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Organizational Behavior > Final Exam > Flashcards

Final Exam Flashcards

1
Q

typical problems in recognition and defining of a problem (6) & how to improve

A
  1. inability to recognize or too late
  2. Limited info collection or sharing of info
  3. Focus on irrelevant info
  4. Taking opinions as facts
  5. Limited understanding of causes & effects & components of problem
  6. Other biases: ill-defined preferences, egocentric bias, illusion of control, confirmation bias, etc.

USEFUL: systems approach influence diagram- map emphasizing relationships among multiple causes & effects surrounding the problem

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2
Q

Difficulty during alternative generation (3) & creativity techniques to get around it (6)

A
  1. Limited solution search (groupthink)
  2. Overuse of past solutions & strategies (overusing one thinking language such as visual)
  3. Unnecessary constraints placed on alternatives (linear thinking)
  4. Become aware of assumptions
  5. Brainstorm
  6. Synetics (make the familiar strange and the strange familiar)
  7. The Gordon Technique (start w/ fxn.)
  8. Ask Dumb Questions
  9. Diametric Thinking
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3
Q

How we tend to make poor decisions in terms of choice of alternatives (3) and tools to aid (7)

A
  1. Limited solution search (groupthink)
  2. Overuse of past solutions & strategies
    • alternate previous soln. instead of starting w/ fxn
  3. Placing unnecessary constraints on alternatives
    • Using logic rather than right brain
  4. Become aware of assumptions
  5. Brainstorm
  6. Synetics
  7. The Gordon Technique
  8. Open Mindedness
  9. Quantity
  10. Quality
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4
Q

Bases of Power According to French & Raven (5)

A
  1. Legitimate
  2. Referent
  3. Reward
  4. Coercive
  5. Expert
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5
Q

Position (5) and Personal (4) sources of Power

A
  1. Central & critical to communication & work flow
  2. Flexible in job to decide what, how, and when
  3. visibility in company
  4. relevance to org. goals
  5. control of org resources and org decision making
  6. expertise in area needed by company
  7. personal attraction (likeability and physical)
  8. effort expended toward work and company goals, and toward acquiring and using power
  9. nonverbal cues (more eye contact, rigid face, more personal space, position of office & furniture)
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6
Q

Various types of influence styles (3)

A
  1. Persuasion: based on reason (present facts & appeal to values)
  2. Set up exchange relationship:
    • INGRATIATION (indirect; obligation)
    • BARGAINING (direct, negotiate)
  3. Threaten w/ personal consequence
    • INTIMIDATION (indirect; imply retribution)
    • COERCION (direct, threat w/ retribution)
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7
Q

Traditional Cycle VS Alternative Cycle

A

Traditional: leader overuses power (followers resent, leader loses power)
Alternative: leader empowers followers (they develop, increases power)

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8
Q
  1. Advantage of 1 way & 2 way communication

2. Information flow

A

Advantages

a. 1-way: faster; communicator more comfortable
b. 2-2ay: more accurate; receiver more comfortable

  1. up: relay problems down: relay goals
    : coordination
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9
Q

Way status, in=group membership, and interest/ understanding are communicated non-verbally

A

Status: height; face expression; personal space; eye contact; touch; voice moderation

In Group: open posture; social rhythms; emblems (hand movements of culture);

Interest/Understanding: eye contact; posture

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10
Q

Tips on improving individual communication from sender (4), receiver (3), and choosing channels (3).

A

Sending:

    1. KISS
    2. Language of receiver
    3. repeat 
    4. calm, assertive manner

Receiving:

      1. listen to underlying meaning
      2. ask questions to clarify
      3. avoid interrupting

Choosing Channels:

      1. use channel the receiver monitors
      2. multiple channels  
      3. choose channel w/o noise
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11
Q

Inter-group (3) and superior-subordinate communication (4)

A

inter-group:

 1. make reward systems that foster trust
 2. schedule interdepartmental meetings
 3. use liaisons

super/subordinate group:

  1. reduce statues barriers (ex: nonverbal cues)
  2. structure message so info doesn't get left out (ex: forms)
   3. screen info & prioritize delegate routine matters (gatekeeper?)
   4. be accepting of negative info
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12
Q

Fxn’s of Org. Culture (4)

A
  1. shortens communication
  2. shapes controls & directs behavior
  3. enhances loyalty to, commitment & identity with the co. through in/out-group distinctions (hair, dress, language)
  4. Makes the org. more stable b/c employee behaviors are more predictable.
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13
Q

Influences on organizational culture (4)

A
  1. Location of org. (country culture, environmental conditions, regional area, HOFSTEDE).
  2. Industry of org
  3. Majority workers’ profession
  4. Founders personality
Hofstede
      A. Power distance
      B. Uncertainty Avoidance
      C. Individual Vs. Collecitvism
      D. Masculinity & Feminity
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14
Q

Key aspects of org. culture (11)

A
  1. Inidvidual initiative
  2. Identity
  3. Direction
  4. Integration
  5. Management Support
  6. Ethical climate
  7. Risk tolerance
  8. Reward System
  9. Conflict Tolerance
  10. Communication Patters
  11. Control
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15
Q

Know how org. cultures can be successfully changed (3) & merged (4).

A

“LIKE A MARRIAGE”

Changed:

 1. convey new culture, rules, rituals, stories, symbols 
 2. use top management to model new behavior
 3. manage employee (related decisions w/ new culture; select employees with those values; train new employees to have values; reward employees who display the values and behaviors desired)

Merge:

 1. Learn about and understand each other
 2. Address different ways of doing things
 3. Address expectations of both for merger
 4. Develop "we" mindset
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16
Q

Types of Environmental Uncertainty (4)

A
  1. Placid-randomized: low uncertainty, slow change
  2. Placid- clustered: low uncertainty, slow change
  3. Disturbed-Reactive: chess, high uncertainty, many competitors
  4. Turbulent Field: high uncertainty, change everpresent
17
Q

Lewins Change

A
  1. Unfreezing (most difficult): slow recognition of problem or recognize after crisis
  2. Introducing Change: top-down or bottom up
  3. Refreezing: evaluate, tweak, change, make it habit
18
Q

Why people resist change in orgs (4)

A
  1. Fear of uncertainty
  2. Habit, inertia
  3. Most work systems still supporting old behavior (workplace design, culture, reward system)
  4. individual predisposition toward change.
19
Q

Methods for decreasing resistance to change (6)

A
  1. Change enough of the work systems (5 of 8)
  2. Provide empathy, support
  3. Communicate (e.g. reason for change, expectation
  4. allow participation & involvement from beginning
  5. Provide rewards for changing , remove barriers to change
  6. Model changes from top & use innovators, early adopters to create grassroots enthusiasm
20
Q

4 Major Steps in Decision Making

A
  1. Recognize a problem exists
  2. Generate Alternative Solutions
  3. Evaluate the alternative
  4. Effective implementation & follow up
21
Q

Systematic Biases in individual decision making (4)

A
  1. Bias toward implicit favorite
  2. Hindsight bias (tendency to perceive outcomes as inevitable)
  3. Person sensitivity bias (tendency to blame others when things go poorly)
  4. Escalation of commitment bias
22
Q

4 Major approaches to studying leadership

A
  1. Traits (people possess certain traits…)
  2. Behavioral (behaviors effective leaders exhibit)
  3. Situational
  4. Transactional (interaction between leaders and suboordinates)
23
Q

Ohio State Study VS Michigan Study

A

Ohio: 2 behaviors; 2 continua; initiating structure; consideration
MIchigan: 2 behaviors; 1 continuum; job and employee centered behaviors.

24
Q

Path-Goal Theory

A

Leader functions to achieve goal through paths and rewards; then chooses behavior (directive, supportive, participative, or achievement oriented) to get that goal.

25
Q

Leadership Substitutes Model

A

Substitutes
Enhancers
Neutralizers

26
Q

Situational Leadership Theory

A

What leaders should do depends on the situation. Sometimes being put into leadership position brings leadership traits out of a person that doesn’t normally exhibit them.

27
Q

Steps in Communication Process between sender (3) and receiver (4)

A

Sender:

 1. idea generation
 2. encoding into channel
 3. transmitting

NOISE

Receiver

 1. message detection
 2. decode explicit
 3. decode implicit
 4. responding
28
Q

Ways organizational culture is embedded in and passed on in orgs (7)

A
  1. Stories, humor in company
  2. Rituals, traditions, activities in company
  3. Company literature, advertising, mission and vision statements
  4. symbols, jargon used in company
  5. Company rules
  6. Company recruiting, selection, training, promotion procedures
  7. Physical space design (buildings, work environments)
29
Q

Organizational Development and Methods (5)

Ways of implementing org change

A
  1. Management by objectives
  2. Survey Feedback
  3. Appreciative Inquiry (intervention that focuses on company’s potential.
  4. Action labs: work offsite to develop new ways of solving org. problems.
  5. Quality of Work Life Programs: increase quality of life experienced on the job
30
Q

Pranavs 6th sense technology (4)

A
  1. open-minded and ignored biases
  2. broke conceptual block between physical and technological world
  3. suspend all assumptions
  4. Gordon Technique
31
Q

Improving individual level communication (7)

A
  1. use inspirational comm. tactics
  2. be a supportive communicator
  3. be a good listener
  4. encourage open feedback
  5. use simple language
  6. avoid overload
  7. walk the talk
32
Q

Supportive Communication Techniques (4)

A
  1. match words to body language
  2. acknowledge other persons idea
  3. do things to keep conversation going
  4. focus on problem, not person

Organizational Behavior (1 decks)

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