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Organizational Behavior 220 > Exam 2 prep OB 220 > Flashcards

Exam 2 prep OB 220 Flashcards

Chapters 5,6,7,10,11.12,13,14,15

1
Q

What are Needs?

A

goal-directed forces that people experience

are shaped by the individual’s self-concept (including personality and values), social norms, and past experience.

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2
Q

E-to-P expectancy

A

expectancy increases by improving

the employee’s ability and confidence to perform the job

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3
Q

Four-drive theory

A

A motivation theory that is based on the innate drives to acquire, bond, learn, and defend, and that incorporates both emotions and rationality. The drives need to be kept in balance.

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4
Q

Expectancy theory

A

work effort is determined by the

perception that effort will result in a particular level of performance

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4
Q

social cognitive theory

A

explains how learning and motivation occurs by observing and modeling others as well as by anticipating the consequences of their behavior.

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5
Q

What are the characteristics of effective goal setting?

A

is the process of motivating employees and

clarifying their role perceptions by establishing performance objectives

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6
Q

What are effective goals?

A

specific, relevant, and challenging; have employee commitment;and are accompanied by meaningful feedback

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7
Q

Equity theory has four elements:

A

outcome/input ratio,
comparison other,
equity evaluation,
and consequences of inequity

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8
Q

Equity theory explains

A

explains how people develop perceptions of fairness in the distribution and exchange of resources.

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9
Q

three factors of expectancy theory model

A

effortto-performance (E-to-P)
performance-to-outcome (P-to-O)
outcome valences

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10
Q

outcome valences

A

is the anticipated satisfaction or dissatisfaction that an individual feels toward an outcome

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11
Q

individual, team, and organizational-level performance based rewards.

A

Money,
membership and seniority, job status, competencies, and performance.
Awards and bonuses, commissions
gainsharing plans,employee share ownership plans (ESOPs), share options, and profit sharing

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12
Q

five ways to improve reward effectiveness

A

link to work performance
rewards are aligned with performance within the employee’s control
team rewards
rewards are valued by employees,
rewards have no unintended consequences.

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13
Q

Diagram the job characteristics model

A

a template for job redesign
that specifies core job dimensions, psychological states,
and individual differences.

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14
Q

three ways to improve employee motivation through job design.

A

job rotation,(reduce job boredom, develop a more flexible workforce, and reduce the incidence of repetitive strain injuries.)
job enlargement,(increasing the number
of tasks within the job)
job enrichment (clustering tasks into natural groups and establishing client
relationships)

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15
Q

five core job dimensions of job design

A

skill variety, task identity, task significance, autonomy,and job feedback

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16
Q

five elements of self-leadership

A 
personal goal setting,
constructive thought patterns,(self-talk and mental imagery)
designing natural rewards, 
selfmonitoring,
self-reinforcement
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17
Q

define self leadership

A

the process of influencing oneself to

establish the self-direction and self-motivation needed to perform a task.

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18
Q

Four of the main features of creative people

A

intelligence,persistence, expertise, and independent imagination.

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19
Q

The four creativity stages

A

preparation, incubation, illumination, and verification.

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20
Q

Three types of activities that encourage creativity

A

redefining the problem, associative play, and cross-pollination.

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21
Q

How does a work environment support creativity?

A

a learning orientation,
high intrinsic motivation,
job security,
appropriate goals, time pressure, and resources.

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22
Q

five sources of power in organizations.

A 
Legitimate power
Reward power
Coercive power
Expert power
referent power
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23
Q

four contingencies of power.

A

non-substitutable,( that is,there is a lack of alternative)
centrality(the number of people affected is large and people are quickly affected)
Discretion,(freedom to exercise judgment)
visibility,(power increases to the extent that competencies are known to others

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24
Q

eight types of influence tactics,

A

silent authority, assertiveness,
information control, coalition formation, upward appeal,ingratiation and impression management, persuasion,
and exchange.

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25
Q

Drives

A

Hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions.(primary needs)

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26
Q

three pieces of social cognitive theory relevant to employee motivation

A

learning behavioral consequences [observation]
behavioral modeling [imitations and practice]
self-regulation [own goals, self rewards]

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27
Q

7 actions to reduce tension from perceived inequality

A 
change own input
change own outcomes
change other's input
change other's outcomes
change own perceptions
change comparison other
leave the field
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28
Q

ABCs of organizational behavior

A

antecedents,behavior,consequences

change behavior by managing antecedents and consequences

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29
Q

three types of performance-based rewards

A

individual rewards
team rewards
organizational rewards

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30
Q

“golden handcuffs”

A

membership and seniority-based rewards
attract job applicants-reduce turnover-minimize insecurity
not motivate performance, generate continuance not commitment

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31
Q

three types of organizational rewards

A

employee share ownership plans
share options
profit sharing

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32
Q

improve reward effectiveness

A 
Link rewards to performance
ensure that rewards are relevant
use team rewards for interdependent jobs
ensure that rewards are valued
watch out for unintended consequences
33
Q

job characteristics model

A

a job design model that relates to motivational properties of jobs to specific personal and organizational consequences of those properties.

34
Q

three aspects of the job characteristic model

A

core job characteristics, critical psychological states, outcomes

35
Q

five court job characteristics

A

skill variety, task identity,task significance, autonomy, feedback from job.

36
Q

three critical psychological states of job characteristics model

A

meaningfulness, responsibility, knowledge of results

37
Q

4 outcomes of the job characteristic model

A

work motivation, growth satisfaction, Gen. satisfaction, work efficiency.

38
Q

job design and the individual

A

will not motivate the dissatisfied or those with low growth-need

39
Q

what is intuitive decision-making

A

debilitate know when a problem or opportunity exists and select the best course of action without conscious reasoning

40
Q

intuition

A

debilitate know when a problem or opportunity exists and select the best course of action without conscious reasoning

41
Q

what is satisficing decision-making

A

selecting an alternative that is satisfactory or “good enough” rather than the alternative with the higher value [maximization]

42
Q

what is a non-programed decision?

A

a decision for which we have no “action scripts” [experience] to refer to

43
Q

what is divergent thinking

A

reframing a problem in the unique way in generating different approaches to the issue

44
Q

three causes of escalating commitment

A

self-justification
prospect theory affect[negative emotions, loss]
perpetual blinders[problem not recognized [
closing costs [financial, reputation]

45
Q

escalation of commitment

A

the Tendency to repeat an apparently bad decision or allocate more resources to a failing course of action.

46
Q

define countervailing power

A

the capacity of a person team organization to keep the more powerful person or group in the exchange relationship

47
Q

definecountervailing power

A

the capacity of a person team organization to keep the more powerful person or group in the exchange relationship

48
Q

define conflict

A

a process in which one party perceives that his or her interests are being opposed were negatively affected by another party

49
Q

define constructive conflict

A

a type of conflict in which people focus their discussion on the issue while maintaining respect for people having other points of view

50
Q

interpersonal conflict handling styles

A

problem-solving,[win-win, high assertiveness high cooperativeness]
forcing[win-lose, hiring A-low C]
avoiding,[Lo K-low C] yielding[high C-low A], compromising[in the middle, requires trust]

51
Q

interpersonal conflict handling styles

A

problem-solving, forcing, avoiding, yielding, compromising

52
Q

third-party intervention strategies

A

arbitration[controls file decision, low control over process]
Inquisition[controls decision and process]
mediation[controls process not decision]

53
Q

define authentic leadership

A

The view that effective leaders need to be aware of feel comfortable with and act consistently with ther values, personality and self-concept

54
Q

authentic leadership

A

The view that effective leaders need to be aware of feel comfortable with and act consistently with ther values, personality and self-concept

55
Q

define servant leadership

A

the view that leaders serve followers rather than vice versa; leaders help employees fulfill their needs and are coaches, stewards, and facilitators of employee performance

56
Q

perspectives of leadership

A

path- goal
transformational
implicit

57
Q

define path-goal leadership

A

a contingency theory based on expectancy theory of motivation that relates different styles to specific employees and situational contingencies

58
Q

contingency leadership

A

Path-goal
situational leadership
fiedler’s contingency model [personal style matched situation]
change situation to match style

59
Q

transformational leadership perspective

A

induced change by creating communication and modeling a shared vision [Inspiring]

60
Q

key elements of organizational structure

A

span of control, centralization, formalization, departmentalization

61
Q

span of control

A

the number of people directly reporting to the next level in the hierarchy

62
Q

centralization

A

the degree to which formal decision-making authority is held by a small group of people typically at the top of the organizational hierarchy

63
Q

formalization

A

the degree to which organizations standardize behavior through rules procedures formal training and related mechanisms

64
Q

mechanistic organizational structure

A

the structure with narrow span of control and high degree of formalization and centralization
best in a stable environment providing efficiency through routine

65
Q

organic organizational structure

A

a structure with wide span of control little formalization and decentralized decision-making.
Best in a dynamic environment flexible, responds to change [organizational learning, high-performance workplaces, quality management, empowered workforce] with established rules and expertise

66
Q

define matrix organizational structure

A

the overlay of two structures to leverage the best of both [Ie. divisional & functional]

67
Q

to find matrix organizational structure

A

the overlay of two structures to leverage the best of both [Ie. divisional & functional]

68
Q

define organizational culture

A

the values and assumptions shared within the organization

69
Q

organizational cultural artifacts

A

the observable symbols and signs of the organization’s culture

70
Q

for categories of organizational artifacts

A

stories & legends, rituals & ceremonies, organizational language, physical structure & symbols

71
Q

define ASA theory

A

attraction-selection-attrition
organizations have a natural tendency to attract select and retain people with values and personality characteristics that are consistent with the organizations character resulting in a stronger culture

72
Q

define ASA theory

A

attraction-selection-attrition
organizations have a natural tendency to attract select and retain people with values and personality characteristics that are consistent with the organizations character resulting in more homogeneous organization and a stronger culture

73
Q

force Field analysis

A

driving force versus restraining force

74
Q

What are adaptive corporate cultures?

A

employees are receptive to change including the ongoing alignment of the organization to its environment and continual improvement of internal processes.

75
Q

action research

A

a problem focused change process that combines action orientation [changing attitudes and behavior] and research orientation[testing theory through data collection and analysis]

76
Q

reasons for resistance to change

A

direct cost, saving face, fear the unknown, breaking routines, group team dynamics, incongruent organizational system

77
Q

reasons for resistance to change

A

direct cost, saving face, fear the unknown, breaking routines,” group team dynamics, incongruent organizational system

78
Q

strategies to minimize resistance to change

A

communication, learning, employee involvement, stress management, coercion

79
Q

Define bi-cultural audit

A

a process of diagnosing cultural relations between companies to determine the extent there culturals will clash

Organizational Behavior 220 (2 decks)

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