FINAL EXAM COM 5126
Neuroticism
Anxious, insecure, self-conscious
Social networks
Connecting through forms of interdependence such as common interests or status
Attributions rules (EXTERNAL)
Consistency is high, no distinctiveness, high consensus
Which of the following statements about countervailing power in organizational relationships is true?
Countervailing power is the weaker party's power to maintain the stronger party's continued participation in the exchange relationship.
In quiet face-to-face meetings, most information is communicated verbally rather than nonverbally
False
Lifecycle of a relationship
Interdependence, Commitment, Understanding and predictability, interpersonal trust, self-disclosure
Problem Solving is best when
Interests are not perfectly opposing Parties have trust/openness Issues are complex
Frequent Job Rotation
Moving from one job to another, typically more than once per day
Surface-level diversity
Observable demographic or physiological differences
narcissism
Obsessive belief in one's own superiority and entitlement
Types of Teams
Permanence, authority dispersion skill diversity
Deep-level diversity
Psychological differences
Which of the following communication channels is most effective when the sender wants to persuade the receiver?
a personal face-to-face meeting with the receiver
EVLN Model
exit, voice, loyalty, neglect
normative commitment
felt obligation or moral duty to the organization
information overload
A condition in which information inflow exceeds an individual's processing capacity
job enlargement
Adding tasks to an existing job
Affective commitement
Emotional attachment to, identification with, and involvement in an organizations
The ability most strongly associated with awareness of other's emotions is
Empathy
Personality traits are more evident in situations where an individual's behavior is subject to social norms and reward systems.
False
Halo Effect
General impressions of person from one trait affects perception of person's other trait
Openness
Imaginative, creative, curious
information control
Manipulating others access to information to change their attitudes/behaviors
Primacy effect
Quickly form opinion of others based on first information received about them
Effective communication is of vital importance to organizations because employees work interdependently, and interdependence requires communication.
True
Teams are well suited to complex work that can be divided into more specialized roles.
True
Values directly motivate our actions by affecting the valence of different choices.
True
In the four-drive theory, achievement, competence, status, and self-esteem are produced by the drive to
acquire
Corporate social responsibility (CSR)
activities intended to benefit society and the environment beyond the firm's immediate financial interests or legal obligations.
Adjourning
disbanding; shift from task to relationship focus
organizational structure
division of labor and patterns of coordination, communication, work =flow, and formal power that direct organizational activities
competence
employees are confident about their ability to perform the work well and have a capacity to grow with new challenges
Types of team building
goal setting, problem solving, role clarification, interpersonal relations
Transformational Leadership
leadership that, enabled by a leader's vision and inspiration, exerts significant influence
Continuance commitment
leaving is difficult due to social and economic loss or lack of alternative employment
extraversion
outgoing, talkative, energetic
The topic of corporate social responsibility is most closely associated with the ________ perspective
stakeholder
One positive approach to feedback is ________, which focuses on areas of work where the employee excels or has demonstrated potential.
strength based coaching
Leadership
the ability to influence, motivate, and enable others to contribute toward the effectiveness of the organizations of which they are members
Team Cohesion
the degree of attraction people feel toward the team and their motivation to remain members
Behavioral Intentions behavior contingencies
two people have same behavioral intentions, but different situation or skills enables only one of them to act.
beliefs-feelings contingencies
two people have the same belief but different valences about that belief
Feeling-behavior intentions contingencies
two people have the same feeling's but form different behavioral intentions due to past experience, personality
exchange
used in negotiation, reciprocity, and sharing resources
Studies have shown that performance-based rewards
will motivate most employees but only under the right conditions
Three C's and Four Selves
- Social-self, self-enhancement, self-evaluation, self-verification - complexity. consistency, clarity
Distributive approach
- Win-lose orientation - View that one party loses when the other party gains - Most common when the parties have only one item to resolve
High nurturing orientation
- value relationships - focus on human interaction
expert power
Capacity to influence others by possessing knowledge or skills that they value
social presence
Extent that the channel creates psychological closeness to others, awareness of their humanness, and appreciation of the interpersonal relationship
A key feature of organizations is that their members have a defined and agreed upon collective sense of purpose.
False
According to the MARS model of individual behavior and performance, employee performance will remain high even if one of the four factors is low in a given situation.
False
Most emotions are high-intensity events that we are very aware of.
False
Locus of control
General belief about personal control over life events
Utilitarianism
Greatest good for the greatest number
People experience self-actualization by applying their skills and knowledge, observing how their talents achieve meaningful results, and experiencing personal growth through learning. These are the conditions for
Intrinsic motivation
Attitudes
Judgements based on evaluations
Exot
Leaving the situation, quitting, transferring, being absent
recency effect
Most recent information dominates our perceptions
Loyalty
Patiently waiting for the situation to improve
External Attribution
Perceiving that behavior/events is caused mainly by factors beyond the person's control
emotional intelligence
Recognizing emotions displayed by yourself and others. Learning to manage your emotions and working to assist others in managing theirs.
According to ________, people learn by observing or hearing about what happened to other people, not just by directly experiencing the consequences.
Social Cognitive Theory
SMART goals
Specific, Measurable, Attainable, Realistic, Timely
Machiavellianism
Strong motivation to get what one wants at the expense of others. Believe that deceit is natural and acceptable to achieve goals
High Power Distance
Value obedience to authority. Accept superiors commands and prefer formal rules and authority to resolve conflicts.
Nonverbal Communication
We gather more context from nonverbal communication when speaking face to face than the verbal content being sent.
Organizational Grapevine
an unstructured and informal network founded on social relationships rather than organizational charts or job descriptions
Investment experts have found that leadership and employee attitudes ________ when predicting which companies will have the highest and most consistent long-term investment gains.
are important positive screens
Synchronicity
channel requires/allows sender and receiver to communicate at the same time or at different times.
four-drive theory
drive to acquire, bond, comprehend, defend
self-enhancement
drive to promote and protect a positive self-view
self-determination
employees believe they have freedom, independence and discretion over their work activities
meaning
employees care about their work and believe that what they do is important
Individual Rights
everyone has same natural rights
Several employees in a newly formed group must work together to develop a new product. No one in this group has worked with anyone else in this group before, and the development of this product has not been attempted previously. According to the media richness model, which of the following communication channels is most appropriate in this situation?
face to face
Drive to bond
formal social relationship and develop mutual caring commitments with others
Stages of Team Development
forming, storming, norming, performing, adjourning
Three levels of self-concept
individual, relational, collective
Forming
learn about each other; evaluate membership
behavior modeling
observing others behaviors
learning behavior outcomes
observing others consequences
Internal Attribution
perceiving that behavior/events is caused mainly by the person
coalition formation
pooling members resources and power to influence others
drive to devend
protect ourselves physically and socially
Forcing is best when
quick resolution is required, your position has a stronger logical or moral foundation, and the other party would take advantage of cooperation
drive to comprehend
satisfy our curiosity, know and understand ourselves and the environment
mental models
team members' knowledge and beliefs about how the work gets done by the team
Commitment
the need to continue the relationship. it may be moral or self-gratification
social capital
the perceived power within relationships can influence others
self-disclosure
to what extent you disclose personal and private information and the feedback provided in the relationship
Social networking is a form of influence that tends to increase the individual's expert and referent power
true
Social networking is a form of influence that tends to increase the individual's expert and referent power.
true
Interpersonal trust
trusting that the other will not intentionally harm you. this increases as individuals know what to expect.
self-regulation
we engage in purposive action
Integrative (mutual gains) approach
•Win-win orientation. •Better with multiple issues of different value to each party.
self-fulfilling prophecy
1. supervisor forms expectations about employee 2. supervisor's expectations affect his or her behavior towards the employee 3. Supervisor's behavior affects the employee's ability and motivation 4. Employee's behavior becomes more consistent with the supervisor's initial expectations.
Membership/Seniority Based Rewards
fixed wages, seniority increases
Extrinsic motivation
motivated to receive something for instrumental reasons, fulfills needs indirectly
Social Self
need to be distinctive and unique
emotional contagion
nonconscious process of sharing another person's emotions by mimicking that person's facial expressions and other nonverbal behavior
Incompatible goals
one party's goals seem to interfere with other's goals
social projection
overestimating similarity between our preferences, traits, opinions, concerns and those of others
Conflict is ultimately based on
people's perceptions
Attributions rules (INTERNAL)
Consistency is high, Distinctiveness is high, no consensus
reward power
Control rewards valued by others, remove negative sanctions
High Uncertainty Avoidance
Feel threatened by ambiguity and uncertainty. Value structured situations and direct communication.
Understanding and Predictability
How well the understanding is of each others needs in the relationship
Job Status-Based Rewards
Includes job evaluation and status perks
Self-concept can be described by three characteristics:
complexity, consistency, and clarity.
relationship conflict
conflict based on interpersonal relationships
task conflict
conflict over content and goals of the work
Storming
conflict; members proactive, compete for roles
media richness
channel's data-carrying capacity is the volume and variety of information that can be transmitted during a specific time.
One issue with membership and seniority-based rewards is that they
do not directly motivate job performance
persuasion
emotional appeal
Emotional Labor
employees must not only plan their emotions but control emotions to meet the organizations desired responses interpersonal interactions.
Emotions
experiences
self-esteem
extend to which people like, respect, and are satisfied with themselves
Nonverbal communication includes
facial gestures, physical distance, paralanguage, and silence
Organizational Politics
using influence tactics for personal gain at perceived expense of others and organization
What are teams?
1. groups of two or more people 2. clear and inspired goals. result driven 3. interdependence and need for collaboration 5. have a time and size considerations 6. provide positive support and gate keep negativity 7. perceive themselves to be a team 8. have a structure of hierarchy.
What are groups?
1. groups of two or more people 2. exist to fulfill a purpose 3. interdependence and need for collaboration 4. have a component of size and time 5. perceive themselves to be a group
Stakeholders
Any entity who affects or is affected by the firm's objectives and actions
Path-Goal Theory of Leadership
A theory that states that the most important aspect in leadership is the follower's expectation that a task can be accomplished and that it will lead to rewards.
Self-Concept
A very large schema in memory that is the collection of all the ideas you have about yourself, including abilities, personality traits, and roles.
High Achievement Orientation
Assertiveness, competitiveness, materialism
Stereotyping
Assigning traits to people based on their membership in social categories
legitimate power
Agreement that people in certain roles can request certain behaviors of others
Distributive Justice
Benefits and burdens should be the same and proportional
referent power
Capacity to influence others through identification with and respect for the power holder
Voice
Changing the situation. Problem Solving, complaining
Differentiation
Different training, values, beliefs, and experiences
Norming
cohesion develops, roles establishes; consensus around team objetives and team mental model.
Cognitive Dissonance
Emotional experience caused by perceived incongruence of our beliefs, feelings, and behavior. (feeling hypocritical)
Employee Engagement
Employee's emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals.
Which of the following work environment factors would support self-leadership?
Employees have some degree of autonomy
Impact
Employees view themselves as active participants in the organization - their decisions and actions influence the company's success.
Low Power Distance
Expect relatively equal power sharing and view relationships with boss as interdependence, not dependence.
A new employee in the finance department of the Hogan Company prominently displays diplomas and past awards indicating his financial expertise. What type of power is this employee most likely trying to attain?
Expert
social acceptance
Extent that others support use of that communication channel for that purpose
The Dark Triad
Machiavellianism, Narcissism, Psychopathy
Ethics of Care
Moral obligation to help others
Self-Verification
Motivation to confirm and maintain our self-concept
Conscientiousness
Organized, dependable, thorough
false consensus effect
Overestimating the extent that others share our beliefs or traits
The strength of needs is impacted by self-concept, social norms and ________, which amplify or suppress emotions.
Past experience
Neglect
Reducing work effort or quality, increasing absenteeism
Organizational behavior (OB)
Studies what people think, feel, and do in and around organizations
What is decision making?
The conscious process of making choices among one or more alternatives with the intention of moving toward some desired state of affairs.
Individualism
The degree to which people value personal freedom, self-sufficiency, control over their lives, and being appreciated fro unique qualities
Collectivism
The degree to which people value their group membership and harmonious relationships within the group.
Employee motivation
The forces within a person that affect the direction, intensity, and persistence of effort for voluntary behavior
Attribution Theory
The perceptual process of deciding whether an observed behavior or event is caused mainly by internal or external factors
Which of the following motivates employees to continuously learn skills that will keep them employed?
competency based reward
Low Power Distance
Tolerate ambiguity and uncertainty
A global mindset includes the capacity to empathize and act effectively across cultures.
True
Many employees experience stress due to organizational constraints such as a lack of equipment or budget funding.
True
Motivation is the forces within a person that affect the direction, intensity, and persistence of voluntary behavior.
True
One important element of emotional intelligence is to have an awareness of our own emotions.
True
Utilitarianism suggests that we should choose the option that provides the highest degree of satisfaction to those affected.
True
When contemplating a career, we compare our images of that job with our current and desired images of ourselves.
True
Agreeable
Trusting, Helpful, Good-Natured
Competency Based rewards
competency-based pay and skill-based pay
coercive power
ability to apply punishment
Implicit leadership
based on the idea that people have beliefs about how leaders should behave and what they should do for their followers
self-efficacy
belief that we can successfully perform a task
BATNA
best alternative to a negotiated agreement
People who value their independence and personal uniqueness have
high individualism.
Performance based rewards
individual, team, organizational
avoiding is best when
issue is less important to you than other party, value/logic of your position is imperfect, and parties want to maintain harmony
Drive to acquire
seek, acquire, control. retain obtain or experiences
intrinsic motivation
seeking need fulfillment from doing the activity itself, not as a means to some other outcome
Selective attention
selecting versus ignoring sensory information
Servant leadership
serving followers towards their need fulfillment, personal development, and growth
Compromising is best when
single issue conflicts with opposing interests, parties lack time or trust for problem solving, parties want to maintain harmony, parties have equal power
Psychopathy
social predators may ruthlessly dominate and manipulate others.
Ethics
study of moral principles and values, whether actions are right or wrong, outcomes are good or bad
Performing
team becomes more task oriented, efficient work coordination; highly cooperative; high trust; commitment to team objectives; identify with the team
impression management
the attempt to protect your self-concept by influencing the perception that others have of you.
managerial leadership
the process of influencing others to understand and agree about what needs to be done and the process of facilitating individual and collective efforts to accomplish shared objectives
perception
the process of receiving information about and making sense of the world around us.
Interdependence
there is a need to rely on each other in the relationship to meet needs. behaviors effect each other.
