MGT Exam #1

Schwarz's Value Theory

two bi-polar dimensions Self enhancement vs. self transcendence openess to change vs conservation

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"

Cognitive dissonance

A state of mental discomfort arising from a discrepancy between two or more of a person's beliefs or between a person's beliefs and overt behavior.

Three Applied approaches to selecting a solution in solving problems

Define the problem Identify Causes Make Recommendations

Seeing problems at Individual/Group/Organizational Levels

Define the problem Identify Causes Make recommendations

Barriers to implementing successful diversity program

Innacurate stereotypes and prejudice Ethnocentrism(my culture is better than yours) Poor Career planning for minorities Lack of political savy on the part of minorities . not seen as a priority, resistance to change

Perception

Is a cognitive process that enables us to interpret and understand our surroundings

Kelley's model of attribution

Kelley hypothesized that people make causal attributions by observing three dimensions of behavior: consensus, distinctiveness, and consistency. 23 These dimensions vary independently, forming various combinations and leading to differing attributions. • Consensus compares an individual's behavior with that of his or her peers. There is high consensus when one acts like the rest of the group and low consensus when one acts differently. • Distinctiveness compares a person's behavior on one task with his or her behavior on other tasks. High distinctiveness means the individual has performed the task in question in a significantly different manner than he or she has performed other tasks. • Consistency judges if the individual's performance on a given task is consistent over time. Low consistency is undesirable for obvious reasons,

Self awareness

Learn from mistakes and successes, know who you are and what you want, comfortable with strengths and not crippled by short comings

Gardner's theory of multiple intelligences

Linguistic, Logical mathematical, music, interpersonal,others intrapersonal,yourself spatial, bodily kinesthetic, naturalist

Organizational Behavior

Made up of: Anthropology Economics Statistics Political Science and humanities psych etc.

Five Models of Job Satisfaction

Need fulfillment Met Expectations Value attainment Equity Dispositional/genetic components

Attitudes

Our feelings about people places and objects can be positive or negative

Internal Locus of Control

People who believe that they control the events and consequences that affect their lives

External locus of contorl

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

Social Capital

Productive potential from relationships, goodwill, trust, and cooperative effort.

Human Capital

Productive potential of an individuals knowledge, skills, and experience.

Self Efficacy

Refers to one's belief about one's ability to perform behaviors that should lead to expected outcomes. those with high levels for a particular task are more likely to succeed than those with low levels

Attention

The process of becoming aware of someone or something

Implicit cognition

Thoughts or beliefs that are automatically activated from memory with out our conscious awareness

Self Esteem

Your general belief about your own self worth

Perceived organizational support

_____ is the degree to which employees believe the organization values their contribution and cares about their well being.

Causal attributes

are suspected or inferred causes of behavior.

Contingency Approach

calls for using OB concepts and tools as situationally appropriate and not relying on one best way.

Intelligence

constructive thinking, reasoning, problem solving

Big Five personality dimensions

extroversion, Outgoing talkative sociable assertive agreeableness,Trusting, goodnatured, cooperative conscientiousness, Dependable, responsible, openness to experience, Intellectual, imaginative emotional stability (or neuroticism), Relaxed, secure, unworried

Fundamental attribution bias

fundamental attribution bias reflects one's tendency to attribute another person's behavior to his or her personal characteristics, as opposed to situational factors.

Job satisfaction

is an affective or emotional response toward various facets of one's job.

Stereotype

is an individual's set of beliefs about the characteristics or attributes of a group.

Emotional Intelligence

monitors one's own and other's emotions, to discriminate among them, and use the info to build one's thinking and actions

Workplace Attitudes

outcome of various OB related processes

Proactive Personality

people who identify opportunities, show initiative, take action, and persevere until meaningful change occurs, unconstrained by situational forces, affect environment change

Organizational commitment

reflects the extent to which an employee identifies with an organization and is committed to its goals

Counterproductive work behaviors

represent types of behavior that harm employees, the organization as a whole, or organizational stakeholders such as customers and shareholders. i.e. theft, gossiping, back-stabbing, drug and alcohol abuse, destroying organizational property, violence, tardiness, sabotage, and sexual harassment

Self serving bias

represents one's tendency to take more personal responsibility for success than for failure.

Diversity

represents the multitude of individual differences and similarities that exist among people,

Soft/Hard Skills

soft = human interaction hard = technical skills