OB Chapters 1-3

affective component of attitudes

"i feel", feelings/emotions about given object/situation

bullying

"occurs when an individual experiences a number of negative behaviors repeatedly over a period of time"

cognitive component of attitudes

"I believe", beliefs/ideals about given object/situation

behavioral component of attitudes

"I intend", way we intend/expect to act toward someone/something

Stimulation

(openness to change) excitement, novelty, and challenge in life

self direction

(openness to change) independent thought and action, choosing, creating, exploring; driven, know where they are going, dont need motivation

achievement

(self-enhancement) personal success through demonstrating competence according to social standards; successful, capable, ambitious

power

(self-enhancement) social status and prestige, control or dominance over people and resources

3 step approach to problem solving

1) define the problem 2) identify potential causes 3) make recommendations and take action

Savvy managers will track four key workplace attitudes

1) organizational commitment 2) employee engagement 3) perceived organizational support 4) job satisfaction

conscientiousness

Dependable, responsible, achievement-oriented, persistent; most influential when it comes to performance at work

openness to experience

Intellectual, imaginative, curious, broad-minded; leads to higher turnover

internal locus of control

People who believe they control the events and consequences that affect their lives; you, yourself, makes things happen

agreeableness

Trusting, good-natured, cooperative, softhearted; employers displaying this are more likely to not quit

commitment

a force that binds an individual to a course of action of relevance to one or more targets

flextime

a policy of giving employees flexible work hours so they can come and go at different times, as long as they work a set number of hours

Locus of Control

a relatively stable personality characteristic that describes how much personal responsibility we take for our behavior and its consequences

interpersonal skills

active listening, positive attitudes, effective communication

situation factors

all the elements outside ourselves that influence what we do, the way we do it, and the ultimate results of our actions

job satisfaction

an affective or emotional response toward various facets of your job.

compentency

an interrelated set of abilities, behaviors, attitudes, and knowledge needed by an individual to be effective in most professional and managerial positions

personal attributes

attitude, personality, teamwork, and leadership

Contingency Approach

calls for using the OB concepts and tools that best suit the situation, instead of trying to rely on "one best way."; an important part of knowing when to apply OB knowledge and tools to a particular circumstance

dissolving

changing or eliminating the situation in which the problem occurs (ex live in a city with bus transportation eliminating the need to own a car and therefore eliminate the need to buy tires)

resolving

choosing a satisfactory solution, one that works but is less than ideal (ex temporary spare)

emotions

complex, relatively brief responses aimed at a particular target, such as a person, information, experience, or event;change psychological and/or physiological states

Big Five Personality Traits

extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience

self-esteem

general belief about self-worth; personal achievement and praise raise self-esteem and prolonged unemployment and destructive feedback lower self-esteem

Management

getting things done through people

Organizational Citizenship Behavior (OCB)

individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization

problem

is a difference or gap between an actual and a desired state or outcome; arise when our goals (desired outcomes) are not being met

self-efficiency

is a person's belief about his or her chances of successfully accomplishing a specific task; can be developed; your confidence

proactive personality

is an attribute of someone "relatively unconstrained by situational forces and who effects environmental change. Proactive people identify opportunities and act on them, show initiative, take action, and persevere until meaningful change occurs; hard-wired to change the status quo

Practical Intelligence

is the ability to solve everyday problems by utilizing knowledge gained from experience in order to purposefully adapt to, shape, and select environments;

Personality

is the combination of stable physical, behavioral, and mental characteristics that gives individuals their unique identities; product of interacting genetic and environmental influences

solving

optimal or ideal solution (ex buy new tire)

extroversion

outgoing, talkative, sociable, assertive; associated with success for managers and salespeople; predict job performance better than agreeableness

needs

physiological or psychological deficiencies that arouse behavior

Logical-mathematical intelligence

potential for deductive reasoning, problem analysis, and mathematical calculation

Musical Intelligence

potential to appreciate, compose, and perform music

Linguistic Intelligence

potential to learn and use spoken and written languages

Naturalist Intelligence

potential to live in harmony with your environment

Spatial Intelligence

potential to recognize and use patterns

Intrapersonal Intelligence

potential to understand and regulate yourself

Interpersonal Intelligence

potential to understand, connect with, and effectively work with others

Soft Skills

relate to human interactions and include both interpersonal skills and personal attributes; skills most desired by employers

3 main weaknesses of common sense

relying on hindsight, lack of rigor, and lac of objectivity

psychological contracts

represent an individual's perception about the reciprocal exchange between him- or herself and another party

attitudes

represent our feelings or opinions about people, places, and objects and range from positive to negative; impact behavior

met expectations

represent the difference between what an individual expects to receive from a job, such as good pay and promotional opportunities, and what she or he actually receives

intelligence

represents an individual's capacity for constructive thinking, reasoning, and problem solving; increases due to a combination of healthier nutrition, technological complexity, better schooling, and improved socioeconomics; multiple intelligences

cognitive dissonance

represents the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions (ideas, beliefs, values, or emotions) reduced by: changing attitude/behavior, belittling the importance of the inconsistent behavior, finding consonant elements that outweigh dissonance ones

value attainment

satisfaction results from the perception that a job allows for fulfillment of an individual's important values

Ethical Dilemma

situations with two choices, neither of which resolves the situation in an ethically acceptable manner

Emotional Stability

tend to be relaxed, secure, unworried, and less likely to experience negative emotions under pressure; have higher job performance, and fewer counter-productive work behaviors

perceived organizational support

the extent to which employees believe that the organization values their contributions, and genuinely cares about their well being

person factors

the infinite characteristics that give individuals their unique identities

Definition of OB

the study of human behavior of individuals and groups, attitudes, and performance in organizations

Hard Skills

the technical expertise and knowledge required to do a particular task or job function, such as financial analysis, accounting, or operations

external locus of control

those who believe their performance is the product of circumstances beyond their immediate control

Schwartz's Value Theory

values are motivational, represent broad goals over time, 10 broad values guide behavior

tradition

(conservation) respect, commitment, and acceptance of the customs and ideals that traditional culture or religion provides the self; humble, respect for traditions, moderate

conformity

(conservation) restraint of actions, inclinations, and impulses likely to upset or harm others and violate social expectations/norms; polite, obedient, respect others

security

(conservation) safety, harmony, and stability, of society, relationships, and self

Hedonism

(openness to change and self-enhancement) pleasure and sensuous gratification for oneself; do what makes you happy

benevolence

(self-transcendence) preservation and enhancement of the welfare of people with whom one is in frequent personal contact; understanding of others, beneficial, mindful to others well being

universalism

(self-transcendence) understanding, appreciation, tolerance and protection of the welfare of all people and of nature; protecting environment, broad-minded, wisdom, equality

emotional stability

Relaxed, secure, unworried; associated with a greater focus on and practice of workplace safety

Core Self-Evaluation

a broad personality trait made up of four narrow and positive individual traits: 1) generalized self-efficacy 2) self-esteem 3) locus of control 4) emotional stability; "know thyself"

problem solving

a systematic process for closing gaps between an actual and a desired state or outcome; efforts can be adversely affected if the problem is not defined accuretly

telecommuting

allows employees to do all or some of their work from home, using advanced telecommunications technology and Internet tools to send work electronically from home to the office, and vice versa

withdrawal cognition

an individuals overall thoughts and feelings about quitting

Organizational Behavior

an interdisciplinary field dedicated to understanding and managing people at work; uses both a systematic and science-based approach to understanding people; likely to be studied by a person seeking to understand and manage people at work

values

are abstract ideals that guide our thinking and behavior across all situations; influenced by the values of our parents and by the experiences we have as children; relatively stable and can influence our behavior without our being aware of it

individual differences

are the many attributes, such as traits and behaviors, that describe each of us as a person; what makes us different? genetics and environment

Ethics

guides behavior by identifying right, wrong, and the many shades of gray in between

counterproductive work behavior

harms other employees, the organization as a whole, and/or organizational stakeholders such as customers and shareholders

Value of OB

helps people obtain the competencies needed to become effective employees, team leaders/members, or managers

Bodily-kinesthetic Intelligence

potential to use mind and body to coordinate physical movement

Human Capital

productive potential of an individuals knowledge, skills, and experiences

Social Capital

productive potential resulting from relationships, trust, goodwill (willingness to help others), and cooperative effort

5 predominant contributing disciplines to OB fields

psychology, sociology, social psychology, anthropology, and political science

organizational commiment

reflects the extent to which an individual identifies with an organization and commits to its goals these individuals display 2 outcomes: continued employment, and greater motivation

emotional intelligence

the ability to monitor your own emotions and those of others, to discriminate among them, and to use this information to guide your thinking and actions; key components: personal competence (self-awareness and self-management), and social competence (social awareness and relationship management)

employee engagement

the harnessing of organization members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance