Exam1 Prep OB 220 Flashcards
Why do we study OB?
Satisfy the need to understand and predict
Helps us to test personal theories
Influence behaviour – get things done
OB improves an organization’s financial health
What are values
Stable, evaluative beliefs, guide preferences for outcomes or courses of action in various situations
What are the four different perspectives of organizational effectiveness
Open Systems Perspective
Organizational Learning Perspective
High-Performance WP Perspective
Stakeholder Perspective
Open Systems Perspective
Organizations are complex systems that “live” within (and depend upon) the external environment
Effective organizations
Maintain a close “fit” with changing conditions
Transform inputs to outputs efficiently and flexibly
Foundation for the other three organizational effectiveness perspectives
Organizational Learning Perspective
An organization’s capacity to acquire, share, use, and store valuable knowledge
Need to consider both stock and flow of knowledge
Stock: intellectual capital
Flow: org learning processesof acquisition, sharing, and use
High-Performance WP Perspective
Workplace practices that leverage the potential of human capital
Human capital – employee knowledge, skills, and abilities – is competitive advantage
Help discover opportunities and minimize threats in the external environment
Rare and difficult to imitate
Can’t be replaced by technology
Stakeholder Perspective
Stakeholders: any entity who affects or is affected by the firm’s objectives and actions
Personalizes the open systems perspective
Challenges with stakeholder perspective:
Stakeholders have conflicting interests
Firms have limited resources
Includes Corporate Social Responsibility
Benefit society and environment beyond the firm’s immediate financial interests or legal obligations
Organization’s contract with society
Triple bottom line
Economy, society, environment
How do organizations acquire knowledge or become globalized?
Learning
Scanning
Grafting
Experimenting
Review the anchors and High Performance Work Practices (HPWP
Four HPWPs
Employee involvement
Job autonomy
Employee competence (training, selection)
Performance-based rewards
Likely other high-performance work practices
Need to “bundle” these practices – each doesn’t work as well without the others
What is motivation?
consists of internal forces (cognitive and emotional conditions) that the direction, intensity, and persistence of a person’s voluntary choice of behaviour
• Direction – motivation is goal-directed (path), not random
• Intensity – amount of effort allocated to the goal
• Persistence – continuing the effort for a certain amount of time
What is organizational citizenship?
Performance beyond the required job duties and that support the interests of the organization; avoiding unnecessary conflicts, helping others, being involved, people that go that extra mile
What is, the difference between espoused and enacted values?
Consistency between the values apparent in our actions – enacted values and what we say we believe in (espoused values)
• Especially important for people in leadership positions because any gap undermines their perceived integrity
Review the MARS Model
Individual behaviour influenced by motivation, ability, role perceptions, and situational factors (M.A.R.S.) drivers
the Big 5 Factor Model
CANOE: represents most personality traits
Conscientious: refers to people who are industrious, reliable, goal-focused, achievement striving, dependable, organized, thorough, and self-disciplined
Agreeableness (vs. hostile noncompliance) Courteous, good-natured, empathic, caring
Neuroticism (vs. high emotional stability) – people with high levels of anxiety, hostility and depression
Openness to experience (vs. resistant to change): extent to which people are sensitive, flexible, creative and curious
Extroversion (vs. introversion): Outgoing, talkative, sociable and assertive
3 ethical principles
- Utilitarianism
•Seek the greatest good for the greatest number
•Focuses on the consequences of actions – problem: ignores morality of means to end - Individual rights principle
•Personal entitlements to act in a certain way e.g. freedom of speech, fair trial
• Problem of conflicting rights e.g. right to privacy conflicts with another’s right to know - Distributive justice principle
•People who are similar in relevant ways should receive similar benefits and burdens e.g. two employees who contribute equally should receive similar rewards
•Inequalities are acceptable where they benefit the least well off in society
how organizations support ethical behaviour
Corporate code of ethics – is there one in your organization? Click on link for Camosun’s.
• Statement about codes of practice, rules of conduct, and philosophy about the organization’s relationship to stakeholders and the environment e.g. professional conduct, corporate social responsibility
• Problem: Does little to reduce unethical conduct
Ethics training
• Awareness and clarification of ethics code
• Practise resolving ethical dilemmas
Ethics hotlines
• Ways to communicate wrongdoings within an org.
Ethical leadership and culture
• Ethical conduct and vigilance of corporate leaders – role model ethical standards that employees are more likely to follow
role perceptions
Beliefs about what behaviour is required to achieve the desired results:
understanding what tasks to perform
understanding priority of tasks
understanding preferred behavioursto accomplish tasks
ability
Natural aptitudes and learned capabilities required to successfully complete a task
Competencies personal characteristics that lead to superior performance
Person job matching
selecting
developing
redesigning
situational factors
Environmental conditions beyond the individual’s short-term control that constrain or facilitate behaviour such as time, people, budget, work facilities
locus of control
General belief about personal control over life events
Higher self-evaluation with internal locus of control
confirmation bias
Tendency to screen out information that is contrary to their decisions beliefs, values, & assumptions while accepting information that confirms the ……
perceptual errors
Stereotyping
Categorization
Homogenization
Differentiation
rules of attribution
Internal Attribution
Frequent Frequently Seldom
Consistency Distinctiveness Consensus
Seldom Seldom Frequently
External Attribution
attribution errors
Fundamental Attribution Error
attributing own actions to internal and external factors and others’ actions to internal factors
Self-Serving Bias
attributing our successes to internal factors and our failures to external factors
Johari Window
four “windows”—open, blind, hidden, and unknown
relies on dialogue, self-awareness and mutual understanding can also improve through meaningful interaction.
Meaningful interaction is founded on the contact hypothesis, which states that, under certain conditions, people who interact with each other will be less prejudiced or perceptually biased against each other
Empathy
Meaningful interaction also potentially improves empathy toward others. Empathy refers to understanding and being sensitive to the feelings, thoughts, and situations of others
. People empathize when they cognitively transpose themselves into the other person’s place as if they are the other person.This perceptual experience is both cognitive and emotional
Emotions
are physiological, behavioural, and psychological episodes experienced toward an object, person, or event that create a state of readiness
Emotions are experiences
, most emotions occur fleetingly, nonconsciously, and with low intensity.
Attitudes
cluster of beliefs, assessed feelings, and behavioural intentions toward a person, object, or event (called an attitude object). Attitudes are judgments, involve conscious logical reasoning,
Attitude model
perceived environment
Cognitive process Emotional process
Attitude emotional episodes
(Beliefs)
(Feelings)
(Behavioural intentions)
Behaviour
Cognitive Dissonance
a condition that occurs when we perceive an inconsistency between our beliefs, feelings, and behaviour.
Emotional Dissonance
conflict between required and true emotions
deep acting & surface acting.
. Surface acting involves pretending to show the required emotions but continue to hold different internal feelings. Deep acting involves changing true emotions to match the required emotions. In other words, you train yourself to actually feel the emotion you are supposed to express.
EMOTIONAL INTELLIGENCE
a set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others.
EI is a skill, not a form of intelligence
EI four dimensions
Self-awareness of emotions.
Self-management of emotions
Awareness of others’ emotions.
Management of others’ emotions
Self-awareness of emotions
to perceive and understand the meaning of your own emotions
Self-management of emotions
to manage your own emotions,display behaviours that represent desired emotions in a particular situation. including generating or suppressing emotions.
Awareness of others’ emotions
the ability to perceive and understand the emotions of other people. includes understanding the other person’s situation, experiencing his or her emotions, and knowing his or her needs even though unstated
Management of others’ emotions
includes consoling people, emotionally inspiring others getting strangers to feel comfortable and managing dysfunctional emotions During conflict with others
organizational commitment
Affective commitment
- emotional attachment to,
- identification with,
- involvement in
continuance commitment,
is a calculative attachment to the organization.
exit-voice-loyalty-neglect (EVLN) model
Exit -leaving, transferring ,trying to get away from the dissatisfying situation
Voice is any attempt to change,
Loyalty waiting for the problem to work itself out or be resolved by others
Neglect reducing work effort, paying less attention to quality, and increasing absenteeism and lateness
STRESS
an adaptive response to a situation that is perceived as challenging or threatening to a person’s well-being. Stress is a physiological and psychological condition that prepares us to adapt to hostile or noxious environmental conditions
also is an emotional experience, which may occur before or after a conscious evaluation of the situation.
two types of stress
distress—the degree of physiological, psychological, and behavioural deviation from healthy functioning.
eustress—is a necessary part of life because it activates and motivates people to achieve goals, change their environments, and succeed in life’s challenges.
GENERAL ADAPTATION SYNDROME GAS
three stages
alarm
resistance
exhaustion
What are teams
- Groups of two or more people
- Exist to fulfill a purpose
- Interdependent – interact and collaborate
- Mutually accountable for achieving common goals
- perceive themselves to be a team.
What are groups
people assembled together, whether or not they have any interdependence or organizationally-focused objective
• Exist primarily for the benefit of their members
Social loafing –
problem that occurs when people exert less effort when working in groups than when working alone
What are the ellements of the MODEL OF TEAM EFFECTIVENESS
- Organizational and Team Environment
- Team design
- Team processes
- Team outcomes (effectiveness)
What is Team effectiveness
- Fulfills organizational (or other system) purpose
- Fulfills needs of individual members
- Is able to survive (i.e. maintain member commitment)
What are the Organizational and Team Environment ellements
- Reward systems – team based rewards support team dynamics; combo of ind. & team
- Communication systems – need right amount of information and feedback
- Organizational structure – teams flourish when organized around work processes because this increases interaction and interdependence
- Organizational leadership – Need supportive leader, team-oriented culture
- Physical space – lay out needs to be conducive to people working together
TEAM NORMS
the informal rules and shared expectations that groups establish to regulate the behaviour of their members
Norms develop through:
Initial team experiences
Critical events in team’s history
Experience/values members bring to the team
What are the five stages of Teams
Forming Storming Norming Performing adjurning
Trust in Teams
Positive expectations one person has toward another person or group in situations involving risk
Calculus-based trust
• Logical calculation that other team members will act appropriately because of sanctions i.e. based on deterrence
• Lowest potential trust and is easily broken – not enough to sustain a team’s relationship
Knowledge-based trust
• Based on the predictability of another team member’s behaviour and/or confidence in the person’s competence
• More stable because it develops over time Identification-based trust
Identification-based trust
• Based on mutual understanding and emotional bonds
• Potentially the strongest of the three types of trust
• Transgressions quickly forgiven because the individual’s self-concept is based partly on team membership
Self-Directed Teams (SDTs)
Cross-functional work group that is organized around work processes, complete an entire piece of work requiring several interdependent tasks, and has substantial autonomy over the execution of those tasks
CONSTRAINTS ON TEAM DECISION MAKING
Time
-to learn about each other and build rapport
-production blocking - only one can speak at a time
Evaluation Apprehension
Pressure to Conform
Groupthink
Constructive Conflict
focus their discussion on the issue while maintaining respect for people having other points of view.
