ob quiz 1

Attitudes in Organizations

(attitude- a person's complexes of belief and feelings about specific ideas, situations, other people

social learning

when people observe the behaviors of others, recognize the consequences, and alter their own behavior as a result

The MBTI uses four scales with opposite poles to assess

four sets of preferences.

What is narcissism? How does it relate to employee/leader/organizational (in)effectiveness?

Narcissism-Degree of sense of self-importance and arrogance -2 conflicting needs: Need for acclaim, Need to dominate

Know the proper organizational uses for Myers-Briggs type indicator (MBTI)

Negatives: not well supported Positives: in training and development, it can help employees better themselves and open up communication

Basic Management Functions and Organizational Behavior-

managers engage in 4 basic functions of planning, organizing, leading, and controlling. These functions are applied to human, financial, physical, and information resources with the ultimate purpose of efficiently and effectively attaining organizational goals.

Mood

short-term emotional state that are no directed toward anything in particular. Moods are harder to cope with and can last for hours or even days

multiple intelligences

suggests that there are a number of distinct forms of intelligence that each individual possesses in varying degrees

goal setting and motivation

-( Goal- a desirable objective) goal setting is another very useful method of enhancing employee performance. Goals are used for 2 purposes- 1. They provide a useful framework for managing motivation; 2. Goals are an effective control device (control meaning the monitoring by management of how well the organization is performing)

HOw is self esteem diffencert from narcissism?

-Self-esteem refers to our feelings of self-worth and our liking or disliking of ourselves

What causes job satisfaction?

-the work itself -pay (to a certain level) -advancement opportunities -supportive supervisors -supportive co-workers -an individual's own personality

Types of Values

1. Terminal - reflect our long-term life goals and may include prosperity, happiness, a secure family, and a sense of accomplishment 2. Instrumental Values- our preferred means of achieving our terminal values or our preferred ways of behaving.

vocab words

Cognitive dissonance- causes anxiety Counterproductive work behavior- bad behavior Organizational citizenship behavior- good behavior Emotional labor- effortful Emotional intelligence- important Positive reflection-makes us happy Emotional regulation-necessary to stay employed

What are the components of an attitude?

Cognitive- the opinion or belief segment of an attitude Affective- the emotional or feeling segment of an attitude Behavioral- an intention to a certain way toward someone or something Attitudes are formed by a variety of forces, including our personal values, our experiences, and our personalities.

Why is it important to study emotions and moods in the workplace?

Emotions also play an important role in organizations. We all experience emotions at work. Our behaviors are not guided solely by conscious, rational thought. In fact, emotion often plays a larger role in our behaviors than does conscious reasoning. The cause of mood tends to be more unfocused and diffused. Our mood at the start of a workday influences how we see and react to work events, which influences our performance

The Role of Emotions in Behavior

Emotions play important roles in organizations. Employees who effectively manage their emotions and moods can create a competitive advantage for a company

Managing for Effectiveness

Essentially, managers and leaders generally try to direct the behaviors of people in their organizations in ways that promote organizational effectiveness.

Kinds of behavior Reinforcement- there are 4 types of reinforces

Positive reinforcement- involves the use of rewards to increase the likelihood that a desired behavior- will be repeated Negative reinforcement- based on the removal of current or future unpleasant consequences to increase teh likelihood that someone will repeat a behavior. Punishment- the application of negative outcomes to decrease the likelihood of a behavior Extinction- involves the removal of other reinforcement (postive or negative) following the incidence of the behavior to be extinguished to decrease the likelihood of that behavior being repeated.

How do the Big 5 components relate to employee and organizational effectiveness?

Potential value of this framework is that it encompasses an integrated set of traits that appear to be valid predictors of certain behaviors in certain situations

What is organizational commitment?

Reflects the degree to which an employee identifies with the organization and its goals and wants to stay with the organization Continuance commitment- a belief that leaving the job poses unacceptable costs of risks; employee stays because she feel she has to Affective commitment- positive emotional attachment to the orgainzation, its values, and its goals; employee stays because she wants to Normative commitment- a feeling of moral or ethical obiligation to the organizaitns; employee stays because she believes it would be wrong to leave

What does job satisfaction relate to and to measure it?

Relationship between attitudes and employee behavior How do you measure it? Measure job attitudes with surveys

tolerance for ambiguity

The tendency to view ambiguous situations as either threatening or desirable

Realistic job previews (RJPs)

involve the presentation of both positive and potentially negative information to job candidates. Goal is not to deter candidates, but to: Provide accurate information about job and organization Build trust Reduce turnover (especially from employees who quit because the job wasn't what they expected)

competitive advantage

is anything that gives a firm an edge over rivals in attracting customers and defending itself against the competition.

A continuous reinforcement schedule

is one in which the desired beabior is reinforced witch time it occurs.

partial reinforcement schedule

is one in which the desired behavior is reinforced only part of the time. There are 4 types of partial reinforcement schedules- Fixed-ratio- desired behvior is reinforced after a specified number of correct responses- ex-receiving pay bonuses for every 10 error-free pieces made per hour Fixed-internal- desired behavior is reinforced after a certain amount of time has passed- ex- weekly paychecks Variable-ratio: desired behvior is reinforced after an unpredictable number of behaviors- ex- a supervisor praises a call center representative after the third call, the the seventh call after that, and then the fourth call after that Variable-interval- desired behavior is reinforced after an unpredictable amount of time has elapsed- ex- not knowing when a regional supervisor will visit your location for an inspection

organization

A group of people who work together to achieve some specific purpose

How Organizational Behavior Impacts Personal Success

Become a better employee Become a better manager

Minimizing Dysfunctional Behaviors

Dysfunctional behaviors are those that detract from, rather than contribute to, organizational performance.

Purposes of Performance Measurement

The ability to provide valuable feedback is one critical purpose Providing job performance feedback is the primary use of appraisal information

cognitive dissonance

The anxiety a person experiences when her behavior contradicts her attitudes or when she simultaneously holds two contradictory attitudes Ex: belief-tuition is too high Behavior- but i pay high tuition every semester Dissonance resolution- change belief "this is the best school ever" Or Dissonance resolution- change behavior "Im going to ask for lower tuition"

Broader Perspectives on Goal Setting- management by objective (MBO)-

a collaborative goalsetting process through which organizational goals cascade down throughout the organizaiton A successful MBO progam starts with top managers' establishing overall goals for the organizationl. After these goal have been set, managers and employees throughout the organzation collaborate to set subsidiary goals.

Goal Setting Theory

assumes that behavior is a result of conscious goals and intentions. Therefore, by setting goals for people in the organization, a manager should be able to influence their behavior. 1. Goal Difficulty- the extent to which a goal is challenging and requires effort 2. Goal Specificity- the clarity and precision of a goal

Reinforcement Theory and Learning-

based on the idea that behavior is a function of its consequences

Machiavellianism

behavior directed at gaining power and controlling the behavior of others

Authoritarianism

believes that power and status differences are appropriate within hierarchical systems

Job Specialization

breaking jobs down into small component tasks and standardizing them across all workers doing those jobs

acquired needs framework

centers on the needs for achievement, affiliation, and power 1. The Need for Achievement- the desire to accompliosh a task or goal more effectively than was done in the past 2. The Need for Affiliation- the need for human companionship 3.The Need for Power- the desire to control the resources in one's environment

Why emotional labor?

emotions affect service quality delivered to customers which affects customer relationships Surface and deep-level acting- surface- changing your face but not your emotions ; deep- changing your emotions

Managing for Effectiveness--Manager's Goals

enhance behaviors and attitudes, promote citizenship, minimize dysfunctional behaviors, drive strategic execution

self-estem

how you feel about yourself

Organizational behavior (OB)

is the study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself.

Organizational behavior (OB)

isthe study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself.

Basic Alternative to Job Specialization

job rotation, job enlargement, job enrichment in response to problems with job specialization, and a general desire to explore way to create less monotonous jobs, managers began to seek alternative ways to design jobs; 2 alternative approachs- job enlargement and job rotation 1. Job Rotation- systematically moving workers from one job to another in an attempt to minimize monotony and boredom 2. Job Enlargement- involeds going workers more task to perform 3. Job Enrichment- entails giving workers more tasks to perform and more control over how to perform them

LEARNING-BASED PERSPECTIVES ON MOTIVATION-

learning is another key component in employee motivation. Learning plays a critical role in maintainig motivated behavior. Learning is a relatively permanent change in behavior or behavioral potential that results from direct or indirect experience.

Scientific method

method of knowledge generation that relies on systematic studies that indemnify and replicate a result using a variety of methods, samples, and settings. A statistical technique called meta-analysis is used to combine the results of many different research studies done in a variety of organizations and for a variety of jobs. \ Theory Hypothesis Data verification

Global Replication

much of the research in OB has been done in the US. however, what is true for Americans working in the US may not be true for anyone else, including non-Americans working in the US

Is organizational effectiveness the same for every organization

no

What is emotional contagion?

occurs when someone's emotions and related behaviors lead to similar emotions and behaviors in others. Awareness of emotional contagion is important for managing our own emotions and related actions, and to assure our wellbeing and that of others ex For instance, when someone smiles happily around others, those around them are more likely to smile and feel happy.

JOB DESIGN IN ORGANIZATIONS

ow organizations define and structure jobs On the surface job specialization appears to be a rational and efficient way to structure jobs.ex: factory assembly line. However, performing those jobs can cause problems, foremost of among them the extreme monotony of highly specialized tasks.

Timing of Reinforcement

reinforcement should ideally come immediately after the behavior being influenced. But not always possible.

general mental ability

the capacity to rapidly and fluidly acquire, process, and apply information, involves reasoning, remembering, understanding, and problem-solving. It is associated with the increased ability to acquire, process, and synthesize information and has been defined simply as the ability to learn. Linguistic- words and language Logical-mathematical- logic and number Musical- music, rhythm, and sound Bodily-kinesthetic- body movement and control Spatial-visual- images and space Interpersonal- other people's feelings Intrapersonal- self-awareness

Performance Management

the process through which managers ensure that employees' activities and outputs contribute to the organization's goals

Sources of Competitive Advantage

Innovation, Quality, Service, Speed, Cost Competitiveness

Nature of Motivation

(motivation is the set of forces that cuases people to engagein one behavior rather tan some alternative behavior.) P= M + A + E (performance = motivation + ability + Environment ) to reach high level of performance, an employee must wat to do the job weel (motivation); must be able to do the job effectively (ability); and must have the materials, resources, equipment and information required to do the job (environment)

How Do We Know What We Know?

? An important part of being an effective manager is understanding the quality of the information you use to make decisions 1. Intuition- different for everyone - its not just common sense 2. The Scientific Method- we need science and research because it is built on careful and systematic testing of assumptions and conclusions.

Myers-Briggs Framework

A personality framework based upon Carl Jung's work on psychological types and measured by the Myers-Briggs Type Indicator (MBTI)

What is job satisfaction?

A positive feeling about the job resulting from an evaluation of its characteristics How an employee feels about the job; resulting from evaluation of the job's characteristics HIgh job satisfaction means strong positive feelings Low satisfational means strong negative feelings exists

What is the difference between affect, mood, and an emotion?

Affect- Affect- represents our tendency to experience a particular mood or to ract to things with certain emotions Positive affect- reflects a combination of high energy and positive evaluation charctized by emotions like elation Negative affect- comprises feeling of being upset, fearful and distressed Mood- short-term emotional state that are no directed toward anything in particular. Moods are harder to cope with and can last for hours or even days Emotion- intense, short-term physiological, behavioral, and psychological reactions to a specific object, person, or event that prepare us to respond to it. Short events or episodes Directed at something or someone We feel emotions Create a state of physical readiness through physiological reactions

attitude change

Attitudes are not as stable as personality attributes. For example, new information may change attitudes. A manager may have a negative attitude about a new colleague because of the colleague's lack of job-related experience. After working with the new person for a while, however, the manager may come to realize that he is actually very talented and subsequently develop a more positive attitude.

Why study job attitudes?

Because attitudes are associated with outcomes such as absenteeism, turnover, behavior and performance People's attitudes obviously affect their behavior in organizations Turnover Money spent on exit interviews, administrative expenses, severance pay, recruiting and training new hires Improve employee attitudes heightened organizational effectiveness Attitude influence behavior Warning of potential problems

self-efficacy

Confidence in one's ability to be successful, feelings of self-worth is an individual's belief in his or her innate ability to achieve goals.

Key Work-Related Attitudes

Job Satisfaction- Reflects our attitudes and feelings about our job Organizational Commitment- Reflects the degree to which an employee identifies with the organization and its goals and wants to stay with the organization Employee Engagement- Heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or coworkers that, in turn, influences him/her to apply additional discretionary effort to his/her work.

What is emotional labor?

Effortful - an employee's expression of organizationally desired emotions during interpersonal transactions at work Ex: "My pleasure"

What are the 3 major job attitudes?

Job satisfaction- the extent to which a person is gratified or fulfilled by their work Ex: I love my employer but hate my job Organizational commitment- a person's identification with and attachment to an organization Ex: i love my job but hate my employer Employee engagement- a heightened emotional and intellectual connection to the job that induces an employee to apply discretionary effort to the work It is basically job satisfaction and organizational commitment from the employee perspective

What is the point of studying organizational behavior - what are we focused on linking management practices to - as far as organizational outcomes?

Helps personal and organizational success. Less turnover, more productivity, job satisfaction

Why do you want leaders/managers/employees to have high levels of EQ?

High levels help managers: Prevent their emotions from getting in the way of effective decisions Develop and maintain interpersonal relationships and roles Understand and relate well to others

Individual Differences

Individual differences are personal attributes that vary from one person to another. Individual differences may be physical, psychological, and emotional.

How Learning Occurs the contemporary view

Learning as a Cognitive Process- views learning as a cognitive process; that is, it assumes that people are conscious, active participants in how they learn. People draw on their experiences and use past learning as a basis for their present behavior. People make choices about their behavior People recognize the consequences of their choices

Enhancing Employee Commitment and Engagement

Levels of job satisfaction or dissatisfaction, organizational commitment, and employee engagement all play an important role in organizational behavior. Job satisfaction has indicated that personal factors, such as an individual's needs and aspirations, determine this attitude, along with group and organizational factors, such as relationships with coworkers and supervisors, as well as working conditions, work policies, and compensation

What is positive reflection?

Makes us happy

hierarchy of needs

Maslow's pyramid of human needs, beginning at the base with physiological needs that must first be satisfied before higher-level safety needs and then psychological needs become active The 3 sets of needs at the bottom of the hierarchy are called deficiency needs because thye must be satisfied for the individual to be fundamentally comfortable. The top 2 sets of needs are termed growth needs because they focus on personal growth and development.

How do organizations effectively use personality assessments?

Myers-Briggs Type indicator: no one gets offended, does not predict anything, based on Carl Jungs Helps people understand themselves and each other so that they could find work that matches their personality

Is management common sense?

No. Although it may seem that ideas of OB are simply a collection of common sense, they aren't because there are different perspectives. The commonsense statements made are either false or conditional We don't only use common sense; we need science and research because it is built on careful and systematic testing of assumptions and conclusions

How Organizational Behavior Impacts Organizational Success

OB results in less quitting, better recruits, better teamwork, better financial performance It can improve productivity: how to empower their people, how to stimulate innovation, how to create an ethically healthy work climate

what does affect, mood and emotion relate to

OCBs- Organizational Citizenship Behavior. People who are more satisfied with their jobs are more likely to engage in OCB. & CWBs - Counter productive Work behavior - a broad range of employee behaviors that are harmful to other employees or the organization

Enhancing Individual and Team Performance Behaviors

One important behavior is productivity. A person's productivity is a relatively narrow indicator of his or her efficiency and is measured in terms of the products or services created per unit of input

Big Five Model

Openness- the capacity to entertain new ideas and to change as a result of new information conscientiousness (refers to an individual being dependable and organized), extraversion, - the quality of being comfortable with relationships Agreeableness (abiliity to get along with others), neuroticism (characterized by a person's tendency to experience unpleasant emotions such as anger, anxiety, depresssion, and feelings of vulnerability),

Describe the Big 5 and each of its components. (OCEAN)

Openness-willingness to try new things and be open to new experiences Conscientiousness- Refers to an individual being dependable and organized Extraversion-The quality of being comfortable with relationships Agreeableness-warm, friendly, and tactful. They generally have an optimistic view of human nature and get along well with others. Neuroticism-Characterized by a person's tendency to experience unpleasant emotions such as anger, anxiety, depression, and feelings of vulnerability

How is organizational behavior predictive of outcomes that are important for organizations?

Organization- a consciously coordinated social unit composed of 2 or more people that function on a relatively continuous basis to achieve a common goal or set of Goals. An array of environmental, individual, group and team, leadership, and organizational characteristics impact organizational behavior. If managers under these concepts and characteristics they can better promote organizational effectiveness. How does the environment matter? Why do groups and teams do what they do How do organizational characteristics influence effectiveness What makes managers and organizations effective? Why do individuals do what they do Why does leadership matter?

Promoting Organizational Citizenship Behaviors

Organizational citizenship is the behavior of individuals that makes a positive overall contribution to the organization.

Driving Strategic Execution

These outcomes usually relate to strategic execution—how well managers and their employees understand and carry out the actions needed to achieve strategic goals.

The Concept of Fit (types of fit- supplementary- same; complementary-different

Person-Job Fit- have the skills- the fit between a person's abilities and the demands of the job and the fit between a person's desires and motivations and the attributes and rewards of a job. Supplementary- we are all accountants, and hire another account Complementary- we are all accounts, and hire an admin assistant 2. Person-Group Fit- work well with others (teamwork ability) Supplementary- we are all neurotic narcissists and hire another neurotic narcissistic person Complementary- we are all neurotic narcissists and hire a low neuroticism, low narcissism high agreeableness person 3. Person-Organization Fit- share same values (value congruence); the fit between an individual's values, beliefs, and personality and the values, norms and culture of the organization. Supplementary- we are toxic, win-at- all costs Wall Street Bros and hire another toxic, win-at-all-costs Wall Street Bro Complementary- we are toxic Wall Street Bros and hire a wo

Personality and Individual Behavior

Personality is the relatively stable set of psychological attributes that distinguish one person from another.

Basic Management Functions and Organizational Behavior

Planning- Choose appropriate organizational goals and courses of action to best achieve those goals Organizing - Establish task and authority relationships that allow people to work together to choose organizational goals Leading - Motivate, coordinate, and energize individuals and groups to work together to achieve organizational goals Controlling- Establish accurate measuring and monitoring systems to evaluate how well the organization has achieved its goals

How attitudes are formed

The following determine how _____________ are determined: -Direct contact with the person, situation, object, or idea -Direct instruction from parents or others -Interacting with other people who hold a certain attitude -Vicarious conditioning Attitudes are formed by a variety of forces, including our personal values, our experiences, and our personalities

Elements of Performance Management

Three of the most important issues are who does the appraisals, how often they are done, and how performance is measured. 1.The Appraiser 2. Frequency of the Appraisal 3. Measuring Performance

locus of control

a person's tendency to perceive the control of rewards as internal to the self or external in the environment

The "Big Five" Framework- OCEAN

a set of 5 fundamental traits that are especially relevant to organizations. The potential value of this framework is that it encompasses an integrated set of traits that appear to be valid predictors of certain behaviors in certain situations. Thus, managers who can both understand the framework and asses those traits in their employees are in a good position to understand how and why they behave as they do.

How Learning Occurs - Traditional View: Classical Conditioning

a simple form of learning that links a conditioned response with an unconditional stimulus

emotional intelligence

an interpersonal capability that includes the ability to perceive and express emotions, to understand and use them, and to manage emotions in oneself and other people

Early Perspectives on Motivation

provides a foundation for contemporary thinking about motivation. Because they generally were based on common sense and intuition, an appreciation of their strengths and weaknesses can help managers gain useful insights inoto employee motivation in workplace Scientific management- approach to motivation that assume that employees are motivated by money Human relations approach- suggest that fostering a false sense of employees' inclusion in decion making will result in positive employee attitudes and motivation to work hard Human resource approach- assumes that people want to contribute and are able to make genuine contributions to organizations

affect

represents our tendency to experience a particular mood or to ract to things with certain emotions Positive affect- reflects a combination of high energy and positive evaluation charctized by emotions like elation Negative affect- comprises feeling of being upset, fearful and distressed

behavior modification

the application of reinforcement theory to influence the behavior of people in organizational settings

What is emotional intelligence?

the capacity to be aware of, control, and express one's emotions, and to handle interpersonal relationships judiciously and empathetically. Important- one's ability to understand and manage one's own moods and emotions and the moods and emotions of others Self awareness- being aware of what you are feeling Self management- managing your own emotions and impulses Empathy- sensing how others are feeling Social skills- effectively handling the emotions of others Self- motivation- persisting in the face of obstacles, setbacks, and failures

Motivational Framework

the framework provides a useful way to see how motivational processes occur. When people experience a need deficiency, they seek ways to satisfy it, which results in a choice of goal-directed behaviors. After performing the behavior, the individual expxerience rewards or punishments that affect the orignal need deficiency.

Human Resource Management (HRM)

the process of determining human resource needs and then recruiting, selecting, developing, motivating, evaluating, compensating, and scheduling employees to achieve organizational goals HR managers select new employees, develop rewards and incentives to motivate and retain employees, and create programs for training and developing employees

Expectancy Theory of Motivation

the theory of motivation that proposes that confidence, the potentiality of a reward, and the perceived level of reward motivates performance. 1. The Basic Expectancy Model- motivation depends on how much we want something and how likely we think we are to get it 2. Effort-to-Performance Expectancy- a person's perception of the probability that effort will lead to performance 3. Performance-to-Outcome Instrumentality- the individual's perception of the probability that performance will lead to certain outcomes 4. Outcomes- anything that results from performing a particular behavior; and Valences- the degree of the attractiveness a particular outcome has for a person

Flexible Work Arrangements

these arrangements are generally intended to enhance employee motivation and performance by giving workers more flexibility about how and when they work. A. Variable Work Schedules- compressed work schedule Ex- employee work a 40 hour week in fewer than 5 days B. Extended Work Schedules- work schedule that requires relatively long periods of work forllowed by relatively long periods of paid time off C. Flexible Work Schedules (flex time and core time)- employees gain more control over hours worked daily. Employees have some discretion overn when they arrive at and leave work Strengths- reduces absenteeism, reduce overtime, increase autonomy, increase productivity Weaknesses- not applicable to all jobs or every worker D. Alternative Workplaces- such as telecommuitng- employees t spend part of ther time working off-site, usually at home