EXAM 1 Flashcards
Organizational Behavior
study of individual behavior and group psychosocial, interpersonal, and behavioral dynamics in organizations
what areas have it grown out of
psychology, sociology, engineering, anthropology, management, medicine
⭐️formal organization
example: organization charts
⭐️informal organization
unofficial, less visible part of the system
ex: Hawthorne studies
⭐️Hawthorne studies
-GE study done over 7 year period
-“Lighting Study” was a productivity study to see if the lighting in a work room affected work, they thought it did but that wasnt really the main part
⭐️⭐️Mere presence or Hawthorne Effect
-discovered that the mere presence of being watched by a manager increased productivity
-important because what managers see when they walk into work isnt reality when theyre not there (see what employees SHOW you)
-must learn truth from employees and intrinsically motivate them
ex: Gavin seeing your notes
⭐️Geert Hofsteade
-performed cultural studies at IBM
-surveyed 160,000 people from 60 different countries
*-he found that national culture explains more of the differences in workplace than age, gender, profession or position
-discovered 4 (5) dimensions of culture that contribute to cultural differences
⭐️where US stands on 4 dimensions
high individualist, low power distance, low uncertainty avoidance, masculine, short term
⭐️1. Individualism vs Collectivism
individual: primary concern is oneself & family
-reward= individual praise
(US is high individual bc we are independent, modern)
collectivist: concern is for group/community
-reward= group praise
(Indonesia is most collective with tightly knit social framework and regard for others)
**info is important bc it tells us how to intrinsically motivate employees, who works well in groups, how to reward
⭐️2. Power Distance
high power distance: accepts unequal power distribution
(Russia is high bc no one wanted to stand up to gov)
low power distance: rejects unequal power distribution
(US is low, dont like injustice, democratic, labor rights, everyone has equal opportunity)
*** shows managers that high P.D. is less likely to raise concerns, scared.
low P.D. will feel more comfy and see manager as a peer
⭐️ 3. Uncertainty avoidance
High: non-risk takers, cannot handle ambiguity and uncertainty
(japan is high, WW2, were scared to risk take, had to rebuild country)
Low: risk takers, can handle ambiguity and uncertainty
(US is low, love to take risks, coming to country in first place was risk, have good foundation to fall back on if fail)
***shows managers which cultures can tolerate innovation efforts–> might lead to risks, most innovations fail so culture must be able to handle that
⭐️4. Masculinity vs Feminity
male: assertiveness and materialism are valued
(US is male, in us culture we care more about things and in org assertiveness and power are strong)
fem: relationships and empathy are valued
(Netherlands is fem, small and tigh-knit community, don’t have size/ resources to be greedy, survived on good relationships with each other)
**tells managers how to reward:
mal= tickets, raise
fem=take them to lunch, praise
⭐️ 5. Time orientation
long term: future oriented
(China is long term, plan for future with strategic planning, always looking ahead for innovations etc)
short term: respect for tradition, rooted in past, live in moment
(US is short term, lots of debt ob avg, we want everything now, to make $ now)
personality
relatively stable set of characteristics that influence an individual’s behavior and lends it consistence
trait theory
in order to understand the individual we must break down behavior into a series of observable traits
⭐️Big 5 personality traits
Openness to experience, Conscientiousness, Extraversion, Agreeableness, Neuroticism
(too much of any isn’t really good)
