BUSI 340 Final Exam Review
intellectual capital
1) structural--includes knowledge captured and retained in organization's systems and structures, finished products (reverse engineering) 2) human capital--most commonly mentioned form of intellectual capital, knowledge, skills, abilites that employees carry in their heads 3) relationship capital--value derived from relationships provide added mutal value (goodwill, brad image, combination of relationships)
five factor model of personality
CANOE 1)Conscientiousness-- 2)Agreeableness 3)neuroticism 4) openness to experience --most complex 5) Extraversion
How can one improve problem identification?
Create norm of divine discontentment
What is the difference between influence and power?
Influence is any behavior that attempts to alter someone's attitudes or behavior, while power is the capacity to influence others
What defines the area of potential agreement?
Range between your target point and your resistance point
What are hard influence tactics?
Silent authority, Assertiveness, Information Control, Coalition formation, Upward Appeal Force behavior change through position power
What are the six common types of departmentalization?
Simple Functional Divisional Team Based (organic) Matrix Network
locus of control
amount of control he or she has over personal life events
self-directed teams
cross function groups that require several interdependent taskas and have substantial autonomy over execution of those tasks substantial autonomy over execution of tasks
drive to comprehend
drive to satisfy curiousity, know and understand ourselves and envrionment around us, related to higher order needs of growth and self-actualization
situational leadership theory
effective leaders vary their style with varying ability and motivation of followers identifies four leadership styles--telling, selling, participating, delegating
variable ratio schedule
employee behavior is reinforced after variable number of times
profit sharing plan
employees receive percentaage of previous year's company profits disadvantage includes less ownership culture
social identity
external self-concept central theme of social identity theory (people define themselves by groups to which they belong)
Johari Window
feedback increases through open are feedback reduces blind area relies on direct conversations about ourselves and others
motivation
forces within person that affect direction, intensity, persitence of voluntary behavior
encoding
formation of communication message into words, gestures, etc.
needs
goal-directed forces that people experience emotions we become consciously aware of
ability
includes natural aptitudes and learned capabilities required to complete task successfully
task performance
includes proficiency, adaptability, proactivity
competencies
inclusive of aptitudes and learned capabilities these are characteristics of person that result in superior performance
upward appeal
involves calling upon higher authority or expertise or symbolically relying on these sources to support influencer's position
problem solving
involves information sharing
critical psychological states
meaningfulness responsibility knowledge of results
confirmation bias
nonconscious tendency for people to screen out informaiton that is contrary to decisions, beliefs, values, assumptions
shared assumtions
nonconscious, taken for granted beliefs implicit mental models ideal prototypes of behavior
self-enhancement
nonconsciously, distorting infomration so we do not recognize problem sooner
four drive theory
one of the few to recognize central role of human emotions in motivation process everyone has four drives: acquire, bond, comprehend, defend
multidisciplinary anchor
one way to anchor OB is by idea that field should welcome thoeries and knowedge in other disciplies reliance on theories developed in other fields may cause drag and lack of common identity
distributive justice
perceived fairness in outcomes we receive compared to our contributions and outcome and contributes of others equity principle= most common form
artifacts of organizationa culture
physical structures, language, rituals and ceremonies, stories and legends
motivator hygiene theory
proposes that employees experience job satisfaction when they fulfill growth and esteem needs lower order needs = hugienes
ombudspersons
receive information confidentially from employees and proactively investigate wrongdoing
attitudes
represent cluster of bleifs, assessed fellings, behavioral intentions toward person, object, event judgments rather than experiences comprised of beliefs, feelings, behavioral intentions
employee motivation
represents forces within person that affect direction, intensity, persistence of voluntary behavior
improving self-awareness
self-awareness is the first step in authentic leadership application of the Johari Window
general adaptation syndrome
stress experience that start with alarm reaction stage, then resistance, then exhaustion over time
organizational effectiveness
ultimate dependent variable in organizational behavior four perspectives: open systems, organizational learning, high perfrmance work practices, stakeholders
conflict
ultimately based on our perceptions
narrow span of control
when few people report directly to a manager necessary when employees perform novel or complex tasks when employees are highly interdependent on each other
Why do electronic channels have more media richness than the theory proposes?
1) Ability to communicate 2) Communication proficiency 3) Social Presence Effects (can however divert attention away from the message
Four Approaches to Organizational Change
1) Action Research Approach 2) Appreciative Inquiry Approach 3) Large Group Intervention Approach 4) Parallel Learning Structure Approach
How does goal setting improve employee performance?
1) Amply intensity and persistence of effort 2) Give employees clear role perceptions Specific Measurable Achievable Relevant Time-framed Exciting Reviewed
What are the four strategies for merging different organizational cultures?
1) Assimiliation 2) Deculturation 3) Integration 4) Separation
5 C's of Team Composition
1) Cooperating 2) Coordinating 3) Communicating 4) Comforting 5) Conflict Resolving
What are the four leadership style of path goal theory?
1) Directive 2) Supportive 3) Participative 4) Achievement Oriented
How are emotions and making choices related?
1) Emotions form early preferences--energive us to make preferred choice 2) Emotions Change the Decision Evaluation Process--moods influence the process 3) Emotions Serve as Info When We Evaluate Alternatives
What are some ways to manage conflict?
1) Emphasizing superordinate goals 2) Reducing differentiation 3) Improving Communication and mutual understanding 4) Reducing interdependence 5)Increase resources 6) Clarify Rules and procedures
What are the four contingencies of organizational design?
1) External Environment 2) Organizational Size 3) Technology 4) Organizational Structure
What are the strategies for creating value?
1) Gather information 2) Discover priorities through offers and concessions 3) Build the relationship 4)
Myers Briggs Type Indicator
1) Getting Energy--I or E? 2) Perceiving Information-- S or N? 3) Making Decisions--T or F? 4) Orienting to the external World--J or P?
benefits of Maslow's Hierarchy
1) Holistic--various needs should be studied together 2) Humanistic-- higher order needs are influenced by personal and social influences (thoughts play a role) 3) Positive--popularized concept of self-actualization, Maslow is considered pioneer in positive organizational behavior
Five Cross Cultural Values
1) Individualism 2) Collectivism 3) Power Distance 4) Uncertainty Avoidance 5) Achievement Orientation
How can companies improve reward effectiveness?
1) Link rewards to performance 2) Ensure rewards are relevant 3) Use team rewards for interdependent jobs 4) Ensure that rewards are valued 5) Watch out for unintended consequences
Why people resist change?
1) Negative Valence of Change 2) Fear of the Unknown 3) Not invented here syndrome (threatens their self-worth) 4)Breaking Routines 5)Incongruent team dynamics 6) Incongruent organizational systems
Schwart'z Values Circumplex
1) Openness to change 2) Self-transcendence 3) Self-enhancement 4) Conservation
What are self-leadership strategies?
1) Personal Goal Setting 2) Constructive Though Patterns (such as self talk and mental imagery) 3) Designing Natural Rewards 4) Self-monitoring 5) Self-reinforcement
What are the stages of the Creative Process Model?
1) Preparation 2) Incubation--assists with divergent thinking--reframing the problem in a unique way 3) Illumination 4) Verification--subject illuminated idea to logival evaluation and experimentation
What are the four conflict handling styles?
1) Problem solving 2) Forcing 3) Yielding 4) Avoiding
What are the influences on encoding and decoding?
1) Similar codebooks--less need for confirmation feedbacka nd redundancy 2) Message encoding proficiency 3) Communication Channel Motivaiton and Ability 4) Shared Mental Models of Communication Context (codebooks=symbols) and (mental models=knowledge structures)
What are the four contingencies of power?
1) Substitutability 2) Centrality 3) Visibility 4) Discretion (freedom to exercise judgment)
What are the four approaches to organizational change?
1) action research 2) appreciative inquiry 3) large group interventions 4) parallel learning structures
how does a company fit with environment?
1) change company's products and services 2)manage external environment 3)change location
Characteristics of creative people
1) cognitive and practical intelligence 2) persistence 3) knowledge and experience 4)independent imagination
What are the four contingencies of employee involvement?
1) decision structure (the more complex the decision,, the more beneficial the contribution) 2) Source of decision knowledge 3) Decision commitment 4) Risk of conflict
rational decision making process
1) identify the problem or opportunity 2) Choose the best decision process 3) Discover or develop possible choices 4) Select the choice with the highest alternative 5) Implement the selected choice 6) Evaluate the selected choice One main assumption is that people want to choose alternative with highest payoff
What are the coordinating mechanisms in organizations?
1) informal communication 2) formal hierarchy 3) standardization
What are three job design practices used to motivate?
1) job rotation 2) job enlargement--add tasks to existing job, improves efficiency and flexibility 3) job enrichment--more responsibility for scheduling, coordinating, planning, more autonomy over work
types of organizational learning processes
1) knowledge acquisition--grafting, scanning external environment, experimentation 2) sharing--internal 3) use--add value to shareholders and organization 4) storage and memory--preserve intellectual capital (strategies involve motivation to stay, systematic transfer, convert knowledge into structural capital
What are two factors to consider in choosing the best communication channel?
1) social acceptance (norms, smbolic meanings, preferences) and 2) media richness
What are the four elements of organizational structure?
1) span of control 2) centralization 3) formalization 4) departmentalization
problems with problem identification
1) stakeholder framing 2) decisive leadership--announce problmes before haivng chance to logically assess them 3)solution focused problems (rephrased statement of solution instead of description of the problem) 4) perceptual defense (block out bad news as coping mechanism) 5)mental models
conceptual anchors
1) systematic research anchor 2) multidisciplinary anchor 3) contingency anchor 4) multiple levels of analysis anchor
types of individual behavior
1) task performance 2) organizational citizenship behaviors 3) counterproductive work behaviors 4) joining and staying with organization 5) maintaining work attendance
team effectiveness model
1) team design 2) team effectiveness 3) team processes 4) organizational and team environment
What are the four elements of team processes?
1) team development 2) norms (developed during storming stage of team development) 3) cohesion 4) trust
What are the four most common problems in team decision making?
1) time constraints 2) evaluation apprehension 3) pressure to conform 4) overconfidence
types of ethical principles
1) utilitarianism--AKA consequential principles because it focuses on consequences, not on how we arrived at consequences 2) individual rights--belief that everyone has entitlements that let her or him act in certain way 3) distributive justice--people who are similar to each other should receive similar benefits and burdens
How does a team improve creative decision making?
1)Brainstorming--every participatn tries to think up as many idas as possible 2) Brainwriting--variation of brainstomring that minimized problem of production blocking, remove conversation from idea generation 3)Electronic brainstomring 4) Nominal group technique
What are three ways to reduce interdependence?
1)Create buffers 2) Use Integrators 3) Combine Jobs
Financial reward objectives
1)Membership/seniority 2) Job status 3)Competencies 4) Task Performance
What are the functions of communication?
1)coordination 2) decision making 3) organizational learning 4) change behavior 5) support employee well-being
types of values congruence
1)diverse values 2) espoused enacted value congruence (how consistent values in words match actions) 3) organization-community values congruences (how organization values are congruent with environment)
levels of task interdependence
1)pooled 2) sequential 3) reciprocal (highest degree)
organizational learning perspective
AKA knowledge management effectiveness depends on organizationl's cpacity to acquire, share, use, and store valuable knowledge knowledge as a resource: intellectual capital
Four D Model of Appreciative Inquiry
Involves discovery, dreaming, designing, delivering
What are the ways to build organizational commitment?
Justice and support, shared values, trust, organizational comprehension, employee involvement
What is the relationship between job satisfaction and performance?
Moderately positive relationship
maintaining work attendance
a type of individual behavior that includes presenteeism presenteeism: common with low job security, sick leave, impactful absence
moral sensitivity
ability to detect moral dilemma and estimate relative importance factors that influence: 1)empathy 2)expertise or knowledge 3)direct experience with moral dilemmas 4) mindfulness, the person's receptive and impartial attention to and awareness of present situation
intuition
ability to know when problem or opportunity eists and to select best course of action wihout conscious reasoning involves rapidly comparing observations with deeply held patterns learned through experience should not always guide decisions, as emotional responses are not always based on well grounded mental models need to use with combo of careful analysis of relevant information
leadership
about influencing motivating and enabling others
impression management
actively shaping perceptions and attitudes that other have of us ingratiation is any attempt to increase liking by, or perceived similarity to some targeted person
core affect
all emotions have associated valence signals that perceived object or evnt should be approached or avoided
self-concept
an individual's self beliefs and self evaluations described by three characteristics: complexity, consistency, and clarity complexity--number of distinct and importnat roles or identites (student, friend, daughter, etc) consistency--high consistency when individual's self-perceived roles require similar personality traits, values, attributes, compatability with personal traits (low complexity when identites are highly interconnected and thus leads to low self esteem)
stakeholder perspective
anyone with stake in the company personalizes the open systems perspective incorporates values, ethics, and corporate social responsibility into organizational effectiveness equation
self-serving bias
attribute failures to external causes more than internal causes while successes due more to internal than external
self-justification
atttempt to maintain favroable public image
nonverbal communication
automatic and nonconscious
emotional contagion
automatic process of catching or sharing another person's emotions by mimicking that person's facial expressions and other nonverbal behavior
empathy
awareness of other people's emotions
realistic job preview
balance of positive and negative information about the job and work context
Machiavellian values
belief that decit is natural and acceptable way to influence others and that getting more than one deserves is acceptable
BATNA
best alternative to negotiated agreement estimates power in negotiation
continuous commitment
calculative attachment to organization
rational choice paradigm
calculative view of decision making
power
capacity of a person tem or organization to influence others based on target's perception that the power holder controls involves asymmetric dependence of one party on another party
organizational unlearning
change existing mental models
satisficing
choose alternative that is satisfactory or good enough occurs because alternative present themselves over time lack capability or motivation to process huge volume of info
expectancy theory of motivation
cognitive logic is used to predict chosen direction, level, and persistence of motivation EtoP: perception that his or her effort will result in particular level of performance P to O: perceived probabilty that specific behavior or performanc elevel will lead to particular outocme valence: anticipated satisfaction from outcome
diversity disadvantages
communication problem faultlines, source of conflict
what two factors from the FFM model are the best personality predictors of individual performance?
conscientiousness and emotional stability
shared values
conscious beliefs, evaluate what is good or bad, right or wrong
organizational culture
consists of the values and assumptions shared within an organization
task conflict
constructive conflict when people focus discussion around issue
fundamental attribution error
correspondence bias tendency to overemphasize interal causes of another personal behavior and discount external causes
emotional dissonance
deal with discrepancies by engaging in surface acting
self-evaluation
defined by self-esteem, self-efficacy, locus of control self-esteem-extent to which people like, respect, and are satisfied with themselves self-efficacy--person's belief that he or she can successfully complete task
team cohesion
degree of attraction people feel toward team and motivation to remain members emotional experience, not just calculation of whether to stay or leave team devleopment tends to improve cohesion less effect on team performance when team has low task interdependence
employee involvement
degree to which employees influence how work will be carried out potentially benefits decision maing quality and commitment
moral intensity
degree to which issue demands application of ethical principles
task identity
degree to which job affects organization
need for affiliation
desire to seek approval from others, conform to their wishes and expectations, avoid conflict and confrontation *less effective at allocating scarce resources and making other decisions that potentially generate conflict( need to have low need for affiliation in decision making positions so that actions are not biased by personal need for approval
norms
develop when teams form form as team members discover behaviors that help them function more effectively influenced by experiences and values of team members
creativity
development of original ideas that make socially recognized contribution powerful resource for corporate competitive advantadge and individual career development
scenario planning
disciplined method for imagining possible futures useful for choosing best solution under possible scenarios
path-goal leadership theory
dominant model that applies this contingency approach to managerial leadership main premise is that effective leaders choose one or more leadership styles
What are the reasons for team motivaiton?
drive to bond accountability proximity apprehnsion of team member evaluation
drive to bond
drive to form social relationsips and develop mutual caring commitments with others
affective organizational committment
employeee's emotional attachment to, involvement in, identification with orgnaization benefits: competitve advantage, psychological bond, work motivation, orgainzational citizenship
equity theory
employees determine feelings of equity by comparing their own outcome input ratio to those of others
virtual work benefits
environmental, work life balance, productivity
beliefs
established perceptions about attitude objects
ethics
ethical behavior is study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad
problems with information processing
evaluate only a few alternatives, evaluate alternatives sequentially rather than all the same time
self-fulfilling prophecy
expectations about another person cause eperson to act in way that is consistent with those expectations
power distance
extent to which people accept unequal distribution of power in society
What three factors from the FFM model predict more specific types of employee behavior and performance?
extraversion, agreeableness, openness to experience
procedural justice
fairness of procedures used to decide distribution of resources HOW the distribution is carried out
job characteristics model
five core job dimensions that produce three psychological states
ways to remove stressors
flexible and limited work time, job sharing, telecommuting, personal leave, child care support
attribution
forming beliefs about causes of behavior or events three attribution rules: consistency, distinctiveness, consensus consistency is high for both internal and external attributions
structural hole
gap between two or more dense social network areas that lack network ties
halo effect
general impression of person, based on one prominent characteristic, distorts perception of other characteristics of person
stock options
give employees right to purchase company stock at predetermined price up to fixed expiration date
social capital
goodwill and resulting resources shared among members in a social network info improves individual's expert power
teams
groups of two or more people who interact and influence one another exist to fulfill some purpose held together by interdependence advisory teams have high skill differentiation
other perceptual effects
halo, false consensus, primacy, recency
role perceptions
happens when understand specific duties or consequences for which they are accountable understanding of various tasks and performance expectations understnading preferred behaviors or procedures for accomplishing assigned tasks motivates employees because ave high belief effort will produces expected outcomes
stressors
harassment and incivility, work overload, low task control
value system
hierarchy of preferences tell us what we ought ot do rather than describe what we naturlaly tend to do
scientific managment
high levels of job specialization and standardization of tasks to achieve maximum efficiency
tall structures
high overhead costs employees usually feel less empowered and engaged
superordinate goals
higher order aspirations goals that conflicting parties value and whose attainment requires joint resrources and effort of those parties
communication
highest priority and first strategy required for any organizational change considered top strategy for engaging employees in the change process
reciprocal interdependence
highest risk of conflict
MARS model
illustrates four variables-- motivation, ability, role perceptions, situational factors model to demonstrate individual behavior and results
emotional intelligence
includes set of abilities to perceive and express emotion, assimilate emotion in thought, understnad and reason with emotion
What are the sources of conflict?
incompatible goals differentiation interdependence scarce resources ambiguous rules poor communication
employee engagment
individual s emotional and cognitive motivation focused, intesne, persistent, purposive effort toward work related goals
Performance Based Rewards
individual rewards--commissions team rewards--gainsharing plan, which calculateds bonuses from work unit's cost savings and productivity improvement organizational rewards--employee stock ownership plans are organizational rewards that encourage employees to buy company stock at discounted price
multiple levels of analysis anchor
individual, team, and organizational levels
situational factors
influence individual behavior and performance
selective attention
influenced by characteristics of persons or objects being perceived process of attending to some info received by senses and ignoring other information bias is the result of our assumptions and exprectations about future events
assertiveness
influencing others through explcit reminders of one's obligations and sometimes explicit threats
divine discontentment
key feature of successful organizations, in which leaders continually urge employees to strive for higher standards or better practices
awareness of perceptual bias
know they exist diversity awareness training problem with training is that reinforces rather than reduces reliance on those stereotypes
mental models
knowledge structures that we devleop to describe, exmplain, and predict wolrd around us see problems in different perspectives
referent power
largely a function of person's interpersonal skills associated with charisma
implicit leadership theory
leader prototypes and romance or attribution of leadership
Fiedler's contingency model
leadership style depends on whether person's natural leadership style is appropriately matched to the situation
What three sources of power originate from the power holder's formal position or informal role?
legitimate, reward, coercive
flat structures
less layers in hierarchy however, large number of reports per manager possible with layer removal receives information quickly
informal groups
little or no interdependence, primarily for beneift of members exists to meet social identiy need, accomplsih personal objectives, also called coalitions backbone of social networks
What is the main problem with ESOPs, stock options, and profit sharing?
low individual performance to outcome expectancy suppressed incentive's motivational effect
What are the results of organizational politics?
low job satisfaction, organizational commitment, organizational citizenship, task performance triggered by scarce resources divert resources away from organization's effective functioning and potentially threaten the environment
organizational citizenship behavior
may be considered discretionary support organizaiton's social and psychological context through cooperation and helpfulness to others
differentiation
may have common goals but have different beliefs about how to achieve that goal produces tension through merger
Job status-based rewards
measures job worth through job evaluation potentially encourage bureaucratic heirarchy
meaningful interaction
more indirect, yet potentially powerful approachi to improving self-awareness and mutual understanding
silent authority
most common form of influence in high power distance cultures
guiding coalition
most important factor in success of public sector organizational change programs formed from special task force that initially investigate opportunities for change
recency effect
most recent infomration dominates perceptions most comon bias when making evaluation involoving complex information
categorical thinking
mostly nonconscious process of organizing people and objects organized on bassis of similarity or proximity to others
Maslow's needs hierarchy theory
motivation theory of needs arranged in hierarchy, whereby people are motivated to fulfill higher need as lower one becomes gratified
self-verification
motivation to confirma nd maintain existing self-concept includes seeking feedback not necessarily flattering affects perceptual process
social cognitive theory
much learning and motivation occurs by observing and modeling others
contingency anchor
no single solution is best all of the time
high performance work practices perspective
objective is to detmerine specific bundles of organizational practices that offer competitve advantage human capital is important as source of competitve advantage identifies specific bundle of systems and structures that generate most value from human capital four practices-- employee involvement, job autonomy, competency development, rewards for performance and competency development assocation with organizational effectiveness: builds human capital
surface level diversity
observable demographic and other overt diffences in people
balanced scorecard
one organization wide approach to goal setting represents objectives across various stakeholders and processes translates organization's vision and mission into specific, measurable key perfomrance indicators
Action research approach
open systems view requires both knowledge and commitment of members
attraction-selection-attrituion theory
organizations have a natural tendency to attract, select, retain people with values and personality characteristics that are consistent with organization's character (attrition--motivation nto seek environments sufficientl congruent with personal values)
self-enhancement
overconfidence that generates a can-do attitude negative in that overestimations are made
Membership Rewards
pay for pulse "golden handcuffs"--discourage employees from quitting because of deferred bonuses or generous benefits
legitimate power
perceived right or obligation from formal job descriptions as well as informal rule sof conduct "zone of indifference"--set of behaviors individuals are willing to engage in at other person's request information gatekeeps can potentially influence executive decisions by framing their reality through selective distribution
stereotyping
perceptual process in which we assign characteristics to idenitifable gropu and automatically transfer features to anyone belive is member the higher the perceiver's need for cognitive closure, the highre the reliance on stereotypes benefits: helps in minimizing mental effort, filling in missing info, supporting social identity
performance equation
person X situation OR ability X motivaiton
job satisfaction
person's evaluation of his or her job and work context apprasial of perceived job characteristics, work environment, emotinal experiences at work
Learned Needs Theory
person's needs can be learned: achievement, power, affiliation
social self
personal identity refers to something about me as an individual
strengths-based coaching
positive approach to feedback AKA appreciative coaching
confirmation bias
post decisional justification ignore or downplay negative outcomes of selected alternative overemphasize its positive outcomes
implicit favorite
preferred alternative that dedcision maker uses repeatedly as comparison with other choices
drives
primary needs, which are hardwired characteristics of brain that attepmt to keep us in balance by correcting deficiencies produce emotions and various personal characteristics translate these emotions into goal directed needs
subjective expected utility
probabily of satisfaction (utility) for each alternative expected satisfaction depends on expected satisfaciton of each outcome as well as probablity
bounded rationality
process limited and imprefect information and rarely select best choice
team problems
process losses--resources expended toward team development and maintenance rather than the task amplified when more people added or replaced (Brooke's law)
job design
process of assigning tasks to a job, including interdependency of those tasks with other jobs
decision making
process of making choices among alternatives
perception
process of receiving informaiton about and making sense of the world
parallel learning structure
produce meaningful organizational change social structures developed alongside formal hierarchy with purpose of increasing organization's learning
sytematic research anchor
produces evidence based management
time constraints
production blocking--undermines idea generation in a few ways in which moitoring, listening, forgetting, limits productivity evaluation apprehension--based on individual's desire to create faborable self presentation pressure to conform
service profit chain model
proposes that job satisfaction has positive effect on customer service, which flows onto stockholder financial returns
drive to defend
protect ourselves physically and socially
nonsocial feedback sources
provide feedback without someone communicating that info
deep level diversity
psychological characteristics of employees--personalities, beliefs, values, attitudes
empowerment
psychological experience represented by self-determination, meaning, competence, impact of role job characteristics influence degree to which people feel empowered
social loafing
qoccurs when people exert less effort in temas than working alone
organizational efficiency
ratio of inputs to outcomes AKA productivity indicator of how well company transforms inputs into outputs evaluation of interntal transformation
values
realtively stabel, evaluative beliefs that guide our preferences for oucomes or courses of action in variety of situations
psychological harassment
repeated hostile and unwanted conduct, verbal comments, actions, gestures
adaptive culture
see things from an open systems perspective strong learning orientation
drive to acquire
seek, take, control, retain objects and personal experiences foundation of compettion and basis of need for esteem
role
set of behaviors that people are expected to perform because they hold certain positions in team and organization
competency perspective on leadership `
several leadership competencies
false consensus effect
similar-to-me effect overestimaton of extent to which others have similar beliefs or behaviors
Competency Based REwards
skill based pay plans are more specific variation of competency based rewards motivate employees to learn new skills
core job characteristics
skill variety task identity task significance autonomy feedback from the job
multisource 360 degree feedback
social form of feedback that has been use d to evaluate employees performcane from variety of sources
values
stable, evaluative beliefs that guide our preferences for outcomes or courses of action
contact hypothesis
states that people who interact with each other will be less perceptually biased
job specialization
subdivision of jobs into separate jobs for differenct people improves work efficiency more proficient work shorter work cycles better job match
corporate social responsibility
support in economic, social, and evnvironmental spheres
learning orientation
supports creative practice
globalization
technology and transportaiton systems allow more intense level of connectivitiy and interdependence
prospect theory effect
tendency to experience negative emotions when losing something of value than positive emotions
primacy effect
tendency to quickly form opinion of people on basis of first information we receive about them
organizational behavior modification
thoeyr that explains employee behavior in terms of antecedent conditions and consequences of that behavior four consequence types: positive reinforcment, punishment, extinction, negative reinforcment
EVLN Model
useful for organizing and understnading consequences of job dissatisfaction Exit Voice Loyalty Neglect Exit--includes leaving organization Voice--attempt to change, rather than excape, counterproductive behaviors Loyalty--not an outcome of dissatisfaction, determined whether people chose exit or voice
espoused values
values that they want others to believe guide the organization's decision and actions socially desirable
transformational leadership
view leaders as change agents, create communicate and model shared vision encourage experimentation and build commitment
open systems perspective
views organimsms as complex organisms that live within external environment focus on physical resources
need for achievement
want to accomplish reasonably challneing golas through own effort
need for power
want to exercise control over others and are concerned about maintaining leadership position
organizational strategies
way the organization positions itself in its setting in relation to its stakeholders, given organiztion's resources, capabilities, mission
cognitive dissonance
when people perceive beliefs, feelings, and behavior are incongruent reduce cognitive dissonance by devleoping more favorable attitudes toward specfic features of the decision
organic structure
wide span of control decentralized decision making little formalization work better in rapidly chaingin environments and compatible with organizational learning effectiveness of organic structures depends on how well employees have developed their expertise
personality
widely cited predictor of most forms of individual behavior relatively enduring pattern of thought, emotions, behaviors that characterize person, along with psychological processes affected by nature and nuture