss is a necessary aspect of the team experience. T or F
True
- traits are more predictive of leader emergence than they are of leader effectiveness. T or F
True
- Organizational factors that are the most likely to increase political activity are those that raise the level of uncertainty in the environment. T or F
True
- By making people write down ideas on their own, the nominal group technique increases social loafing and production blocking. T or F
False
- Just before the final football game, the captain of the team made an emotional appeal to all his teammates to win the last game for their coach, who passed away. which influence tactics did captain use?
Inspirational appeal
- Linda and shirley had a few arguments wit were finally resolved when linda gave in to shirleys demands. which influence tactics could shirley, who is the most experienced in the team, have used to convince the others of her choice?
Rational Persuassion
- In a conflict situation, when john attempts to get his own goals met without concern of the other party, he is utilizing which of the following conflict resolution styles?
competing
- ben just announced to his employees that if they meet the sales goal for the month of august, they can have a paid four-day vacation. which styles of leadership is being used by ben in this case?
contingent reward
- which of the following is a suggested guideline for using expert power?
avoid rash, careless, or inconsistent statements
- daniel describes his manager. daniel feels much more psychologically empowered and more self-confident because of how his manager leads his team. Work goals are more demanding than ever, but even though the rewards of the hard work may not come soon, daniel trusts his manager’s emphasis on the future good that will come from the work. much stronger emotional bond with the organization. overall interest in job satisfaction. daniels boss described as a leader.
transformational
- ben is able but unwilling. which leadership behavior would be best suited to deal with ben’s readiness?
Participating
- In the stage of team development, members come to realize that they need to work together to accomplish team goals, and consequently, they begin to cooperate with one another.
norming
- Mark is a new hire. his work involves creating tech solutions. Mark’s work gets evaluated and rewarded at the end of each month. this is an example of reinforcent.
fixed interval
- Jax loves working on new product team. everyone is friendly and no conflict. jax is sure they will come up with the most creative new product. is jax right? why or why not?
Not necessarily. the team members may be so focused on creating harmony, they may endanger task accomplishment.
- What can be beneficial to teams if it stimulates conversations that result in the development and expression of new ideas.
Task conflict
- Andrew is popular and admired by professors and students. he is a role model for all students and leads by example. andrew’s popularity gives him what power in his college?
referent
- Sally’s daughter just started going to school and because of which sally has been coming to work early of rate past few weeks. her colleagues are under the impression that sally is trying too hard for a promotion. sallys colleagues are subject to:
fundamental attribution error
- There are many factors to consider when leaders choose a decision making style. the most obvious consideration is the:
quality of the resulting decision
- As the level of task interdependence , members must spend amounts of the time and coordinating with other members to complete tasks.
increasing, increasing
- One way to potentially prevent problems associated with cohesion is to formally institute the role of a(n) , who would be responsible for evaluation challenging prevailing points of view in a constructive manner and also bringing in fresh perspectives and ideas to the team.
Devil’s advocate
- the highest level of info richness is achieved when messages are transmitted through:
face-to-face channels
selective perception def
see enviro only as it affects them
projection bias def
project own thoughts, attitudes, motives, onto other people
anchoring def
rely on too heavily trait or info
framing def
make decisions how question phrased
representativeness def
comparing
contrast def
judge by reference near
recency def
weigh recent events more than earlier
ration bias effect def
probability
what can people and organizations do to improve people’s learning decision making?
how they use knowledge
reinforcement, observation
programmed/unprogrammed
difference between team and group
team is two or more work independently to accomplish common goals related to task oriented purpose.
how to measure effectiveness
team performance and team viability(team work effectively into future)
improve team effectiveness
team performance, member roles, team size
process gain def
getting more from team than expected
process loss def
getting less from the team
coordination loss def
consumes time otherwise devoted to task
production blocking def
wait on member before your task
factors influencing comm process
info -> sender -> encoding -> message -> decoding -> receiver -> understanding
cohesion def
strong bonds
transactive memory def
specialized knowledge
what is power?
ability to influence the behavior of others and resist unwanted influence in return.
effective use of power
internalization. behavioral and attitude change
organization sources of power
legitimate-position of authority
reward-control over resources or rewards others want
coercive-control over punishment, based on fear
individual sources of power
expert-experise, ability to solve problems
referent-others want to identify and be associated with a person
influence tactics
rational persuasion-use of logical arguments and hard facts
inspirational appeal-targets values and ideas
consultation-target participates in making decision
collaboration-make easier for target to complete request
ingratiation-use of favors, compliments
personal appeal-based on friendship, loyalty
exchange-offer reward or resource
apprising-explain benefits to target
pressure-coercive power (last resort)
coalitions-enlist others to help convince target (last resort)
stages of negotiation
prep, exchange info, bargaining, closing/commitment
distributive bargaining
competing (high assertive, low cooperation)
avoiding (low assertive, low cooperation)
accommodating (low assertive, high cooperation)
collaboration (high assertive, high cooperation)
transformational leader
effective and active
transactional leaders 3 types
contingent- effective and active
active mangement by exception-middle of chart
passive management by exception-passive and ineffective
trust def
a willingness to be vulnerable to an authority based on positive expectations about the authority’s actions and intentions
ethics def
the principles people use to analyze or interpret a situation decide how they should behave
code of ethics
rooted in values. society, profession, organization, individual
trust propensity
some people have personality traits that include a general propensity to trust others
trustworthiness aspects
Ability – what enables them to be successful in a given area
Benevolence – belief that trustee has the trustor’s interests at heart
Integrity – belief that the trustee adheres to a set of valueas and principles the trustor finds acceptable
types of justice
Distributive justice – was the decision fair?
Procedural justice – was the process for making the decision fair?
Interactional and informational justice – perception of how treated and nature of communication
Moral awareness
recognition that a moral issue exists or an ethical standard/principle is relevant.
Moral intensity – urgency of issue
(potential for harm, social pressure)
Moral attentiveness – how much people think about issues of morality
Moral judgement
the process used to determine if a particular course of action is ethical.
Preconventional – concern is impact on self
Conventional – concern is others’ expectations
Principled/post conventional – guided by internal values
Moral intent
degree of commitment to acting ethically
corporate social responsibility
economic, legal, ethical, citizenship
personality
a collection of multiple traits that explains a person’s characteristic patterns of though, emotion, and behavior; captures what people are like
cultural values
shared beliefs about desirable end states or modes of conduct in a given culture; influence the expression of trait
ability
relatively stable capabilities people have to perform a particular range of activities; captures what people can do
big 5 - CANOE
conscientiousness (dependable), agreeableness, neuroticism (emotional stability), openness (imaginative), extraversion (talkative, status striving)
Myer-Briggs Type Indicator
Extraversion-Introversion (energy – people/activities vs thoughts/ideas)
Sensing-Intuition (info gathering – what is/was vs. what might be)
Thinking-Feeling (evaluating info – logic vs values)
Judging-Perceiving (lifestyle orientation – organized vs spontaneous)
Hollands RIASEC model
realistic-working with data and things
investigative-working with things and ideas
artistic-working with ideas
social-working with ideas and people
enterprising-working with people and data
conventional-working with data
hofstedes cultural dimensions
Individualism-collectivism – the degree to which people act as individuals rather than members of a group.
Masculinity-femininity – the degree to which a society embodies stereotypically masculine versus feminine qualities.
Power distance – describes the degree of inequality among people that is considered to be normal.
Uncertainty avoidance – how cultures seek to deal with the fact that the future is not perfectly predictable.
Long-term—short-term orientation – describes how a culture balances immediate benefits with future rewards.
ethnocentrism
viewing ones culture as right or wrong
cognitive ability
related to acquisition and application of knowledge in problem-solving
emotional intelligence
capabilities related to the management and use of emotions when interacting with others
organizational culture
the shared social knowledge within an org regarding the rules, norms, and values the shape the attitudes and behaviors of its employees.
general culture types
fragmented-low solidarity, low sociability
mercenary-high solidarity, low sociability
communal-high solidarity and sociability
networked-low solidarity and high sociability
counterculture
when a subculture’s values are inconsistent with the larger org
observable artifacts
symbols, physical structures, language, stories, rituals, ceremonies
dimensions of socialization
goals and values, performance expectations, language, history, politics, people
org structure
how jobs and tasks are divided among and coordinated between individuals and groups within the company
common org forms
Simple structures – small organization with one person at the top.
Bureaucratic structures – designed for efficiency but communication issues are common
Elements of org structure
Work specialization – division of labor
Chain of command – reporting relationships (authority)
Span of control – # of employees that report to supervisors
Centralization – where/how decision making occurs
Formalization – rules and procedures (standardization)
Necessary for products/services to be standardized
Combinations of elements-organic and mechanistic
issues how org designed
Nature of the business environment - stable versus dynamic
Company strategy – e.g., low cost versus differentiation
Technology – process of transforming inputs into outputs (i.e., routine)
Company size – number of employees, products, revenues
reasons for restructuring
decrease costs, increase efficiency, change strategy(need to adapt)
