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Organizational Behavior > Final Exam > Flashcards

Final Exam Flashcards

1
Q

Carter Racing

A

Proves the faults of group decision making - there was a sense of comp and time pressure leading to a decision on inconclusive data

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2
Q

Groupthink

A

wanting unanimity overrides motivation to realistically appraise alternatives

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3
Q

Contributing Factors to Groupthink

A

Structural and procedural flaws (hire from the same place, no contribution processes), cohesiveness (unfamiliar = more reserved, high = open and honest), proactive situational context (high pressure and time)

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4
Q

Symptoms of Groupthink

A
  • Illusion of invulnerability (overconfident, supporting each other)
  • Assumption of morality ( group believes it is VERY right, owe it to others)
  • Rationalization (counter arguments get explained away)
  • Stereotyping outgroups (not seeking other experts)
  • Self-censorship (awkward to disagree so no one speaks up)
  • Illusion of unanimity
  • MIndguarding - (protecting group from info/people/factors that goes against the decision-limit or filter access to information)
    Pressuring dissenter (people who disagree)
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5
Q

Symptoms of bad decision making

A

incomplete assessment of alternatives or objectives, rail to examine risks or reexamine alt., poor info search, selective bias in processing info, falure to create a contingency plan

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6
Q

How to avoid groupthink

A

Devils advocate, outsiders (unbiased, no stake), avoid being directive (especially leaders), generate comprehensive alternatives, search for info to determine quality of decision, examine pros and cons of alt, examine costs/benefits/risks, monitor results and react if risks happen

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7
Q

Why use group decisions

A
  • Higher decision quality (more people/knowledge/ideas/evaluation),
  • decision acceptance and commitment (they want to be involved if it affects them, will understand/be committed to/support a decision they participated in)
  • Diffusion of responsibility (for poor decisions)
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8
Q

When is group performance best

A

With varying skills and abilities, division of labour can occur, need lots of memory for facts, judgments acan be combined

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9
Q

Disadvantages of group decision making

A

time, cost, conflict, domination, groupthink

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10
Q

Risky Shift

A

tendency for groups to make riskier decisions than the individual average risk that was advocated by members

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11
Q

Conservative shift

A

tendency for more conservative decisions than on their own

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12
Q

How does groups affect individual opinions

A

polarize/exaggerate the initial positioning of members

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13
Q

Contempory Approach to Improving Decision Making

A

Evidence based management, crowdsourcing, analytics and big data

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14
Q

Evidence based management

A

using peer-reviewed research, experts, professionals

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15
Q

Crowdsourcing

A

outsourcing aspects of decision making to large collection of people (may not have all the info/knowledge)

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16
Q

Analytics and Big data

A

Analytics (patterns in data) and Big Data (lots of info from variety of sources)
Ex. moneyball, netflix recommendations

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17
Q

Negotiation preparation

A

Assessment of self, opponent, and the situation

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18
Q

Self assesment for negotiation

A

Target (have SMART goals), know BATNA, multiple offers (social proof phenomennon - must be a reason everyone wants you), reservation point (lowest value you will accept)

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19
Q

BATNA

A

Best Alternative To a Negotiated Agreement

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20
Q

Reservation point

A

lowest value you will accept before walking away

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21
Q

Negotiation Bargaining Zone

A

The opposing reservation points

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22
Q

Assessment of opponent for negotiation

A

Know their position (what they say want) and their interests (what they actually want), and their BATNA

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23
Q

Assess the situation for negotiation

A

Is it an ongoing relationship, is an agreement required or could you walk away

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24
Q

Distributive Negotiation

A

Less overall vallue (fixed pie - win/lose)

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25
Q

Distributive Strategies

A
  • Threats (subtle and civilized - better if one has more power and one time thing)
  • Promises (you do this, they will give you something later)
  • Firmness (stating terms and not budging)
  • Concessions (if you do you will get in return)
  • Persuasion
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26
Q

Distributive Persuasion

A
  • Expert: credible (gets buy in, can respond to objections)
  • Likeable: their gaurd down, easy to influence
  • Unbiased: history of being forthright/consider all interests
    What?
  • Technical merit (good track record)
  • Appeals to fairness (justify your ask)
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27
Q

Integrative Negotiation

A

more overall value (expand the pie)

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28
Q

Integrative Strategies

A
  • Share information (not res. point)
  • Ask questions/listen
  • Frame differences as opportunities
  • Cut the costs (for your suggestions - make a plan for them)
  • Increase resources (by workng together)
  • Add issues for package deals
  • Superordinate goals
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29
Q

Superordinate goals

A

Overarching goals that require cooperation

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30
Q

Basking in reflected glory

A

Feelings about self are influenced by group affiliation - team wins/loses feel like personal wins/losses

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31
Q

Ingroup favoritism

A

tendency to view your own group and its members postively and other groups negatively

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32
Q

Out-group homogenity

A

tendency to perceive members of other groups as very similar to each other

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33
Q

Causes of conflict

A

interdependance (on each other for goals), differences in power/status/culture, ambiguity (of goals/criteria - hard to place blame/rewards), scare resources

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34
Q

Types of conflict

A

relationship (personal), task (nature of work - GOOD) , process (how to do work)

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35
Q

Managing Conflict Strategies

A

Avoiding, Accomodating, Competing, Comprosmise, collaboration

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36
Q

Avoiding (conflict)

A
  • low assertiveness of own interests and low cooperation

- Good for trivial conflict or when opponent is powerful and hostile.

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37
Q

Accomomodating (conflict)

A
  • cooperates, does not asserting own interests

- Seen as week, good when you are wrong or want to build good will

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38
Q

Competing (conflict)

A

maximizes assertiveness and minimises cooperation “win-lose”

- Best when you do not have to interact again

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39
Q

Compromise

A

intermediate assertiveness and cooperation

- Not always get best solution, is focused on rules of the agreement

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40
Q

Collaboration (conflict

A

maximizes assertiveness and cooperation

- Finds an agreement that fully satisfies both parties “win-win”

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41
Q

Robbers cave

A

Similar boys divided into groups, Prejudice → Mild (taunting, bullying) → Escalates (burning flags) → brawl
Successfully introduced superordinate goal (move truck)
- PROVES outgroup homogenity and in-group favortism

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42
Q

Conformity - Asch exp.

A

to explain nazi

  • matching lines - high conformity
  • did not speak up because of erosion of confidence (in answer) and not wanting to stand out
  • Confirmity decreased with an ally
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43
Q

Stereotype threat

A

individuals perform worse on a test when a relevant (negative) stereotype is present -
Reduces one’s ability to store information and suppress irrelevant info
- Could make you behave that way (self fulfilling)

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44
Q

Stereotype Lift

A

individuals perform better when a positive stereotype is present
More confident and motivated

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45
Q

Stereotype study

A

Math performance in asian american women - Asian identity highlighted performed best, no stereotype mid and female part highlighted performed the worst -

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46
Q

One Bad Apple Study

A

Ruining it for the rest of us podcast

  • Bad behaviours: jerk, slacker, pessimist
  • Groups performed 30-40% worse with a bad apple
  • Team take on bad apple characteristics
  • Best predictor of group performance is what the worst team member is like (not the best or average)
  • Listening and understanding each other removed the effects of the bad apple
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47
Q

Bad Apple Behaviours

A

jerk, slacker, pessimist

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48
Q

Increases of group cohesiveness

A

threats/comp. (increase communication), success, member diversity, small group size, tough to join

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49
Q

Social loafing

A

tendency to withhold effort in group tasks - motivation problem

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50
Q

Free rider

A

people lower effort to get a free ride at the expense of the group

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51
Q

Sucker effect

A

people lower effort because of the feeling that others are free riding

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52
Q

Solutions for loafing, free riding, sucker

A

make individual performance visible, make work interesting, increase feelings of indispensability, increase feedback, reward group performance

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53
Q

Collective efficacy

A

shared beliefs that a team can successfully perform a task.

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54
Q

Traits needed for Self-managed work teams

A
  • Tasks: complex and challenging (need interdependence)
  • Task significance, importance
  • Use variety of skills
  • high group cohesiveness, stability, small size, expertise,
  • similar with diverse perspectives/skills
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55
Q

How to support self managed work teams

A

training (technical, social, language, business), rewards and management encouragement of independence

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56
Q

Needs of Cross-functional teams

A
  • Goals of innovation, speed, quality
  • Composition (all relevant specialties),
  • Superordinate goals
  • Close proximity
  • Autonomy (from larger org.)
  • Set Rules and procedures
  • Shared Mental Models: members share identical info about interaction and their task.
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57
Q

Shared mental models

A

members share identical info about interaction and their task.
Increases coordination and team performance

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58
Q

Informational Dependence

A

reliance on others for info about how to feel, think and act

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59
Q

Social information processing theory

A

information from others is used to prevent events and evelop expectations about accessible attitudes and behaviors. Look for cues.

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60
Q

Effect dependance

A

reliance on others due to capacity to provide rewards/punishment

61
Q

Compliance (conformity)

A

conformity to a norm by desire to get rewards and avoid punishment
Does not believe in the values and attitudes that underlie the norm.

62
Q

Identification (conformity)

A

conformity due to perception that those who promote the norm are similar to oneself.
Wants to be like boss because they allocate rewards and model their behavior.

63
Q

Internalization (conformity)

A

conformity prompted by acceptance of the beliefs that underlie a norm

64
Q

Socialization

A

Real job previews, orientations, mentoring. Allows for communication of culture and values and org. identification

65
Q

Stages of Socialization

A
  • Anticipation (skill aquisition before - ex. uni)
  • Encounter (new with expections meets reality - orientation, training)
  • Role managment (modifying role to better serve the group
66
Q

Psychological contract

A

beliefs held by employees about the obligations and promises between them and their employer.
Contract breach: employee perceives employers failed to fulfill the contract (increased dissatisfaction and turnover)

67
Q

Socialization tactics

A
  • Institutionalized (formal, structured program - encourages norms),
  • individualized (allows for own approach)
  • Proactive: newcomers play active role in their socialization (seek feedback, info, social events)
68
Q

Org. Culture

A

Shared values, beliefs and assumptions in org.

Stable over time, impacts performance and satisfaction

69
Q

Attributes of strong culture

A
  • Coordination and communication across departments, conflict resolution, financial success, shared values
  • CONS: resistance to change, culture clash if merger or acquisition, pathological negative behavior (sexual assault at RCMP)
70
Q

Contributos to culture

A

The Founder & top management, symbols, rituals (celebrations), stories

71
Q

Milgram experiments

A

Nazi explanation

  • Researcher as “leader” telling to keep going
  • Predictions : only 1-3% keep going (psychos)
  • 62.5% went up to max. Volts, 100% up to an intense shock level
72
Q

Halo Effect

A

if the person has one positive attribute you assume they have more

73
Q

To influence others

A
  • Titles
  • Dress the part (lend quarter - police uniform, cross street - suit)
  • Drive the part (stopped at green, less honking w luxury car - assume they have done well/leader in field)
74
Q

Additive tasks

A

performance depends on sum of performance of individual members (increases with size)

75
Q

Disjunctive tasks

A

group performance depends on performance of the best member (increases with size)

76
Q

Conjunctive tasks

A

performance is limited to its poorest performer (decreased performance with size)

77
Q

Role Conflict

A
  • Intrasender: 1 sender, incompatible expectations
  • Intersender 2+ people with varying expectations
  • Interrole: many roles with dif expec.
  • Person - role: incompatible skills
78
Q

Punctuated Equilibrium Model

A

how groups with deadlines are affected by first meetings and transitions

79
Q

Trait theory of leadership

A

leadership depends on traits
- Extraversion and conscientiousness are the most effective predictors (but not great)
CONS: Incomplete explanation, ignores different styles for situations, creates assumption you can not learn to lead (you can)

80
Q

Managerial Grid

A

Country club management, impoverished, middle of the road, task and team

81
Q

Country club management

A
  • high people focus, low task focus
  • Employee well being is important
  • Nothing is actually getting done but high satisfaction
82
Q

Impoverished Management

A

Low task and people focus

Disengaged from employees and work, low levels of satisfaction, performance, innovation….

83
Q

Middle of the road management

A

Mid task and people focus

Believe that you can’t have super happy employees and high performance

84
Q

Task management

A

Low people focus, high task

Use organization rules and punishment to increase productivity

85
Q

Team management

A
  • High people and task focus
  • Job performance and satisfaction can be mutually reinforcing
  • Treat employees as peers, use group decision making, highest performance, satisfaction and innovation
86
Q

House Path Goal Theory

A
  • Good predictor of job satisfaction and acceptance of leader (not performance)
  • Work with employees to ensure they get what they want from their career but also align that with the organization
    Directive (initiating structure), Supportive (consideration), Participative
    Achievement-Oriented:
87
Q

Directive (house path)

A

(initiating structure): letting people know what is expected of them

88
Q

Supportive (house path)

A

(consideration): being friendly, approachable and concerned about employees well-being

89
Q

Participative (house path)

A

consulting employees about work related matters AND showing willingness to implement the ideas

90
Q

Achievement oriented (house path)

A

setting challenging goals and expecting employees to perform at their highest levels, and being optimistic they can achieve things

91
Q

Best Combos of House path

A
  • Low skill level: directive or supportive
  • High skill: participative or achievement oriented
  • Clear/Routine task: Supportive
  • Non-routine/ambiguous: directive or participative
92
Q

Transactional leadership

A
  • straightforward exchange relationship with subordinates
  • Directing/rewarding - managers set goals, provide direction/support, reward good results
  • Managing by exception: (by mistakes), step back when good, off track provide coaching and mentoring
93
Q

Transformational leadership

A
  • provides subordinates with an exciting vision
  • Leads to motivation job/leader satisfaction, leader performance/effectiveness, group performance - most consistent indicator of effective leadership
  • Intellectual stimulation, individual consideration, inspirational moyivation, charisma
94
Q

Intellectual stimulation (trans leadership)

A

invites employees to challenge existing practices/norms

Open invitation for risk-taking - catalyst for creativity & innovation

95
Q

Individual consideration (trans leadership)

A
  • different employees have different ideas
  • Mentors and coaches employees 1-1 to give understanding of how they contribute to the vision and the org. While achieving their own goals.
96
Q

Inspirational motivation (trans lead)

A

delivery of the vision (speech)

Invoking deeply held values to show the importance of the vision

97
Q

Charisma (trans. lead)

A

ability to get loyalty and devotion from followers to get strong influence

  • Emotional part, also the most important part
  • Know the least about this
  • “it’s a big ask but we can do this, you can do this”
  • Boosts self-esteem
  • Shows passion and confidence which gets internalized by staff
  • Vision gets internalized by employees
98
Q

Benefit of Transformational leaders

A
  • higher levels of individual and group performance
  • organizational citizenship behavior
  • satisfying to work for - reduce stress and burnout
  • Promoted
  • innovative products
99
Q

What is the best leaders

A

transformational AND transactional

100
Q

Consideration leadership

A

approachable and shows performal concern and respect for employees

101
Q

Leader reward/punishment behavior

A

reward or punish based on performance

102
Q

Fiedlers contingency theory

A

relationship between leadership and group effectiveness depends on how favorable the situation is for exerting influence

103
Q

Participative leadership

A

involving employees in decisions, increases motivation, acceptance and quality of decisions. CONS: time, energy, loss of power, unreceptive staff

104
Q

Vroom and Jago’s Situational Participation Model

A

Determines degree of participation based on quality, commitment, information, the problem, goal and subordinate knowledge and conflict

105
Q

Leader-Member Exchange Theory (LMX theory)

A

Over time and interactions different types of relationships develop between leaders and employees.
Social exchange thoery

106
Q

Social Exchange theory

A

people who are treated favorably by others feel obliged to reciprocate by responding positively and returning that favour

107
Q

Empowering leadership

A

implementing conditions that enable power to be shared

Leads to employees finding meaning in their work, belief they could be successful (competence), freedom leads to self-determination and belief they are having an impact

108
Q

Ethical Leadership

A

leaders model good conduct (fairness, honesty, openness) through personal actions and relationships

109
Q

Authentic Leadership

A

by being true to oneself (values, beliefs and strengths)

  • Self-awareness
  • Relational transparency
  • Balanced processing (objective analysis of decisions)
  • Internalized moral perspective
110
Q

Servant leadership

A

genuine concern to serve others and motivation to lead
Empower/develop people (intrinsic value), humility (seek contributions), authenticity, accept of others, provide direction, stewardship

111
Q

Role Congruity theory

A

prejudiced against women leads to perceived characteristics of women not lining up with requirements for leadership roles

  • Men - assertion, dedication, intelligent, charismatic = effective leadership
  • Women - compassion, caring, honest, sensitive - not associated with leadership
112
Q

Personal power

A

control over own outcomes

113
Q

Social power

A

control over other outcomes (easy to influence)

114
Q

How to get power

A

Activities - extraordinary, visable, relevent

Cultivate people - superiors, peers, subordinates, outsiders

115
Q

Activities to gain power

A
  • Extraordinary - excel in unusual or non-routine activities (new positions, take risks, difficult circumstances)
  • Visible: people must notice your excellent work
  • Relevant: to the organization’s core values and missions
116
Q

People for power

A
  • Superiors - promote you
  • Peers - less resistant to you getting promoted
  • Subordinates - evidence of how you are as a leader
  • Outsiders - opportunities/jobs, people infer status based on the company you keep
117
Q

Types of power

A

legitimate, reward, coercive, referent, expert

118
Q

Legitimate power

A

formal authority that has been granted part of your position (title)

119
Q

Reward power

A

ability to provide positive outcomes and prevent negatives for employees

120
Q

Coercive power

A

power through threat and use of punishment (weakest type of power)

121
Q

Referent power

A

from being well liked by others (STRONG base of power)
More like to identify with and adopt values and receive support
Available to anyone

122
Q

Expert power

A

have knowledge, skills and abilities that are rare in the organization
At the bottom of the org.

123
Q

Best power for true committment?

A

referent (no social barriers, lots of support) and expert (makes you hard to replace)

124
Q

Impact of power

A

Infleunce (over others and to control outcomes)
- Rose colored lenses (Positive emotions, self-confidence, optimistic interpretation of social cues) valuable for performance and persistence

125
Q

Stereotypes

A

mental representations of broad social categories (Sex, race, age, nationality)
Not inherently bad, allow you to expect things and transition in situations

126
Q

Stereotyping

A

tendency to generalize about people in a category and ignore variations

127
Q

Power and Stereotypes

A

Powerful stereotype more

  • Perceptions (low = homogeneous, high = unique)
  • Motivation: to maintain advantages/disadvantages
  • Ability: high power = limited contact with low power
128
Q

Why stereotypes exist

A

Vicious cycle, fundamental attribution error (overlook situational causes of behavior)

129
Q

Fundamental attribution error

A

overlook the situational causes of behavior

  • Own behavior - good outcome (because of you), bad (situation)
  • Other people - good outcome (discredit them), bad outcome (because of them)
130
Q

Steretypes threat/lift can make you

A

behave in a way consistent to that stereotype

- self-fulfilly prophecy

131
Q

Traditional View Sexual Harassement

A

Men vs. Women
Quid pro quo - give me this ill promote you
Sexual attention, jokes, motivated by desire

132
Q

New view - sex based harassment

A

Enforces traditional roles, Want to keep women and undesirable men out of male dominated jobs

133
Q

Types of new view sex harassment

A
  • “Not Man Enough” - for refusing to sexually exploit women, not brave/tough enough
  • Ethnic Harassment - derogatory comments, feel you have to give up your cultural views
134
Q

Berdahl and Moore Study (2006) - Harassment

A

Masculine women and feminine men are sexual harassed (all types) more than others

Harassment is about enforcing traditional social roles and preserving inequality

135
Q

McClelland Effective Managers

A

Instituational managers: High need for power, use to achieve goals, participative/coaching leadership style
Are unconcerned with how much others like them - Do not play favorites

136
Q

Social identity theory

A

perceive yourself based on personal (characteristics, ability) and social (groups, gender, religion, job) identity

137
Q

Primary effect

A

tendency for a perceiver to rely on early cues or first impressions.
Type of selectivity and has lasting effect (constancy)

138
Q

Recency effect

A

tendency for a perceiver to rely on recent cues or last impressions

139
Q

Central traits (perception)

A

characteristics of a target that are of particular interest to a perceiver
Powerful influence on perception towards job outcomes.
Ex. being attractive makes you personable, etc.

140
Q

Implicit Personality Theories

A

theories people have about which traits go together (ex. Hardworking and honest, formal and insensitive)

141
Q

Dispositional attributions

A

explanations for behavior based on personality or intellect

Person is responsible for their behavior

142
Q

Situational attributions

A

explanations for behavior based on situation/environment

Person may have had little control over the situation and may not be responsible

143
Q

Cues for dispositional vs situational

A

consistency (how often), consensus (compared to others), distinctiveness (extend of same behavior in variety of situations

144
Q

Actor-observer effect

A

actors and observers view the causes of behavior differently
Actor knows the constraints, feelings and intentions to explain their behavior

145
Q

Self-serving bias

A

taking credit for successful outcomes and denying responsibility for failures

146
Q

Percieved org. support

A

general belief that org. Values contributions and cares about well-being

147
Q

Organizational support theory:

A

employees who have strong perceptions of support feel obligated to care about the org. And help it achieve its objectives
Supervisor support, fairness, rewards and job conditions lead to POS

148
Q

Rater errors for appriasals

A 
Leniency: rate well
Harshness: rate poor 
Central tendency: middle range ratings
Halo effect: rating of an individual on one trait tends to colour ratings on other traits (usually centered around important traits) 
Similar-to-me effect: better ratings
149
Q

Good methods for appraisals

A

Quantify performance, anchored rating scale (with specific examples), frame reference training

Organizational Behavior (2 decks)

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