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Organizational Behavior > midterm > Flashcards

midterm Flashcards

1
Q

For organizations to survive and adapt people must

A
  1. Be motivated to join and remain in the organization
  2. Carry out their basic work reliability in terms of productivity, quality, service
  3. Be willing to continuously learn and upgrade their knowledge/skills
    4, Be flexible and innovative
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2
Q

Taylorism/Bureaucrazy

A
  1. High degree of specialization
  2. Routinized procedures
  3. Decision making power in upper management
    Staff is motivated by promotion
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3
Q

Faults of Taylorism

A
  • Repetitive work is boring - people do not develop new skills
  • People lose sight of the significance of their work when tasks are specialized
  • Strict rules can lead people to do the bare minimum or rebel
  • Upper management decisions = missed opportunities, perpetual mistakes
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4
Q

1930’s

A
  • Social influence on workers
  • Human relations movement: Hawthrone
  • Increased productivity with more medium breaks, food and early end
  • Improvements removed: increased performance - workers felt heard and valued (happy)
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5
Q

Contingency Approach

A

circumstantial guidance - there is no one best way to manage and appropriate management style depends on the situation.

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6
Q

Contemporary Management Concerns

A

Diversity, talent management/engagement, CSR, emploee health and wellbeing

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7
Q

Personality

A

the relatively stable set of psychological characteristics that influence the way an individual interacts with their environment

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8
Q

Dispositional approach

A

individuals possess stable traits of characteristics that influence their attitudes and behaviours. (ex. Using personality tests for hiring)

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9
Q

Situational approach

A

characteristics of the organizations setting influences people’s attitudes and behaviours (ex. Rewards, emotions, processes)

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10
Q

interactionist approach

A

individuals attitudes and behaviors are a function of both dispositions and situations.

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11
Q

Strong situations

A

clear demands that restrict people from displaying their true traits

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12
Q

Weak situations

A

places few constraints on behavior making their traits more clear

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13
Q

Trait activation theory

A

traits lead to certain behaviors only when the situation makes the need for the trait. - FIT is important.

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14
Q

Personality trait

A

characteristics on which people differ that are relatively stable across situations and over time

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15
Q

Extraversion

A

extent to which is person is outgoing, sociable, assertive vs. shy, withdrawn, little change over life

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16
Q

Emotional Stability

A

extent to which a person has appropriate emotional control. People with high emotional stability are calm, self-confident and have high self esteem. Those with low are nervous, insecure and prone to stress. Increases in adulthood

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17
Q

Agreeableness

A
  • extent to which a person is friendly, warm and approachable.
  • More agreeable = tolerant, cooperative, friendly, eager to help others
  • Less agreeable = cold, rude, uncaring, disagreeable.
  • increases (across life) - develop experience and empathy
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18
Q

Conscientiousness

A
  • extent to which a person is responsible and achievement oriented.
  • High = dependable, responsible, hardworking, motivated
  • Low = careless, impulsive, irresponsible, lazy
  • Related to retention, attendance, theft
  • Increases (fast at first, then slower) - responsibilities increase
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19
Q

Openness to experiences

A
  • extent to which a person thinks flexibly and is receptive to new ideas
  • High = curious, original, creative
  • Less = inquisitive, traditional
  • Increases, then decreases - know yourself better with age - more selective with experiences
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20
Q

Traits to job satisfaction

A

Emotional stability > conscientiousness > extraversion > agreeableness (openness unrelated to job sat.)

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21
Q

traits to job performance

A

conscioentiusness is biggest indicator

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22
Q

traits to unsafe behavior

A

extraversion, low emotional stability

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23
Q

traits for less deviance

A

high conscientiousness, agreeableness and emotional stability

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24
Q

best traits for Motivation

A

emotional stability and conscientiousness

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25
Q

best traits for teamwork

A

onscientiousness, extraversion, agreeableness and emotional stability

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26
Q

best traits for income and status

A

extraversion, conscientiousness and emotional stability

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27
Q

Locus of control

A

beliefs about if behavior is controlled by internal or external forces

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28
Q

High external control

A
  • behavior is determined by fate, luck, powerful people

- Typically very religious people, Uncertainty generates stress

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29
Q

High internal control

A
  • self-initiative, personal actions, free will
  • Higher job and life satisfaction, committed, more money and promotions.
  • Less stress, less burnout, plan their career better, less absent
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30
Q

Self monitoring

A

extent which people observe and regulate how they appear in social settings.

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31
Q

High self monitors

A

use social cues to guide their own behavior “Social chameleon”
Gravitate towards role playing jobs, good at adapting (law, PR, politics)

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32
Q

Low self monitors

A

use their own attitudes and beliefs to guide their own behavior
“What you see is what you get”, hearts on their sleeve

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33
Q

self esteem

A

degree to which a person has a positive evaluation of himself

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34
Q

high self esteem

A

positive relationship with job performance and satisfaction

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35
Q

low self esteem

A

susceptible to external influence, behavior modelling, respond poorly to negative feedback - great candidates for mentorship (behavioral plasticity theory)

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36
Q

Affectivity

A

emotional disposition that predicts emotional tendencies

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37
Q

Positive affectivity

A

propensity to view the world and self in a positive light (joyful, cheerful)

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38
Q

Negative affectivity

A

propensity to view the world and self in a negative light (anxiety, fear)

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39
Q

General self efficacy

A

individual’s belief in ability to perform in variety of situations. Influenced by performance mastery, observation, mental state and persuasion.

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40
Q

Core self evaluation

A

consists of self-esteem, self-efficacy, locus of control, and emotional stability - best predictors of job satisfaction and performance.

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41
Q

Positive reinforcement

A

application/addition of a stimulus that increases probability of a behavior (Clapping after successfully learning a dance move in class)

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42
Q

Negative reinforcement

A

removal of bad stimulus to increases probability of a behavior
Know you are successfully doing your job when nagging is removed

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43
Q

Errors made with reinforcement

A
  1. Confusing rewards with reinforcement
  2. Neglecting diversity in reward preferences
  3. Neglecting important sources of reinforcement: feedback and social recognition
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44
Q

Reinforcement

A

additional or removal of a stimulas to improve, maintain or descrease a behavior

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45
Q

Reinforcement strategies

A
  • Fast acquisition: applied immediately and everytime (continuous) - short term
  • Persistence: partiel use of reinforcement after it occurs - shapes long-term
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46
Q

Reducing Bad behaviors strategies

A

extinction and punishment

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47
Q

extinction

A

stopping the reinforcement that is creating the unwanted behavior.

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48
Q

Punishment

A

applying an adverse stimulus following bad behavior
- make sure punishment is aversive, punish immediately, do not reward bad behaviors before/after punishment, do not inadvertently punish good behavior

49
Q

Culturally different work values

A
  • Power distance: extent to which an unequal distribution of power is excepted
  • Uncertainty Avoidance: extent to which people are uncomfortable with uncertain/ambiguous situations
  • Masculinity/femininity
  • Individualism/collectivism:
  • Long/short term orientation
50
Q

Cultural variation in the workplace

A

OB theories will not all work, appreicate global customers, develop global employees

51
Q

Attitudes

A

stable evaluative tendency to respond consistently to a situation, person or object

Job interferes w family (belief) + family (value) = dislike job (attitude) → quit (behavior)

52
Q

Job satisfaction

A

collection of attitudes that workers have about their jobs

53
Q

Determinants of job satisfaction

A

discrepancy, Rewards, promotions and adequate compensation

Optimally Challenging work, Personality Traits, social relationships, fairness

54
Q

Instrumental relationships

A

help you develop your knowledge, skills, abilities

55
Q

affiliative relationships

A

you enjoy spending time with them), personality traits

56
Q

distributive fairness

A

receive the outcomes they think they deserve (equity theory)

57
Q

procedural fairness

A

processes used to determine work outcomes

Consistent over time/people, use accurate info, unbiased, allow two way communication, welcomes appeals

58
Q

Interactional fairness

A

people feel they have received respectful/informative communication about an outcome

59
Q

Impact of job satisfaction

A
  • Weak relationship with task performance
  • Medium relationship with customer satisfaction and turnover
  • Strong relationship to organizational citizenship behavior
  • Ex. Nuns who wrote positive things about themselves lived an extra 10 years. Probability of survival increases when positive emotions are used vs. negative
60
Q

Sources of stress

A

role abiguity, role conflict, load demands, heavy work load, role overload, heavy responsibilities, interpersonal conflict, sexual harrassment, job insecurity, work conditions, poor job design

61
Q

Managing stress by organization

A

Job redesign, family - friendly HR policies, stres smanagement programs

62
Q

Disposition theory

A

some people are predispositioned to be more or less satisfied despite changes in fairness. - Extroverted and conscientious are most satisfied with their jobs

63
Q

Affective events theory

A

moods and emotions on the job affect satisfaction

emotional labour, regulation and contagion

64
Q

Emotional regulation strategies

A

antecedent (emotional regulation), response

65
Q

Antecedent emotional regulation

A
  • Event: try and limit your time with the stressor / choose your situation
  • Appraisal: the positive/negative way you think about a stressor
  • Teacher study showed this has more benefits (cheerfulness, calm)
66
Q

Response based emotion regulation strategies

A

Going online, drinking, having a smoke does not deal with source of stress

67
Q

Is stress bad?

A

Dr. Kelly - Physiological signs of stress are preparations to meet a challenge
Stress response includes oxytocin (motivational)
Stress is bad if you think it is bad for you, but if you welcome it has no health effect

68
Q

Organizational citizenship behavior

A

voluntary, informal behavior that contributes to organizational effectiveness - tied closely with job satisfaction

69
Q

Organizational commitment

A

affective, continuance, normative

70
Q

Affective commitment

A

identification and involvement with the org.

Have task significance and role clarity

71
Q

Continuance commitment

A

costs that would be incurred to leave org.

Having pension funds, promotions, etc can lock people in on this

72
Q

Normative commitment

A

feelings of obligation towards an org.

Add benefits by staying such as tuition reimbursement, specialized training

73
Q

Intrinsic Motivation

A

usually self-applied. Ex. feelings of achievement.

74
Q

Extrinsic motivation

A

external, usually applied by others. Examples: pay, bonuses
- Some motivators may have both intrinsic and extrinsic qualities, such as a compliment from a boss (applied by extrinsic factor for intrinsic accomplishment).

75
Q

General cognitive ability

A
  • basic information-processing capacities and cognitive resources.
  • Predicts learning, training, career success and job performance
  • Strongest relationship to job performance from ANYTHING
  • Verbal Ability, Quantitative Ability, Reasoning Ability
76
Q

Emotional Intelligence

A
  • ability to understand & manage own and other’s feelings/emotions.
  • Myths: emotions impede rational thinking, emotions cause bad decisions
  • Truth: emotions are useful and functional - self preservation and social coordination
  • Skills: Ability to use, perceive, understand and regulate emotions
  • Identify, use, understand and regulate/manage emotions
  • Positive relationship with emotional intelligence and salary & job performance
77
Q

The Motivation-Performance Relationship

A

High motivation will not result in high performance if employees have low general cognitive ability and emotional intelligence.

78
Q

Maslow’s Hierarchy of Needs

A

Psychological needs (pay), Safety needs (safe conditions), Belongingness (interaction), Esteem needs, Self-actualization (potential for growth)

79
Q

Alderfer’s ERG Theory

A

Existence needs (material substance), relatedness needs (communication with others), growth needs

80
Q

McClelland’s Theory of Needs

A

Need for achievement (perform hard tasks), need for affiliation (interpersonal relationships), need for power (influence others)

81
Q

Applications of need theories

A

Appreciate diveristy of needs, appreciate intrinsic motibation

82
Q

Self-determination theory

A

When people have their basic psychological needs for satisfied, their motivation will be autonomous. When they are not satisfied, it will be controlled.

83
Q

Autonomous motivation

A

intrinsic motivation when people feel in control of motivation

84
Q

Controlled motivation

A

externally controlled.

85
Q

Expectancy theory

A

motivation is determined by expected result of their actions on the job (outcomes, instrumentality - probability 1st outcome will have 2nd, valence - value, expectancy, force - effort for 1st )

86
Q

Managerial implications of expectancy theory

A

boost expectancies, clarify reward contingencies, appreciate diverse needs

87
Q

Equity Theory

A

employees compare the inputs they invest in a job and the outcomes they recieve to the inputs and outcomes of other workers

  • Lower compensation: unmotivated, decreased productivity and performance
  • Higher compensation: justifies the compensation they recieve (rightfully or not)
    A self-serving bias, undeservingly compensating will not increase performance
88
Q

Goal setting theory

A

employees are motivated to attain goals that are specific, challenging that they are committed to and receive feedback throughout

  • Goals are most effective when accepted or created with workers. (Sense of ownership and accountability)
  • Goals are most effective with frequent feedback, support and extrinsic rewards
  • Goals increase effort, persistence, attention and strategies
89
Q

What predicts behavior

A

Personality is necessary and sufficient to predict typical behavior, Ability is necessary but insufficient predict typical behavior - must have motivation!

90
Q

Strongest job perfromers

A

high on IQ /EI tests

Extroverts, Conscientiousness, agreeableness, friendliness

91
Q

Production job payment

A

piece rate: paid for each unit

92
Q

problems with piece rate

A
  • Lowered quality,
  • reduced cooperation
  • Differential opportunity: different external production factors cause disadvantages
  • Incompatible job design: some jobs require many people for one task
  • Restriction of productivity: fear that increased productivity will lead to reductions in the workforce or rate of payment to cut labour costs
93
Q

merit pay problems

A

low discrimination (between quality), small increases, pay secrecy

94
Q

pay to motivate teams

A

Profit Sharing, Employee Stock Ownership Plans, skill based pay
Gainsharing: group pay based on a productivity improvements (ex. Reduced costs)

95
Q

Core Job characteristics

A
  • Skill Variety: the more skills you must draw from to accomplish the job
  • Task Identity: the extent to which you complete the work from beginning to end
  • Task Significance: the importance and impact your work has on people
  • Autonomy: the control you have about when and how your work gets done
  • Feedback from Job
96
Q

Skill variety

A

the more skills you must draw from to accomplish the job

97
Q

Task identity

A

the extent to which you complete the work from beginning to end

98
Q

Task significance

A

the importance and impact your work has on people

99
Q

Autonomy

A

he control you have about when and how your work gets done

100
Q

Job performance

A

extent to which an employee contributes to achieving org. objectives

101
Q

Determinants of job performance

A

Task Performance: how well you do with formally assigned activities
Organizational CItizenship Behavior
Counterproductive Work Behavior

102
Q

Job enrichment

A

enhance intrinsic motivation, quality of work life, and motivation
Combining tasks, external/external client relationships, reducing supervision, forming work teams, making feedback more direct

103
Q

Problems with job enrichment

A

poor diagnosis (doesnt add value), lack of desire or skill, demand for rewards, union resistance, supervisory resistance

104
Q

Arrangements that can be motivators

A

flex-time, compressed work week, job sharing, work sharing, telecommuting

105
Q

Decision making

A

the process of developing a commitment to a course of action

106
Q

Availability Heuristic

A
  • make decisions based on what is easily accessible in their minds
  • Information that is common or vivid is more easily retrievable from memory and more accessible
  • Ex. N vs ING, plane crash seems worse than car crash but it is not
107
Q

Representative Heuristic

A

look for characteristics the individual or event may have in common with previously formed thoughts, stereotypes, other opinions
Sample size of 1 - Better to ask around and see what you consistently hear from people

108
Q

Framing Heuristic

A
  • different decisions on the same problem depending on the way it is framed
  • In terms of gain people want to go with a guarantee (little risk)
  • Framed with loss people want to roll the dice (many risks)
109
Q

Anchoring and Adjustment Heuristic

A 
use anchors (initial piece of information) to begin their decision making process and then fail to adjust sufficiently (do not consider it carefully enough) 
Ex. when negotiating if they are unprepared anchor them high, turkey weight
110
Q

What are the heuristics?

A

availability, representativeness, framaing, anchoring/adjustment

111
Q

The power of default

A

a number of decisions that people make are made for them

Often unsure of preferences so we go with whatever was chosen for us

112
Q

Contrast effects

A

information helps people make a decision by raising awareness of what they do not want
Introducing a 3rd irrelevant option (Ex. Rome with coffee, without and paris)

113
Q

Escalation of commitment

A

People who have initiated a failing course of action all face a dilemma in deciding whether to continue down the same path or strike a new direction
Although attempts to salvage these situations make make matters worse, people tend to escalate their commitment to failing courses of action

114
Q

Reasons for escalation of committment

A

self-justification, failure to treat sunk costs as such, social norm of consistency in behavior, avoid appearing wasteful, framing

115
Q

How to prevent escalation of commitment

A

change frame, set specific goals, place more emphasis on the decision making process than the outcome

116
Q

Perfect rationality model

A

analytical information processing is thorough and systematic

  1. Complete information - aware of alternatives
  2. Logical - in the way they work with that information
  3. One criterion: economic gain
117
Q

Bounded rationality

A

decision strategy that relies on limited information and that reflects time constraints and political considerations

118
Q

Paradox with decision making rationalities

A

Most of the time, people make good decisions, mental shortcuts and heuristics are generally helpful BUT, it is impossible to make optimal decisions all the time and mistakes can be costly
Awareness is key - must know the flaws of the decision-making system and to correct for them when the stakes are high

Organizational Behavior (2 decks)

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