OB Test 2 Flashcards
personality
(lecture)The structures and propensities inside a person that explain his or her characteristic patterns of thought, emotion, and behavior.
Enduring characteristics that describe an individual’s behavior.
Big 5 Personality model
1) extroversion
2) agreeableness
3) conscientiousness
4) emotional stability
5) openness to experience
6 steps of rational decision making
1) Determine appropriate criteria for making decision
2) Generate list of available alternatives
3) Evaluate alternatives against criteria
4) Choose solution that maximizes value
5) Implement solution
6) Does solution deliver expected outcome?
terminal vs. instrumental values
terminal - desirable end-states
instrumental - preferable modes of behavior to achieve end-states
expectancy theory
1) effort/performance relationship
2) performance/reward relationship
3) rewards/personal goals relationship
see chapter 6, slide 6
MEMORIZE THIS THING!!
motivation (3 parts)
the processes that account for an individual’s
1) intensity
2) direction
3) persistence of effort
McClelland’s theory of needs (3 needs)
1) need for achievement
2) need for power
3) need for affiliation
management by objectives (MBO)
participatively setting goals that are tangible, verifiable, and measurable
job performance “equation”
P = Motivation + Environment + Ability
Job characteristics model (5 dimensions)
1) skill variety
2) task identity - the degree to which a job requires completion of a whole identifiable piece of work
3) task significance - affects the lives or work of other people
4) autonomy
5) feedback
to be empowering, an organization must be… (4 things)
1) SINCERE in its empowerment efforts 2) COMMITTED to maintaining empowerment 3) PATIENT in its efforts 4) PREPARED to increase training
punctuated-equilibrium model of groups
not productive, then very productive at half-way point
strengths vs. weaknesses of groups
Strengths -more complete information and knowledge -increased diversity of views -acceptance of solution -more accurate Weaknesses -conformity pressures -dominated by one or few members -ambiguous responsibility -slower
groupshift
more extreme decisions than an individual would make, either conservative or risky
4 things deviant members do
1) social loafers
2) sabotage
3) political members
4) personal aggression
work group vs. work team
group - interacts primarily to share information and to make decisions to help each member perform individually
team - individual efforts result in performance greater than the sum of individual inputs
costs of teams
- managerial role confusion/frustration
- managerial sense of loss of usefulness
- employee resistance to role changes
- cumbersome and lengthy team development process
- losses due to premature abandonment of process
determinants of team cohesiveness
- Interaction: more time = more cohesion
- Shared goals
- Personal attraction to the team
- MODERATE competition with other teams
- Team success
- Unifying leaders
see chapter 10, slide 10 and 11
memorize/understand
3 purposes of communication
1) achieve coordinated action
2) information sharing
3) express feelings and emotions
dialogue vs. discussion
dialogue - Reveals feelings, explores assumptions, suspends convictions, builds common ground
Long-term results, with transformed mind-sets
discussion - states positions, advocates convictions, attempts to convince others, builds oppositions
Short-term results, with unchanged mind-sets
rational vs. intuitive decision making
rational- consistent, value-maximizing choices (nonprogrammed/not dealt with before)
intuitive- an unconscious process created out of distilled experience (programmed/dealt with before)
2 reasons we form groups
1) self-esteem
2) uncertainty reduction
