Chapter 1 Flashcards
Hawthtone effect
Positive responses in attitudes andperformance when researchers pay attention to a particular group of workers.
Around what time did Organizational Behaviour emerge as a distinct field of study?
1950s
4 goals of science
The goals of science—any science—are as follows:
- Description: What does the process look like?
- Prediction: Will the process occur again? And when?
- Explanation: Why is this happening?
- Control: Can we change whether or not this happens?
Organizational Behavior (OB)
OB is defined as the study of individuals and their behaviors at work. It is a multidisciplinary and multilevel research area that draws from applied psychology, cultural anthropology, communication, and sociology. The goal of OB as a field is to improve the functioning of the organization and how employees experience their work.
List and give examples of the four sources of information used in evidence-based management (EBM).
- The best available scientific evidence, for example, research published on OB.
- The best available organizational evidence —for example, interviews or surveys completed by people in an organization.
- The best available experiential evidence—for example, the intuition of the leader and his or her expert opinions.
- Organizational values and stakeholders’ concerns—for example, stock price or groups that focus on whether the organization employs environmentally friendly practices.
5 types of outcome variables studied in OB
- Performance (productivity at work, willingness to do more that what is required)
- Work-Related Attitudes (satisfaction with the organization and loyalty)
- Employee Well-Being (emotional , psychosomatic and physical well-being)
- Motivation (extrinsic and intrinsic)
- Employee Withdrawal
The levels of analysis in OB research
- Individual level (personality and experiences)
- Dyad (two-party) level (mentor and protégé)
- Group- team-level influences on individual behavior (high-performance norms)
- Organizational level (organizational culture)
- Industry level (comparing different industries)
Compare and contrast Theory X and Theory Y assumptions
- Theory X: Pessimistic view of humans, people are lazy and don’t like work. Relating manager behavior is coercion and surveillance. This management style has a negative impact on subordinates.
- Theory Y: Optimistic view of humans, people are internally motivated and will accept responsibility. Related manager behavior is participation and encouragement of creativity. More related to participative decision making. This management style leads to more positive associations with subordinates and more commitment.
Delphi process
Experts working on the same project through a facilitator without ever meeting each other. They have the chance to take each others opinions into account and to revise their answers and opinions. The benefits of this are: (1) Elimination of interpersonal problems, (2) Efficient use of time, (3) Diversity of ideas, and (4) Accuracy of solutions and predictions.
3 interrelated parts of critical thinking
- the elements of thought (reasoning
- the intellectual standards that applied to the elements of reasoning
- the intellectual traits associated with a cultivated critical thinker that result from the consistent and disciplined application of the intellectual standards to the elements of thought
Organizational citizenship behavior (OCB)
Worker’s willingness to go above and beyond what is required in his or her job description to help others at work
Oxygen identified eight behaviors shared by high-scoring managers (Google study)
- Is a good coach
- Empowers the team and does not micromanage
- Expresses interest in, an concern for, team members’ success and personal well-being
- Is productive and results-oriented
- Is a good communicator - listens and shares information
- Helps with career development
- Has a clear vision and strategy for the team
- Has key technical skills that help them advise the team
