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BUSM 540 > Goals > Flashcards

Goals Flashcards

1
Q

define and understand better what “organizational behavior” is

A

The systematic study and application of knowledge (principles) about individuals, groups, and organizations that will help you understand and manage people at work
By understanding principles pertaining to yourself, other individuals, teams, & organizations, you can become a more effective member, creator, and leader of organizations

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2
Q

understand the concept of evidence based management and the types of evidence that can help in management decision making

A 
Asking
Acquiring
Appraising
Aggregating
Apply
Assessing
TYPES: Scientific, ORG., Experiential, STAKEHOLDER
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3
Q

interactionist perspective (i.e., Lewin’s Equation)

A

B=f(P,E)

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4
Q

Understand the two types of values and where they come from

A

Instrumental - how do i go about it? (means values)

Terminal - what needs to be accomplished/end goals (end values)

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5
Q

Understand what personality is, and the two most common tests used to assess personality

A

persona - Mask
Personality is the supreme realization of the innate idiosyncrasy of a living being. psychophysical systems that create a person’s characteristic patterns of behavior, thoughts, and feelings.
Big Five
MBTI

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6
Q

Understand the strengths and limits of personality testing

A

Strengths: Build diverse teams, Match people with roles. Big 5 can be use din hiring.
Cons: MBTI isn’t expecially reliable, and can change over time.

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7
Q

Understand the relationship between needs and motivation:

Maslow’s Hierarchy

A 
Self-Actualization
Esteem
Love/belonging
Safety
Physiological
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8
Q

Understand the relationship between needs and motivation:

ERG

A 
Existence:Safety
                 Physiological
Relatedness:Love/belonging
Growth:Self-Actualization
             Esteem
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9
Q

Understand the relationship between needs and motivation:

Two Factor Theory

A

Factors of satisfaction (motivators) are not the same as factors of dissatisfaction (hygiene)
•Factors of satisfaction (motivators) are not the same as factors of dissatisfaction (hygiene)
•Focusing on Existence Factors will eliminate dissatisfaction•Focusing on Relatedness and Growth Factors will increase satisfaction

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10
Q

Understand how to create effective goals:

SMART

A 
Specific
Measurable
Aggressive
Realistic
Time-bound
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11
Q

Understand common problems in linking goal attainment and rewards:
Focus Problem

A

most organisms seek information concerning what activities are rewarded and then seek to do (or at least pretend to do) those things often to the virtual exclusion of activities not rewarded

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12
Q

Understand common problems in linking goal attainment and rewards:
Controllability Problem

A

rewarding employees for individual performance when performance is influenced by factors beyond an individual’s control (including other individuals)

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13
Q

Understand common problems in linking goal attainment and rewards:
Alignment Problem

A

unintentionally rewarding employees for one behavior while hoping for a different behavior

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14
Q

Understand common problems in linking goal attainment and rewards:
Expectancy Problem

A

Will my effort lead to high performance?
Make sure employees have proper skills, abilities, and knowledge
Environment facilitates performance
Encourage > effort makes a difference

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15
Q

Understand common problems in linking goal attainment and rewards:
Instrumentality Problem

A

Will performance lead to outcomes?
Reward employee performance
Inform people in adv. about rewards
Try to eliminate non-performance influence over rewards

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16
Q

Understand common problems in linking goal attainment and rewards:
Valence Problem

A

Do i find the outcomes desirable?
Find rewards that are desirable to emp.
Make sure rewards are viewed as fair
Give employees choice over rewards

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17
Q

Understand common problems in linking goal attainment and rewards:
Equity Problem

A

Distributive Justice: People are motivated by the relative value of external rewards.
Make sure my outcomes/inputs is proportionate to other’s outcomes/inputs.
Procedural Justice: The process of making decisions/allocating rewards
Interactional Justice: How you are treated

18
Q

Understand the difference between extrinsic and intrinsic motivation

A

Extrinsic motivationis motivation that is generated by some incentive or punishment that depends on task performance
Intrinsic motivationis motivation that is felt when task performance serves as its own reward.

19
Q

Understand how to Calculate an MPS score

A

MPS =

(Skill Variety + Task Identity +Task Significance)/3 * Autonomy *Job Feedback

20
Q

Understand cultural message about work and how they affect your work expectations

A

Message #1: For Most…Work is Miserable
Message #2: Find Your “Calling” or Passion “Deeply fulfilling work that an individual believes makes the world a better place” ~(Wrzesniewski, et al., 1997).
FIVE HERESIES•You might have a calling if you are lucky, or you might not•You have to find your one true calling in order to be fulfilled•When you find your calling, work will be bliss.•Finding a calling means that the world will take notice.•Meaningfulness in life is to be found at work

21
Q

Understand what really makes work

meaningful

A

Privde for onself/family - contribute - Become like our Savior, glory to the Lord.
JOB CRAFTING

22
Q

Understand the job crafting perspective and what it implies for you as a worker

A

Tasks - Change boundaries
Relationships - You can change the nature or extent of your interactions with other people.(Mentor)
Perceptions: You can change how you think about the purpose of certain aspects of your job; or you can reframe the job as a whole. (advancing in field vs managing projects)

23
Q

Understand the factors that affect ones power

A 
•Capacity to punish (Coercive)
•Capacity to reward (Reward)
•Authority/Sanctioned Position (Legitimate)
•Expertise (Expert)
•Desire to Emulate (Referent)
•Dependence
~Scarcity~Importance~Substitutability
24
Q

Understand the effects of power on the

powerful

A

•Powerful people are more likely to place their own interests above others
•Powerful people are more likely to objectify others
•Powerful people are more likely to see relationships as more peripheral
•Powerful people are more likely to react negatively to threats to their competence
•Powerful people are more likely to be overconfident in their decision making
•Especially if:~You have certain personality characteristics (Narcissism)~The system lacks checks and balances~Those with low status gain power
Except when:–People have strong values to help others–Morals are core to one’s identity–They are embedded in a system with strong checks and balances

25
Q

Understand Cialdini’s 6 influence tactics

A
  1. Liking - People are more likely to comply with the requests of people they know and like•How to use this principle?~Uncover Similarities~Offer Praise
  2. Reciprocity
  3. Social proof
  4. Consistency
  5. Authority
  6. Scarcity
26
Q

Understand the agentic shift

A

“[T]he person entering an authority system no longer views himself as acting out of his own purposes but rather comes to see himself as an agent for executing the wishes of another person. Once an individual conceives of his action in this light, profound alterations occur in his behavior and his internal functioning.

27
Q

Understand Cialdini’s 6 influence tactics

A
  1. Liking - People are more likely to comply with the requests of people they know and like•How to use this principle?~Uncover Similarities~Offer Praise
  2. Reciprocity
  3. Social proof
  4. Consistency
  5. Authority
  6. Scarcity
28
Q

Understand the negotiation process

A 
Investigation
Determine BATNA
Presentation
Bargaining
Closure
29
Q

Understand ZOPA and how it is influenced by your BATNA

A

Zone of Possible Agreement

If Brp < Srp, then there is no ZOPA

30
Q

Understand what Congruent, Distributive and

Integrative Issues are

A
  • Congruent Issues: Identical preferences
  • Distributive Issues: Win/lose, single issue
  • Integrative Issues: Win/win, multiple issues
31
Q

Understand common negotiation mistakes

A
  • Accepting First Offer~Asking for concessions = better outcome AND more satisfied opponent!
  • Final agreements are more influenced by initial offers than any subsequent behavior. ~Make your first offer as extreme as you can rationalize or explain based on your BATNA and goals
  • Focusing on one issue at a time - trade concessions MESO - Multiple Equivalent Simultaneous Offers
  • Focusing on what the other party wants, not why they want it~Attempt to understand constraintsand demandsto create new opportunities
  • Walking away from a possible deal~Creating common ground with “Competitors” can result in value creation~Negotiations can be salvaged even after the deal has been “lost”
32
Q

Cialdini’s influence tactics #1

A

1.Liking - People are more likely to comply with the requests of people they know and like•How to use this principle?~Uncover Similarities~Offer Praise

33
Q

Cialdini’s influence tactics #2

A
  1. Reciprocity
    •Principle: People feel obligated to repay others
    •How to Use This Principle:~Meaningful~Unexpected
34
Q

Cialdini’s influence tactics #3

A
  1. Social Proof
    •Principle: People follow the lead of similar others
    •How to Use this Principle:~Use “peer power” when it is available
35
Q

Cialdini’s influence tactics #4

A
  1. Consistency
    •People align with their clear commitments
    •How to use this principle:~Make commitments active, public, and voluntary
36
Q

Cialdini’s influence tactics #5

A
  1. Scarcity
    •People want more of what they can have less of
    •How to Use This Principle:~Highlight unique benefits and exclusive information
37
Q

Cialdini’s influence tactics #6

A
  1. Authority
    •Principle: People defer to experts
    •How to Use This Principle:~Expose your Expertise
38
Q

Reservation Price

A 
(RP)
•Your “walk away point”
•BATNA informs your reservation price
•Impasse > Anything worse than RP
•Shhh! Never reveal your RP!
39
Q

Understand what job design is

A

a core function of [human resource management] and it is related to the specification of contents, methods and relationship of jobs in order to satisfy technological and organizational requirements as well as the social and personal requirements of the job

40
Q

Understand the Scientific Management perspective of job design

A

Key Assumptions: ~1) People are not merely factors of production~2) Motivation at work is influenced by how people perceive certain characteristics of their jobs.

41
Q

Understand the Job Characteristics Model of job design

A

see pic

Definition: Structuring work to foster high motivation and satisfaction at work

BUSM 540 (5 decks)

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