Study Set #12 - Chapter 14
High Power Distance
A society that views an unequal distribution of power as relatively acceptable.
_________ refers to the number of levels within an organization. a. Hierarchy b. Departments c. Structure d. Centralization
a
Stereotyping
assumptions based on group membership (stereotype threat - risk SFP of stereotype)
Self-fulfilling prophecy
behaving in ways consistent with others' expectations
*Which of these are emotions typically experienced by a person who is passively resistant to change? a. calm, relaxed, content b. stressed, angry, upset c. eager, excited, happy d. helplessness, despair, sadness
c
The degree to which decision-making authority is concentrated at higher levels in an organization is formalization. centralization. hierarchical levels. departmentalization.
centralization
For mentorship programs to be successful, research indicated that mentors should receive training.
true
Emotional Intelligence- Four Steps
1. Relationship Management: forge supportive relations with others 2. Social Awareness: empathize with others 3. Self-management: direct emotion in positive way 4. Self-awareness: perceive and evaluate appropriate emotion
Self-serving bias
actor takes credit for good but not bad
An organization's culture is always an asset.
false
In the Toyota example, a flat organization structure was the reason for the company's need to change.
false
Large organizations typically have one, common culture that is shared throughout the organization.
false
Mechanistic organization structure is most effective in rapidly changing environments.
false
Surface level diversity
gender, race, age, physical abilities
Compliance refers to going along with proposed changes with little enthusiasm. the most negative reaction to a proposed change. defending the change and encouraging others to give their support to the change as well. being disturbed by changes without voicing those opinions.
going along with proposed changes with little enthusiasm.
Employees leave their jobs for many reasons including:
low performance, job dissatisfaction, low commitment, etc.
Selective perception
tendency to "see" what you expect to "see"
Expectation Cycle
1. We form expectations 2. We communicate those expectations 3. Our expectations are matched 4. Our expectations come true
Organizational commitment (2 kinds)
1. affective- similar values 2. continuance- economic conditions, sunk costs
Benefits of Diversity
> Better understanding and service of customers >More satisfied workforce >Lower litigation expense >Higher creativity and performance
Work attitudes
>Evaluative statements - either favorable or unfavorable - concerning objects, people, or events. >Reflect how one feels about something and allows value expression
The practice of outsourcing as a response to the globalization of business has created which of the following changes for organizations? A reduction in the reliance on skilled workers. A need to deal with employee stress. A need to decentralize the organizational structure. A need to restructure employee communication channels.
A need to deal with employee stress.
Low Power Distance
A society that views an unequal distribution of power as relatively unacceptable.
Which of the following is a more ethical alternative to downsizing? Early retirement programs Job sharing Hiring freezes All of the above
All of the above
Learning organizations use which of the following approaches to acquire knowledge that they can use to change behavior? Conducting formal retrospective meetings. Studying customer habits. Benchmarking against best industry practices. All of the above.
All of the above.
Which of the following statements is true regarding performance and organizational change? More successful firms find it easier to change than those performing poorly. 'Nothing fails like success' is a saying with little accuracy when it comes to organizational change. Change in upper level management is a motivator for organizational level change. Successful companies often have special practices in place to keep the organization working toward the status quo.
Change in upper level management is a motivator for organizational level change.
Individualism
Cultures in which people define themselves as individuals and form looser ties with their groups.
Low Uncertainty Avoidance
Cultures where individuals are comfortable in unpredictable situations and have a high tolerance for ambiguity.
High Uncertainty Avoidance
Cultures where individuals prefer predictable situations and have a low tolerance for ambiguity.
Masculinity
Cultures where individuals value achievement, competitiveness, as well as acquisition of money and other material objects.
Femininity
Cultures where individuals value maintaining good relationships, quality of life, and caring for the weak.
Collectivism
Cultures where people have stronger bonds to their groups and group membership forms their self identity.
Person-organization fit
Degree that a person's personality and goals are right for organization.
Person-job fit
Degree that a person's skill, knowledge, and abilities match job demands.
Diversity
Diversity is the way in which people are similar or different from each other.
Research shows that those organizations that are more effective limit the amount of feedback they provide employees, limit the amount of information shared, and allow roles to be ambiguous.
FALSE
Brainstorming in a group is more effective than brainstorming alone.
FALSE; Brainstorming can be just as effective when done alone as when done in a group. Research shows individuals often outperform teams in both quality and quantity of ideas.
The best way to help someone reach their goals is to tell them to do their best.
FALSE; Individuals who have specific goals with feedback regarding their progress along the way do much better in achieving their goals than those who are simply told to do their best.
Pay is a major determinant of how hard someone will work.
FALSE; Pay is just one of many reasons people work and there is little correlation between how much a person is paid and their motivation on a day-to-day basis.
Most people within organizations make effective decisions.
FALSE; Research on decision making shows that about half of all decisions made within organizations fail.
People perform better if goals are easier.
FALSE; Research shows that goal difficulty is positively related to task performance.
If you pay someone to do a task they routinely enjoy, they'll do it even more often in the future
FALSE; Research shows that if you pay someone for something they intrinsically (internally) enjoy for the joy of it, they will actually do that task less often on their own in the future.
If a person fails the first time, they try harder the next time.
FALSE; Research shows that individuals who fail are more likely to avoid trying to do that particular task again in the future.
The first five minutes of a negotiation are just a warm up to the actual negotiation and don't matter much.
FALSE; Research shows that what happens in the first five minutes of a negotiation can greatly enhance the prediction of the outcome of the negotiation.
Teams with one smart person outperform teams where everyone is average in intelligence.
FALSE; Teams in which all members are of average intelligence tend to outperform teams with a single expert.
Decentralization is the concentration of decision making at higher levels in the organization. 1) True 2) False
False
Tall structures have wider span of control than flat structures. 1) True 2) False
False
Which of the following is a reason people resist change? Low job satisfaction Low agreeableness Feelings of certainty Fear of failure
Fear of failure
_________ refers to the number of levels within an organization. Hierarchy Departments Structure Centralization
Hierarchy
Other Personality Traits
Locus of control: degree life perceived to be controlled by oneself or others (Internals vs. Externals), self-esteem: sense of self-worth, self-monitoring: tendency to adjust behavior to the situation; sensitivity to others
Big 5 personality traits
Openness, Conscientiousness, Extraversion, Agreeableness, and Neuroticism (Emotional Stability)
3 levels of analysis
Organization, group, and individual
Which of the following statements regarding change is accurate? Organizational change is the movement of an organization from one state of affairs to another. Organizational change takes on limited forms. Organizational change has little to do with people management. Organizational change is rarely successful.
Organizational change is the movement of an organization from one state of affairs to another.
Marta has been a part-time faculty member at the university for nine years. She has been teaching two to three writing courses a semester. Last month, the dean held a meeting where he announced that next academic year, part-time instructors would be limited to teaching only two classes during the entire year. Marta is very upset and tells her husband, "I may look into teaching at the community college next year but don't let anyone at the university know." This is an example of what kind of change reaction? Passive resistance Enthusiastic support Compliance Active resistance
Passive resistance
Personality
Personality involves the relatively stable feelings, thoughts, and behavioral patterns a person has.
Positive people are more likely to withdraw from their jobs when they are dissatisfied.
TRUE; Research shows that positive people (those who are in a positive mood more often than others) are actually more likely to be absent and intend to leave their jobs when they are dissatisfied at work.
Ways to build self-confidence
Take a self-inventory, set manageable goals, find a mentor, don't judge yourself by your failures, until you can feel confident you need to act confident, and know when to ignore negative advice.
Which of the following statements regarding the matrix structure is correct? The matrix structure increases the frequency of informal communication but decreases the frequency of formal communication. The matrix structure is a response to uncertainty and dynamism in the environment. Matrix structures adhere to the unity of command principle. Matrix structures require managers to be more independent than in traditional
The matrix structure is a response to uncertainty and dynamism in the environment.
Organizational Behavior
The systematic study and application of knowledge about how individuals and groups act within organizations.
Convincing the opinion leaders in your organization of the need for organizational change is likely to be a more successful technique to ensure change than trying to get everyone on board at the same time. 1) True 2) False
True
Cultures low in uncertainty avoidance are comfortable with change. 1) True 2) False
True
Employees working in dynamic environments depend on their general mental abilities for good performance. 1) True 2) False
True
Surveys indicate that resistance to change is one of the top two reasons why change efforts within organizations fail. 1) True 2) False
True
The biggest advantage of a mechanistic structure, especially in a stable environment, is its efficiency. 1) True 2) False
True
In which of the following firms is formalization likely to occur? Small, local pizza shop Advertising agency Unionized manufacturing firm Nonunion heavy construction firm
Unionized manufacturing firm
Deep level diversity
Values, attitudes, beliefs
OCB (organizational citizenship behaviors)
Voluntary actions beyond the scope of normal job duties
*A country's culture may impact the organizational structure, since when leaders are expected to be, and are, power distant, the organization's structure a. may have little impact on how employees are motivated. b. can be confusing to employees. c. can be used to change the culture. d. offers a way to remove the leaders.
a
*Centralized operations are typically more efficient and cost-effective, while decentralized operations are typically a. more customer service oriented and employee friendly b. more responsive to investors needs c. better equipped to deal with a crisis d. more productive
a
*In an organization offering unlimited vacation time, employees typically are what percentage in favor/not in favor? a. 95% / 5% b. 60% / 40% c. 30% / 70% d. 75% / 25%
a
*Which of these is NOT a characteristic of a matrix organization? a. unity of command b. coordination between managers c. improved response time for customer demands d. improved communication within the organization
a
Abdul has been downsized. Which of the following is a good piece of advice to offer him? a. Polish your resume and job hunting skills. b. Contact others in the organization to see if they are also affected by the downsizing. c. Cut your losses. d. Get angry! You just lost your job, you deserve to vent.
a
Compliance refers to a. going along with proposed changes with little enthusiasm. b. the most negative reaction to a proposed change. c. defending the change and encouraging others to give their support to the change as well. d. being disturbed by changes without voicing those opinions.
a
Ensuring that change becomes permanent and the new procedures become the norm is what stage of Lewin's model of planned change? a. refreeze b. unfreeze c. assess d. change
a
Highly formalized and centralized structures similar to bureaucracies are a. mechanistic structures. b. organic structures. c. matrix structures. d. product structures.
a
Marta has been a part-time faculty member at the university for nine years. She has been teaching two to three writing courses a semester. Last month, the dean held a meeting where he announced that next academic year, part-time instructors would be limited to teaching only two classes during the entire year. Marta is very upset and tells her husband, "I may look into teaching at the community college next year but don't let anyone at the university know." This is an example of what kind of change reaction? a. passive resistance b. enthusiastic support c. compliance d. active resistance
a
The company was organized into the detergent area, the dishwashing soap area, and the health and beauty aid area. This firm has a a. divisional structure. b. functional structure. c. mechanistic structure. d. matrix structure. Easy/Application
a
Two or more companies that find an area of collaboration and combine their efforts to create a partnership beneficial to both parties is a a. strategic alliance. b. modular organization. c. matrix organization. d. learning organization.
a
Which of the following statements regarding change is accurate? a. Organizational change is the movement of an organization from one state of affairs to another. b. Organizational change takes on limited forms. c. Organizational change has little to do with people management. d. Organizational change is rarely successful.
a
Which of the following statements regarding factors of change in the organization is accurate? a. Rapid developments in technology force a firm to change its technology to keep up. b. Manufacturing jobs have been outsourced, but knowledge-based jobs are largely safe from such movement. c. Though 50% of all small businesses fail, those that succeed often do not become large, complex organizations. d. Changes in market conditions or the economy may cause companies to be resistant to change.
a
Which of the following statements regarding resistance to change is correct? a. All change attempts have to overcome the resistance of people. b. Resistance to change is the first step in Lewin's model of change. c. When people react negatively to change, they are absent less often. d. When people react negatively to change, they experience negative emotions, but are no more likely to leave the firm than they would be in a firm that was not undergoing organizational change.
a
Jim's coworker, Jill, continuously interrupts him when they are speaking and working, she flaunts her status in the organization to him, and other have told Jim that she talks about him behind his back. He has asked her to stop. When he told other coworkers about the situation, they said they've never had any problems with her. Which of the following labels of workplace behavior would best describe what Jim has experienced? a. bullying c. sexual harassment b. retribution bias d. rage e. social discounting bias
a. bullying
Attitude components include:
affective component- feelings and emotions, behavioral component- tendency to act, cognitive component- knowledge and beliefs.
Primary Demographic Categories
age, race, ethnicity, gender, physical characteristics
Deep acting
attempt to experience target emotion
*After Kronos implemented the unlimited vacation time policy, the company a. decided to go private. b. had a year of record profits. c. lost over 20% of its employees. d. became unionized.
b
*What is one of the advantages traditional retail stores still have over online retailers? a. lower prices b. larger selection c. being able to see and touch the product d. having most up-to-date items available
b
*What is the main reason that Kronos changed its organization's culture by allowing unlimited vacation time? a. managers were tired of tracking employees' time b. to attract the best people to the organization c. to compete with international competitors d. it added a major sales incentives program, so no one would want to take time off
b
*Which of these is a typical characteristic of a decentralized organization, not a centralized organization? a. employee exhaustion b. positive emotional climate c. more efficient operations d. negative employee attitudes
b
An organization where all the nonessential functions are outsourced is a a. strategic alliance. b. modular organization. c. matrix organization. d. learning organization.
b
Being disturbed by changes without voicing your opinion is a. active resistance. b. passive resistance. c. enthusiastic support. d. compliance.
b
Making sure that organizational members are ready for and receptive to change is what step of the Lewin model? a. refreeze b. unfreeze c. assess d. change
b
Mechanistic structures a. are conducive to entrepreneurial activity and general innovativeness. b. maximize efficiency and minimize costs. c. enhance intrinsic motivation on the job. d. are flexible and react well to change.
b
Organization structure refers to a. the degree to which decision-making authority is concentrated at higher levels in the organization. b. how individual and team work within an organization is coordinated. c. the degree to which policies, procedures, job descriptions and rules are written and explicitly articulated. d. the number of employees reporting to a single manager.
b
The company is organized into accounting, marketing, human resource management, and production departments. This firm has a a. divisional structure. b. functional structure. c. product structure. d. matrix structure. Easy/Application
b
The degree to which decision-making authority is concentrated at higher levels in an organization is a. formalization b. centralization c. hierarchical levels d. departmentalization
b
The fundamental idea behind TPS, or lean manufacturing, is a. efficiency at all costs. b. respect for customers and employees, where frontline employees are empowered to provide the best products with minimum waste. c. standardization in systems and processes so human resources can be transferred and utilized across the operation. d. centralized decision-making and standardization across the business.
b
The most negative reaction to a proposed change attempt is a. enthusiastic support. b. active resistance. c. passive resistance. d. compliance.
b
The new CEO of XYZ Corporation has developed a plan that will call for the restructuring of the organization from a functional structure to a matrix one. In his meeting with his subordinates, manager Ervin says, "This will be great. You will still work for this area and me, but you will have variety in that you will also all be reporting to a second manager for various projects to which you will be assigned. This new structure will only help grow this company." This is what kind of a reaction to change? a. compliance b. enthusiastic support c. active resistance d. passive resistance
b
The practice of outsourcing as a response to the globalization of business has created which of the following changes for organizations? a. A reduction in the reliance on skilled workers. b. A need to deal with employee stress. c. A need to decentralize the organizational structure. d. A need to restructure employee communication channels.
b
Unity of command refers to a. a centralized organizational structure. b. the situation in which each employee reports to a single manager. c. a matrix organizational structure. d. a strong organizational vision from executive leadership.
b
What is the first step in Lewin's model of planned change? a. refreeze b. unfreeze c. assess d. change
b
When unfreezing for planned change it is important to a. take things slowly; do not suggest a crisis is imminent. b. create a vision for change. c. communicate regarding change only on a need-to-know basis. d. provide rewards.
b
Which of the following is a stage of Lewin's model of planned change? a. de-ice b. unfreeze c. assess d. resistance
b
Which of the following statements regarding structure and change around the world is correct? a. France is relatively comfortable with change because it is low in uncertainty avoidance. b. The United States is more likely to use rational persuasion as an influence tactic than China. c. The United States is characterized by higher levels of centralization than firms in Singapore and Hong Kong. d. Japanese organizations are largely decentralized as evidenced by their ringi system.
b
Which of the following statements regarding the matrix structure is correct? a. The matrix structure increases the frequency of informal communication but decreases the frequency of formal communication. b. The matrix structure is a response to uncertainty and dynamism in the environment. c. Matrix structures adhere to the unity of command principle. d. Matrix structures require managers to be more independent than in traditional structures.
b
Which of the statements is true regarding workplace demographics and their impact on change? a. An older workforce that chooses retirement may cause an increase in valuable knowledge for firms. b. More older workers in the workforce will create a need for new types of benefits. c. Demographic shifts in the workforce will likely cause flexible work hours and job sharing to diminish as older people like the structure of set hours of work. d. An older workforce will result in a change demographically, but little else.
b
*Organizational change may mean downsizing; which of these is NOT an appropriate way to handle being downsized? a. Find out what you are entitled to, whether it's severance pay, continued health benefits, or training. b. Update your resume and secure a good reference at your current company. c. Share your situation on social media and make sure to criticized the company so everyone knows it wasn't your fault. d. Consider new options and other career fields, using this as an opportunity.
c
*Which of these is NOT a way to seek advancement at an organization with a flat structure? a. mentor other employees b. seek a lateral move c. work closely with your direct supervisor d. redefine role at the company
c
An organization that eliminates traditional barriers between departments as well as barriers between the organization and the external environment is a a. matrix organization. b. functional organization. c. boundaryless organization. d. divisional organization.
c
Andy is vehemently opposed to the restructuring of the jobs in his department in the manufacturing firm. He decides that since no one is listening to what he has to say he will get their attention by damaging each of the parts he is making for tomorrow's shipment. This is an example of what kind of change reaction? a. enthusiastic support b. passive resistance c. active resistance d. compliance
c
Georgio just returned from a meeting where his boss informed everyone of the new procedures to use in requesting reimbursement for travel. Georgio says, "I just figured out how to fill the other one out and now they are changing things. Oh, well, what are you going to do?" This is what kind of a reaction to change? a. enthusiastic support b. active resistance c. compliance d. passive resistance
c
In which of the following firms is formalization likely to occur? a. small, local pizza shop b. advertising agency c. unionized manufacturing firm d. nonunion heavy construction firm
c
Organic structures a. are those that resemble a bureaucracy and are highly formalized and centralized. b. cross a functional structure with a product structure. c. are flexible and decentralized structures with low levels of formalization where communication lines are more fluid. d. are how individual and team work within an organization are coordinated.
c
Tall structures provide a. employees greater levels of role ambiguity. b. employees with greater self-actualization need satisfaction. c. employees with greater security need satisfaction. d. managers with a greater span of control.
c
The system where proposals at lower levels are signed and passed along to higher level management in an effort to build consensus is the a. boundaryless organization. b. modular organization. c. ringi system. d. strategic alliance.
c
What advice would you give someone regarding overcoming resistance to your proposals? a. Do not listen to naysayers. b. Involve only those who are absolutely necessary in the change. c. Understand the reasons for resistance. d. Use at least three influence tactics.
c
Which of the following is a good piece of advice to give to individuals who have multiple bosses in a matrix structured organization? a. Set a schedule so that you work with one manager on certain days and the other manager on the other days. b. Keep conflicts you are experiencing to yourself. c. Make sure all managers are familiar with your overall workload. d. Avoid situations where you have multiple managers as they produce more conflict than benefits.
c
Which of the following statements is true regarding performance and organizational change? a. More successful firms find it easier to change than those performing poorly. b. 'Nothing fails like success' is a saying with little accuracy when it comes to organizational change. c. Change in upper level management is a motivator for organizational level change. d. Successful companies often have special practices in place to keep the organization working toward the status quo.
c
Georgio just returned from a meeting where his boss informed every one of the new procedures to use in requesting reimbursement for travel. Georgio says, "I just figured out how to fill the other one out and now they are changing things. Oh, well, what are you going to do?" This is what kind of a reaction to change? a. enthusiastic support b. active resistance c. compliance d. passive resistance
c. compliance
____ are based on the assumption that when individuals are presented with ambiguous stimuli, for example pictures, their interpretations of these will reveal much about their personalities. a. objective self-report measures b. employment interviews c. projective self-report measures d. performance scales
c. projective self-report measures
A manager serving as a public relations specialist in an organization must hold news conferences with the media on a regular basis. Although her position is classified as being lower in the hierarchy of the organization, she has been able to influence the strategic thinking of some top level managers on occasion. Most likely, her ability to do this results from which of the following position characteristics? a. authority d. flexibility b. gender e. centrality c. visibility
c. visibility
When unfreezing for planned change it is important to take things slowly; do not suggest a crisis is imminent. create a vision for change. communicate regarding change only on a need-to-know basis. provide rewards.
create a vision for change.
*Antonio started working at DEF Finance right out of college and was quickly promoted several times, becoming a division manager before age 30. After DEF Finance announced a plan to decentralize operations and eliminate divisions, Antonio because worried because of a. a perceived loss of power. b. a prevalence of change c. disrupted habits d. all of the above Difficult/Analysis
d
*What is one way that organizational change may need to respond to an aging workforce? a. lower the age for mandatory retirement b. raise the age for mandatory retirement c. force aging workers to document their activities d. offer more flexible work situations like job sharing and flexible work hours
d
*When rolling out a change like unlimited vacation time, it's important to mitigate the concerns of a. customers who are afraid the product will change b. suppliers who have a different vacation system c. investors who never take vacation d. employees who have worked at the organization for a long time and accrued vacation time
d
All of the following statements regarding reasons employees resist change are correct EXCEPT a. those who feel they can perform well under a new system will be more committed than those who have lower confidence in their ability to perform. b. we are creatures of habit. c. feelings of uncertainty create stress. d. people with a negative self-concept view change as an opportunity.
d
Centralized organizations a. tend to have faster, more efficient decision making. b. attract more job candidates. c. put less pressure on higher level managers. d. can lead to large cost savings in purchasing operations.
d
Flat structures a. have narrow spans of control. b. provide lower levels of self-actualization than tall structures. c. provide opportunities for greater role clarity for employees. d. provide limited advancement opportunities.
d
Formalization a. can lead to greater innovativeness. b. enhances employee motivation. c. provides for quicker decision making. d. makes employee behavior predictable.
d
Functional structures a. are most effective when an organization has a large number of products. b. are most effective in dynamic environments. c. tend to facilitate the effective performance of employees with general mental abilities. d. are cost-effective structures for the human resource and information technology departments of most companies.
d
In an organization, the union contract is very explicit as to employee work rules, the tasks each individual employee will perform, the pay each individual will receive, how each individual can move from one position to another and so on. This organization's structure is an example of a ____________ structure in the organization. a. centralized b. departmentalized c. hierarchical d. formalized
d
Learning organizations use which of the following approaches to acquire knowledge that they can use to change behavior? a. conducting formal retrospective meetings. b. studying customer habits. c. benchmarking against best industry practices. d. all of the above.
d
Organic structures a. are related to lower job satisfaction. b. have formal communication channels. c. maximize efficiency and minimize costs. d. are conducive to entrepreneurial activity and general innovativeness.
d
Which of the following components is part of Toyota's TPS manufacturing system? a. Kaizen, the idea of continuous improvement. b. Kanban, just-in-time production. c. AndonCord, employees can stop the operation if they see an issue. d. All of the above.
d
Which of the following is a more ethical alternative to downsizing? a. early retirement programs b. job sharing c. hiring freezes d. all of the above
d
Which of the following is a reason people resist change? a. low job satisfaction b. low agreeableness c. feelings of certainty d. fear of failure
d
Which of the following is an external force that is creating change for organizations? a. technology b. workforce demographics c. market conditions d. all of the above
d
Which of the following statements is true regarding the final stage of planned change? a. Employees should be informed of the results of change only after sufficient time has passed since the change effort. b. Declare victory early in making the change and get into a routine. c. Reward all employee regardless of whether they embraced the change effort. d. Change the mindset of people so change becomes a regular part of the corporate culture.
d
Which of the following statements is true regarding the second stage of planned change? a. Squash resistance to change as this could derail progress. b. Get everyone on board with the change as soon as possible. c. Create big wins because people need to see that things are happening. d. Ensure that management keeps alert to and deals with obstacles that arise.
d
Which of the following statements regarding reasons employees resist change is correct? a. People may not welcome the change currently proposed, but they do not usually place those changes into any past context, so former unsuccessful changes have little impact on the situation. b. People resist change even if it is personally beneficial to them. c. People are less likely to resist a change that is big in scope and has far reaching consequences. d. People resist change that negatively impacts their influence and power in the firm.
d
Research indicates that effective organizations tend to a. centralize their decision making. b. have a very large differential in pay between the lowest paid employee and the CEO. c. hire the first person available for any job opening. d. provide as much employment security as possible to their employees. e. all of the above
d. provide as much employment security as possible to their employees.
Surface acting
display target emotion (but not feel it)
Genuine acting
displayed emotion actually aligns with target emotion
Secondary Demographic Categories
education, income, marital status, religious beliefs, geographic origins
Affective Events Theory (AET)
explains affect-driven work behavior
Perception
how people select, organize, and interpret environmental stimuli.
First impression
initial information may assume primacy in interpreting others
Mechanistic structures are conducive to entrepreneurial activity and general innovativeness. maximize efficiency and minimize costs. enhance intrinsic motivation on the job. are flexible and react well to change.
maximize efficiency and minimize costs.
An organization where all the nonessential functions are outsourced is a strategic alliance. modular organization. matrix organization. learning organization.
modular organization.
Fundamental attribution error
observer attributes cause to actor
Self-enhancement bias
overestimate capacity and positive features
False consensus error
overestimate similarity of others to self (similar-to-me syndrome)
Flat structures have narrow spans of control. provide lower levels of self-actualization than tall structures. provide opportunities for greater role clarity for employees. provide limited advancement opportunities.
provide limited advancement opportunities.
The similarity-attraction phenomenon
tendency to be more attracted to individuals who are similar to us.
Ethnocentrism
the belief that one's own culture is superior to other cultures.
Unity of command refers to a centralized organizational structure. the situation in which each employee reports to a single manager. a matrix organizational structure. a strong organizational vision from executive leadership.
the situation in which each employee reports to a single manager.
Ethical organization culture needs to be driven by top management's example; top managers must serve as ethical role models.
true
Functional structure is more effective in stable environments.
true
In a "matrix" structure, people often experience role conflict.
true
In an outcome-oriented culture, rewards are clearly tied to employee performance.
true
In divisional structures, employees perform the work of generalists rather than the work of specialists.
true
Cultural Intelligence
understanding how a person's cultural background influences behavior.