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OB > Sammafattning > Flashcards

Sammafattning Flashcards

1
Q

There are 3 main reasons to study OB:

A

Understanding, predicting, influencing

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2
Q

What is OB

A

 A way of thinking
 Multidisciplinary
 Humanistic orientation
 Performance-oriented
 Based on recognized disciplines
 Has an application orientation

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3
Q

organisations are

A

Groups of people who work independently towards the same
purpose.

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4
Q

Fredrick Taylor’s
Scientific Management

A

“Workman are unable to
understand the real science of
doing this class of work”
“ He is so stupid that the word
percentage has no meaning to
him”

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5
Q

Henry Fayol’s
Functions of Management

A

Planing
Organizing
Commanding
Coordinating

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6
Q

New prespective of organizational effectiveness

A

 Open systems perspective
 Organizational Learning perspective
 High-Performance Work Prespective
 Stakeholder Perpective

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7
Q

Need to consider both stock and flow of knowledge

A

Stock: Intellectual Capital (Knowledge, skills, abilities
employees carry, and structured capital) Knowledge captured
and retained
 Flow: Organizational learning processes of acquisition sharing
and use.

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8
Q

Interlectual capital

A

 Human Capital: knowledge that people possess and generate.
 Structured Capital: Knowledge captured in systems and structures
 Relationship Captial: Values derived from satisfied Customers reliable
suppliers etc..

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9
Q

Learning process

A
  1. knowledge acqusition
  2. knowledge sharing
  3. Knowlegde use
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10
Q

How do organizations retain intellectual capital?

A

 Retain good employees
 Transferring knowledge to others
 Transferring human capital to structural capital

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11
Q

High performance work practices persepective

A

effective orgs incorporate workplace practices that leverage the potential of human capital.
ex:
- Employee involvement and job autonomy- more motivation
- Employee competence- Training and selection
Performance based rewards- improve employee performance

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12
Q

values are

A

relatively stable, evaluative belieft that guide a persons preferences for outcomes or courses of action in a variety of situation

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13
Q

ethics are

A

the study of morla principles or values that determine weather actions and their outcomes are right and good or not

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14
Q

CSR

A

org activities that intend to benefit socielty and the enviropment beyond the firms immideate financial intrest or legal obligations

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15
Q

Surface level diversity

A

observable demographic and physiological differences in people such as race, age, ethnicity, gender and physical disabilities

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16
Q

Deep-level diversiy

A

diferens in phycological characteristics of employees including personality, beliefs, values and attitudes.

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17
Q

Organizational structure is

A

the devision of labour as well as patterns of coordination, communication, workflow and formal power that direct organisations activities

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18
Q

Organisational structure;

A
  • Includes reporting relationships, but also relates to job design,
    information flow, work standards and rules, team dynamics, and
    power relations.
  • Organizational structures are frequently used as tools for
    organizational change because they establish new communication
  • patterns and align employee behavior with the corporate vision.
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19
Q

Elements of organizational Structure

A

 Span of control
 Centralization/ Decentralization
 Formalization
 Departmentalization

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20
Q

Centralization and Decentralization

A

The degree to which decision authority is held by small groups of people,
typically those at the top of the organizational hierarchy.

In the beginning companies started by being centralized but as they
grow and expand their range of products, they start to disperse decision
authority and power throughout the organization ( decentralization)

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21
Q

Formalization

A

The degree to which organizations standardize behavior through rules,
procedures, formal training and related mechanisms.
In other words companies are typically more formalized if they rely on
standardized work processes.
Formalization increases as firms get older, larger and more regulated.

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22
Q

Organic Structures:

A

An organizational structure with wide span of control,
little formalization and decentralized decision making.

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23
Q

Liability of Newness-

A

When startups are launched, they start by being
organic. The problem is that they lack sufficient knowledge regarding
the industry making them more inefficient.

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24
Q

Mechanistic Structures:

A

org structure with narrow span of control and high degree of formalisation and centralisation. Operate better in stable environments because they rely on efficiency
and routine behaviors. Mechanistic decision making at lower levels,
tall hierarchy of people and specialized roles.

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25
Q

Mechanic organizations are

A
  • narrow and technical task definitions and knowledge requirement
  • Vague and indirect linkage between individs job contribution and orgs purpose
  • Rigid and routined tasks
  • Specific techniques, obligations and rights
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26
Q

Organic organizations

A
  • broad an general task definitions and knowledge requirement
  • Clear or directs linkage between individ contribution and orgs purpose
  • Flexible and varied tasks
  • General specifications of techniques, obligations and rights
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27
Q

Departmentalisation

A

It specifies how employees and their activities are grouped together. Is a
fundamental strategy for coordinating organizational activities

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28
Q

Functions of departamentalisation

A
  1. establish chain of command- establishes interdependencies
    among employees and subunits.
  2. Create common mental model measure of performance- typically anchored around the common budgets and
    measures of performance
  3. Encourages coordination through informal communication- use
    frequent and informal interaction to get the work done.
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29
Q

Different organisational structures

A
  1. Functional
  2. Divisional
  3. Team based
  4. Matrix (project based)
  5. Network
  6. Virtual
  7. Boundaryless
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30
Q

Functional organisational structure

A

employees are organized around specific knowledge or other resources (e.g. finance, production, marketing)

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31
Q

Good/ bad Functional

A

Benefits:
– Economy of scale
– Supports professional identity and career paths
– Easier supervision
– creates specialised pools of talent that typically serve everyone in the organization

Limitations:
– More emphasis on subunit than organizational goals
– Higher dysfunctional conflict
- Poorer coordination- requires more controle

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32
Q

Divisional Organizational Structure

A

employees are organized around:
- geographic areas
- outputs (products or services)
- clients.

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33
Q

good/bad devisional

A

Benefits
– Building block structure – accommodates growth
– Focuses on markets/products/clients

Limitations
– Duplication, inefficient use of resources
– Specializations are dispersed–silos of knowledge
– Politics/conflict when two forms of equal value

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34
Q

Team-Based Structure

A

built around self-directed teams that complete
an entire piece of work.
usually;
- organic
- wide span of control
- highly decentralized
- low formalization
- within manufacturing or service

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35
Q

Good/bad team based

A

Benefits
– Responsive, flexible
– Lower admin costs
– Quicker, more informed decisions

Limitations
– Interpersonal training costs
– Slower during team development
– Role ambiguity increases stress
– Problems with supervisor role changes
– Duplication of resources

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36
Q

Matrix structure (project based)

A

overlays two structures (such as a geographic divisional and a functional structure) in order to leverage the
benefits of both.

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37
Q

Good/bad Matrix

A

Benefits
– Uses resources and expertise effectively
– Improves communication, flexibility, innovation
– Focuses specialists on clients and products
– Supports knowledge sharing within specialty
– Solution when two divisions have equal importance

Limitations
– Increases goal conflict and ambiguity
– Two bosses dilutes accountability
– More conflict, organizational politics, and stress

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38
Q

Network Organizational Structure

A

An alliance of several organizations for the purpose of creating a product or serving a client.

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39
Q

Good/bad Network

A

Benefits
– Highly flexible
– Potentially better use of skills and technology
– Not saddled with same resources for all products

Limitations
– Exposed to market forces
– Less control over subcontractors than in-house

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40
Q

Virtual Organizations

A

Collection of geographically distributed, functionally and/or culturally diverse individuals linked by electronic communication

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41
Q

Boundary less Organizations

A

Chains of command are eliminated, Spans of control are unlimited, Empowered teams replace rigid departments

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42
Q

national culture is

A

sum total of beliefs, rituals, rules, customs,
artifacts, and institutions that characterize the population of a nation

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43
Q

Organizational culture

A

The values and assumptions shared within an organization
It defines what is important and unimportant in the company and,
consequently, directs everyone in the organization toward the “right way” of
doing things. You might think of organizational culture as the organization’s
DNA— invisible to the naked eye, yet a powerful template that shapes what
happens in the workplace

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44
Q

Artifacts in Organizational Culture

A

 Observable symbols and signs of culture
 Physical structures, ceremonies, language, stories
 Maintain and transmit organization’s culture
 Not easy to decipher artifacts – need many of them

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45
Q

Artifacts ex:

A
  • Physical structures/symbols
  • Stories and legends
  • rituals and ceremonies
  • language
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46
Q

Organizational Culture and Its Effects

A

Culture provides and encourages stability
The more employees share and accept the core values, the stronger the culture and the more influential it is on behavior

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47
Q

Two functions of countercultures:

A
  • provide surveillance and critique, ethics
  • source of emerging values
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48
Q

Organizational Socialization Defined

A

The process by which individuals learn the values, expected behaviors, and
social knowledge necessary to assume their roles in the organization

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49
Q

Socialisation stages

A
  1. anticipatory
  2. accommodation
  3. role management
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50
Q

Mentoring

A

a friend, coach, advisor or sponsor who supports, encourages, and helps
a less experienced protégé.
Either has career function psychological function

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51
Q

Phases of mentoring relationship

A
  1. initiation- relationship starts and starts having impotance
  2. cultivation- career and psycological functions give max result
  3. seperation- change in structure role or emotional experience
  4. Redefinition- relationship ended or now just friends
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52
Q

Merging org cultures

A
  1. Assimilation :)
  2. Deculturation :(
  3. Integration 1+1=1 new
  4. Seperation 1+1= 2
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53
Q

Changing/Strengthening Organizational Culture

A
  • Actions of founders/leaders
  • align artifacts to keep culture in place
  • Introducing Culturally Consistent Rewards to reinforce culturally consistent behaviour
  • Attracting, Selecting, Socializing Employees
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54
Q

Primary diversity dimensions

A

age, getc- stable

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55
Q

Secondary diversity dimensions

A

education, health, marital status - Changable

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56
Q

benefitd diversity

A
  • Enhanced
    decision quality
  • Better connection with customers.
  • More creative innovation
  • Higher financial performance
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57
Q

Problems arising with increased diversity

A
  • miscommunication
  • insensitivity
  • ignorance
  • hostility
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58
Q

Ability

A

person’s talent to perform a mental or physical task.
Generally stable over time.

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59
Q

skill

A

learned talent acquired in order to perform a task

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60
Q

Attitude definition

A

An attitude is a mental state of readiness, learned and optimized through experience.

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61
Q

Attitudes are:

A
  • Are learned
  • Define one’s predispositions
  • Are the emotional basis of interpersonal relations and identifications with others
  • Are closely linked to personality
  • Are subject to change
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62
Q

attitudes are linked to

A
  • Perception
  • Personality
  • Feelings
  • Motivation
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63
Q

components of attitudes

A
  1. Cognition
  2. Affect
  3. Behaviour
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64
Q
  1. Cognition
A

A person’s perceptions, opinions, and beliefs

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65
Q
  1. affect
A

Emotional components of attitudes; learned from parents, teachers, peers

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66
Q
  1. Behavior
A

The tendency to act in a certain way toward someone or something

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67
Q

Cognitive Dissonance

A

Discrepancy between attitude and behavior, ex Knowing that smoking is bad for
your health, but continuing to smoke. Creates discomfort, which individuals attempt to reduce or eliminate

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68
Q

Job satisfaction is

A

an attitude toward a job. Results from a perception of the job and the fit between the worker and the
organization

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69
Q

factors linked to job satisfaction

A
  • pay
  • the work itself
  • promotion opportunities
  • supervision
  • coworkers
  • work conditions
  • job security
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70
Q

Personality

A

The combination of stable physical and mental characteristics that give the
individual his or her identity. Personality is a function of genetic and environmental interaction.

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71
Q

big 5 personality types

A

O-penness to experience
C-onscientiousness
E-xtraversion
A-greeableness
N-euroticism (emotional stability)

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72
Q

Locus of control

A

The degree to which one believes their behavior influences what happens to
them
- Internals believe their good performance is due to their effort or skill
- Externals believe they are controlled by outside forces over which they
have little, if any, control

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73
Q

Self-Efficacy is

A

Personal beliefs regarding competencies and abilities. Beliefs are learned, and tend to be task-specific

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74
Q

Self-efficacy dimensions

A
  1. Magnitude
  2. Strength
  3. Generality
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75
Q

Magnitude

A

the level of task difficulty that individuals believe they
can attain

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76
Q

Strength

A

refers to whether the belief is weak or strong

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77
Q

Generality

A

how generalized across different situations the belief in capability is

78
Q

creativity is

A

A personality trait. The ability to break away from habit-bound thinking and produce novel and
useful ideas

79
Q

Emotions

A

Defined as a state of physiological arousal accompanied by changes in facial expressions, gestures, posture, and subjective feeling.

80
Q

Emotional inteligence dimensions

A
  1. Self awareness- own emotions
  2. Social awareness- empathy
  3. Self management- emotional labour
  4. Relationship management- listen to others
81
Q

Perceptions

A

Perception is based on prior experience. It is the cognitive process by which one selects,
organizes, and gives meaning to environmental stimuli

82
Q

Individual perception process

A
  1. Stimuli
  2. Observation
  3. Selection
  4. Translation
  5. Response
83
Q

Schemas

A

A framework embodying descriptions of people, situations, or
objects

84
Q

Schema inaccuracies and distortions can result from…

A
  1. Stereotyping
  2. Halo effect
  3. Selective attention
  4. Similar-to-me errors
  5. Situational factors
  6. Neeeds and desire
85
Q

Self- fulfilling prophecy

A

Someones expectations about another causes the individual to behave in a manner consistent with those expectation

86
Q

positive/negative self fulfillin prophecy

A

Golem/Pymalion

87
Q

Perceptual grouping

A
  • nearness
  • similarity
  • closure
  • figure& ground
88
Q

Stereotyping

A

A translation step in the perceptual process

89
Q

Social Perception and Social Identity processes

A
  1. Categorization process
    - compare characteristics of our groups with other groups
  2. Homogenization process
    - similar traits within a group; different traits across groups
  3. Differentiation process
    - develop less favourable images of people in groups other than
    our own
90
Q

Selective attention

A

giving prioritisation to some messages and putting other on hold

91
Q

Divided attention

A

Occurs when mental efforts are decided among tasks. some stimuli require more attention.

92
Q

Attribution Theory

A

Behavior is greatly influenced by our personal interpretation of reality.
internal and external attributions

93
Q

Attribution Process

A
  1. event
  2. analyse cause
  3. Reinforce or modify assumptions of cause
  4. choices regarding future behaviour
94
Q

Attribution theory DCC

A

Distinctiveness (Tasks)
Consistency (time)
Consensus (people)

95
Q

Fundamental attribution error:

A

Under-estimating the importanceof external factors and over-estimating internal factors when making
attributions about the behavior of others

96
Q

Self-serving bias

A

Taking credit for successful work and denying
responsibility for poor work

97
Q

Motivation definition

A

The forces within a person that affect the direction, intensity, and persistence of voluntary behavior. Exerting particular effort level (intensity), for a certain amount of time (persistence), toward a particular goal (direction).

98
Q

Motivation components

A

Direction
Persistence
Intensity

99
Q

Employee drivers

A

primary needs or innate motives. Inherent needs. Generate emotions, which put people in a state of readiness to act on their
environment. Corrects deficiencies or maintain an
internal equilibrium by producing emotions to energize individuals

100
Q

Needs

A

motivational forces of emotions channeled toward
particular goals to correct deficiencies or imbalances. eeds are essentially the emotional
experience channeled toward goals believed to address the source of
emotion.

101
Q

Motivational process

A
  1. Need deficiency
  2. Search for satisfaction
  3. Goal directed behaviour
  4. Performance evaluation
  5. Rewards/punishment
  6. Reassessment of need deficiency
102
Q

Content theories- internal factors

A

focus on Factors within the person, The needs that motivate people;
- Maslow’s need hierarchy
- Alderfer’s ERG theory
- Herzberg’s two-factor theory
- McClelland’s learned needs theory

103
Q

Maslows

A

Five level need hirarchy
1. Self actualization
2. Self esteem
3. Belongigness
4. Safety
5. physiological

104
Q

Alderfer’s ERG theory

A

Threelevel hirarchy
EXCISTENCE = physiological and safety
RELATEDNESS = belongingness, social, love
GROWTH = esteem and self-actualization

105
Q

Herzberg’s two-factor theory

A

Hygiene factors- DISSATISFIERS-satisfier
Intrinsic conditions- satisfier MOTIVATORS

106
Q

McClelland’s learned needs theory

A

three learned needs acquired from the culture;
- Need for ACHIVEMENT:
accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success.
- Need for AFFILIATION:
people seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation.
- Need for POWER : Control their environment, including people and material resources, to benefit either themselves (personalized power) or others (socialized power)

107
Q

Process theories-

A

Describe, explain, and analyze how behavior is Energized, Directed, Sustained and Stopped. needs and incentives that cause behavior:
- Vrooms expectancy
- Adams Equity theory
- Locke goal setting theory

108
Q

Vroom’s Expectancy Theory

A

A motivation theory based on the idea that work effort is directed toward
behaviors that people believe will lead to desired outcomes.
effort = successful performance + desired rewards and outcomes

109
Q

Instrumentality

A

The perception that first-level outcomes (performance) are tied to second-level
outcomes (rewards or punishment)

110
Q

Valence

A

An individual’s preferences for outcomes

111
Q

Expectancy

A

Belief that a particular behavior will be followed by a particular outcome

112
Q

Equity theory

A

A theory explaining how people develop perceptions of fairness in the distribution and exchange of resources. Equity exists when one perceives that the ratio of their inputs (efforts) to their outcomes (rewards) equals the ratios of other employees

113
Q

Equity theory process

A
  1. P with ceratin In gets Out
  2. compares to other
  3. regards others in and out
  4. percives
    - equity/inequity
114
Q

Change Procedures to Restore Equity

A
  • Changing inputs
  • Changing outcomes
  • Changing attitudes
  • Changing the reference person
  • Changing the inputs or outcomes of the reference person
  • Leaving the field
115
Q

Org justice

A

The degree to which individuals feel fairly treated at the workplace;
- DISTRIBUTIVE- outcome
- PROCEDURAL- process
-INTERACTIONAL- treated fairly
-INTERPERSONAL- treated well by authoreties
- INFORMATIONAL- given info

116
Q

Goal setting

A

The process of motivating employees and clarifying their role perceptions by
establishing performance objectives. A goal is a result that a person or group is trying to accomplish through
behavior and actions
Goal…;
- SPECIFICITY- quantitative precision (clarity)
- DIFFICULTY- level of performance
that is sought.
- INTENSITY- how to reach goal
- COMMITMENT- amount of effort

117
Q

Exchange theory

A

Organizational members engage in reasonably predictable give-and-take relationships.
Depends on;
- emplyee and org mutual expectation match. psycological contract.
- nature of task

118
Q

Stress is

A

An adaptive response to a situation that is perceived as challenging or threatening to a person’s well-being.

An adaptive response moderated by individual differences

A consequence of any action, event, or situation that places
special demands on a person

119
Q

To cause stress, something must be seen as

A

Threat
Challange
Harm

120
Q

Key factor to determine if situation likely to cause stress

A
  • Importance
  • Uncertainty
  • Duration
121
Q

Stressor

A

Any environmental conditions that place a physical or
emotional demand on a person

A potentially harmful or threatening external event or situation

122
Q

individual stressors

A

-Role ambiguity
- Responsibility for people
- Pace of change
- Harassment
- Role overload
- Role Conflict

123
Q

Cognitive appraisal

A

Perceptual process of evaluating a situation;
Primary- is it good bad or meaningless?
Secondary- can i do something to reduce stress?

124
Q

Coping with stress focuses

A

Problem- solve the cause
Emotional- spare my emotions

125
Q

Stress prevention

A

Focuses on controlling or eliminating stressors- max person environment fit

126
Q

types of org crimes

A

occupational- benefit me without support of org
Organisational- with support of org

127
Q

Factors in Organizational Misbehavior

A
  • Antecedents
  • Mediators
  • Outcones
  • Costs
128
Q

Aggression and Violence

A

The effort of an individual to bring harm to others at an organization,
- Physical or Verbal
- Active or Passive (to them)
- Direct or Indirect (behind back/second hand)

129
Q

Bullying

A

Repeated actions directed toward another worker…
- unwanted
- deliberately or unconsciously
- humiliation and distress
- unpleasant work setting

130
Q

Incivility

A

Acting rudely, discourteously, or in a demeaning manner toward others. Not violence or harassment; lack of respect for others

131
Q

Fraud

A

Intentionally deceiving or misrepresenting to get another to give up
something of value

132
Q

Cyber slacking

A

Using the Internet for personal reasons is “virtual goldbricking” (doing less than u could but make it look good)

133
Q

E-Mail Privacy

A

E-mail does not have the same protection as telephone calls
and written documents

134
Q

Power is

A

the ability to exercise influence

135
Q

Influence is

A

the ability to bring about change

136
Q

Change

A

alteration of aspects of the person’s psychological field

137
Q

Social power

A

The ability to GET THINGS DONE with human, informational, and material resources. NOT OVER SOMEONE ELSE

138
Q

Personalised vs Socialized power

A

for personal gain vs motivating and accomplish group goals

139
Q

Five sources of power

A

Position
1. Reward
2. Coercive
3. Legitimate
Personal
4. Expert
5. Referent

140
Q

Outcomes of influence attempts

A
  1. Commitment
  2. Compliance
  3. Resistance
141
Q

Principles of influence

A

Likeing- if they like u u get influence
Reciprocity- give back what u got
Social proof- role model and peerpressure

142
Q

Soft influence tactics

A
  • Rational persuasion: logic arguments
  • Insperation: appeal to values and beliefs
  • Consultation: asking for participation
  • Ingratiation: put them in good mood or make them like u (mom)
  • Personal appeal: use friendship and loyalty
143
Q

Hard influence tactics

A
  • Exchange: give benefits
  • Coalition building: leverage “suport eachother”
  • Pressure: demand threat etc
  • Legitimate: Im your boss
144
Q

Empowerment

A

sharing varying degrees of power with lower-level employees to tap their
full potential

145
Q

Leadership

A

Influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members.

146
Q

5 components of leadership

A
  1. LEADER takes charge and guides
  2. FOLLOWERS perform under guidance
  3. CONTEXT is the situation surrounding the leader-follower relationship
  4. PROCESS- reflects what is embedded in the act of leadership
  5. OUTCOME includes anything arising from interplay between leader, follower and context.
147
Q

Approaches to Studying Leadership:

A
  • Trait - “great man” and OCEAN
  • Behavioral -
  • Contingency
  • Transformational
148
Q

Behavioural approach

A

CONSIDERATION- employee-centered behaviors
Initiating STRUCTURE-
job-centered behaviors.

149
Q

Contingency approach

A

Effective traits and behaviours depend on the situation. Leadership doesn’t change, if mismatch change situation.
Tratis+ behaviour+ situational factors

150
Q

Transformational approach

A

Transforms employees to pursue organizational
goals over self-interest

Changing the goals, values,
needs, beliefs, and aspirations of employees. This is done by appealing to followers’ values and personal identity

151
Q

Transactional leadership

A

Focuses on clarifying employees’ roles and providing rewards contingent on performance. Appeals to what followers want (rewards).
Use contingent rewards to motivate employees, and leaders exert corrective
action only when subordinates fail to attain performance goals

152
Q

The key to org sucess is

A

human resources

153
Q

Key to achieve effectiveness is

A

the behaviour of employees. Organizations can achieve effectiveness only when employees share values.

154
Q

The “effect” is

A

the behavior or reaction of a person who is being observed. Individuals who are being observed are likely to react in a nonroutine way because they are being watched or are a part of an experiment.

155
Q

New psychological agreement or contract.

A

mutual expectation from employee and employer. Phycological contract

156
Q

Systems theory is used to integrate organizational effectiveness and time. Two main conclusions of systems theory are:

A

(1) effectiveness criteria (e.g., productivity, quality, adaptiveness) must reflect the entire input-process–output cycle
(2) effectiveness criteria must reflect the interrelationships between the organization and its outside environment. The organization is simply an element or part of a larger system, the environment.

157
Q

Organizational culture is

A

a pattern of assumptions and values that are invented, discovered, or developed to cope with organizational life

158
Q

Socialization is

A

the process by which organizations bring new employees into the culture.

159
Q

Major individual variables that influence work behavior include

A
  • diversity
  • abilities and skills
  • attitudes
  • personality
  • emotions.
160
Q

An attitude is a

A

learned predisposition to respond favorably or unfavorably to people, objects, and situations with which it is related

161
Q

An attitude consists out of

A

Cognitive component (beliefs)
Affect component (feelings)
Behavioural component

162
Q

Emotional intelligence (EI) refers to

A

the ability to manage one’s own and others’ emotions to achieve organizational goals.
1. self- awareness
2. social awareness
3. self-management
4. relationship management.

163
Q

Perception is a process that involves

A

selection, organization, and interpretation of environmental factors

164
Q

Once stimuli are selected they are categorized into groups according to a number of laws:

A

nearness
similarity
closure
simplicity
figure and ground

165
Q

Attribution theory attempts to explain

A

the relationship between perception and behavior by investigating how people attribute events to causes.

166
Q

Motivation is made up of at least three distinct components:

A
  • Direction- what
  • intensity- how much
  • Persistance- how long
167
Q

Maslows hierarchy

A

(1) physiological
(2) safety and security
(3) belongingness, social, and love,
(4) esteem,
(5) self-actualization.

168
Q

Alderfer´s ERG

A

Existence
Relatedness
Growth

169
Q

Herzberg’s research suggests that there are two important sets of factors

A

Motivators- intrinsic conditions and include achievement, recognition, and responsibility.
Hygiene factors- salary, working conditions, and job security

170
Q

McClelland has developed a descriptive set of factors that reflect a high need for achievement. These are:

A

(1) the person likes to take responsibility for solving problems
(2) the person tends to set moderate achievement goals and is inclined to take calculated risks
(3) the person desires feedback on performance.

171
Q

MEM

A

management of employee misbehavior (

172
Q

Stress is

A

an adaptive response moderated by individual differences, that is, a con- sequence of any action, situation, or event that places special demands on a person.

173
Q

Stressors are actions, situations, or events that place special demands on a person. Three important categories of stressors are:

A

(1) work environment (e.g., chemicals, radiation, temperature)
(2) individual stressors (e.g., role conflict, work overload, change)
(3) group and organizational stressors (e.g., politics, culture, interper- sonal relationships, downsizing)

174
Q

Power is the capability

A

one party has to affect the actions of another party

175
Q

Influence is a transaction

A

in which one party induces another party to behave in a certain way.

176
Q

French and Raven introduced the notion of five interpersonal power bases:

A

legitimate (position based)
reward, coercive (punishment based)
expert, and referent (charismatic).

177
Q

Organizational structure creates power by specifying certain individuals to perform certain tasks. Three important forms of structural power include

A

(1) access to re- sources
(2) ability to affect decision-making processes
(3) having access to relevant and important information.

178
Q

Empowerment refers to a process whereby

A

conditions that contribute to powerlessness are identified and removed.

179
Q

Two important factors in empowerment are

A
  1. helping organizational members feel confident about their ability to perform well
  2. increasing the linkages between effort and performance
180
Q

A strategic contingency is an event or activity that

A

is extremely important for accomplishing

181
Q

Leadership is the process of

A

influencing others to facilitate the attainment of organizationally relevant goals.

182
Q

A trait approach to leadership focuses on

A

identifying the intellectual, emotional, physical, or other personal traits of effective leaders.

183
Q

Behavior approaches to leadership focus on

A

behavior of the leader. Job-centered and employee-centered leadership and initiating structure and consideration are examples of what has been identified as important leader behavior.

184
Q

Situational approaches emphasise

A

the importance of considering the nature of the environment, or situation, in which leadership is exercised.

185
Q

Leadership substitutes are factors that

A

render leadership unnecessary or even impossible. Leadership substitutes negate the leader’s ability to either increase or decrease follower satisfaction or performance. Substitutes can include;
- cohesive work groups
- intrinsically satisfying tasks
- high levels of subordinate ability, experi- ence, and knowledge.

186
Q

Two important organizational design models are

A

termed mechanistic and organic

187
Q

Mechanistic design is characterized by

A

highly specialized jobs, homogeneous departments, narrow spans of control, and relatively centralized authority.

188
Q

Organic designs are characterized by

A

relatively despecialized jobs, heterogeneous departments, wide spans of control, and decentralized authority.

189
Q

Four key managerial decisions determine organizational structures

A
  1. devision of labour
  2. delegating authority- structure
  3. departmentalisation
  4. span of control
190
Q

There are several forms, or bases, of departmentalization ex

A

Functional
Geographic
Product
Customer

191
Q

Matrix maxemizes benefits from

A

functional+ product

192
Q

Three important dimensions of structure are

A

formalization
centralization
complexity

OB (12 decks)

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