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MGMT 330 > MGMT 330 UNIT 1-4 > Flashcards

MGMT 330 UNIT 1-4 Flashcards

1
Q

What is Organizational Behavior?

A

A field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations

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2
Q

Micro OB

A

Study of individual & group behavior in organizations (e.g. personality, performance, motivation)

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3
Q

Macro OB

A

Study of structural characteristics of organizations (e.g. structure, culture, strategy)

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4
Q

What is Resource-Based View?

A

Argues that firms possess resources, a subset of which enable them to achieve competitive advantage, and a subset of those that lead to superior long-term performance. Resources that are valuable and rare can lead to the creation of competitive advantage. (Rare, Imitable, Non-substitutable)

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5
Q

Case Studies: How is it used?

A

Analyzes the data, results, and offer support recommendations to the general manager regarding the satisfaction and engagement of the company’s workforce.

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6
Q

Empirical Arguments

A

Empirical evidence is the information obtained through observation and documentation of certain behavior and patterns or through an experiment

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7
Q

What did each of these studies find?

A

“The 100 Best” firms outperformed their matches over a 5-year period.

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8
Q

Reliability

A

If you measure the same thing, do you get the same result?

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9
Q

Test-retest reliability

A

Measures same thing across multiple times—

If a person takes the same test on multiple occasions, will the score be relatively similar?

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10
Q

Inter-rater reliability

A

Measures same thing across multiple raters—

If different raters evaluate the same person, will their ratings be relatively similar?

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11
Q

Inter-item reliability

A

Measure the same thing across multiple items—

If different items on the same test are supposed to be measuring the same thing, will their ratings be similar?

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12
Q

Validity

A

Are you measure what you think you’re measuring?

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13
Q

A valid measure is one that is not:

A

Contaminated: Includes things that it shouldn’t be measuring & Deficient: doesn’t include things that it should be measuring

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14
Q

Assessing the validity of our measures:

A

Content Validation: Does the measure make sense to the group? & Predictive Validation: Is the measure related to the things it should be related to

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15
Q

The relationship between reliability and validity

A

A measure CAN be reliable even if it isn’t valid.

A measure CANT be valid if it isn’t reliable.

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16
Q

What is Correlation?

A

Measures the strength of that relationship

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17
Q

How do we interpret a correlation?

A

Magnitude

—The stronger the (absolute) value of the correlation, the stronger the relationship between the variables

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18
Q

How do we interpret the magnitude of correlation?

A

Strong: .50
Moderate: .30
Weak .10

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19
Q

Positive Correlation

A

As the value of X increases, the value of Y increases

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20
Q

Negative Correlation

A

As the value of X increases, the value of Y decreases

21
Q

What is needed to infer causality from a correlation? (3)

A

(1) Covariance: There is correlation between X and Y
(2) Temporal Procedure: X changed before Y
(3) Elimination of Alternative Explanations: No alternative reasons that caused both changes in satisfaction and performance

22
Q

What is Meta-Analysis?

A

A statistical technique for summarizing the relationships between variables by combining multiple effects from multiple different studies

23
Q

What is Job Performance?

A

The value of the set of behaviors that contributes, either positively or negatively, to organizational goal accomplishment

24
Q

Advantages of looking at results:

A

(1) More objective
(2) Match more easily with job goals/descriptions
(3) More strongly related to organization’s “bottom line”

25
Q

Advantages of looking at behaviors:

A

(1) Driven by factors within the employee’s control
(2) Easier to evaluate individual performance in a team
(3) Easier to determine good/bad

26
Q

Internal behavior for measurement:

A

Job Analysis

27
Q

External behavior for measurement:

A

O*NET

28
Q

How to conduct a job analysis?

A

Create a scale that asses the extent to which the employee performs each behavior

29
Q

Routine Task Performance

A

Involves well-known responses to demands that occur in a normal, routine, or otherwise predictable way

30
Q

Adaptive Task Performance

A

Involves employee responses to task demand that are novel, unusual, or, at the very least, unpredictable

31
Q

Creative Task Performance

A

Involves the development of ideas or physical outcomes that are both novel and useful

32
Q

Interpersonal Citizenship Behavior

A

Benefit coworkers and colleagues beyond normal job expectations

33
Q

Organizational Citizenship Behavior

A

Benefit the larger organization beyond normal job expectations

34
Q

Counterproductive Behavior

A

Employee behaviors that intentionally hinder organizational goal accomplishment

35
Q

Organization Counterproductive Behavior:

A

(1) Property deviance

(2) Production deviance

36
Q

Interpersonal Counterproductive Behavior:

A

(1) Political Deviance

(2) Personal Aggression

37
Q

Organizational Commitment

A

Organizational commitment refers to the connection or bond employees have with their employer (the organization).

38
Q

Affective Commitment

A

A desire on the part of the employee to remain a member of the organization because of an emotional attachment to, or involvement in, that organization
“I stay because I want to”

39
Q

Continuance Commitment

A

A desire on the part of the employee remain a member of the organization because of an awareness of the cost associated with leaving
“I stay because I need to.”

40
Q

Normative Commitment

A

A desire on the part of the employee to remain a member of the organization because of a feeling of obligation
“I stay because I ought to”

41
Q

Factors that influence the different dimensions of commitment?

A

Management, Work Team, Department

42
Q

Erosion Model

A

Who is most likely to leave?

43
Q

Model of Social Influence

A

How is information/attitudes/rumors/moods/emotions, etc.

44
Q

Withdrawal

A

A set of actions that employees perform to avoid the work situation

45
Q

Exit

A

Ending or restricting organizational membership

46
Q

Voice

A

Attempting to improve the situation

47
Q

Loyalty

A

Remaining supportive and hoping for the best

48
Q

Neglect

A

Reducing interest and effort on the job

MGMT 330 (1 decks)

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