Organizational Behavior Flashcards
Personality
The sum of ways in which an individual reacts and interacts with others in varying situations
Dark triad
Machiavellianism, narcissism, psychopathy
Which of the Big Five is the strongest predictor of job performance
Conscientiousness (responsibility, organization, persistence)
Self-monitoring
The ability to adjust behavior to situational factors
Values
Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite one
Terminal values
Desirable end-states
Instrumental values
Preferable modes of behavior
Perception
Process by which we originate and interpret sensory impressions to give meaning to our environment
What does perception determine?
Behavior
What are the three elements of perception?
Perceiver, target, context
Attribution theory
We judge people based on the meaning we attribute to a behavior
Fundamental attribution error
Underestimating the influence of external factors
Self-serving bias
Belief our sucesses are due to internal factors and our failures are due to external
Contrast effect
Evaluation of characteristics affected by comparison to others
Bounded Rationality
Making decisions by constructing simplified models that extract essential features
Risk Aversion
People prefer to make a moderate sure gain over a riskier outcome, even if the riskier has a higher payoff
Utilitarianism
Ethical perspective where decisions are made to provided for the greatest good of all
Three aspects of motivation
Intensity, direction, persistence
What is Maslow’s Hierarchy of Needs?
Motivation comes from different levels based on a person’s life, ranging from primal needs to sophisticated/spiritual ones
Order of Maslow’s Hierarchy of Needs
Physiological, security-support, social-belongingness, esteem, self-actualization
Two-Factor Theory
Relates intrinsic factors to job satisfaction
Three needs according to McClelland
Achievement, power, affiliation
Self-concordance
Degree to which people’s reasons for pursing goals are consistent with their interests and core values
Management by objectives
Encompasses specific goals, participatively set, for an explicit amount of time, with feedback on progress
Informal group
Response to need for social contact; not organizationally determined
Role perception
Individual’s view on how they are supposed to act in a given situation
Role
Set of expected behavior patterns for someone in any specific position in a group/social unit
Role expectation
How others believe a person is supposed to act in a given situation
Role conflict
When compliance with one role interferes with that of another
Interrole conflict
When expectations of our different groups are in opposition
Norms
Acceptable standards of behavior shared by group members
Status
Socially defined position or rank given to groups or members
Cohesiveness
Degree to which members are attracted to each other and are motivated to stay in the group
Result of functional conflict
Goals and performance of the group are supported and increased
Result of dysfunctional conflict
Group performance is hindered
Five stages of conflict
- Potential for opposition/incompatibility
- Cognition & Personalization (perceived vs felt)
- Intentions
- Behavior
- Outcomes
Negotiation
2 or more parties decide how to allocate scarce resources
Distributive bargaining
Divides fixed amount; win-lose
Integrative bargaining
Seeks settlements; win-win
BATNA
Best Alternative To a Negotiated Agreement (minimum you will accept)
Work group
Interacts to share info, make decisions, and help each individual perform in their area
Work team
Group whose individual efforts result in performance greater than the sum of the individual parts
What are the three characteristics of team effectiveness?
Context, composition, process
Organizational culture
How employees perceive the characteristics of an organization
Dominant culture
Core values shared by the majority of an organization’s members
Climate
Shared perceptions organizational members have about their environment
Institutionalization
When an organization takes a life of its own, apart from any of its members (bad)
Leadership
The ability to influence a group toward the achievement of a vision or set of goals
3 Dimensions of leadership effectiveness
- Leader-member relations
- Task structure
- Position power
Situational leadership theory
Focuses on followers’ readiness to accomplish a specific task to determine style
Transactional leaders
Guide or motivate in the direction of established goals by clarifying role and task requirements
Transformational leaders
Act as role models; stimulating, developing, and mentoring followers
What is the effect of transformational leaders?
Increased employee satisfaction, self-efficacy, and commitment to the leader by fulfilling autonomy, competence, and relatedness needs
What type of leader is more effective, transactional or transformational?
Transformational
Fiedler’s contingency leadership model
Assumes an individual’s leadership style remains consistent
Trust propensity
How likely an employee is to trust a leader
Organizational behavior
Studies the impact individuals, groups, and structure have on behavior within organizations to increase effectiveness
Positive organizational scholarship
Focuses on what is going RIGHT in an organization
Inputs
Variables that lead to processes
Processes
Actions, individuals, groups, and organizations engage in as a result of inputs that lead to certain outcomes
Productivity
Effectiveness and efficiency
Task performance
Productivity at doing core job tasks
Group cohesion
Extent to which members of a group support and validate one another at work
Group functioning
Quality and quantity of a group’s work output
