Organizational Behavior Exam 4 (Ch 9, 10, 15, 16)

Thinking vs Feeling

(approaching decisions with logic and critical thinking) vs (approaching decisions with an emphasis on others' needs and feelings)

Judging vs Perceiving

(approaching tasks by planning and setting goals) vs (preferring to have flexibility and spontaneity when performing tasks)

Extraversion vs Introversion

(being energized by people and interaction) vs (being energized by private time and reflection)

Sensing vs Intuition

(preferring clear and concrete facts and data) vs (preferring hunches and speculations based on theory and imagination)

"Big Five" Personality Dimensions

- Conscientiousness - Agreeableness - Neuroticism - Openness - Extraversion CANOE acrynym

General Culture Types

- Fragmented Culture - Mercenary Cultures - Networked Cultures - Communal Cultures Some evidence that organizations move through cultures as they get larger; with smaller ones starting out as communal around the owner and founder, and as they grow tend to move toward a networked culture because solidarity is harder to foster as groups get larger

Types and Facets of Cognitive Ability

- Verbal - Quantitative - Reasoning - Spatial - Perceptual

Specific Culture Types

- customer service culture - safety culture - diversity culture - sustainability culture - creativity culture pg 516

Flexibility and Coordination

Extant Flexibility: refers to the ability to bend, stretch, twist, or reach. Dynamic Flexibility: Speed of bending, stretching twisting of body, arms, and legs Gross Body Coordination: coordinating movement of body, arms and legs in activities that involve all three Gross Body Equilibrium: ability to regain balance in contexts where balance is upset Jobs Where Relevant: athletes, dancers, riggers, industrial machinery mechanics, choreographers, commercial divers

Observable Artifacts

First Component of Organizational Culture: the manifestations of an organization's culture that employees can easily see or talk about. They supply the signals that employees interpret to gauge how they should act during the workday. Six Major Types - symbols - physical structures - language - stories - rituals - ceremonies

Espoused Values

Second Component of Organizational Culture: the beliefs, philosophies, and norms that a company explicitly states. Can range from published documents, such as a company's vision or mission statement, to verbal statements made to employees by executives and managers.

Tactics Organizations use to Socialize New Employees

Table on pg. 530

Basic Underlying Assumptions

Third Component of Organizational Culture: taken for granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation. These assumptions represent the deepest and least observable part of a culture and may not be consciously apparent, even to organizational veterans. eg: deliberately designing something unsafe in an engineering occupation would be unheard of

Countercultures

When the values of a subculture don't match the values of the larger organization can sometimes be useful to challenge the values of overall culture and drive change, but can also split the organization's culture down the middle resulting in the differentiated culture.

Muli-Division Structure

a bureaucratic structure in which employees are grouped into divisions around -products, -geographic regions, -or clients. Each division operates autonomously from the other and has its own functional groups

Geographic Structure

a form of multi-divisional bureaucratic structure generally based around the different locations where the company does business.

Product Structure

a form of multi-divisional bureaucratic structure that groups business units around different products that the company produces.

Client Structure

a form of multi-divisional bureaucratic structure where may organize their business around serving customer groups.

Reality Shock

a mismatch of information between socialization stages. Employee who experiences a culture they did not expect

Matrix Structures

a more complex bureaucratic structure that tries to take advantage of two types of structures at the same time. - provides flexibility which can enable organization to adjust more quickly to the environment than a traditional bureaucratic structure. - gives employees two chains of command, two groups which interact, and two sources of information to consider. Can create high stress if, for instance, functional demands are at odds with client based groupings

Symbols

a type of Artifact Can be found throughout an organization, from its corporate logo to the images it places on its website to the uniforms its employees wear.

Stories

a type of Artifact consists of anecdotes, accounts, legends, and myths that are passed down from cohort to cohort within an organizaiton.

Rituals

a type of Artifact daily or weekly planned routines that occur in an organization

Ceremonies

a type of Artifact formal events, generally performed in front of an audience of organizational members

Physical Structures

a type of Artifact is the workplace open? does top management work in a separate section of the building? can employees express their personality?

Language

a type of Artifact reflects the jargon, slang, and slogans used within the walls of an organization.

Locus of Control

also strongly related to neuroticism. reflects whether people attribute the causes of events to themselves or to the external environment. Neurotic people tend to hold an external locus of control, believing that that events occur around them are driven by luck, chance, or fate.

Meyers-Briggs Type Indicator (MBTI)

alternative to "big five" most widely administered personality measure in organizations. Created to test a theory of psychological types advanced by noted psychologist Carl Jung. evaluates on the basis of four type preferences - Extraversion vs Introversion - Sensing vs Intuition - Thinking vs Feeling - Judging vs Perceiving

Holland's RIASEC Model

alternative to "big five" suggests interests can be summarized by six different personality types. - Realistic - Investigative - Artistic - Social - Enterprising - Conventional and further suggests that the personality types can be classified along two dimensions: the degree to which employees prefer to work with (Data vs Ideas) and the degree to which they prefer to work with (People vs Things)

Newcomer Orientation

an effective way to start the socialization process. Orientation trainings and sessions

Realistic Job Previews (RJPs)

an inexpensive and effective way of reducing early turnover among new employees. occur during the anticipatory stage of socialization during the recruitment process. Involve making sure a potential employee has an accurate picture of what working for an organization is going to be like by highlighting both the positive and negative aspects of the job.

Bureaucratic Structures

an organizational form that exhibits many of the facets of the mechanistic organizations, difficult to prevent as size of organization increases. Designed for efficiency and rely on high levels of work specialization, formalization, centralization of authority, rigid and well defined chains of command and relatively narrow spans of control. pg. 493 Types - Functional Structure - Multi-division Structures Product Structures Geographic Structures Client Structure - Matrix Structures

Company Size

as organizations become larger they need to rely on some combo of specialization, formalization, and centralization to control activities, thereby becoming more mechanistic.

Differential Reactivity

associated with neuroticism individual is less likely to believe they can cope with the stressors they experience. (type A personality)

Use of Emotions

capability that reflects the degree to which people can harness emotions and employ them to improve their chances of being successful in whatever they are seeking to do.

Typical Performance

conscientiousness is a key driver reflects performance in the routine conditions that surround daily job tasks

Business Environment

consists of and organization's customers, competitors, suppliers, distributors, and other factors external to the firm, all of which have an impact on organizational design. outside environment can be stable or dynamic

Integrity Tests

controversial subset of personality tests, some times called honesty tests personality tests that focus specifically on a predisposition to engage in theft and other counterproductive behaviors generally two types - Clear Purpose Tests - Veiled Purpose Tests pg. 290

Fragmented Culture

culture in which employees are distant and disconnected from one another.

Networked Culture

culture in which employees are friendly to one another, but everyone thinks differently and does her or her own thing. Culture of many highly creative organizations

Mercenary Culture

culture in which employees think alike but aren't friendly with one another, likely to be very political "what's in it for me?"

Subcultures

culture that unites a smaller subset of organizational employees

Communal Culture

culture with friendly employees who all think alike.

Ethnocentrism

defined as a propensity to view one's own cultural values as "right" and those of other cultures and "wrong"

Traits

defined as recurring regularities or trends in people's responses to their environment

Cultural Values

defined as shared beliefs about desirable end states or modes of conduct in a given culture

Emotional intelligence

defined in terms of a set of distinct but related abilities... - self awareness - other awareness - emotion regulation - use of emotions

Company strategy

describes an organization's objectives and goals and how it tries to capitalize on its assets to make money. two common types... - low cost producer: rely on selling products at the lowest possible cost. focus on efficiency, typically mechanistic - differentiator: focus on making a product unique, such as higher level of quality, or additional features. often hinges on adjusting to changing environment, typically organic structure

Reasoning Ability

diverse set of abilities associated with sensing and solving problems using insight, rules, and logic. Problem sensitivity: the ability to sense that there's a problem right now or likely to be one in the near future. Deductive Reasoning: the ability, which refers to the use of general rules to solve problems. Inductive Reasoning: refers to the ability to consider several specific pieces of information and then reach a more general conclusion regarding how those pieces are related Originality: refers to the ability to develop clear and novel ways to solve problems. Jobs where relevant: Anesthesiologists, surgeons, business execs, fire inspectors, police detectives, forensic scientists, cartoonists, designers

Maximum Performance

employers ability is a key driver reflects performance in brief, special circumstances that demand a person's best effor

Chain of Command

essentially answers the question, "who reports to whom?"

Faking

exaggerating your responses to a personality test in a socially desirable fashion.

Culture Strength

exists when employees definitively agree about the way things are supposed to happen within the organization (high consensus) and when their subsequent behaviors are consistent with those expectations (high intensity)

Interests

expressions of personality that influence behavior through preferences for certain environments and activities

Positive Affectivity

extroverted employees tend to be high in this... a dispositional tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and elation.

Understanding and Adaptation

final socialization stage: newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization.

Organizational Structure

formally dictates how jobs and tasks are divided and coordinated btw individuals and groups within the company.

ASA Framework

framework that holds that potential employees will be attracted to organizations whose cultures match their own personality, meaning that some potential applicants wont apply due to perceived lack of fit. In addition organizations with hire employees they see as an organizational fit

Psychomotor Abilities

generally refer to the capacity to manipulate and control objects. Fine manipulative abilities: refer to the ability to keep arms and hands steady while using hands to do precise work, generally on small or delicate objects Control movement abilities: making quick precise adjustments to a machine while operating it Response Orientation: quickly choosing among appropriate alternative movements Response Time: quickly responding to signals with body movements Jobs where relevant: Fabric menders, potters, timing device assemblers, jewelers, construction drillers, ag equipment operators, photographers, highway patrol pilots, athletes, surgeons

Strength

generally refers to the degree to which the body is capable of exerting force. Several different types... - Static Strength: refers to the ability to lift, push or pull heavy objects Dynamic Strength: refers to the ability to exert force for a prolonged period of time without becoming overly fatigued and giving out. Jobs Where Relevant: iron and steel workers, tractor trailer and heavy truck drivers, farm workers, firefighters

Functional Structure

most basic bureaucratic structure. Groups employees by the functions they perform for the organization.

Negative Affectivity

neurotic employees tend to be high in this... a dispositional tendency to experience unpleasant moods such as hostility, nervousness, and annoyance.

Wonderlic Cognitive Ability Test

one of the most widely used tests of general cognitive ability.

Mechanistic Organizations

organizations that are efficient, rigid, predictable, and standardized. Thrive in stable environments. Typically rely on high levels of formalization, a rigid and hierarchical chain of command, high degrees of work specialization, centralization of decision making, and narrow spans of control. tbl on pg. 490

Organic Organizations

organizations that are flexible, adaptive, outward-focused. Thrive in dynamic environments. Typified by a structure that relies on low levels of formalization, weak or multiple chains of command, low levels of work specialization, and wide spans of control. tbl on pg. 490

Simple Structures

perhaps the most common form of organizational design, primarily because there are more small organizations than large ones. A simple structure is a flat organization with one person as the central decision making figure. Not large enough to have a high degree of formalization and will have only very basic differences in work specialization.

Status Striving

prioritized by Extroverted people. reflects a strong desire to obtain power and influence within a social structure as a means of expressing personality.

Communion Striving

prioritized by agreeable people. reflects a strong desire to obtain acceptance in personal relationships as a means of expressing personality.

Accomplishment Striving

prioritized by conscientious employees. Reflects the strong desire to accomplish task-related goals as a means of expressing personality.

Mentoring

process by which a junior level employee develops a deep and long lasting relationship with a more senior level employee within the organization who can provide social knowledge, resources, and psychological support.

Restructuring

process of changing an organization's structure

Organizational Design

process of creating, selecting, or changing the structure of an organization.

Perceptual Ability

refers to being able to perceive, understand, and recall patterns of information. more specifically, speed and flexibility of closure refers to being able to pick out a pattern of information quickly in the presence of distracting information. Perceptual Speed: refers to being able to examine and compare numbers, letters, and objects quickly. Jobs where relevant: Musicians, firefighters, police officers, pilots, mail clerks, inspectors

Emotion Regulation

refers to being able to recover quickly from emotional experiences

Sensory Ability

refers to capabilities associated with vision and hearing. Near and Far vision: seeing details of an object up close or at a distance Visual Color Discrimination: detecting differences in color and shades Depth perception: judging relative distances Hearing Sensitivity: hearing differences in sounds that vary in terms of pitch and loudness Auditory attention: focusing on a source of sound in the presence of other sources Speech Recognition: identifying and understanding the speech of others Jobs where relevant: electronic testers, bus drivers, airline pilots, musicians, speech pathologists

Stamina

refers to the ability of a person's lungs and circulatory system to work efficiently while they are engaging in prolonged physical activity. Jobs where relevant: athletes, dancers, commercial divers, firefighters

Cognitive Ability

refers to the capabilities related to the acquisition and application of knowledge in problem solving

Ability

refers to the relatively stable capabilities people have to perform a particular range of different but related activities

Personality

refers to the structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior

Quantitative Ability

refers to two types of mathematical capabilities. First, number facility: the capability to do simple math operations (adding, subtracting, multiplying and dividing) Second, mathematical reasoning: refers to the ability to choose and apply formulas to solve problems that involve numbers Jobs where relevant: Treasurers, financial managers, math technicians, statisticians

Verbal Ability

refers tot he various capabilities associated with understanding and expressing oral and written communication. Jobs where relevant: business execs, police, fire and ambulance dispatchers, clinical pyschologists Oral comprehension: the ability to understand spoken words and sentences Written comprehension: the ability to understand written words and sentences

Centralization

reflects where decisions are formally made in organizations.

Span of Control

represents how many employees a manager is responsible for in the organization. Affects how "tall" or "flat" a company's organizational chard becomes

Hofstede's dimensions

research introduced scores on each of the dimensions for various cultures, providing researchers with a quantitative tool to summarize and compare and contract the cultures of different societies. ph 284 Dimensions - Individualism-collectivism - Power distance - Uncertainty avoidance - Masculinity-Femininity - Short-term vs Long-term orientation

Encounter Stage

second socialization stage: begins the day an employee begins work. during this stage new employees compare the info they acquire from outsiders during the anticipatory stage with what the organization is really like now that they are insiders. If the info from the two stages is similar, employees will have a smoother time adjusting to the organization

Zero Aquaintance

situations in which two people have only just met (extraversion is the easiest to judge in this situation)

General Cognitive Ability

sometimes called the g-factor or simply "g" that underlies or causes all of the more specific cognitive abilities see types and facets of Cognitive Ability

Project GLOBE

sort of an offshoot of Hofstede's work - gender egalitarianism - assertiveness - future orientation - performance orientation - humane orientation pg. 285

Situational Strength

suggests that "strong situations" have clear behavioral expectations, incentives, or instructions that make differences btw individuals less important, whereas "weak situations" lack those cues. personality variables tend to be more significant drivers of behavior in weak than strong situations

Trait Activation

suggests that some situations provide cues that trigger the expression of a given trait. example: cry for help can trigger empathy social cues

Differential Exposure

tends to be associated with neuroticism. how often an individual feels they are exposed to stressors, more likely to appraise day-to-day situations as stressful

Self Awareness

the appraisal and expression of emotions in oneself, the ability of an individual to understand the types of emotions they are experiencing

Other Awareness

the appraisal and recognition of emotion in others, ability to recognize and understand the emotions that other people are feeling.

Person Organization Fit

the degree to which a person's personality and values match the culture of an organization.

Anticipatory Stage

the first socialization stage: employee develops an image of what is might be like to work for a given company. happens prior to an employee spending even one second on the job. Starts the moment a potential employee hears the name of the organization.

Technology

the method by which an organization transforms inputs into outputs

Socialization

the primary process by which employee's learn the social knowledge that enables them to understand and adapt to the organization's culture. Happens in three distinct stages - anticipatory stage - encounter stage - understanding and adaptation

Organizational Culture

the shared social knowledge within an organization regarding rules, norms, and values that shape the attitudes and behaviors of its employees Three Components: - Observable Artifacts - Espoused Values - Basic Underlying Assumptions

Culture

the shared values, beliefs, motives, identities, and interpretations that result from common experiences of members of a society and are transmitted across generations.

Work Specialization

the way in which tasks in an organization are divided into separate jobs. In some organizations this categorization is referred to as a company's division of labor.

Spatial Ability

two main types of this ability, or capabilities associated with visual and mental representation and manipulation of objects in space. Spatial orientation: refers to a good understanding of where one is relative to other things in the environment Visualization: the ability to imagine how separate things will look if they were put together in a particular way Jobs Where relevant: pilots, drivers, boat captains, photographers, set designers, sketch artists

Clear purpose tests

variety of integrity test ask applicants about their attitudes toward dishonesty, desire to punish dishonesty, and confessions of past dishonesty

Veiled Purpose Tests

variety of integrity test do not reference dishonesty explicitly but instead assess more general personality traits that are associated with dishonest acts.

Formalization

when there are many specific rules and procedures used to standardize behaviors and decisions.