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Mindfulness
receptive/impartial awareness of present situation and own thoughts/emotions in that moment
High nurturing orientation
relationships others' well-being
People are inherently motivated to perceive themselves (and be perceived by others) as competent, attractive, lucky, ethical, and important. This is known as: self-enhancement. self-esteem. self-concept. self-transcendence.
self-enhancement.
Situational Factors (Cues)
signs of nearby hazards
Employee Ability
Aptitudes (i.e., natural talents) and learned capabilities (i.e., physical and mental skills and knowledge acquired) required to successfully complete a task
Differentiation process
Assign less favorable attributes to other groups
Homogenization process
Assign similar traits within a group; different traits to other groups
Stereotyping
Assigning traits to people based on social category membership
Attitudes
Attitudes are beliefs, feelings, and behavioral intentions expressed by evaluating something with favor or disfavor
Potential benefits of virtual work
Attracts applicants, better work-life balance, higher productivity, lower work costs to employees, benefits environment
Situational Factors
Environmental conditions beyond the individual's short-term control that constrain or facilitate behavior
Beliefs
Established perceptions about the attitude object; what you believe to be true
Which of the following represents values that determine whether actions are right or wrong and outcomes are good or bad? Self-monitoring Ethics Moral intensity Sensing
Ethics
Which of the following terms refers to a healthy positive motivational force that allows people to harness the energy for productive work (e.g., achieving goals) and organizational contributions? Distress Cognitive dissonance Eustress Emotional dissonance
Eustress
Compared with personality, values are:
Evaluative (not descriptive) May conflict strongly with each other Affected more by nurture than nature
Power Distance (low power distance)
Expect relatively equal power sharing View relationship with boss as interdependence, not dependence
Emotion display norms vary across cultures
Expressed emotions discouraged: Ethiopia, Japan Expressed emotions allowed/expected : Kuwait, Spain
We determine a person's personality by:
External traits (i.e., look at what people say or do) and Internal states (i.e., thoughts and emotions we infer from these observable behaviors)
High uncertainty avoidance
Feel threatened by ambiguity and uncertainty Value structured situations and direct communication
Halo effect
Form a general impression of others from one trait/behavior Distorts our perception of person's other traits/behaviors
Primacy effect
Forming perception of others (categorization) based on first information we receive about them First impressions are difficult to change
Joining & staying with the organization
Forming the employment relationship and staying with the organization
Higher in jobs requiring:
Frequent/lengthy emotion display Variety of emotions display Intense emotions display
Individual Rights
Fundamental entitlementsin society
Locus of control
General belief about personal control over life events Higher self-evaluation is associated with internal locus of control
________ refers to economic, social, and cultural connectivity with people in other parts of the world. Globalization Organizational behavior Knowledge management Corporate social responsibility (CSR)
Globalization
Task performance
Goal-directed behaviors under the individual's control that support organizational objectives Working with people, data, things, and ideas
Utilitarianism
Greatest good for the greatest number of people
Activation
generate internal energy/effort
Organizations
groups of people who work interdependently toward some purpose
Types of Values Congruence
-Person-organization values congruence -Espoused-enacted values congruence Is there agreement between what a person or entity says and what he/she/it does? -Organization-community values congruence
Jungian Personality Theory
-Swiss psychiatrist Carl Jung -Identifies preferences for perceiving the environment and obtaining/processing information
Self-Concept Defined
An individual's self-beliefs and self-evaluations "Who am I?" and "How do I feel about myself?" Compare perceived job with our perceived and ideal selves. Includes three self-concept characteristics and four "selves" processes
Contingency anchor
A particular action may have different consequences in different situations Need to diagnose the situation and select best strategy under those conditions
Job satisfaction
A person's evaluation of his or her job and work context
Which of the following illustrates the first step in the self-fulfilling prophecy? A supervisor treats an employee in a manner consistent with the supervisor's expectations. A supervisor forms certain expectations about an employee. A supervisor attributes an employee's good performance to external causes. An employee demonstrates his or her true abilities to a supervisor.
A supervisor forms certain expectations about an employee.
Which of the following refers to the natural talents that help employees learn specific tasks more quickly and perform them better? Intensity Aptitude Commitment Direction
Aptitude
Maintaining work attendance
Absences due to situation (weather), motivation (avoiding stressful workplace) Presenteeism - attending scheduled work when one's capacity to perform is significantly diminished by illness or other factors
Emotional Labor:
Effort, planning and control needed to express organizationally desired emotions during interpersonal transactions.
Affective commitment
Emotional attachment to, identification with, and involvement in an organization Lower turnover, higher motivation and org citizenship
Self-efficacy
Belief that we can successfully perform a task Perceived support from MARS model elements General self-efficacy "Can-do" belief across situations
Opportunities/challenges
Better knowledge, decisions, representation, financial returns Challenges of team development, conflict Surface-level diversity is an ethical imperative
Several reasons why managers follow fads
Bombarded with ideas and research which makes it difficult to figure out which ones are based on good evidence. OB research is necessarily generic, so difficult to figure out which theories and research apply to their unique situations.
Cognitive Dissonance
Emotional experience caused by a perception that our beliefs, feelings, and behavior are incongruent.
Continuance commitment
Calculative attachment Employees stay because no choice (alternative) high financial sacrifice to work elsewhere High continuance commitment associated with lower turnover, performance, org citizenship, cooperation
________ is the mostly nonconscious process of organizing people and objects into preconceived categories that are stored in our long-term memory. Mental model Personal identification Categorical thinking Social identification
Categorical thinking
Categorization process
Categorize people into groups
Personality traits
Clusters of internally-caused behavior tendencies Traits apparent across situations, but situation may suppress behavior tendencies
Situational influences
Competitive pressures and other external factors
Emotional dissonance
Conflict between true and required emotions
Five-Factor PersonalityModel (CANOE)
Conscientiousness Agreeableness Neuroticism Openness to experience Extraversion
Organizational citizenship
Cooperation and helpfulness to coworkers and organization that support the work context Some OCBs may be employment requirement (not all discretionary)
Moral intensity
Degree that issue demands the application of ethical principles
Surface-level diversity
Demographic and physiological differences
Deep-level diversity
Different beliefs, values, personalities, etc.
Elements of Motivation
Direction Intensity Persistence
Self-enhancement
Drive to promote/protect a positive self-view competent, attractive, lucky, ethical, valued
Agreeableness
Effective in jobs requiring cooperation and helpfulness
Globalization
Economic, social, and cultural connectivity with people in other parts of the world
Organizational behavior knowledge is generic, and therefore it cannot be based on systematic research.
False
Which perceptual error occurs when a supervisor incorrectly rates an employee at a similar level across all performance dimensions based on one prominent behavior of that employee? Recency effect Halo effect Self-serving bias Primacy effect
Halo effect
Influenced by nature
Heredity explains about 50 percent of behavioral tendencies and 30 percent of temperament Twins have similar personalities
Value system
Hierarchy of values
Extraversion
Higher performance in sales and mgt performance Related to social interaction and persuasion
Multiple levels of analysis anchor
Individual, team, organizational level of analysis OB topics usually relevant at all three levels of analysis
Identify the term that represents your motivation to engage in a particular behavior regarding an attitude object. Intentions Behaviors Beliefs Feelings
Intentions
Situation
Interferes with values-consistent behavior
Motivation
Internal forces that affect a person's voluntary choice of behavior
Which of the following is true of complexity in the context of an individual's self-concept? It is the degree to which an individual has a clear, confidently defined, and stable self-concept. It is the number of selves that define who an individual is and the separation of those selves. It only exists when some self-perceptions require personal characteristics that conflict with characteristics required for other aspects of self. It is the tendency to rate oneself above average.
It is the number of selves that define who an individual is and the separation of those selves.
To increase values-consistent behavior:
Keep workplace conditions (e.g. rewards) consistent with desired values Remind employees of important values Help employees be more sensitive to relevance of values in daily work
Effects of globalization on organizations
Larger markets, lower costs, more innovation Increasing diversity Increasing work intensification, less work-life balance, requires global mindset
Openness to experience
Linked to higher creativity and adaptability to change
Multidisciplinary anchor
Many OB concepts adopted from other disciplines
Myers-Briggs Type Indicator (MBTI)
Measures Jungian types Most widely used personality test in business Good for self and other awareness Poor predictor of performance, leadership, team development
Work/life balance
Minimizing conflict between work and nonwork demands
Benefits of clear role perceptions:
More accurate/efficient job performance Better coordination with others Higher motivation
Recency effect
Most recent information dominates perceptions
MARS Model of Individual Behavior
Motivation Ability Role Perceptions Situational Behaviors
Consistency
Multiple selves have compatible personality, values
When did OB emerge
OB emerged as a distinct field around the early 1940s
Systematic research anchor
OB knowledge is built on systematic research Evidence-based management - rely on research evidence, not fads, untested assumptions Several reasons why managers follow fads
Counterproductive work behaviors
Voluntary behaviors that have the potential to directly or indirectly harm the organization
Schwartz's Values Model
Openness to change Conservation Self-Cnchancement Self-Transcendence
Complexity
Our self-view has many distinct, important roles/identities High complexity: many identities but little overlap/connection
False-consensus effect
Overestimate how many others have similar beliefs or traits like ours
Distributive Justice
People who are similar should receive similar benefits
Emotional labor solutions
Perceive emotional labor as professional skill Engage in deep acting (i.e., visualizing reality differently which produces emotions more consistent with the required emotions), not surface acting (i.e., pretending to feel the expected emotion even though they actually experience a different emotion)
Orientation to external world (P/J)
Perceiving - flexible, spontaneous,keeps options open Judging - order and structure
External Attribution
Perception that behavior is caused by factors beyond person's control (situation, fate, etc.)
Internal Attribution
Perception that behavior is caused by person's own motivation or ability
Moral sensitivity
Person's ability to recognize presence/importance of an ethical issue Increases with person's empathy, expertise, experience with dilemmas, mindfulness
________ is the relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics. Values Job satisfaction Personality Motivation
Personality
Social identity
Referred to as external self-concept Social identity theory suggests we define ourselves in terms of the groups to which we belong or have an emotional attachment.
Personal Identity
Referred to as internal self-concept Consists of attributes that make us unique and distinct from people in the social groups to which we are connected.
Personality
Relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics
Feelings
Represent your conscious positive or negative evaluations of the attitude object
Behavioral intentions
Represent your motivation to engage in a particular behavior regarding the attitude object
Which of the following statements about the Myers-Briggs Type Indicator (MBTI) is true? It combines 16 pairs of traits into four distinct types. It advocates the view that thinking and feeling are not important in decision making. Research suggests that it is more useful in improving self-awareness for career development than for selecting job applicants. It is no longer used in organizations
Research suggests that it is more useful in improving self-awareness for career development than for selecting job applicants.
According to the MARS model, which of the following directly influences an employee's voluntary behavior and performance? Role perceptions Income Uncertainty avoidance Moral intensity
Role perceptions
Person - job matching
Selecting applicants Developing employees Redesigning jobs
Clarity
Self-concept is clear, confidently described, internally consistent, and stable across time
Perceiving information (S/N)
Sensing - factual, quantitative Intuition -insight, subjective experience
Extraversion versus introversion (E/I)
Similar to five-factor dimension
Values Congruence:
Similarity of a person's values hierarchy to another source
Which of the following is external to an individual but still affects his or her behavior and performance? Abilities Resolutions Situational factors Motivations
Situational factors
Potential limitations of virtual work
Social isolation, reduced promotion opportunities
Influenced by nurture
Socialization, learning
Values
Stable, evaluative beliefs that guide our preferences Define right/wrong, good/bad - what we "ought" to do in a situation Direct our motivation, potentially decisions and behavior
Conscientiousness and emotional stability
Strongest personality predictors of performance
Self-Serving Bias
Tendency to attribute our successes to internal factors and our failures to external factors
Fundamental Attribution Error
Tendency to overemphasize internal causes of another person's behavior, whereas we recognize external influences on our own behavior This error is less common that previously thought
Which of the following anchors of organizational behavior states that no single solution is best all of the time? The contingency anchor The systematic research anchor The multiple levels of analysis anchor The multidisciplinary anchor
The contingency anchor
Individualism
The degree to which people value personal freedom, self-sufficiency, control over themselves, being appreciated for unique qualities
Collectivism
The degree to which people value their group membership and harmonious relationships within the group
Judging (making decisions) (T/F)
Thinking - rational logic, use data Feeling - influenced by emotions, how choices affect others
Situational Factors (Constraints)
Time, budget, facilities, etc.
Self-esteem
To like and respect oneself High self-esteem: less influenced by others, more persistent, more logical thinking
Low uncertainty avoidance
Tolerate ambiguity and uncertainty
__________ is the degree to which people either tolerate ambiguity or feel threatened by ambiguity. Uncertainty avoidance Power distance Individualism Achievement orientation
Uncertainty avoidance
Clearer role perceptions (role clarity) when we:
Understand our tasks or accountable consequences Understand task/performance priorities Understand the preferred behaviors/procedures
Role Perceptions
Understand the job duties expected of us.
Virtual work (telework)
Using technology to perform job away from traditional workplace
Power Distance (High power distance)
Value obedience to authority Comfortable receiving commands from superiors Prefer formal rules and authority to resolve conflicts
Awareness (salience)
Values are abstract; relevance is not obvious
Intensity
amount of effort a person puts into a goal
The concept of affective organizational commitment includes: an employee's motivation to stay because leaving would be costly. a calculative attachment to an organization. selfish behavior within an organization. an emotional attachment with an organization.
an emotional attachment with an organization.
High achievement orientation
assertiveness competitiveness materialism
Self-Fulfilling Prophecy Effectis Strongest...
at the beginning of the relationship (e.g. employee joins the team) when several people have similar expectations about the person when the employee has low rather than high past achievement
Beliefs, feelings, and behavioral intentions are components of: attitudes. organizational commitment. the psychological contract. emotions.
attitudes.
The ________ process involves perceiving whether an observed behavior or event is caused mainly by characteristics of a person or by the environment. attribution social identification self-identification selective attention
attribution
Valence (core affect)
automatic evaluation that perceived object is good/bad
The ________ area in the Johari Window refers to information that is known to others but not to you. hidden unknown blind open
blind
Persistence
continual effort for a specified amount of time
According to social identity theory, people tend to: define themselves by the groups to which they belong. refer to something about themselves as separate individuals. think that they are distinct from people in the social groups to which they have a connection. receive information and make sense of the world around them.
define themselves by the groups to which they belong.
Distress
degree of physiological, psychological, and behavioral deviation from healthy functioning
Motivation affects a person's ________ of voluntary behavior. aptitudes, abilities, and competencies direction, intensity, and persistence size, shape, and weight antecedents, consequences, and perceptions
direction, intensity, and persistence
Awareness of own emotions, management of own emotions, awareness of others' emotions, and management of others' emotions are the four dimensions of: emotional intelligence. affective commitment. continuance commitment. emotional contagion.
emotional intelligence.
Customer service representatives (CSRs) often conceal their frustration when serving an irritating customer. This behavior from the CSRs is an example of: cognitive response. emotional labor. cognitive dissonance. judgmental evaluation.
emotional labor.
Eustress
healthy positive motivational force that allows people to harness its energy for productive work and organizational contributions
Proactivity
how well one anticipates environmental changes and initiates new work patterns
Adaptability
how well one responds to, copes with, and supports new circumstances and work patterns
The exit-voice-loyalty-neglect (EVLN) model: identifies the four ways to manage employee emotions. is a template for organizing and understanding the consequences of job dissatisfaction. explains why the psychological contract differs between employees and their employers. outlines the four consequences of emotional intelligence.
is a template for organizing and understanding the consequences of job dissatisfaction.
Self-verification
is the motivation to verify/maintain our self-concept Stabilizes our self-concept Prefer feedback consistent with self-concept
Mental models are ________ that we develop to describe, explain, and predict the world around us. self-fulfilling prophecies knowledge structures action learning practices stereotypes
knowledge structures
The ability to detect a moral dilemma and determine its relative importance is known as: situational factors moral intensity moral sensitivity utilitarianism
moral sensitivity
Self-enhancement
motivated by self-interest
Conservation
motivation to preserve the status quo
Self-transcendence
motivation to promote welfare of others and nature
Openness to change
motivation to pursue innovative ways
Direction
path by which a person steers his/her effort
Proficiency
performing work efficiently and effectively
Emotions are defined as: feelings that are not directed toward anything in particular. physiological, behavioral, and psychological episodes experienced toward an object, person, or event that create a state of readiness. our intentions to act toward an attitude object. our judgments about what is right or wrong.
physiological, behavioral, and psychological episodes experienced toward an object, person, or event that create a state of readiness.
Performance =
proficiency, adaptability, proactivity
The process of assigning traits to people based on their membership in a social category is called: the recency effect. empathy. the halo effect. stereotyping.
stereotyping.
At Clickz, an American photography magazine publisher, more than half of the senior management positions are held by women. African Americans represent 40 percent of the company's workforce. The description of Clickz's diversity refers to: surface-level diversity deep-level diversity psychological diversity attitude diversity
surface-level diversity
Conscientiousness is a dimension of: the five-factor model (FFM) of personality. Schwartz's values model. the MARS model. the Myers-Briggs Type Indicator (MBTI).
the five-factor model (FFM) of personality.
Organizational behavior (OB)
the study of what people think, feel, and do in and around organizations
Mick works for a company as a financial analyst from home using information technology. He does not work in a traditional physical workplace. This trend is known as: frictional unemployment. contract work. surface-level diversity. virtual work.
virtual work.
Deep acting involves visualizing reality differently and producing emotions to match the requirements. ignoring customer needs and acting for a company's benefit. basing one's behavior on customer interactions. using real emotions to handle difficult customers.
visualizing reality differently and producing emotions to match the requirements.
Emotional dissonance occurs when: there is a set of similar emotional display rules around the world. we experience conflict between the required emotions and our true emotions. job satisfaction is at the same level as organizational commitment. we work with someone who has high emotional intelligence.
we experience conflict between the required emotions and our true emotions.