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Org B 321 > Midterm 1 > Flashcards

Midterm 1 Flashcards

1
Q

Define organizational behavior

A

Organizational Behavior is the systematic study and application of knowledge about how individuals and groups act within the organizations where they work

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2
Q

What are the 3 levels of analysis?

OB is the study of ___

A

Individual, group, organization

the interaction between these levels.

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3
Q

What is the self- affirmation theory?

A

Self-affirmation theory contends that if individuals reflect on values that are personally relevant to them, they are less likely to experience distress and react defensively when confronted with information that contradicts or threatens their sense of self
Self-affirmation theory is a psychological theory that focuses on how individuals adapt to information or experiences that are threatening to their self-concept.

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4
Q

Study style: kinesthetic advice

A

Take study breaks
Take notes even when you get it
Avoid long once a week classes

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5
Q

What are the 5 things that strong organizations do well? What is a characteristic of each?

A
  1. Leadership- clear vision and priorities
  2. Decision making and structure- clear roles and accountability for decisions
  3. People- Performance measures and incentives aligned to objectives
  4. Work processes and systems- effective & efficient support processes and systems
  5. Culture- Capacity to change
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6
Q

In the Productivity gap, there is a discrepancy between what two levels?

A

Where we currently perform because of employee expectations, etc. vs. their potential level

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7
Q

What do you need to do to decrease the Productivity gap?

A

COACH them. (Train, encourage, push) It increases employee potential, increases performance, and decreases the gap.

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8
Q

Business model canvas: name and describe 3 elements:

A

Cost Structure: What are the most important costs inherent in our business model? What resources and activities are most expensive?
Revenue Streams: For what value are our customers willing to pay?
For what/ how do they currently pay?
How would they prefer to pay?
Customer Relationships: What type of relationship do our customer segments expect us to establish/ maintain?
Which relationships have we established?
How costly are they?

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9
Q

What are the 5 steps in Eldrod’s 5 step model?

A
  1. Consult and Create vision
  2. Evaluate current status
  3. Develop, communicate, and plan for future
  4. Implement model
  5. Review, adjust, adapt, and evaluate success
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10
Q

What are the 5 states of mind in Eldrod’s 5 step model?

A 
Unawareness
Awareness
Understanding
Buy In
Acceptance
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11
Q

In Eldrod’s 5 step model: Which drops faster, productivity or morale?
Which rises faster, productivity or morale?

A

Productivity.

Morale.

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12
Q

What are the 4 types of responses to change?

A

Active Resistance
Passive Resistance
Compliance
Enthusiastic Support

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13
Q

responses to change: What are the resistors called?

A

Predictors of the inevitable

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14
Q

responses to change: What are the supporters called?

A

Pursuers of the possible

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15
Q

What are several reasons why people resist change?

A

Perceived loss of power
Fear of failure
Feelings of uncertainty
Personality

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16
Q

What are several ways to overcome resistance to your proposals?

A 
Listen to naysayers
Involve those around you in planning the change
Present data to your audience
Understand the reasons for resistance
Do you have credibility? 
Appeal to your audience's ideals
Is your change revolutionary?
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17
Q

The 3 step model of planned change was created by who?

A

Lewin

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18
Q

What are the 3 steps in Lewin’s model of planned change?

A

Unfreeze
Change- support
Refreeze- (Publicize Success, Reward Change Adoption, Make Change a Part of Organizational Culture)

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19
Q

According to our class discussion, what are several ways organizations can prepare employees for change before it occurs? (How do you prepare employees for unfreezing?)

A 
Give them a VISION of success. 
(Provide support
Allow employees to participate
Develop a sense of urgency
Communicate a plan for change
Build a coalition)
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20
Q

How do you make the refreeze permanent?

A

Establishing regulations, rules, and policies that make it impossible to go back.

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21
Q

Group think is more likely to occur when groups are

A

highly cohesive. similar in background.

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22
Q

Group think was coined by who?

A

Irving Janis

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23
Q

What is groupthink?

A

Groups affected by groupthink ignore alternatives and tend to take irrational actions that dehumanize other groups.

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24
Q

What are the 5 stages of group development?

A

Forming, Storming, Norming, Performing, Adjourning

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25
Q

What kind of relationship exists in the 5 stages of group development?

A

Linear relationship

26
Q

In the punctuated equilibrium, there are periods of ___ and ___ periods of change.

A

There are periods of stability and rapid periods of change. Not regular or consistent, they are rapid. Relationship is non-linear.

27
Q

Highly cohesive groups act

A

as one (as a unit).

28
Q

Some elements of cohesive groups are:

List a few

A 
Common Characteristics
Collective identity
Share a mutual bond
Share a sense of purpose
Work together on a common task
Establish a structured pattern of communication
29
Q

Groups that tend to be the most effective are groups that have high ___ and high ___.

A

Cohesion

Task commitment

30
Q

Why can a group have too much cohesion? 3 reasons

A

1 An internal pressure to conform may arise where some members modify their behavior to adhere to group norms
2 Cohesive groups will often disapprove of members who dare to disagree
3 Groupthink

31
Q

What is social loafing?

A

The the tendency of individuals to put in less effort when working in a group context

32
Q

What is the goal of the Johari Window, and how do you achieve it?

A

Goal is to get rid of unknown. Ask, get feed back. Self disclosure and self discovery.

33
Q

Be able to do your own Johari window on the test if need be.

A

:)

34
Q

What is scientific management?

A

science in management. How long is a task, what does it take? How will we make that happen?

35
Q

Vision

A

“Take all input, focus it, and make it into a powerful vision.” Make sure everyone in organization knows how they can participate. Better to overshoot vision than undershoot.

36
Q

Vision community needs what 4 things?

A

Be initiated by a leader
Shared with the team and receive support
Comprehensive and detailed
Positive & inspiring

37
Q

What is the role of values in Vision?

A

Values- way to measure direction of your vision. They don’t give you direction. Vision determines destination.

38
Q

What is a SMART goal?

A 
Specific
Measurable
Aggressive
Realistic
Time-Bound
39
Q

What are the Pros of goal setting? (4)

A

Energize
Give direction
Provide challenge
Make you think outside the box

40
Q

What are the Cons of goal setting? (4)

A

Learning decreases
Adaptability declines
Single mindedness develops
Ethical problems increase

41
Q

What should you know about Maslow’s hierarchy of needs?

A

You have to satisfy the lowest needs first.

42
Q

What is the weakness to Maslow’s hierarchy of needs?

A

It is impossible to apply to large groups.

43
Q

Give an example of each level of Maslow’s hierarchy of needs

A

Physiological- breathe, food, water, sleep
Safety- security, employment, health
Social- family, friendship, sexual intimacy
Esteem- self-esteem, confidence, respect
Self-Actualization: creativity, problem solving

44
Q

Who came up with a two factor theory?

A

Hertzberg.

45
Q

What are the two factors in Hertzberg’s 2 factor theory?

A

Hygiene factors and motivators

46
Q

Is money a motivator or a hygiene factor?

A

Money is a hygiene factor. Not a motivator, but can be a dissatisfy-er.

47
Q

Presentation of new hygiene factor=

A

no motivation, but decreases dissatisfaction.

48
Q

The 3 Largest motivators in Hertzberg’s 2 factor theory are:

A

achievement, recognition, and the work itself.

49
Q

What are the 5 core job characteristics? Describe them a little.

A

Skill variety.
Task identity. (How much of the process you see from start to finish) Can see how your part goes into the whole project. (put the tire on the car- creating a car)
Task significance: making a difference.
Autonomy: freedom to vary.
Feedback from job: Two ways of direction.

These are measured on a scale of 1 to 5

50
Q

As the Critical physiological states increase, ___ decreases.

A

Absenteeism and turn over go down.

51
Q

What is the MPS equation?

A

Motivational Potential Score= ((SV + TI + TS) / 3) * A * F

52
Q

If you had to choose to increase 1 or 2 of these, which would you increase first? Skill variety. Task identity. Task significance. Autonomy. Feedback.

A

Autonomy. Feedback.

53
Q

As Skill variety
Task identity
Task significance increase, ___ increases

A

Experienced
meaningfulness of
the work

54
Q

As Autonomy increases, ___ increases

A

Experienced
responsibility for
outcomes of the work

55
Q

As feedback increases, ___ increases

A

Knowledge of the actual
Results of the work
activities

56
Q 
As Experienced 
meaningfulness of
 the work & Experienced 
responsibility for
outcomes of the work increases, \_\_\_ increases
A 
High internal
Work motivation
High growth
Satisfaction
High general
Job satisfaction
High work
effectiveness
57
Q

Who developed the “Death Valley of Change”?

A

David Ellrod & David Parker

58
Q

Death Valley of Change: What are the two lines? Why are they different? How do they change over time?

A

Productivity and Morale. They change at different rates. Decrease then increase. Etc.

59
Q

Self-Affirmation Theory:
In general, people magnify their ___ and minimize their ___
They see ___ and not ___

A

Strengths. Weaknesses.
The positive things about them. Not the negative things about them.
Look at strengths and weigh those heavier than your weaknesses. That is good because it gives you confidence.

60
Q

Where does the MPS formula come from?

A

The Job characteristics model.

61
Q

___ is a result of scientific management

A

Job specialization

Org B 321 (2 decks)

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