Memory Flashcards
1
Q
Management activities
A
Planning, Organizing, Leading, Controlling
2
Q
Managerial roles
A
Interpersonal
- Figurehead, Leader, liaison
Informational
- Disseminator, Spokeperson, Monitor
Decisional
- Entrepreneur, Disturbance handler, resource allocator, negotiatior
3
Q
Management skills
A
by Bartam
Technical
Hman/People
Conceptual
4
Q
Effective vs successful manager activites
A
by Luthens
Traditional man, communication, HR management, Networking
5
Q
Challenge and opportunities for OB
A
Economic pressure, globalization, workplace demographics, workforce diversity, improving cust0mer service, networked organizations, social media, enhancing employee well-being, improving ethical behavior, tech advancements
6
Q
Evidence-base management
A
Basing managerial decisions on the best available scientific evidence
7
Q
Sources of diversity
A
Surface-level diversity = biological characteristics
Deep-level diversity = values, personality, work preferences
8
Q
Types of discriminiation at organizational level
A
Disparate treatment
Disparate impact
9
Q
Social categorization
A
= process through which ppl make sense of others by constructuing social categories/groups with similar characteristics
10
Q
System justification theory
A
ideas of the dominants tend to become the ideas of the dominated
11
Q
Social dominance theory
A
prejudice and discrimination are based on a domination hierarchy
12
Q
Intersectionality
A
identities interact to form different meanings
13
Q
Cultural mosaic
A
ppl are made of multiple identities, characteristics
14
Q
Hofstede’s framework
A
5 work-related value dimensions of national culture
1. power distance
2. individualism vs collectivism
3. masculinity vs femininity
4. uncertainty avoidance
5. long or short term orientation
(6. indulgence vs restraint)
15
Q
GLOBE framework
A
Equal to hofstede’s but
6. assertiveness
7. humane orientation
8. Performance orientation
16
Q
Contact hypothesis
A
Theoretical basis for diversity management
prej and discrimination decrease when interaction among different ppl increases
17
Q
Common group identity
A
Diversity management theoretical basis
biases are reduced if workes focus on what unites them
18
Q
On what depends the ability of attitudes to predict behavior?
A
Social pressure
Attitude’s importance
Attitude’s accessibility
Attitude’s correspondence to behavior
Eventual direct experience with the attitude
19
Q
Cognitive dissonance
A
Incompatibility between attitudes and behaviors or vice versa
20
Q
Desire to reduce cognitive dissonance depends on
A
Social pressure
Reward of dissonance
Influence we have over dissonating elements
Importance of dissonating elements
21
Q
Job attitudes
A
job satisfaction
Job involvement
Job commitment
Perceived Organizational Support
Employee engagement
22
Q
What causes job satisfaction
A
Job conditions/facets
Pay
Culture
Corporate Social Responsibility
Personality/individual differences
23
Q
Job conditions/facets
A
Social interactions
Nature of the job
Supervision
24
Q
Job satisfaction outcomes
A
Job performance
Life satisfaction
Customer satisfaction
Organizational Citizenship behavior
25
Job dissatisfaction outcomes
Exit, Voice, Loyalty, Neglect (counterproductive work behavior, withdrawal behavior)
26
Linking individuals to the workplace (dimensions of fit)
person-supervisor fit
person-group fit
person-organization fit
personality-job fit theory
27
Personality job fit theory
by Holland
6 personality types:
1. Realistic
2. Enterprising
3. Artistic
4. Conventional
5. Social
6. Investigative
28
Personality frameworks
The dark-triad
Big Five personality model
Mayers-Briggs type indicator
29
The Mayers-Briggs type indicator characteristics
Extroverted/Introverted
Sensing/Intuitive
Thinking/Feeling
Judging/Perceiving
30
Big FIve personality model: factors
Conscientiousness
Agreeableness
Extroversion/Introversion
Emotional Stability/Neuroticism
Openness to experience
31
Other personality attributes important to OB
Negatives: Schizotypal, OCD, avoidant, borderline, antisocial
Positives: Core self-evaluation, proactivity, self monitoring
32
Effects of personality traits on behavior depend on ...(theories)
Trait activation theory-> .. on the trait, some situations activate some traits more than others
Situation Strength theory -> ... the strength of the situation = constraints, consistency, clarity, consequences
33
7 dimension of itelletual abilities
memory, inductive reasoning, deductive reasoning, perceptual speed, number speed (verbal comprehension, spatial visualization)
34
Factors of physical strength
Strength
- Trunk strength
- Static strength
- Dynamic strength
Flexibility
- Extent flexibility
- Dynamic flexibility
Others
- balance
- stamina
- body coordination
35
Values attributes
Content and intensity
36
Values types
Terminal: life's goals
Instrumental: way of achieving terminal
37
Classic Theories of motivation
Two-factor theory (Herzberg)
McClelland's theory of needs
Hierarchy of needs Thoery (Maslow)
38
Two-factor theory (Herzberg)
removing dissatisfying characteristics from a job does not lead to satisfaction
Satisfaction is influenced by hygiene factors
39
McClelland's theory of needs
Achievement, Power, and Affiliation are needs that influence motivation
40
Hierarchy of needs
by Maslow
needs are hierarchical, when one is satisfied, the one underneath becomes dominant
1. physiological
2. safety
3. social belongingness
4. esteem
5. self-actualization
41
Contemporary theories of motivation
Content-based:
- self-determination theory: cognitive evaluation theory + self-concordance theory
- regulatory focus theory
- job engagement theory
Context-based
- reinforcement theory
- social learning theory
Process-based
- goal-setting theory
- self-efficacy theory
- expectancy theory
42
Cognitive evaluation theory
extrinsic rewards for behavior reduce motivation if seen as controlling/reducing sense of competence
43
Self-concordance theory
ppl's reasons for pursuing goals are consistent with their values
44
Self-determination theory
meta-theory (collection of related theories: self-concordance theory, cognitive evaluation theory) where autonomy, intrinsic/extrinsic motivation, and satisfaction are related to work motivation
45
Regulatory focus theory
ppl during goal pursuit have one of 2 regulatory focis:
- promotion focus
- prevention focus
46
Reinforcement theory
behavior depends on its coonsequences
47
Social learning theory
We learns through observation and direct experience
48
Expectancy theory
motivation to act in a certain way depends on the expected outcome
49
Goal-setting theory
intentions to work toward a goal are a source of motivation
50
Organizational justice is composed by
Informational justice
Procedural justice
Interpersonal justice
Distributive justice
51
Jobs can be described with 5 core dimensions
Job characteristic model
1. Skills variety
2. Task identity
3. Task significance
4. Autonomy
5. Feedback
52
Motivating potential score
How to combine 5 core job dimensions to calculate job's motivating potential
Average (skill variety, task identity, task significance) * autonomy * feedback
53
Job redesign
Job rotation
job enrichment
Relational job design
54
Examples of employee involvement
Representative participation = participation in decision making through a small group of representatives
Participative management = subordinates share decision making power
55
Pay-for-performance plans
piece-rate
merit-based
bonuses
Employee stock ownership
Profit-sharing
56
Forces of change
Nature of the workforce
Technology
Economic shocks
World Politics
Competition
Social trends
57
Sources of resistance to change
From the individual: habit, security, selective information processing, economic factors
From the organization: group inertia, limited focus on change, structured inertia, threat to expertise, threat to established power relationships
58
Overcomaning resistance to change strategies:
Communication
Selecting ppl who can accept change
Participation
Building support and commitment
Implementing changes fairly
Develop positive relationships
Manipulation and co-optation
59
Main approaches to managing organizational change
Lewi's 3 step model
Kopper's 8 step plan
Action research
Organizational development techniques
60
Lewi's 3 step model
Unfreezing
movement
Refreezing
Driving vs restraining forces
61
Kopper's 8 step plan
1. Sense of urgency
2. Coalition with power to lead the change
3. New vision
4. Communicate the vision
5. Empower others to act
6. Short term wins
7. Adjustments
8. Relationship change - success
62
Action research
change based on data analysis (Diagnosis, Analysis, Feedback, Action, Evaluation)
63
Organizational development techniques
Sensitivity training
intergroup development
Survey feedback
Team building
Appreciative inquiry
64
Paradox theory
There is no optimal final status for organizations, change is always needed, there is the need to find a balancing point (adaptation and adjustment)
65
Learning organization
Discards old ways of thinking
Open communication
Common goals > Self interests
Interrelationships in the organization are clear
Shared vision
66
Leadership definition
Ability to influence a group toward achieving a vision/goal
67
Leadership teories
Trait theories
Behavioral theories
Contingency theories -> Fiedler contngency model
Contemporary theories
- Leader-member exchange
- Charismatic leadership
- Full-range leadership theories
- - Transactional vs transformational leadership
68
Trait theories
Theories that consider personal qualities and characteristics that differentiate leaders
Takeaways: personality traits more suitable to predict emergence than effeciveness of leadership
69
Behavioral theories
= specifc behaviors differentite leaders
Influencing behaviors are
- intiating structure
- consideration
70
Contingency theories: Fiedler's contingency model
= effective group's depend on a oroper match between the leader's interacting style and the control the situation gives the leader
Leadership styles (Least preferred coworker questionnaire):
- task oriented
- relationship oriented
Situational dimensions:
- task structure
- leader-member relation
71
Contemporary theories: Leader-member exchange
Leaders and followers have unique relationships that vary on quality. Followers can be part of the ingroup (favoured) or the outgroup
72
Contemporary theories: charismatic leadership
followers make attributions of eroi/extraordinary abilities when they observe certain behaviors
Characteristics:
- vision
- taking risks
- sensitivity
- unconventional behaviors
73
Contemporary theories: full-range leadership theories
= there are many leadership styles that vary on a continuum from negative and ineffective to positive and effective
- Transactional leader: motivates through positive/negative reinforcements
- - Laissez faire
- - Management by exceptions (passive and active)
- - contingent reward
- Tranformational leader: inspires toward organization's goals
- - individualized consideration
- - Intellectual stimulation
- - Inspirational motivation
- - Idealized influence
74
Group's properties
Size and Dynamics
Status
Norms
Roles
Cohesion
75
Reference group
= important group whose norms ppl are more motivated to conform to
76
Status derives from
Power of someone over others
Personal characteristics
Ability to contibute to goals
77
group decision making techniques
Interacting groups
Nominal group techinique
Brainstorming
78
Author of study to prove conformity pressure in groups
Solomon's Ash
79
Social loafing
= tendency to less effort when working collectively
80
To decide if groups are the best solution, what should be evaluated?
- Task complexity
- Common purpose
- Task interdependancy
81
Components Team effectiveness model
Composition
Context
Processes
82
Team effectiveness model: Context
Reward system
Climate of trust
Leadership and structure
Performance evaluation
Adequate resources
83
Team effectiveness model: composition
Diversity
Team size
Abilities, knowledge, skills of members
Allocating roles
Personality
Members' preferences
84
Team effectiveness model: processes
Team efficacy
Team cohesion
Team identity
Social loafing
Common plan and purpose
Mental models
Conflict
Measurable goals
85
Punctuated Equilibrium Model
phases of temporary groups that involve inertia and activity
86
Types of teams
Problem solving
Self managed
Cross functional
Virtual team
+ multiteam system
87
Groupthink
norm for consesus overrides realistic appraisal of alternative course of action
88
Groupthink solutions
One memeber plays the devil's advocate
Leader should have an impartial role
monitor group size
exercises to stimulate discussion
brainstorming and nominal group techniques
89
Groupshift
change between a group decision and the decision that the individual would have made alone, generally toward a more extreme version of the group's original position
90
Workgroups vs Workteams
- Goal: sharing info VS collective performance
- Synergy: neutral VS positive
- Accountability: individual VS individual + mutual
- Skills: random, varied VS Complementary
91
Effective recruiters' characteristics
- well informed about the job
- efficient communication with potential recruits
- able to use online recruiting
- treat recruits with respect
- knows his/her own biases
92
Substantive selection
Used to determine most qualified candidates
- written tests
- Performance simulation tests (high face validity)
- Interviews
93
Types of performance simulation test
Realistic job preview
Work sample tests
Assessment centers test
Situational judgment test
94
Contingent selection
Final checks
- Drugs tests
- Medical examinations
95
Training contents
- basic skills
- technical skills
- ethics training
. problem solving
- civility training
- interpersonal skills
96
Training methods
Formal vs Informal
On the job trainig vs off the job training
97
Evaluating training effectiveness
- financial returns
- amount of things learned
- satisfaction of employee
-transfer of learning on the job
98
Performance management: what is evaluated
Behaviors
Traits
Individual task outcomes
99
Performance management: methods of evaluation
- written comments
- critical incidents
- graphic rating scale
- behaviorally anchored raying scaled
- forced comparisons
- - group order rankiing
- - individual ranking
100
Ho to make performace evaluation more fair
Privde employees with due process
evaluate selectively
multiple evaluators
train evaluators
101
How should benefit programs be
- sustainable long term
- reflect organization's values
- economically feasable
- suited to organization's culture
102
7 elements of organizational structure
Departmentalization
Chain of command
Work specialization
(de)centralizaion
formalization
Span of control
Boundary splanning
103
Grouping options
functional grouping
divisional grouping
horizontal grouping
virtual network grouping
104
Common organizational frameworks: extreme models
Mechanistic: vertical structure, toward efficiency
- formalization
- centralization
- limited information network
- departmentalization
Organic: horizontal, for learning
- flat
- cross-hierarchical, cross-functional teams
- information network
- participative decision making
105
Common organizational frameworks
Simple structure
Functional structure
Divisional structure
Geographic structure
Matrix structure
Horizontal structure
Virtual networks strcuture
Hybrd structure
106
Simple structure char
- low departmentalizaion
- authority centralized in manager-owner
- wide spans of control
- little formalization
107
Functional structure char
- grouping by skills
- organization is structured around functions
- hogh job specialization
108
Divisional structure char
- organization structured around products
- decentralized decision making
- no job specialization
109
Geographic structure char
- to meet customer needs by geography
- multinational organizations
- organization structured around geographic regions
110
Matrix structure char
- dual lines of authority
- combines functional and product departmentalization
- for complex and uncertain environments
- types: weak (functional>), strong, balanced
111
Horizontal structure char
- organization structured around cross- functional processes
- self-directed temas
- process owners have high responsibility
- driven by customers
- openess, trust, collaboration
- + flexibility
- - team members have decisional authority
112
Virtual network structure
- core organization that outsources major business functions
113
Hybrid structure char
- puts together characteristics of != structures
- for rapidly changing environments
- flexibility
(e.g. functional + divisional)
