Midterm

Question 1

resource based view

Answer 1

a resource is more valuable when it is
inimitable.

Question 2

primary individual outcomes of interest to organizational behavior
researcher

Answer 2

job performance and organizational commitment

Question 3

Trust, justice, and ethics

Answer 3

reflect the degree to
which employees feel that their company does
business with fairness, honesty, and integrity

Question 4

Stress

Answer 4

Reflects employees’ psychological responses to job
demands that tax or exceed their capacities.

Question 5

Integrative Model

Answer 5

examines ability, which describes the cognitive abilities (verbal, quantitative, etc.), emotional skills (other awareness, emotion regulation, etc.), and physical abilities (strength, endurance, etc.) that employees bring to a job.

Question 6

Training

Answer 6

focuses on helping employees’ performance in their current jobs

Question 7

development

Answer 7

prepares them for other positions in the company and increases their ability to move into jobs that may not yet exist

Question 8

most important talent management challenges

Answer 8

developing existing talent and attracting and retaining existing leadership talent.

Question 9

Career Management Process (Star)

Answer 9

company’s responsibility during goal setting is to
ensure that the goal is S.M.A.R.T. (specific,
measurable, attainable, relevant, and timely) and
to commit to help the employee reach the goal.

Question 10

Organizational Behavior (OB) (Star)

Answer 10

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

Question 11

Human Resource Management

Answer 11

uses the theories and principles studied in OB and explores the practical applications of those principles in organizations.

Question 12

Career/Development Planning Process (Star)

Answer 12

Self-assessment: During this step, the employees have a responsibility to identify opportunities and needs to improve. Companies have a responsibility to provide assessment information to identify strengths, weaknesses, interests, and values.

Reality check: In this step, the employees identify what needs are realistic to develop. Companies have a responsibility to communicate performance evaluation, where employees fit into the companies’ long-range plans, and changes in the industry, profession, and workplace.

Goal setting: The employees identify their goals and the methods to determine goal progress. Companies have a responsibility to ensure that each goal is S.M.A.R.T. (specific, measurable, attainable, relevant, and timely) and to commit to helping employees reach the goal.

Action planning: During this step, the employees identify the steps and finalize the timetable that will help them reach their goals. Companies have a responsibility to identify resources and employees’ needs to reach the goals, including additional assessment, courses, work experiences, and relationships.

Question 13

Formal Education Programs

Answer 13

off-site and on-site programs designed
specifically for the company’s employees. These
programs may involve lectures by business
experts, business games and simulations,
adventure learning, and meetings with
customers.

Question 14

Myers-Briggs Type Indicator (MBTI)

Answer 14

assessment based on Carl Jung’s personality type theory. The assessment determines which one of 16 personality types fits best. The 16 unique personality types are based on preferences for introversion (I) or extraversion (E), sensing (S) or intuition (N), thinking (T) or feeling (F), and judging (J) or perceiving (P).

Question 15

360-Degree Feedback

Answer 15

employees’ behaviors or skills are evaluated not only by subordinates but also by themselves and their peers, customers, and bosses. The raters complete a questionnaire asking them to rate the person on a number of dimensions.

Question 16

Engaged Employee

Answer 16

completely invest themselves and their energies into their jobs. Jing shows signs of being both inwardly and
outwardly engaged in her job.

Question 17

Expectancy Theory

Answer 17

Describes the cognitive process that employees go through to make choices among different voluntary responses.
It argues that employee behavior is directed toward pleasure and away from pain or, more generally, toward certain outcomes and away
from others.

Question 18

Instrumentality

Answer 18

Represents the belief that successful performance will result in some outcome(s).

Question 19

Vicarious experience

Answer 19

observations of the success or failure of others at a given task and/or discussions with others who have performed similar tasks.

Question 20

Valence

Answer 20

reflects the anticipated value of the outcomes associated with performance

Question 21

Goal commitment

Answer 21

the degree to which a person accepts a goal and is determined to try to reach it. When goal commitment is high, assigning specific and difficult goals will have significant benefits for task performance.

Question 22

what results in the highest levels of motivation?

Answer 22

specific, difficult goals

Question 23

Equity Theory

Answer 23

Acknowledges that motivation doesn’t just
depend on your own beliefs and circumstances
but also on what happens to other people.

Question 24

Organizational Culture

Answer 24

Defined as the shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees.
There are three major components to any organization’s culture: observable artifacts, espoused values, and basic underlying assumptions.

Question 25

Observable Artifcacts

Answer 25

The physical layout of workspaces, dress codes, and the level of technology used are all examples of observable artifacts.

Question 26

Ceremonies

Answer 26

Formal events, generally performed in front of an audience of organizational members

Question 27

Language

Answer 27

Observable artifact that reflects the jargon, slang, and slogans used within the walls of an organization.

Question 28

Espoused Values

Answer 28

The beliefs, philosophies, and norms that a company explicitly states. It is one thing for a company to outwardly say something is important (espoused values); it is another thing for employees to consistently act in ways that support those espoused values (enacted values).

Question 29

Mercenary Culture

Answer 29

Organizations with mercenary cultures have employees who think alike but are not friendly to one another.

Question 30

Leader-Member Exchange

Answer 30

two general types of leader–member dyads are high-quality exchange and low-quality exchange.

Role-taking phase involves leader providing employee with job expectations and the employee tries to meet those expectations.

Role-making phase involves exchange of opportunities and resources based on follower voicing expectations for the relationship.

Question 31

Leader Effectiveness

Answer 31

degree to which the leader’s actions result in the achievement of the unit’s goals; the continued commitment of the unit’s employees; and the development of mutual trust, respect, and obligation in leader–member dyads.

Question 32

“Great Person” Theory of Ledership

Answer 32

search for traits and characteristics is consistent with very early “great person” theories of leadership that suggest that leaders are born, not made.

Question 33

Leadership Styles

Answer 33

Autocratic style: Leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit.

Consultative style: Leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision.

Facilitative style: Leader presents the problem to a group of employees and seeks consensus on a solution, making sure that the leader’s own opinion receives no more weight than anyone else’s.

Delegative style: Leader gives an individual employee
or a group of employees the responsibility for making
the decision.

Question 34

Readiness

Answer 34

the degree to which employees have the ability and the willingness to accomplish their specific tasks

Question 35

Telling

Answer 35

Leader provides specific instructions and closely supervises performance

Question 36

Selling

Answer 36

Leader provides support and encouragement to protect the confidence levels of the employees

Question 37

Participating

Answer 37

Leader shares ideas and helps the group conduct its affairs.

Question 38

Delegating

Answer 38

Leader turns responsibility for key behaviors over to the employees.

Question 39

Socialization Process (Star)

Answer 39

the primary process by which employees learn the social knowledge needed to understand and adapt to the organization’s culture

Anticipatory stage occurs before employment.
Encounter stage begins when employment begins.
Understanding and adaptation occurs when norms and expected behaviors are adopted.

Question 40

Anticipatory stage

Answer 40

occurs before employment

Question 41

encounter stage

Answer 41

begin when employment begins

Question 42

Understanding and adaptation

Answer 42

occurs when norms and expected behaviors are adopted.

Question 43

Transformational Leadership (Star)

Answer 43

Involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives.

Question 44

“Four I’s” of Transformational Leadership (Star)

Answer 44

1.
Idealized influence involves behaving in ways that earn the admiration, trust, and respect of followers, causing them to want to identify with and emulate the leader.
2.
Inspirational motivation involves behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future.
3.
Intellectual stimulation involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.
4.
Individualized consideration involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring.

Question 45

Idealized influence

Answer 45

behaving in ways that earn the admiration, trust, and respect of followers, causing them to want to identify with and emulate the leader.

Question 46

Inspirational motivation

Answer 46

behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future.

Question 47

Intellectual stimulation

Answer 47

behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.

Question 48

Individualized consideration

Answer 48

behaving in ways that help followers achieve their potential through coaching, development, and mentoring.