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BEM 211 > BEM 211 Exam 1 > Flashcards

BEM 211 Exam 1 Flashcards

1
Q

What is Organization Analysis?

A

the process of appraising growth, personnel, operations, and work environment

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2
Q

Organization Analysis Models

A

Rational Model: philosophy that there is only one logical way of doing things

Natural Model: business wants to achieve its goals and be a positive influence on external environment

Socio-technical Model: businesses are evolving constantly from employees

Cognitive Model: emphasizes team work, division, and coordination of tasks

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3
Q

What are Organizational Behaviour Sciences

A

Descriptive Science: What do people do?
Interpretative Science: How and why does it happen?
Prescriptive Science: What should people do, how can we make it happen?

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4
Q

Scientific Method of OB

A

used to minimize personal and environmental biases to produce actionable knowledge and improve management practices

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5
Q

OB Framework

A
  1. Business Environment: (PESTLE) Political, Economic, Social, Technological, Legal, Environmental
  2. Organizational Strategy: Cost Leadership, Differentiation, Focus/Niche
  3. Management of People: Formal/Informal Practices
  4. Employee Response: Attitude, Emotions, Behaviours
  5. Performance Outcomes: Financial Performance, Market Share, Customer Satisfaction, Reputation
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6
Q

Organizational Behaviour

A

study of what people think, feel, and do in and around organizations
- employee behaviours, decisions, perceptions, and emotions
- interactions with each other and outside organization

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7
Q

Organizational Effectiveness

A

This is the “dependent variable”
- ideal state of organizations that fits with external environment
- effectively transforms inputs into outputs
- satisfy shareholders

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8
Q

Open Systems

A
  • organizations are dependent on external environment for resources
  • has internal subsystems to make input into output
  • affect environment through outputs
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9
Q

Human Capital

A

knowledge, skills, abilities, creativity, etc from employees

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10
Q

Corporate Social Responsibility (CSR)

A

Organization activities intended to benefit society and environment other than company’s self-interests

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11
Q

Evidence Based Management (EBM) and Anchors

A

Make decisions and actions based on research evidence

Systematic Research Anchor: study org. using systematic research methods

Practical Orientation Anchor: ensure that OB theories are useful in orgs.

Multidisciplinary Anchor: import knowledge from other disciplines, not just create its own knowledge

Contingency Anchor: recognize that effectiveness of action may depend on situation

Multiple Levels of Analysis Anchor: understand OB events from three levels of analysis: individual, team, org.

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12
Q

What is needed to use EBM?

A
  • Willingness to set aside beliefs and conventional wisdom
  • Commitment to gather facts and info to make informed decisions and update practices
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13
Q

Surface Level Diversity

A

race, ethnicity, age, sex, etc…

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14
Q

Deep Level Diversity

A

person’s words, decisions, actions

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15
Q

Inclusive Workplace

A

how workplace values diversity and allows all people to contribute to the organization

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16
Q

Work Life Integration

A

people engage in work and non work roles

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17
Q

Quiet Quitting

A

Doing the minimum work required, no extra work and going above job requirements

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18
Q

Thinking Mindsets

A

Prosecutor Mode: poke holes and find flaws

Politician Mode: use rhetoric to influence audience

Preacher Mode: defend strong beliefs and convert others

Scientific Mode: search for truth, can update beliefs based on evidence (Ideal Mode)

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19
Q

Five-Factor Model (CANOE/OCEAN)

“Big 5”

A
  • Best reputation of core dimensions of personality
  • Relatively stable through lifespan
  • Empirically validated across 70 countries
  • Observer judgements of infant/childhood traits highly predictive of adult traits

Conscientiousness: organized, dependable, goal-focused, thorough, etc

Agreeableness: trusting, helpful, good-nature, selfless, generous, flexible, tolerant, etc

Neuroticism: anxious, insecure, self-conscious, depressed (emotional stability)

Openness to Experience: imaginative, creative, unconventional, curious, nonconforming,etc

Extraversion: outgoing, talkative, energetic, sociable, assertive

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20
Q

Dark Triad

A

three socially undesirable traits
Machiavellianism: strong motivation to get what they want at expense of others, deceit is normal

Narcissism: obsessive belief in their superiority and entitlement

Psychopathy: dominate and manipulate others, without feeling

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21
Q

Organizational Politics

A

using influence tactics for personal gain at expense of others and organization

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22
Q

Personality Tests Usefulness

A

Myers-Briggs is helpful for self awareness

5 Factor is useful for predicting performance/job satisfaction, decision making, and building teams

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23
Q

Behaviour = Person x Situation

A

Personality is hard to change, pretty set in stone

24
Q

SMART Recommendations

A

S- Specific
M- Measurable
A- Achievable
R- Relevant
T- Time-based

25
Q

EVLN Model
Exit-Voice-Loyalty-Neglect

A

Shows job satisfaction

Exit: leaving, transferring
Voice: any attempt to change, not leave
Loyalty: high loyalty = voice, low = exit
Neglect: reducing voice effort, attention, lateness, quality

26
Q

Affective Organizational Commitment

A

employee’s emotional attachment, involvement, and identification in organization

27
Q

Continuance Commitment

A

calculative attachment to organization
- financial reasons, social reasons, limited other employment opperunities

28
Q

Building Organization Commitment

A
  • Justice + Support
  • Shared Values
  • Trust
  • Organization Comprehension
  • Employee Involvement
29
Q

General Adaption Syndrome

A

Response to stressful situation
Stage 1 - Alarm reaction
Stage 2 - Resistance
Stage 3 - Exhaustion

How to deal?
- Remove stressors
- Withdraw
- Change stress perceptions
- Control consequences
- Receive social support

30
Q

Organizational Citizenship Behaviour

A

employees who go above and beyond formal job obligations to help the company

31
Q

Sources of EBM

A

Scientific: findings from published scientific research (journals)
Organization: data, measures, facts and figures gathered from org.
Experiential: professional experience and judgement of practitioners
Stakeholder: values and concerns of people who may be affected by the decision

32
Q

Problems with Myers-Briggs

A
  • Based on armchair philosophy, not empirical research or rigorous theory
  • some “types” are highly correlated, more broad and not distinct
  • dimensions are forced opposites, but they actually coexist
  • traits are normally distributed, but Myers-Briggs forces bi-modality
  • personality traits are continuous and not categorical
33
Q

Personality Traits

A

A habitual pattern of cognition, affect, and behaviour
- has implications for both ability and motivation
- traits lie on a continuum
- most people fall in the middle
- judgements are relative, context-specific

34
Q

OCEAN Correlations

A

Job Satisfaction
- Openness: No difference
- Conscientious: moderate
- Extraverted: moderate
- Agreeable: weak
- Neuroticism: moderate

Job Performance
- Openness: depends on job
- Conscientious: strong predictor of performance
- Extraverted: strong for social interactive jobs, teamwork
- Agreeable: depends on situation
- Neuroticism: strong predictor, but not as much as conscientious

35
Q

Predicting Job Satisfaction

A

Interesting Work: provides training, variety, independence, and control

Social relationships at work: interdependence, feedback, social support, and interaction,

Personality: positive beliefs about inner worth and basis competence

Pay: it is increasing but then flattens out

36
Q

Impact of Job Satisfaction

A

Satisfied employees are positively related to:
- lower turnovers
- better job performance
- more engagement in OCBs
- reduced workplace deviance
- higher customer satisfaction

These all contribute to better financial performance for the firm

37
Q

What are Values?

A

Values are stable, evaluative beliefs that guide our outcome preferences and course of action in situations
- created through socialization (parents, institutions)
- what we “ought” to do
- serve as a moral compass that directs our motivation, decisions, and actions
- only exists in individuals, but groups can share common values

Values Congruence is important for motivating the right types of employee behaviour

38
Q

Company Values and Consumers

A

Consumers are now concerned if their personal beliefs are congruent with the organizations they buy from

39
Q

Schwartz’s Value Wheel

A

Check notebook

40
Q

Hofstede’s Cross-Cultural Values

A

Individualism: define self by one’s uniqueness, personal goals take priority

Collectivism: define self by one’s in-group membership, group norms + harmony

Power Distance: extent to which people are willing to accept unequal distribution of power in society

Uncertainty Avoidance: preference for predictability, stable employment, strict laws, and low conflict

Achievement Orientation: focus on outcomes vs. focus on relationships

41
Q

Decision-Making

A

process of making choices among alternatives with intention of moving toward some desired state of affairs

42
Q

Rational Choice Decision Making

A

process of using pure logic and all info about all alternatives to choose the alternative with the highest value

Need to have
- probability that each outcome will occur
- the expected satisfaction of each outcome

43
Q

Routine vs Novel Problems

A

Routine problems are programmed decisions with ready alternatives/solutions based on past experiences

Novel problems are nonprogammed decisions that need to work through decision making model

44
Q

Problems with Problem Identification

A

Stakeholder Framing - constructed realities that may be false
Mental Models - existing knowledge structures and if ideas don’t fit in, then they are dismissed
Decisive Leadership - make solutions before properly assessing solutions to seem like a good leader
Solution-Focused Problems - jumping to solution before understanding problem based on previous solutions/experience
Perceptual Defense - fail to recognize/forget info that threatens the situation

45
Q

Bounded Rationality

A

people are bounded in their decision making capabilities, they satisficing instead of maximizing when making decisions

46
Q

Implicit Favourite

A

an alternative the decision maker implicitly prefers and uses repeatedly
- decision makers tend to do this

47
Q

Scenario Planning

A

Systematic process of thinking alternative options and how to anticipate and react

48
Q

Biased Decision Heuristics

A

Anchoring and Adjustment Heuristic: we are influence by initial anchor point and do not move from that point as new info is given
Availability Heuristic: tendency to estimate the probability of something occurring by how easily we can recall that event
Representative Heuristic: we pay more attention to whether something represents/resembles something else, decisions rely on sterotypes

49
Q

Satisficing

A

choose first alternative that is “good enough”, not considering all choices

50
Q

Emotions in decision making

A
  1. form early preferences
  2. influence decision making process
  3. serve as info when making decisions
51
Q

Escalation of Commitment

A

tendency to repeat an apparently bad decision and allocate more resources to failing course of actions

52
Q

Why Escalate of Commitment??

A

Self-Justification Effect: convey positive self image to others, need to support decision even if wrong
Self-Enhancement Effect: people have positive self-concepts about themselves and distorts perceptions
Prospect Theory Effect: tendency to experience stronger negative feelings when losing something of value than positive emotions of gaining something of equal value
Sunk Cost Effect: higher sunk cost = more motivation to invest more

53
Q

How to make good decisions?

A
  • separate decision-making from decision evaluator
  • seek feedback
    -stop-loss, (sunk cost)
  • change mindsets about decision maker
54
Q

Emotional Intelligence (EQ)

A

ability to:
- perceive and express emotions accurately
- detect emotions in others
- manage emotional cues and infomation

plays a role in performance

5 dimensions:
- perceive emotions (empathy)
- manage relationships + build networks (social skill)
- regulate + control emotions (self-regulation)
- understand causes of emotions (self- awareness)
- use emotions to act effectively (motivation)

55
Q

Emotional Labour

A

Surface Acting: Pretending to have expected behaviour
Deep Acting: changing perceptions and behaviour so naturally produce expected behaviour

  • can lead to emotional dissonance
  • negative effects (burnout, turnover, etc)
56
Q

Emotions Influence on Work Performance

A

Performance
- positive emotions have higher performance and pay
- better customer service, motivation, decision-making
Creativity
- positive mood increases flexibility, openness, and creativity
- negative emotions can aid innovation and proactivity

BEM 211 (3 decks)

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