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Organisational Behaviour > Exam Revision > Flashcards

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1
Q

what are the big five personality types (personality factors)

A

conscientiousness, emotional stability, agreeableness, extroversion, openness

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2
Q

what are the Myers Briggs personality types

A

1) extroversion / introversion; 2) judge / perceive; 3) think / feel; 4) sense / intuition

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3
Q

what can the Big Five personality types indicate

A

more stable indicators of character insight

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4
Q

what do the Myers Briggs personality types show

A

approach to life; perceiving and assimilating data, making decisions, solving problems

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5
Q

what are the benefits of personality testing

A

depersonalise conflict, improve communication and collaboration, capitalise on diversity, divergent and convergent thinking, accept differences, improve hiring decisions

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6
Q

what are the weaknesses of personality testing

A

doesn’t reflect ability, intelligence or performance, personality shifts in different situations, not genuine personality at workplace

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7
Q

how can personality be valued in management

A

Robbins [avoid comfortable clone]; Kerr [emotional intelligence most valuable; self awareness, self regulation, motivation, empathy, social skill]

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8
Q

Motivation can make people ____

A

committed, productive, efficient, effective

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9
Q

what are some motivation models

A

Boxall & Purcell [P = f(AMO)]; Rollinson [direction, intensity, persistence]

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10
Q

what are some content theories (WHAT satisfies needs)

A

Theory X, Theory Y; Two Factor Theory; Theory of Needs; PAA [Power, Achievement, Affiliation]

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11
Q

what are some weaknesses of content theories

A

X&Y = polarised; Theory of needs = not progressive, limited pool of people general; 2 Factor = satisfaction - better performance; PAA - no cultural considerations

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12
Q

what are some process theories

A

equity theory; expectancy theory; goal theory; self concordance; self determination

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13
Q

why are psychological contracts necessary

A

Osborn - more motivation; lower turnover/recruitment cost; improve communication; stability - managing expectations better

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14
Q

how can managers improve employee motivation

A

communicating link between performance and reward; provide mentors; provide feedback; provide intrinsic and extrinsic reward; set goals; identify needs

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15
Q

what should some negotiation aims be

A

1) create win win situations; 2) engage in wise agreement; 3) focus on long term; improve/not damage relationship; 4) be efficient; 5) remain flexible

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16
Q

what are some negotiating pitfalls

A

1) locking into position; 2) position bargaining; 3) inefficiency; 4) lack of empathy; 5) assuming rationality; 6) assuming fixed outcome; 7) confrontation; 8) endanger existing relationship

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17
Q

what does principled negotiation involve

A

1) focus on interests 2) separate people from problem 3) hard on problem soft on people 4) set objective criteria 5) alternatives for mutual gain

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18
Q

what are some different negotiating outcomes

A

distributive, congruent, integrative

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19
Q

what does competitive bargaining involve

A

1) high initial demand 2) self concerned economic interests 3) guard information 4) identify opponent’s weaknesses

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20
Q

what does BATNA stand for

A

Best Alternative Two Negotiated Agreement

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21
Q

what does problem solving bargaining involve

A

1) accommodating for the other side 2) focus on long term interests 3) focus on target not BATNA 4) enable other side to get to BATNA favourable for you 5) give and take information 6) identify mutually acceptable criteria

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22
Q

what does claiming value in negotiating involve

A

short term, opposed interests, single issue; estimate BATNA; set reservation price; plan arguments

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23
Q

what does creating value in negotiating involve

A

being soft; long term relationship; convergent aims; reveal information; set priorities; understand other group’s priorities

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24
Q

what cultural factors affect negotiation

A

hierarchical, individualistic, collectivistic, egalitarian [doctrine of changed circumstances]

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25
what factors inform group formation
nominal, informal, formal, identification, psychological, comparison
26
how can diversity improve profitability
creative and innovative types welcome, recruitment attraction, prevents conflict and discrimination
27
what are some problems associated with diversity
relationship conflict, task conflict, strong faultlines [creative abrasion]
28
how can diversity be managed
set common goal, set common guidelines, allow time for divergent and convergent thinking
29
what are the stages of group activity
forming, stormin, norming, performing, adjoining
30
how can we resolve conflict re diversity
focus on task; switch between relationship and task orientation; diagnose probability of faultlines appearing; identify - uneven distribution of power/inclusion and exclusion/areas of affection
31
what do Belbin's team roles involve
spread of mental abilities and personal attributes linked to optimising outcomes; coordinator, plant, resource allocator, implementer
32
what are some negative group processes
conflict, social loafing, scapegoating, polarised views, pressure, lack of synergy
33
what are the symptoms of groupthink
morality, invulnerability, dismissing opposing ideas, pressure to conform [Janis - reality testing, moral judgement, mental efficiency]
34
what are some ways of overcoming groupthink
1) expression of doubt 2) devil's advocate 3) some subgroup work 4) brainstorm 5) authority speaks last 6) accepting criticism
35
what are some successful team attributes
1) cohesiveness 2) shared goal 3) effective interpersonal relationships 4) clear procedures 5) interdependence 6) diversified team mix
36
what are the challenges of leadership according to O'Reilly
managing up and out, managing down, managing oneself, managing disappointment
37
what are some criticisms of how management is taught
One size fits all; Hill - temperament and feeling; McCall - focus on lessons; Gladwell - experience, practice, coaching
38
What can change the dynamic of a managerial role
role transitions, changing business context, personal transition
39
What does a manager's job involve
discontinuity, brevity, variety; rely on judgement and tuition; rely on verbal media not aggregated documents; ritual and ceremony
40
what forms of leadership must managers assume
interpersonal, informal, decisional, informational
41
how can managers optimise their roles
share privileged information; turn obligations into advantages; turn interests into obligations; consider broad strategic picture
42
what do leaders aim to do
be transformative; change systems and challenge; empower; maintain strategic big picture; introduce novelty (Grint)
43
what do managers do
are transactional; focus on procedure; maintaining control; monitor; short term focus; execute routine and maintain stability
44
what are leadership functions
align people, motivate, produce change, establish direction
45
what are management functions
planning, organising, controlling
46
what does transformational leadership involve
idealised influence; inspirational motivation; intellectual stimulation; individualised consideration
47
what does transactional behaviour involve
contingent reward; active management by exception; passive management by exception
48
what are some leadership discourses
controller, therapist, messiah, eco leader
49
what does followship involve
1) systematic devaluation of followers 2) obedience 3) romanticised leadership role 4) negative connotations
50
what are some team leadership theories
1) action centred leadership 2) country club 3) impoverished 4) authority compliance 5) team
51
what are the factors of situational leadership
telling, selling, participating, delegating
52
what are some weaknesses of situational theories
no consideration of context; leader can seem fickle; can leaders actually adapt; implicit leadership theory contributes
53
what are the different definitions of power
persuasion, power over others, power from within
54
how can authority be justified
linked to managerial position; right of subordinates to make decisions themselves as the manager would
55
what are the types of responsibility
role-related obligation; fulfil a task to avoid reprimand
56
what are the types of power
coercive, reward, legitimate, referent, expert
57
what are the principles of persuasion
liking, social proof, reciprocity, consistency, authority, scarcity
58
what are some potential reactions to power
cognitive dissonance; submission to perceived authority
59
what do social networks enable
tacit/hard knowledge; homophily; success [HC + FC + SC]; power [degree centrality, degree closeness, bridging gaps]; consider competition; diffuse innovation
60
what are the benefits of social capital
bridging structural holes; career enhancing reputation; gain new ideas; exposure to opportunities; positively related to career success and salary
61
what is the criteria for a useful social network
entrepreneurial network higher value; density is redundant; diversity is more important than size; structure is more important than size; protection against groupthink; process, collect and digest information
62
what are the different kinds of network focus
global, affiliation, work/family
63
what are the characteristics of an internally focused group
trust, cooperation, better for tacit information, subject to groupthink, bad for gathering resources
64
what are the characteristics of an externally focused group
entrepreneurial, weak links, open, bad for developing consensus and common mission
65
how can social networks improve career progression
weak ties more beneficial (Pfeffer); access diversity information; share social identity; share little information
66
what are the benefits of degree centrality
more power; control information being shared; control decision making process
67
what are some definitions of culture
appropriate attitudes and behaviours (O'Reilly); accepted and expected behaviour (Drennan); traditions, policies, values (McLean)
68
how is culture manifest
artifacts; espoused values; basic underlying assumptions
69
what can culture shape
1) relation to authority 2) conception of self 3) relationship between individual and society 4) masculinity and femininity 4) managing conflict
70
what does strong culture reflect
core values shared widely
71
what does weak culture reflect
little agreement on values, not internalised
72
what does culture mean for an organisation
means of control; component of organisational success; part of managing change
73
what are the factors of the nesting of cultures
national culture, professional culture, company culture, work unit culture
74
what can culture be reflected in
jargon, dress, physical location, rituals, language
75
what are the elements of culture
values, norms, behaviour
76
what forms the internal organisation
values; leadership styles; behavioural norms; power/politics; informal groupings
77
what is Handy's typology of culture
power; role; task; person
78
what is Deal & Kennedy's typology of culture
tough guy; work hard play hard; bet your company; process
79
what is Miles & Snow's typology of culture
prospector, defender, analyser, reactor
80
where do cultural dimensions differ the most?
1) performance orientation; 2) assertive 3) future orientation 4) humane orientation 5) institutional collectivism 6) in group collectivism 7) gender egalitarianism 8) power distance 9) uncertainty avoidance
81
what are the dangers of culture typing
1) ecological fallacy 2) attributionist fallacy 3) stereotyping 4) subcultures 5) cultural range
82
what are the weaknesses of cultural assessment
aggregation; weak explanation of differences; national differences relevant

Organisational Behaviour (1 decks)

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