Organizational Behavior: Chapters 1-6

What are the two best ways to measure job satisfaction?

Job Descriptive Index and Minnesota Satisfaction Questionaire

Signaling Theory

Job applicants interpret their recruitment experiences as cues or signals about what it is like to work in that organization.

Discrepancy Theory

Job satisfaction stems from discrepancy between job outcomes wanted and outcomes perceived to be obtained. Ex. Small gap between pay received and perception of how much should be received.

Belief + ? = Attitude + ?

Belief + Value = Attitude + Behavior

Task-Specific Self-Efficacy

Belief in ones ability to perform well depending on the situation.

General Self-Efficacy

Belief in ones ability to perform well in a variety of challenging situations (motivational trait) -Predicted by previous successes.

Interactional Personality

Both traits and situation influence the situation - need the right person for a certain job.

Values

Broad tendency to perfer certain states of affairs over others. -What we consider good and bad -Motivational and general -How we should and show not behave

Reliance on central traits (bias in perception)

Characteristics same as you and what you like (attractiveness, height, weight...)

Strong Personality Situations

Clearly defined, person has less of an impact.

Self-Management

Collect self-observation data, set goals, reinforce oneself.

Hypercompetitive Environments

Constant change and high levels of uncertainty

Human Relations Movement

Critique of classical management and bureaucracy, movement that advocated management styles that were more participative and oriented towards employee needs. -Company does not learn from mistakes with centralized decision making. -Strict specialization is incompatible with human needs for growth and achievement.

Consistency Cues

Cues that reflect how consistently a person engages in a behavior over time (leads to dispositional attribution).

Organizational Support Theory

Employees who have strong perceptions of organizational support feel obligation to care about organizations welfare and to help it achieve objectives.

Uncertainty Avoidance

Extent to which people are uncomfortable with uncertain and ambiguous situations. -Strong: stress rules and regulations, hard work, conformity and security. -Weak: Above not seen as a virtue.

Power Distance

Extent to which society members accept unequal distribution of power.

Situational Attribution

External situation or environment in which target person exists was responsible for behavior and person might have little control over their behavior (analyze consistency, consensus and distinctiveness cues).

Attitude

Fairly stable evaluative tendency to respond consistently to some specific object, situation, person or category of people (EVALUATIONS toward SPECIFIC targets). -Function of what we think and feel.

Self-Montitoring

Fit personality to certain environments. Monitor performance and improve it.

Scientific Management

Fredrick Taylor's system for using research to determine optimum degree of specialization and standardization of work tasks -Written instructions clearly defining work procedures

Stereotyping (bias in perception)

Generalization

Classical Viewpoint

High degree of specialization of labor and high degree of coordination. -Centralized decision making -People who took time to write down thoughts on organizing.

Interpersonal Skills

How one communicates or interacts with others.

Intrapersonal SKills

How one communicates with themselves.

What is the best way of determining performance?

IQ - the smarter you are, the quicker you learn.

Hawthorne Studies (1920s +1930s)

Illustrated how psychological and social processes affect productivity and work adjustment (changing lights, ask employee how it affects the him/her)

Positive and negative reinforcement ____ the probability of behavior.

Increase

Individualism/Collectivism

Individual societies stress independence, individual initiation and privacy. Collective cultures favor interdependence and loyalty to family or clan.

Equity Theory

Inputs people perceive themselves as investing in a job and outcomes that job provides are compared against inputs and outcomes of some other relevant person or group.

Decreasing probability of behavior

-Neglect important sources of reinforcement (social recognition, performance feedback) -Confuse rewards with reinforcers -Neglect diversity in preferences for reinforcers. Boss - "I got you tickets to the baseball game for your hard work" Employee - "I hate baseball.." -Rewards linked to a certain type of behavior.

Components of perception

-Perceiver: Experience leading to expectation (personal experience, needs, emotions, personality, attitudes) Ex. Disliking capt. morgan is personal. -Target being perceived: Ambiguous, motion, size, demographic, contrast. -Situational Context of Perception: Physical, social, organization.

Goals of OB

-Predicting OB -Explaining OB: Why do these events occur? -Managing OB: acquire, allocate and utilize physical and human resources

Types of Stereotypes

-Racial and ethnic -Gender -Age

Changing workplace

-Retiring baby boomers. -Low fertility rates. -Sandwhich generation: mental health issues, baby boomers moving in with children. 3 generations living in house.

Managerial Activities

-Routine communication (meetings) -Traditional management (planning, decision making, controlling) -Networking (interacting with outside network) -HR Management

Managerial Intuition Uses

-Sense a problem exists -Perform well-learned mental tasks rapidly -Synthesize isolated pieces of info and data -Double-check formal or mechanical analyses (do projections look correct?)

Generational Differences in Values

-Traditionalists: 2 wars (respect authority, high work ethic). -Baby boomers: vibrant economy, sexual revolution, rock and roll (optimistic workaholics). -Generation X and Y: dual career families and divorce when growing up (x-cynical, confident, pragmatic, y-confident, social, demanding of feedback and unfocused).

The field of OB is about...?

-Understanding people and managing them to work effectively -How to get people to practice effective teamwork

Necessities for survival and adaptation

-motivated to join and stay -basic work reliability -willing to learn -flexible and innovative

3 ideas of perceptual process (as defined by Bruner's model)

1. Perception is selective and efficient. 2. Perceptual constancy: tendency for target to be perceived in the same way over time. 3. Perceptual consistency: ignore and distort cues to form general picture.

5 characteristics in model of perceptual process

1. Unfamiliar target 2. Openness to target cues 3. Target categorized 4. Clue selectivity 5. Categorization strengthened

Talent Management

An organizations processes for attracting, developing, retaining and utilizing people with the required skills to meet current and future business needs.

Positive Reinforcement

Application or addition of stimulus

Hofstedes Study

Asked 116,000 IBM employees from 40 different countries to fill out survey about work-related values.

Rate Errors: Central tendency

Assigning most ratees to middle-range performance category (rating scripts 1-5 - never rate to the extremes because of consequences)

Organizational Behavior

Attitudes and behaviors of people and groups in organizations (cooperation, conflict, innovation, resignation, ethical relapses, etc.)

Work Centrality

Work being central life interest.

Long-term/Short-term Orientation

Long-term: Stress persistence, perseverance, thrift and close attention to status differences. Short-term: Stress personal steadiness, stability, face-saving and social niceties.

Weak Personality Situations

Loosely defined roles, ambiguous, little reinforcement and punishment, person has strongest effect.

Rate Errors: Halo-effect

Observer allows rating of individual on one trait or characteristic to color ratings on other traits or characteristics (rating everything on the same level)

Interactional Fairness

Occurs when people feel they have received respectful and informative communication about some outcome.

Distributive Fairness

Occurs when people receive oucomes they think they deserve from their jobs - ultimate distribution of work rewards and resources.

Procedural Fairness

Occurs when process used to determine work outcomes is seem as reasonable (performance, evaluations, pay raises, promotion, layoffs and work assignments).

Affective Events Theory

Organizational Events --> Emotions

Situational Personality

Organizational setting influences situation.

Overall Satisfaction

Overall summary indicator of person's attitude towards job that outs through various facets.

Proactive Personality

Taking initiative to improve ones behavior or current circumstances. Ones need to create continuous change. "I'm not going to hold your hand"

Model of Perceptual Process

People actively seek out clues to form a perception of a person and notice familiar clues that help categorize them.

Projection (bias in perception)

People assuming that others are like them, project their own characteristics on others.

Social Identity Theory (2 subcategories)

People form self-perceptions based on characteristics and memberships in social categories. Personal: unique characteristics (interests, abilities, traits) Social: perception of belonging to various social groups (gender, nationality, religion, occupation, etc.)

Difference between perception and attributions?

Perception, what you believe is there and attributions, what leads you to these perceptions.

Implicit personality theories (bias in perception)

Personal theories that people have about which personality characteristics go together (hardworking = honest, intelligent = friendly)

Positive and Negative Affectivity

The way in which ones mood and views of the world affect the people around them.

Contingency Approach

There is no one best way to manage an organization - depends on demands of situation

TRUST

Respect, credibility, fairness, pride, camaraderie (workplace where people can be themselves).

Corporate Social Responsibility

An organization taking responsibility for the impact of its decisions and actions on stakeholders.

Reducing probability of behavior...

-Extinction: gradual dissipation of behavior. -Punishment: application of aversive stimulus following some behavior designed to decrease probability of that behavior reoccurring again.

Success factors of organizations rest with...

-Human capital -Effectiveness of management (If done right, competitive advantage is sustained)

Contributors to Job Satisfaction

-Mentally challenging -Adequate compensation -Career opportunities -People

Core Self-Evaluations

An individuals evaluation of themselves and their self-worth, competence and capability (Consists of locus of control, self-esteem, self-efficacy, emotional stability)

Structure of Interview

-Evaluation standardization -Question sophistication -Question consistency -Rapport building - does not ask personal questions

Big 5 Personality Traits

(CANOE or OCEAN) -Conscientiousness -Agreeableness -Neuroticism/Emotional Stability -Openness to Experience -Extraversion

3 Perceptions towards trust management

-Ability: managements competency and skills -Benevolence: managements care and concerns for employees interests -Integrity: Managements ability to adhere to and behave according to set of values and principles that employees find acceptable.

Consequences of Job Dissatisfaction

-Absence from work ($10 billion loss annually) -Turnover - intent to quit, shocks.

3 types of Organizational Commitment

-Affective (identification/involvement - LOVE job) -Continuance (stay because one can't afford to leave) -Normative (obligation)

Managerial Agendas

-Agenda setting -Networking -Agenda implementation

Diversity Initiative

-Build senior management commitment and accountability -Conduct a thorough needs assessment -Develop well-defined strategy tied to business results -Emphasize team building -Establish metrics and evaluate effectiveness of diversity initiatives.

Contemporary Management Concerns

-Diversity: Local and Global -Employee-organization relationships -A focus on quality, speed and flexibility

Behavioral Plasticity

Ability to recognize someone with low self-esteem. Ability to vary behavior in response to environmental changes.

Type A Disposition

Agressive, constantly moving, impatient, multitasking.

External Locus of Control

All situational outcomes are influenced by others or the situation. Person has little influence in the situation.

Internal Locus of Control

All situations are controllable by the self.

Actor-Observer Effect

Difference in attributional perspectives between actor and observer - observers more likely to invoke dispositional causes (two people see the same thing but think differently about it). Ex. Late for work situation cause of traffic but boss thinks you're lazy.

Workforce Diversity

Differences among employees or potential recruits in characteristics such as gender, race, religion, age, cultural background, physical ability or sexual orientation.

Masculinity/Femininity

Masculine cultures clearly diferentiate gender roles, support dominance of men and stress economic performance. Feminine cultures accept fluid gender roles, stress sex equality and quality of life.

Bureaucracy

Max Webers ideal type of organization that included a strict chain of command, detailed rules, high specialization, centralized power and selection and promotion based on technical competence. -Sense of security and purpose -everyone in the company has a specific job under specific person.

Stereotype Threat

Member of social group feels they might be judged or treated according to a stereotype and that their behavior or performance will confirm the stereotype.

Social Learning Theory

Modeling, self-efficacy, self-management.

Mood

More diffuse, long and predisposed.

In an interview, what has more impact, positive or negative information on applicant?

Negative.

Type B Disposition

Not worried about time, relaxed, without guilt, play for fun.

Organizational Learning Practices

OB modification, employee recognition programs, training and formal learning, informal learning, career development.

Learning

Practice or experience leads to permanent change in behavior potential (practice, interpersonal, interpersonal skills and cultural awareness).

Attribution

Process by which we assign causes or motives to explain people's behaviors - judgements.

Perception

Process of interpreting messages of our senses to provide order and meaning to the environment. -Uses all 5 senses.

Self-Esteem

Raised by success. Having too much is perceived negatively.

Skinner box

Rat with lever in box, every time he pulls the lever he gets a treat or gets shocked in order to determine a schedule of reinforcement and study behavior in a controlled manner.

Rate Errors: Similar-to-me effect

Rater gives more favorable evaluations to people who are similar to the rater in terms of background or attitudes.

Consensus Cues

Reflect how a person's behavior compares with that of other's. Ex. Person who acts differently from majority is seen as revealing true motives - people who don't fit in the norms.

Negative Reinforcement

Removal of stimulus that you dislike. Ex. If you score above a 80% on the mid-term, you won't have to do the final.

Emotional Regulation

Requirement for people to conform to certain "display rules" in their job behavior, in spite of their true mood or emotions "Emotional Labor".

Emotion

Short-lived, caused by a particular event.

Organizations

Social inventions for accomplishing common goals through a group effort - social inventions

Disposition

Some people predisposed by virtue of personalities to be more or less satisfied despite changes in discrepancy and fairness.

Dispositional Attribution

Some personality or intellectual characteristic unique to the person is responsible for behavior and this behavior thus reflects "true person".

Dispositional Personality

Stable traits influence situation.

Operant Learning Theory

Subject learns to operate on environment to achieve certain consequences Ex. Skinner Box

Facet Satisfaction

Tendency for employee to be more or less satisfied with various facets of the job. "I love my job but I hate my boss"

Emotional Contagion

Tendency for moods and emotions to spread between people or throughout a group.

Primacy effect (bias in perception)

Tendency for perceiver to rely on early early cues or first impressions.

Recency effect (bias in perception)

Tendency for perceiver to rely on recent cues or last impressions (last impressions count the most)

Perceptual Defense

Tendency for perceptual system to defend the perceiver against unpleasant emotions. "See what they wanna see, hear what they wanna hear"

Fundamental Attribution Error

Tendency to overemphasize dispositional explanations for behavior at the expense of situational explanations.

Rate Errors: Leniency

Tendency to perceive performance of ones ratees as especially good.

Rate Errors: Harshness

Tendency to see performance as especially ineffective.

Self-Serving Bias

Tendency to take credit and responsibility for successful outcomes of their behavior and to deny credit and responsibility for failures.