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Management > Individuals Behaviors in Organizations > Flashcards

Individuals Behaviors in Organizations Flashcards

1
Q

behavior and organizational behavior

A

behavior - the actions of people
organizational behavior - the study of the actions of people at work

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2
Q

goals of organizational behavior

A
  • employee productivity -> a performance measure of both efficiency and effectiveness
  • absenteeism -> the failure to show up for work
  • turnover -> the voluntary and involuntary permanent withdrawal from an organization
  • organizational citizenship behavior (OCB)
  • workplace misbehavior
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3
Q

what determines organizational behavior

A
  1. personality
  2. belief, emotion, and attitude
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4
Q

Personality is

A

the unique combination of emotional thoughts and behavioral patterns that affect how a person reacts to situations and interacts with others/ enduring characteristics that describe an individual’s behavior - The more consistent the characteristic and the more
frequently it occurs in diverse situations, the more
important the trait
Heavily influenced by genes

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5
Q

2 dominant frameworks used to describe personality

A
  • MBTI
  • Big Five Model
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6
Q

issues with MBTI

A
  • dischotomous (one or the other)
  • reliabilities
  • people can lie
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7
Q

concerns on MBTI

A
  • lack of predictive power
  • binary categories do not capture the complexity of human personality
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8
Q

Big Five

A

personality trait that includes extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience

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9
Q

conscientiousness

A

responsible, dependable, persistent, and organized

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10
Q

extraversion

A

sociable, gregarious, assertive

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11
Q

agreeableness

A

good-natured, cooperative, trusting

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12
Q

openness to experience

A

curious, imaginative, artistic, sensitive

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13
Q

emotional stability (neuroticism)

A

calm, self-confident, secure under stress (positive), versus nervous, depressed, and insecure under stress (negative)

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14
Q

traits have been shown to strongly relate to higher job performance (from most to least)

A
  1. conscientiousness
  2. emotional stability
  3. agreeableness
  4. openness to experience
  5. extraversion
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15
Q

big 5 personalities changes

A
  • women is higher in everything except for the emotional stability and opensness
  • all increase except extraversion
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16
Q

why is high conscientious people tend to have higher job performance

A
  • organization and planning
  • dependability
  • goal oriented
  • attention to detail
17
Q

five factor personality and organizational behavior

A
  • conscientiousness and emotional stability
    -> motivational components of personality
    -> strongest personality predictors of performance
  • agreeableness
    -> effective in jobs requiring cooperation and helpfulness
  • openness to experience
    -> linked to higher creativity and adaptability to change
  • extraversion
    -> linked to sales and management performance
    -> related to social interaction and persuasion
18
Q

proactive personality is + (4)

A

A stable disposition to take personal initiative in a broad
range of activities and situations
- resilience
- core self-evaluation
- growth (learning) mindset
- performance mindset

19
Q

Narcissistic characteristic

A
  • grandiosity -> inflated sense of self importance, arrogance, preoccupation with power and wealth, excessive seeking of admiration
  • a sense that they are entitled to have whatever they want
  • lack of concern for and devaluation of others - sometimes paranoid
20
Q

Desctructive Narcisssism

A
  • can help manager rise in an organization
  • Ability to cover up with outward self-confidence,
    enthusiasm, drive, ability to charm and manipulate
    people, glibness, skill at selling themselves, & street
    smart
  • behavior is directed at subordinates not the superiors
21
Q

how to avoid DN managers

A
  • 360 degree feedback
  • moving to another position
22
Q

why should management understand personality

A
  • personality assessment and recruiting
  • development of organizational culture
  • understand what can be changed, what cannot be
  • personality - job fit
23
Q

dark core of personality

A

if you say they are wrong, they will justify it

24
Q

personality - job fit theory

A

an employee’s job satisfaction and likelihood of turnover depends on the compatibility of the employee’s personality and occupation

key points:
- there are differences in personality
- there are different types of jobs
- job satisfaction and turunover are related to the match between personality and job for an individual

25
Q

emotions, attitudes, and behavior

A

perceived environment -> beliefs, affect, and behavioral intentions (all 3 attitudes) & emotional episodes becomes behavior

26
Q

beliefs

A
  • everyone has an ideology, and that ideology determines our behavior
27
Q

ideology means

A

a system of ideals forming the basis of a theory
- a set of beliefs characteristic of a social group or individual

28
Q

affect (feeling) is

A

a broad range of emotions that people experience

affect - emotions and moods
emotions -> intense feelings that are directed at someone or something
moods -> feelings that tend to be less intense than emotions and that lack a contextual stimulus

29
Q

2 ways to think about affect

A
  1. emotional circumplex
    2 dimensions
    - activation (high vs low)
    - valence (positive vs negative)

-> activation determines action tendency (approach vs avoidance)
-> valence determines broadening vs narrowing of attention

  1. discrete social emotions (guilt, shame, envy, gratitude)
    - guilt –> helping behaviors
    - shame –> avoidance
    - envy –> want to become better
    - gratitude –> more willing to accept advice
30
Q

Emotional Intelligence (EI)

A

the ability to notice and to manage emotional cues and information

a person’s ability to:
- be self aware
- detect emotion in others
- manage emotional cues and information

31
Q

Behavioral intentions

A

the theory of planned behavior
attitude toward the behavior + subjective norm + perceived behavioral control –> intention –> behavior

32
Q

3 components of an attitude

A
  1. cognitive - the opinion belief segment of an attitude (evaluation)
  2. affective - the emotional or feeling segment of an attitude (feeling)
  3. behavioral - an intention to behave in a certain way toward someone or something (action)
33
Q

job satisfaction

A
  • attitudes (evaluative statements)
  • job satisfaction (an employee’s general attitude toward his or her job)

> > tends to be related to performance dimensions

34
Q

job involvement, organizational commitment, perceived organizational support

A

job involvement - the degree the employee identifies with their job, actively participates in it, consider their job performance to be important to self worth
organizational commitment - the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in that organization
perceived organizational support - employee’s general belief that their organization values their contribution and cares about their well-being

35
Q

employee engagement is

A

when employees are connected to, satisfied, and enthusiastic about their jobs

36
Q

behavior follow from attitudes

A

attitudes are used after the fact to make sense out of an action that has already occurred (post-decisional justification)

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