Exam 1 Organizational Behavior and Diversity

Question 1

What is the definition of OB (organizational Behavior)?

Answer 1

A field of study that investigates the impact that individuals, groups, and systems have on behavior within an organizations for the purpose of applying such knowledge toward improving an organizations effectiveness.

Question 2

The levels of OB Analysis

Answer 2

There are 3 Levels:

• Individual
• Group
• Organizational

Question 3

What are the disciplines that contribute to the OB field?

Answer 3

Psychology, Social Psychology, Sociologist, Anthropology

• Psychology: is the science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.
• Social psychology: blends the concepts of psychology and sociology.
• Sociologists: study the social system in which individuals fill their roles; that is, sociology studies people in relation to their fellow human beings.

-Anthropology:
is the study of societies to learn about human beings and their activities.

Question 4

3 common frameworks to measure personality

Answer 4

The Myers-Briggs Type Indicator- Individuals are classified as Extroverted or Introverted, Sensing or Intuitive, Thinking or Feeling, Perceiving or Judging.

The Big Five Personality Model- Five models are Extraversion, Agreeableness, Conscientious, Emotional Stability, and Openness to Experience.

The Dark Triad- is 3 negative in nature traits, Machiavellianism, narcissism, and psychopathy.

Question 5

The Big 5 Model of Personality

Answer 5

An impressive body of research supports that five basic dimensions underlie all other personality dimensions. The five basic dimensions known as the Big Five Model are Extraversion, Agreeableness, Conscientious, Emotional Stability, and Openness to Experience. Research has shown relationships between these personality dimensions and job performance.

Question 6

Proactive and self-monitoring in regard to personality

Answer 6

Proactive personality- Actively taking the initiative to improve their current circumstances while others sit by passively.

b. Proactives identify opportunities, show initiative, take action, and persevere.
c. Create positive change in their environment.
d. More likely to be seen as leaders and change agents.
e. More likely to achieve career success.

Self-monitoring -refers to an individual’s ability to adjust his or her behavior to external, situational factors.

Individuals high in self monitoring show considerable adaptability. They are highly sensitive to external cues, can behave differently in different situations, and are capable of presenting striking contradictions between their public persona and their private self.

Question 7

When personality traits are more likely to predict behavior

Answer 7

Research suggests that personality traits better predict behavior in weak situations than in strong ones.

By situation strength, we mean the degree to which norms, cues, or standards dictate appropriate behavior.

Question 8

Hofstede’s Framework

Answer 8

it is made of 5 Value Dimensions, it is for cross-culture communication

Power Distance- power distributed equally.

Individualism versus collectivism- prefer to act as individuals as opposed to groups.

Masculine vs Femineity- masculinity is the degree to which the culture favors traditional masculine roles such as achievement, power, and control, as opposed to viewing men and women as equals.

Uncertainty avoidance: the degree to which people in a country prefer structured over unstructured situations.

Long-term versus short-term orientation: long-term orientations look to the future and value thrift and persistence. In a short-term orientation, people value the here and now; they accept change more readily and don’t see commitments as impediments to change.

Indulgence vs Restraint

Question 9

What 2 values does Milton Rokeach organize values?

Answer 9

Terminal values- refer to desirable end states.

Instrumental Values- refer to preferable modes of behavior

Question 10

Drawback of Self Report surveys

Answer 10

Sometimes, individuals are unable to answer accurately

• Recall Issues or carelessness in response
• Prone to social desirability bias

Question 11

Aspects of Attribution Theory

Answer 11

Attribution theory suggests that when we observe an individual’s behavior, we attempt to determine whether it was internally or externally caused. That determination depends largely on three factors:

a) Distinctiveness- refers to whether an individual displays different behaviors in different situations.
b) Consensus- occurs if everyone who is faced with a similar situation responds in the same way.
c) Consistency- in a person’s actions.

Question 12

Halo Effect

Answer 12

occurs when we draw a general impression on the basis of a single characteristic.

Question 13

Contrast Effect

Answer 13

a) We do not evaluate a person in isolation. Our reaction to one person is influenced by other persons we have recently encountered.
b) Contrast effect can distort perception.

Question 14

Confirmation Bias

Answer 14

is a type of selective perception: we seek out information that reaffirms past choices, and discount information that contradicts past judgments.

Question 15

Stereotyping

Answer 15

judging someone based on one’s perception of the group to which he or she belongs.

Question 16

Anchoring Bias

Answer 16

involves fixating on initial information as a starting point and failing to adequately adjust for subsequent information.

Anchors are widely used by people in advertising, management, politics, real estate, and lawyers—where persuasion skills are important.

Any time a negotiation takes place, so does anchoring.

Question 17

Self-Serving Bias

Answer 17

There is also a tendency for individuals to attribute their own successes to internal factors, such as ability or effort, while putting the blame for failure on external factors, such as luck.

Question 18

Availability Bias

Answer 18

bias is the tendency for people to base judgments on information that is readily available.

Question 19

Hindsight Bias

Answer 19

is the tendency to believe, falsely, that one has accurately predicted the outcome of an event, after that outcome is actually known.

The hindsight bias reduces our ability to learn from the past.

Question 20

Satisficing

Answer 20

is not always a bad idea—a simple process may frequently be more sensible than the traditional rational decision-making model.

seek solutions that are satisfactory and sufficient

Question 21

Self-fulfilling prophecy

Answer 21

or the Pygmalion effect, characterizes the fact that people’s expectations determine their behavior. Expectations become reality.

Question 22

Be able to define and examples of Bias’s

Answer 22

confirmation bias- seek information that reaffirms past choices, ignore contradictory information

stereotyping- Judging someone based on one’s perception of the group to which that person belongs

anchoring bias- fixating on initial information without adjusting

self-serving bias- High self-esteem

availability bias- base judgements on available information

hindsight bias- false belief that you have accurately predicted something

satisficing- seek solutions that are satisfactory and sufficient

self-fulfilling prophecy- Attempt to validate perceptions of reality, Your expectations can influence the behavior of others, Expectations become reality

Question 23

Three ethical decision Criteria

Answer 23

utilitarianism- idea that the goal of society should be to bring about the greatest happiness for the greatest number of people.

rights- calls on individuals to make decisions consistent with fundamental liberties and privileges as set forth in documents such as the Bill of Rights.

justice- is to impose and enforce rules fairly and impartially to ensure justice or an equitable distribution of benefits and costs.

Question 24

Know what makes an Idea creative

Answer 24

novel and useful

Question 25

Escalation of Commitment

Answer 25

stick with a decision even if wrong, occurs when we stay with a decision even when there is clear evidence that it’s wrong.

Question 26

bias in interviews

Answer 26

Inaccuracy from early impressions

Question 27

Difference between Emotions and Moods

Answer 27

Emotions are intense feelings that are directed at someone or something, caused by a specific event, very brief, action oriented, specific and numerous.

Moods are the feelings that tend to be less intense than emotions, cause is often general and unclear, lasts longer than emotions, more general, cognitive in nature.

Question 28

Pure markers of both high/low positive effect and high/low negative effect

Answer 28

Affect is a generic term that covers a broad range of feelings people experience. This includes both emotions and moods.

Sources of Affect- Personality, Time of Day, Day of the week, Weather, Emotional Labor.

Emotional Labor- an employee’s expression of organizationally desired emotions during interpersonal transactions at work.

Question 29

Emotional Dissonance

Answer 29

employees having to project one emotion while feeling another.

Question 30

Positivity Offset

Answer 30

At zero input, most people experience a mildly positive mood. This is referred to as positivity offset.

Question 31

Surface Acting

Answer 31

hiding one’s inner feelings and foregoing emotional expressions in response to display rules

Question 32

Deep Acting

Answer 32

trying to modify true inner feelings

Question 33

Formal and Sedentary Activities and Impact on mood

Answer 33

Weather, Stress, Social Activities, Sleep, Exercise

Question 34

Attitudes

Answer 34

an evaluative statements that are either favorable or unfavorable concerning objects, people, or events

Question 35

Behavior

Answer 35

the way in which one acts or conducts oneself, especially toward others.

Question 36

What are the 3 Job attitudes

Answer 36

1. Job satisfaction- describes a positive feeling about a job, resulting from an evaluation of its characteristics.
2. Job involvement- refers to the measure of the degree to which a person identifies psychologically with his/her job and considers his/her perceived performance level important to self-worth.
3. Psychological empowerment – employees’ beliefs in the degree to which they impact their work.

Question 37

What are the 2 ways of measuring Job Satisfaction and what cause it

Answer 37

1. The Single Global Rating Approach- is a response to one question, such as, “All things considered, how satisfied are you with your job?” Respondents circle a number between 1 and 5 on a scale from “highly satisfied” to “highly dissatisfied.”
2. The Summation of Job Facets- is more sophisticated. It identifies key elements in a job, such as the nature of the work, supervision, present pay, promotion opportunities, and relations with coworkers.

Question 38

Pay and Job Satisfaction

Answer 38

Pay does correlate with job satisfaction and overall happiness for many people, but the effect can be smaller once an individual reaches a standard level of comfortable living.

Question 39

Job Satisfaction by Country

Answer 39

1st Mexico- 5.88
2nd Switzerland- 5.72
3. Norway 5.63
4. Denmark- 5.51
5. United States- 5.46
6. Japan 5.45
last is South Korea 4.76

Question 40

The 5 Facets of Job Satisfaction

Answer 40

pay, promotion, supervision, coworker, work itself

Question 41

Job Satisfaction and OCB (Organizational Citizenship behavior)

Answer 41

People who are more satisfied with their jobs are more likely to engage in OCB.

Organizational citizenship behavior (OCB) is a term that’s used to describe all the positive and constructive employee actions and behaviors that aren’t part of their formal job description.

Question 42

Job Satisfaction

Answer 42

refers to a collection of feelings that an individual holds toward his or her job.

Question 43

Perceived organizational support (POS)

Answer 43

refers to the degree to which employees believe the organization values their contribution and cares about their well-being.

Question 44

Psychological Empowerment

Answer 44

employees’ beliefs in the degree to which they impact their work their work environment, their competence, the meaningfulness of their job, and their perceived autonomy in their work

Question 45

Employee engagement

Answer 45

refers to an individual’s involvement with, satisfaction with, and enthusiasm for the work he or she does.

Question 46

Job Involvement

Answer 46

refers to the measure of the degree to which a person identifies psychologically with his/her job and considers his/her perceived performance level important to self-worth

Question 47

cognitive dissonance

Answer 47

any incompatibility an individual might perceive between two or more attitudes or between behavior and attitudes

Question 48

Deviant Behavior/counterproductive work behavior

Answer 48

is employee behavior that goes against the legitimate interests of an organization.

Question 49

Citizenship Behavior

Answer 49

is a person’s voluntary commitment within an organization or company that is not part of his or her contractual tasks.

Question 50

organizational commitment

Answer 50

refers to a state in which an employee identifies with a particular organization and its values and goals.

Question 51

Responses to Job Dissatisfaction

Short Answer Q

Answer 51

Exit. The exit response directs behavior toward leaving the organization, including looking for a new position or resigning.

Voice. The voice response includes actively and constructively attempting to improve conditions, including suggesting improvements, discussing problems with superiors, and undertaking union activity.

Loyalty. The loyalty response means passively but optimistically waiting for conditions to improve, including speaking up for the organization in the face of external criticism and trusting the organization and its management to “do the right thing.”

Neglect. The neglect response passively allows conditions to worsen and includes chronic absenteeism or lateness, reduced effort, and increased error rate.

Question 52

What are the 2 Levels of Diversity

Answer 52

Surface-level: diversity represents the characteristics that are easily observed such as race, gender, and age.

Deep-level: diversity represents the aspects that are more difficult to see at first glance such as values, personality, and work preferences.

Question 53

Diversity management

Answer 53

makes everyone more aware of and sensitive to the needs and differences of others.

Having discussed a variety of ways in which people differ, we now look at how a manager can and should manage these differences.

Question 54

Intimidation

Answer 54

Purposely frightening another person through threatening words, looks, or body language.

Question 55

mockery and insults

Answer 55

mean jokes or negative stereotypes

Question 56

exclusion

Answer 56

the process or state of excluding or being excluded.

Question 57

Positive diversity climate

Answer 57

in an organization, an environment of inclusiveness and an acceptance of diversity

Question 58

Who reports higher levels of discrimination at work?

Answer 58

Minorities

Question 59

Americans with Disabilities Act

Answer 59

prohibits discrimination against the disabled, It requires reasonable accommodation for disabilities.

Question 60

Fill in Blank:

Disciplines that contribute to OB

Answer 60

psychology, social psychology sociology, anthropology

Question 61

Fill in Blank:

Which Personality trait best predicts task Performance

Answer 61

Conscientiousness

it is the best predictor of job performance.

Question 62

What are the Big 5 Personality Inventory (OCEAN)

Answer 62

Openness to Experience

Conscientious

Extraversion

Agreeableness

Neuroticism

Question 63

Openness

Fill in Blank/Short Answer

Answer 63

Being curious, imaginative, creative, complex, refined and sophisticated• Not related to performance in all jobs• Related to creative performance

Question 64

Conscientiousness

Fill in Blank/Short Answer

Answer 64

Being dependable, organized, reliable, ambitious, and hardworking.

Related to higher performance and career success

To much can hinder performance when it becomes perfectionism

Question 65

Extraversion

Fill in Blank/Short Answer

Answer 65

Being talkative, sociable, passionate, assertive, and bold

Extroverts tend to prioritize status striving, emerge as leaders in social task groups, be more satisficed with their jobs, experience more burnout than introverts.

Question 66

Fill in Blank/Short Answer

Agreeableness

Answer 66

kind, cooperative, sympathetic, helpful, courteous, warm
Beneficial in some jobs not all

Aggregable people tend to have: strong customer service skills, react to conflict by walking away, and wait and see attitude.

Question 67

Neuroticism

Fill in Blank/ Short Answer

Answer 67

Being nervous, moody, emotional, insecure, unstable, and jealous.

negative effect

Neurotics tend to have lower job performance, lower job satisfaction, type a behavior, external Loc, opposite of emotional stability.
think CP3-o

Question 68

Fill in Blank

Definition of Creative Idea

Answer 68

These are ideas that are different from what has been done before, but that are also appropriate to the problem, They are novel/new and useful.

Question 69

Fill in Blank

Job Satisfaction Facets

Answer 69

pay, promotion, supervision, coworker, work itself

Question 70

Short Answer

What are two disadvantages of the Myers Brigg’s and 3 reasons why it can be helpful to use.

Answer 70

2 Disadvantages

• If you retake the test, you are likely to get a different result (low reliability)
• Difficult to interpret results
• Forcing people into one type of personality or another does not allow for in between cases.

3 advantages of the Myer

• Helps groups understand each other
• Opens communication in the work place.
• help understand the traits of their employee
• help to see where the employee might best fit in the organizational setting
• it can be used to see for the person to know if they would fit the job

Question 71

Short Answer

Understand/know contingency theory and be able to describe 2 reasons why few absolutes apply to OB (think 1. differences in people and 2. differences in situations)

Answer 71

Contingency Theory-
a leadership theory that states that a leaders effectiveness is contingent on whether or not their leadership style suits a particular situation
in order to maximize work group performance.

No two people are alike and no two situations are the alike.

There are few absolutes in organizational behavior. Every situation has the potential to have unseen factors or even known factors that can change rapidly. Being able to detect these changes and unseen factors, and being ready with optional responses, is essential to effective management.

Human beings are complex. Because they are not alike. That does not mean, of course, that we cannot offer reasonably accurate explanations of human behavior or make valid predictions. It does mean, however, that OB concepts must reflect situational, or contingency, conditions.

Question 72

Short Answer

Describe one legal way mangers can recruit/attract and one legal way managers can select diverse employees in an organization

Answer 72

Recruit/Attract

Employers can emphasize on the specific workplace benefits and policies they have for the new employees, in the recruitment messages they post on the internet, job portals, and elsewhere. An employer can highlight the maternal or paternal leave policies.

Select

• Target recruiting messages to specific demographic groups.
• Diversity in Advertisement
• Include objective and fair selection protocols that have demonstrated a clear link between the selections tools used and performance.

Question 73

Short Answer

Compare and contrast the ways in which employees can respond to job dissatisfaction (exit, voice, loyalty, neglect)

Answer 73

Job Dissatisfaction: Exit, Voice, Loyalty, and Neglect.

It can help to predict the consequences of job dissatisfaction.

Question 74

What are the Facets of Job satisfaction

Answer 74

• Work Itself
• pay
• promotion
• supervision
• coworkers

Question 75

How to respond to employee dissatisfaction

Answer 75

Exit, Voice, loyalty, and neglect

Tell a Supervisor
One of the most straightforward ways employees can express job dissatisfaction is to let your supervisor know. Give some specific reasons why you are not happy at work and ask your supervisor for help with the situation.

Talk to Human Resources
When your unhappiness is due to a conflict with your supervisor or part of his management style that you believe is not healthy for you and the rest of your department, the human resources department is the best place to go to express your dissatisfaction.

Create Solutions
Rather than complaining about your work, channel your unhappiness positively to create solutions to your workplace problems. Present these proposals to your supervisor as a way to tell her about the problem and solution all at once.

You Can Quit
As a last resort, quit to get the message across loud and clear. Of course, this comes at a cost because you will not be eligible to collect unemployment. Therefore, if you are considering quitting, line up another job first or have a good cushion of savings.

Question 76

Pure Markers for high and low positive and negative effects

Answer 76

High Negative effect- Nervous, Tense, Stressed and Upset

Low Positive Affect- Sad, Depressed, Bored, Fatigued

High positive effect- Alert, Excited, Elated, Happy,

Low Negative Affect- Content, Serene, Relaxed, Calm