MGT 291 (Chapter 1,2,3,4,10)

Learning goal orientation

Characterized by a belief that abilities are changeable and a desire to increase task mastery or competence -individuals with a high LGO believe they can improve their skills and abilities -The focus of LGO is on task mastery, including learning through experimentation and failure. -choose challenging tasks -telling people that they can improve their skills in an area and giving them the opportunity to succeed early in the training can increase their LGO, decrease their anxiety, and improve their ability to learn the material

Upward Influence styles

Combinations of upward influence tactics that tend to be used together

Two Way Communication

Communication is from worker to chief executive, as well as vice versa

Task Conflict

Conflict over task issues, such as goals, deadlines, or work processes , has the potential to improve group performance if not too low or high -job related characteristics such as Educational diversity or tenure can lead to greater task conflict

Customer Intimacy

Delivering unique and customizable products or services to meet customer needs and increase customer loyalty -Creating customer loyalty requires employees to combine detailed knowledge about their customers with operational flexibility so they can respond quickly to almost any customer need, from customizing a product to fulfilling special requests -Consulting, retail and banking organizations use this approach -B/C employee cooperation and collaboration are important to developing customer intimacy, managers should also focus on building effective teams and creating effective communication channels.

Organizing

Designing the organizations or work groups structure, identifying what tasks need to be done, hiring the right people, deligating and assigning each task, establishing a chain of command, and creating rules for communication and decision making.

Differentiation Strategy

Developing a product or service that has unique characteristics valued by customers -the uniqueness may allow the company to charge a premium price -the dimensions along which a firm can differentiate include image (coke), product durability (wrangler clothing), quality (Lexus), Safety (Volvo), and usability (apple). -Companies can pursue more than one strategy at once -companies that use this strategy often try and develop a competitive advantage in product innovation

Product Innovation

Developing new products or services -companies whose competitive advantage is based on product innovation constantly need new ideas -managers develop and reinforce an innovative culture -candidates need to be open minded and creative as as having experience and working cooperatively in teams -need a workforce of research and development employees who have an entrepreneurial mindset, longer-term focus, high tolerance for ambiguity and an interest in learning and discovering -no employees who need stability and predictability

Acquiring power

Developing positive relationships and performing well can increase your power

Variety

Differences in a certain type of category, including group members expertise, knowledge or functional background

Separation

Differences in position or opinion among group members reflecting disagreement or opposition-dissimilarity in an attitude or value, for example, especially with regard to group goals or processes

Disparity

Differences in the concentration of valuable social assets or resources-dissimilarity in rank, pay, decision-making authority, or status, for example

Leading

Directing and coordinating the work of others, influencing and motivating others, maintaining morale, and resolving individual and group conflicts.

Diversity

Diversity refers to the variety of observable and unobservable similarities and differences among people.

Formula for Ethical Behavior

Ethical Values + Clear Expectations + Rewards/Punishment Supporting Ethical Behavior = Ethical Employee Behavior

Organizational Behavior

Explains and predicts how people and groups interpret events, react, and behave in organizations; describes the role of organizational systems, structures, and processes in shaping behavior. Provides a foundation for understanding the "soft skills" that enable the effective management of people in organizations.

Theory

First part of scientific method and is a collection of verbal and symbolic assertions that specify how and why variables are related, and the conditions under which they should and should not relate -need to systematically test theories to verify that its predictions are accurate.

Person-Organization fit

Fit between an individual's values, beliefs, attitudes, and personality and the values, norms, and culture of the organization. -organizational values and norms that are important for person-organization fit include integrity, fairness, work ethic, competitiveness, cooperativeness, and compassion for employees and customers -research suggests that people amy experience differing degrees of fit with the job and with the organization. Essentially it is possible to like what you do but not where you do it, or to like where you work but not what you do there. -a way maximize this fit is to identify the qualifications, competencies, and traits that relate to the organization's strategy, values, and processes and hire people with those characteristics.

Specialization Strategy

Focusing on a narrow market segment or niche and pursuing either a differentiation or cost leadership strategy within that market segment -successful businesses following a specialist strategy know their market segment very well, and often have a high degree of customer loyalty -can be successful if it results in lower cost than competitors serving in the same niche or offering customers something other competitors do not -ex) dunkin donuts, starbucks, red lobster -try to develop a competitive advantage based on customer intimacy

Core self-evaluations

Fundamental premises people hold about themselves and their functioning in the world

GLOBE Study

Goal is to develop societal and organizational measures of culture and leader attributes that are appropriate to use across all countries

Masculinity

How much a society values and exhibits traditional male and female roles and expects them to be distinct Higher masculinity is reflected in a distinction between mens work and women work; while lower masculinity is reflected in equal employment opportunity and respect for successful and powerful women.

Influence Tactics

How people translate their power to affect the behavior of others

Perceived threat of loss

If some employees perceive a direct threat to their own career opportunities, they may feel that they need to protect their own prospects by delaying diversity efforts. -This can influence employees willingness to help minority employees, recruit diverse candidates for a position, and support diversity initiatives. -believes you need to include white men to have a successful diversity program

Type A personality

Impatient, competitive, ambitious and uptight; experiences a frustrated sense of wasting time when not activity engaged in productive activity -more prone to stress and coronary heart disease -good for job performance but not good for health

Deep-level diversity

Individual differences that cannot be seen directly, including goals, values, personalities, decision making styles, knowledge, skills, abilities, and attitudes -these "invisible" characteristics in others take more time to learn about, but can have stronger effects on group and organizational performance than surface-level characteristics. -becomes more important to group cohesiveness. -shows that conflict is dynamic and evolves over time.

Influence

Influence is more effective than power in affecting others behaviors and attitudes

Upward influence

Influencing superiors

Underlying Factors

Instead of relying on demographic characteristics when making hiring decisions, focus on the psychographic characteristics that are the real cause of performance differences

Relationship Conflict

Interpersonal conflict, including personality clashes, detracts from group performance and group member satisfaction -Gender diversity can lead to greater relationship conflict -Surface-level

Growth Strategy

Is often pursued in response to investors wanting rising earnings per share, and the required business expansion generally requires the acquisition of additional talent -growth can be organic, happening as the organization expands from within by opening new factories or stores -growth can also happen through mergers and acquisitions -Mergers and acquisitions have been a common way for organizations to achieve growth, expand internationally, and respond to industry deregulation- can also be a way for an organization to acquire the quality and amount of talent it needs to execute its business strategy -merges commonly fail due to the culture issues rather than technical or financial issues

Differences in status and power

Lower-status group members are less likely to share their ideas or challenge the ideas of the higher-status members

Person-group fit

Match between an individual and his or her supervisor and workgroup -leads to higher job performance, satisfaction, organization commitment, and intent to stay with the company.

Reciprocal Mentoring

Matches senior employees with diverse junior employees to allow both people to learn more about a different group, is one technique used to promote diversity awareness and inclusion.

Operational Excellence

Maximizing the efficiency of manufacturing or product development process to minimize costs -ex) dell computers, federal express, Walmart -Managers in operationally excellence firms hire and train flexible employees who are able to focus on short-term production objectives and who are concerned about minimizing cost -operationally excellence organizations function with tight margins and rely more on team work than individual performance.

The scientific method

Method of knowledge generation that relies on systematic studies that identify and replicate a result using a variety of methods, samples, and settings.

Controlling

Monitoring performance to make sure that it is consistent w/ quality and quantity standard, and taking appropriate actions to get back on track if necessary.

Gender

No meaningful difference in managerial performance between men and women.

Surface-level diversity

Observable differences in people, including race, age, ethnicity, physical abilities, physical characteristics, and gender. -Characteristics that are observable and known about people as soon as you see them -become less important over time

Parochialism

Occurs when the world is viewed solely through one's own eyes and perspective. -Americans are often accused of having a more parochial perspective than people from the cultures. -The fact that the international economy no longer revolves around the US means that global thinking is increasingly necessary.

Learning Style Inventory( 4 Basic Learning Styles)

One of the more dominant approaches to categorizing cognitive styles 1) Convergers: depend primarily on active experimentation and abstract conceptualization to learn. People with this style are superior in technical tasks and problems and inferior in interpersonal learning settings 2. Divergers: depend primarily on concrete experience and reflective observation. People with this style tend to organize concrete situations from different perspectives and structure their relationships into a meaningful whole. They are superior in generating alternative hypotheses and ideas, and tend to be imaginative and people-or feeling- oriented. 3. Assimilators: depend on abstract conceptualization and reflective observation. These individuals tend to be more concerned about abstract concepts and ideas than about people. They also tend to focus on the logical soundness and preciseness of ideas, rather than the ideas' practical values; they tend to work in research and planning units 4. Accommodators: rely mainly on active experimentation and concrete experience, and focus on risk taking, opportunity seeking and action. Accommodators tend to deal with people easily and specialize in action oriented jobs, such as marketing and sales. -more info on children learning and less on how styles influence adult learning -despite limitations, evidence suggests that cognitive and learning styles may be important for understanding human behavior and performance in a variety of contexts.

Managers

Organizational members who are responsible for the attainment of organizational goals by planning, organizing, leading, and controlling the efforts of others in the organization

Self-esteem

Our feelings of self-worth and our liking or disliking of ourselves -positively related to job performance and learning

Prejudice

Outright bigotry or intolerance for other groups -organizations can help to reduce the occurrence of prejudice by carefully selecting and training managers and employees, evaluating their inclusion behaviors, and tracking the promotion rates of members of different groups who work for different supervisors to identify possible discriminatory trends that warrant further attention

Reverse mentoring

Pairs a senior employee with a junior employee to transfer the skills from the junior employee to the senior employee

Organizational Networks

Patterns of task and personal relationships among employees.

Expatriate

Person temporarily or permanently living in a country other than that of legal residence

Demographic Characteristics

Physical and observable characteristics of individuals including gender, ethnicity, and age

Expert Power

Power due to control because of knowledge, skills, or expertise

Referent Power

Power due to control because subordinates respect, admire, and identify with the leader

Informational Power

Power due to control over information

Coercive Power

Power due to control over punishments -because this power decreases motivation and commitment it is rarely used by effective leaders.

Reward Power

Power due to control over rewards A position power that involves the use of rewards to influence and motivate followers

Persuasive Power

Power due to the ability to use logic and facts to persuade

Legitimate Power

Power due to the position of authority held -subordinates listen because they believes that the managerial position gives the manager the right to make certain requests of them.

Tolerance for Ambiguity

Propensity to view ambiguous situations as either threatening or desirable -Being tolerant of ambiguity is related to creativity, positive attitudes toward risk, and orientation to diversity -the best managerial strategy is to place individuals with a low tolerance for ambiguity in well-defined and regulated tasks.

Realistic Job previews

Provide both positive and potentially negative information to job candidates

Power

Refers to a person or group's potential to influence another person or group to do something that would not otherwise have been done.

Psychological Contract

Refers to employer and employee expectations of the employment relationship, including mutual obligations, values, expectations, and aspirations that operate over and above the formal contract of employment. -If the employer and employee do not agree about what the contract involves, employees may feel that promises have been broken, or that the psychological contract has been violated

Long-Term orientation

Reflects a focus on long-term planning, delivering on social obligations, and avoiding "losing face" A longer-term orientation is reflected in a strong work ethic and placing high value on education and training; while short-term orientation is characterized by higher individualism, creativity, and equality

Individualism

Reflects the strength of the ties people tend to have with others in their community Higher individualism indicates loose ties with others and is reflected in greater valuation of peoples time and need for freedom; while low individualism is reflected in placing a high value on harmony rather than honesty, and an emphasis on intrinsic rewards

Correlation

Relationship between the two variables; ranges from -1 to +1 -We analyze the correlation to test our hypothesis

Type B personality

Relax and easygoing; less overly competitive than Type A

Hypothesis

Second step to the scientific method and is written predictions specifying expected relationships between certain variables

Faultiness

Separation based on the existence and strength of subgroups due to the composition and alignments of different group member characteristics -Because of the absence of strong subgroups and weak faultiness, homogenous teams and highly heterogeneous teams with many subgroups have better long-term performance than moderately heterogeneous teams.

Global Mindset

Set of individual attributes that enable you to influence individuals, groups, and organizations from diverse socio/cultural/institutional systems. -Global mindset combines cultural intelligence and a global business orientation -jobs send employees on business experiences abroad to improve their global mindset

Planning

Setting goals, establishing a strategy to pause those goals, and forecasting future threats and opportunities that might influence the company needs and strategies

Empowerment

Sharing power with employees and giving them the authority to make and implement at least some decisions

Social categorization theory

Similarities and differences among people form the basis for sorting self and others into similar in-group members and dissimilar out-group members.

Ethics

Standards of behavior about how people ought to act in different situations

Cost Leadership Strategy

Striving to be the lowest-cost producer for a particular level of product quality -Walmart is a good example of a firm pursuing a cost leadership strategy -designing products with less parts and efficient manufacturing processes to keep production costs and customer prices low -organizations pursuing a strategy of keeping costs and prices low try to develop a completive advantage in operational excellence

Achievement motivation

Strong desires to accomplish something important, and take pleasure in succeeding at something important and demanding

Cultural competence

The ability to interact effectively with people of different cultures.

Ethnocentrism

The belief that one's own language, native country, and cultural rules and norms are superior to all overs. -less to do with prejudice and more to do with inexperience or ignorance about other people and environments

General Mental ability

The capacity to rapidly and fluidly acquire, process, and apply information -it involves reasoning, remembering, understanding, and problem solving -it is associated with the increased ability to acquire, process, and synthesize information and has been defined simply as the ability to learn.

Uncertainty avoidance

The degree of anxiety members feel in uncertain or unfamiliar situations. Higher uncertainty avoidance is associated with a need for structure,avoiding differences, and very formal business conduct governed by many rules; while a lower uncertainty avoidance is characterized by an informal business culture, acceptance of risk, and more concern with long-term strategy and performance than with daily events

Power Distance

The degree of inequality that exists and that is accepted among people with and without power Higher power distance is associated with hierarchical centralized companies that have large gaps in authority, respect, and compensation; while lower power distance is where employees and supervisors are considered almost as equals.

Locus of Control

The degree to which a person generally perceives events be under his or her control (internal locus) or under the control of others (external locus)

Supplementary fit

The degree to which a person's characteristics are similar to those that already exist in the organization.

Complementary fit

The degree to which an employee adds something that is missing in the organization or workgroup by being different from the others, often by having different abilities or expertise

Personality

The dynamic mental attributes and processes that determine individuals emotional and behavioral adjustment to their environments -the less flexible someone is in different situations and in interactions with a variety of people, the more permanent and stable the individuals personality -culture provides the context in which personality develops and acquires meaning

Person-job fit

The fit between a person's abilities and the demands of the job and the fit between a person's desires and motivations and the attributes and rewards of a job -an employees talents need to meet a job's requirements, and the job needs to meet the employee's needs and motivations. -research suggests that person-job fit leads to higher job performance, satisfaction, organization commitment, and intent to stay with the company.

Person-vocation fit

The fit between a person's interests, abilities, values, and personality and a profession.

Inclusion

The sense of being safe, valued and engaged in a group regardless of similarities to or differences from other group members, results in more information sharing and commitment. Time and group member contact can increase the positive effects of diversity.

Dependent variable

The variable predicted to be affected by something else

Independent variable

The variable that is predicted to affect something else

Theory of multiple intelligences

There are a number of distinct forms of intelligence that each individual possesses in varying degrees -few people are good at everything. try to maximize the fit between employees strengths and the requirements of their jobs

Learning Style Orientations (Five Key Factors)

Tower and Dipboye developed a learning style orientation measure to address some of the limitations of the Kolb inventory and identify key styles and preferences for learning. 1) Discovery Learning: an inclination for exploration during learning. Discovery learners prefer subjective assessments, interactional activities, informational methods, and active-reflective activities. 2) Experiential learning: a desire for hands-on approaches to instruction. Experiential learning is positively related to a preference for action activities 3) Observational learning: a preference for external stimuli such as demonstrations and diagrams to help facilitate learning. Observational learning is positively related to preference for informational methods and active reflective methods 4) Structured learning: a preference for processing strategies such as taking notes, writing down task steps, and so forth. Structured learning is related to preferences for subjective assessments. 5) Group learning: a preference to work with others while learning. Group learning is related to preferences for action and interactional learning.

Abuse of Power

Using any type of power to demean, exploit, or take advantage of another or influencing someone to do something the person later regrets -People who do not know how to effectively influence or persuade others often resort to the use of fear, threats, and intimidation

Human relations movement

Views organizations as cooperative systems and treats workers' orientations, values, and feelings as important parts of organizational dynamics and performance -stressed that human dimensions of work, including group relations, can supersede organizational norms and even an individuals self-interests -the moment ushered in a new era of more humane, employee-centered management by recognizing employees social needs, and highlighted the importance of people to organizational success.

Need for power

Wanting to control and influence others, or to be responsible for others -could be positive if the leader could postpone immediate gratification and not act impulsively

Hawthorne Effect

When people improve some aspect of their behavior or performance simply because they are being assessed -attention was shifted to understanding the role of human factors and psychology in organizations after world war 1. -study showed that workers are more motivated when they believe their organization is open, concerned, and willing to listen.

Social Integration

When we feel like we are part of a group socially as well as in a task performance capacity, we feel more committed to the group -feel you are a core part of the group -greater diversity is related to less social integration in workgroups, which increases turnovers

Unequal access to organization networks

Women and minorities are often excluded from organizational networks, which can be important to job performance, mentoring opportunities, and being seen as a candidate for promotion.

General Self-efficacy

Your generalized belief that you will be successful at whatever challenges or tasks you might face

Code of ethics

a decision-making guide that describes the highest values to which an organization aspires.

Organizational Culture

a system of shared values, expectations, and behaviors that guide members' attitudes and behaviors-establishes the context for everything people in an organization do.

Emotional stability

associated with not being anxious, depressed, angry, and insecure. The opposite is neuroticism

Self-efficacy

our confidence in our ability to cope, perform, and be successful on a specific task -it is possible to have high self-esteem (i like myself and feel i am a competent person) but a low self-efficacy for certain tasks ( I suck at public speaking). -has been found to reduce the negative effect of low job autonomy on psychological and physical stress

Code of conduct

specifies expected and prohibited actions in the workplace, and gives examples of appropriate behavior

Information processing capability

the manner in which individuals process and organize information -helps explain differences between experts and novices on task learning and performance, as experts process and organize information more efficiently and accurately than novices

Chester I. Barnard

-Advocated for the use of two way communication -in convincing subordinates to cooperate, Barnard proposed that persuasion as preferable to economic incentives -also believed in the importance of good leadership in communicating goals and ensuring effective decision making

7 Recommended persuasion skills

-Build credibility: based on both your skills and your relationships. Using good posture and an appropriate tone of voice, and showing a sense of confidence will increase the chances that others will quickly see you as credible -Do not begin with a hard sell: This gives potential opponents something to resist and fight against -Search for shared ground and be willing to compromise: Every audience is different, and it is important not to come across as if you have already made up your mind. Communicate in words the audience easily understands and relates to, and incorporate values and beliefs they share -Develop compelling positions: Based on only a few convincing arguments, rather than overwhelming people with facts and information -Connect with people emotionally: rather than relying solely on logical arguments - Create a continuous feedback loop: From the audience to yourself. Incorporate the audience's perspective back into your own arguments -Be patient: people are rarely persuaded on the first try

Gaining a competitive advantage through OB

-Costcos strong and loyal customer base, access to a broad range of high-quality products for a low price, and committed employees gives it competitive advantage over smaller and lesser known retailers -to have a competitive advantage a company must ultimately be able to give customers superior value for their money (a combination of quality, service, and acceptable price)- either a better product that is worth a premium price of a good product at a lower price can be a source of competitive advantage

Technology

-Has changed the practice of management -Production technology can increase work group autonomy, decision making, and responsibility. -Automated performance feedback, teleconferencing, and virtual teams whose members are located around the globe are just a few modern management tools and challenges made possible by technology - some older workers resist learning new technologies, which can inhibit managers success in implementing technological solutions.

Sources of competitive advantage:

-Innovation: developing new products, services , markets, improving current. -Distribution: dominating distribution channels (block competition) -Speed: Getting products to customers quickly -Convenience -First to market: introducing products first -Cost: being the lowest cost provider -Service: best customer service -Quality: highest quality product or service -Branding: developing the most positive image

Conditions that enhance a subunit's power:

-Resource Scarcity: When resources are scarce, power differences across subunits are likely to be magnified. Power is greater for subunits that control scare resources that are vital the organization as a whole. -Centrality: A subunit's activities are central to the extent that they influence the work of many other subunits (eg. budget approval power), when their impact is more immediate (e.g. a performance decline in that unit would be felt faster by the organization as a whole), and when the subunit has a critical impact on the firm's key product or service. This is one reason why production and marketing departments tend to have greater power than human resource departments. -Substitutability: A subunit's power is reduced to the extent that others inside or outside of the organization can also perform its responsibilities. The labor market has a big influence on substitutability- when a subunit's skills become scarce in the labor market, the power of that subunit increases. If a subunit's work can be outsourced, that units power decreases because the threat of outsourcing can counter its influence attempts. -Uncertainty: Organizations do not like surprises or uncertainties. Accurate planning, financing, budgeting, and staffing all depend on a reasonably predictable future. The subunits most capable of coping with uncertainty or guiding the organization through a period of increased uncertainty tend to have greater power

Diversity Metrics allow companies to monitor their progress and toe define their priorities for future action. Frequently used indicators include:

-The diversity of job applicants and new hires -The proportion of people with different demographics in a company's business units at each level of employment -The pay levels and attrition rates of people with different demographics in comparable positions -The rate of people with different demographics promoted to those eligible for promotion

Socially responsible programs and policies being implemented by U.S. corporations include:

-Workplace diversity -Favorable working conditions -non exploitation of workers, including discrimination and harassment - Work-life balance initiative -Community volunteerism and charitable giving programs -Environmental "green" programs including recycling and resource conservation -Reducing carbon emissions -Partnering with environmental friendly suppliers and companies

Why is OB important?

-effectively implementing OB principles is what creates effective and successful employees -an emphasis on the "softer side" of business positively influences bottom line results -by listening to employees, recognizing their work, building trust, and behaving ethically, managers have boosted such performance measures as operating earnings, return on investment, and stock prices -the effective management of people is key to the creation of a competitive advantage and business strategy execution.

Negatives of Diversity

-evidence shows that supervisors rated subordinates who were older than them lower on task performance and extra role behaviors than subordinates who were younger or similar in age -author concluded that rather than having positive or negative effects, diversity may have no direct effect on team cohesion or performance -although the possible benefits of diversity are not guaranteed, the costs associated with mismanaging diversity are quite clear, including reduced motivation, increased turnover and absenteeism among disenfranchised groups, and costly lawsuits.

Age

-ge can be an indicator of generational differences as well as differences in knowledge, work experience, and fluid or crystalized intelligence -Age was negatively associated with learning scores in an open learning program for managerial skills. -Older trainees demonstrated lower motivation reduced learning, and less post training confidence in comparison to younger trainees -This suggests age has a negative relationship with learning, and part of its influence may be due to motivation -Older workers may not participate in learning and development activities as much has younger workers, in part due to a decline in confidence in their skills.

Benefits from managing ethics in the workplace

-substantially improve society -ethics programs help maintain a moral course in times of change -ethics programs cultivate teamwork and productivity -ethics programs support employee growth - ethics programs help ensure that policies are legal -ethics programs help avoid criminal acts of omission and can result in lower fines - ethics programs help manage values associated with quality management, strategic planning, and diversity management. ethics programs promote a strong public image

6 Mechanisms though which diversity affects outcomes

1) Social Integration 2) Differences in status and power 3) Task conflict 4) Relationship conflict 5) Inclusion 6) Information Processing

6 Barriers to Inclusion

1) The "like me" bias 2) Stereotype 3) Prejudice 4) Perceived threat of loss 5) Ethnocentrism 6) Unequal access to organizational networks

Four greatest obstacles to successful execution of corporate responsibility programs:

1. A focus of quarterly earning or other short-term targets 2. The cost of implementation 3. Difficulty in measuring and quantifying return on investment. 4. An unsupportive corporate culture. -each of these can be reduced through the application of OB concepts including goal setting, feedback, decision making, influence, and organizational culture.

Cultural Dimensions of the GLOBE project (9)

1. Assertivness: How confrontational and aggressive should people be in social relationships? 2. Uncertainty avoidance: How much should social norms, rituals, rules, and bureaucratic practices be relied on to limit unpredictability? 3. In-group collectivism: How much pride and loyalty should individuals have for their family or organization? 4. Institutional collectivism: How much should leaders reward and encourage collective distribution of resources and collective action rather than pursuit of individual goals? 5. Performance orientation: How much should people be rewarded for improvement and excellence? 6. Future orientation: How much should people delay gratification through planning for the future and saving? 7. Power distance: How unequally should power be distributed in organizations and in society? 8. Humane orientation: How much should society encourage and reward kindness, fairness, generosity, and friendliness? 9. Gender egalitarianism: How much should gender role differences be minimized?

Four components of cultural competence

1. Awareness of our own cultural worldview, and of our reactions to people who are different 2. Our attitude toward cultural differences 3. Knowledge of different worldview and cultural practices 4. Cross-cultural skills

3 Primary Business Strategies

1. Cost Leadership Strategy 2. Differentiation Strategy 3. Specialization Strategy

Demings Fourteen Principles of transformation for imposing the practice of management are:

1. Create constancy of purpose toward improvement of product and service. 2. Adopt a new philosophy for a new economic age. 3. Cease dependence on inspection to achieve quality 4. Minimize total cost 5. Improve constantly and forever 6. Institute training on the job 7. Institute leadership. 8. Drive out fear 9. Break down barriers between departments. 10. Eliminate slogans 11. Eliminate Quotas 12. Remove barriers to pride of workmanship 13. Institute a vigorous program of education and self-improvement 14. Involve everyone in the organization to work toward transformation -highlights the important of people, teamwork, and communication in an organizations success.

Barnards 3 Core Executive Functions

1. Establishing and maintaining a system of communication 2. Securing essential services from other members 3. Formulating organizational purposes and objectives.

The four scales MBTI uses:

1. Extroversion (E)/ Introversion (I): Extroverts are energized by things and people. They are interactions and "on the fly" thinkers whose motto is, "ready, fire, aim." Introverts find energy in ideas, concepts, and abstractions. They can be social, but also need quiet time to recharge their batteries. They are reflective thinks whose mottos is, "ready, aim, aim." Do you like to focus on the outer wold (extroversion) or on your own inner world(introversion)? 2. Sensing(S)/ Intuition(N): Sensing people are detail oriented. They want and trust facts. Intuitive people seek out patterns and relationships among the facts they have learned. They trust their intuition and look for the "big picture." Do you prefer to focus on the information you take in (sensing) or do you like to interpret and add meaning (intuition)? 3. Thinking(T)/ Feeling(F): Thinkers value fairness, and decide things impersonally based on objective criteria and logic. Feelers value harmony, and focus on human values and needs as they make decisions or judgments. When you make decisions, do you like to first look at logic and consistency (thinking) or at people and special circumstances involved (feeling)? 4. Judging(J) /Perceiving(P): Judging people are decisive and tend to plan. They focus on completing tasks, take action quickly, and want to know the essentials. They develop plans and follow them, adhering to deadlines. Perceptive people are adaptable, spontaneous, and curious. They start many tasks, and often find it difficult to complete them. Deadlines are meant to be stretched. In dealing with the world, do you like to get things decided quickly (judging) or do you prefer to stay open to new information and options (perceiving)?

6 Primary upward influence tactics

1. Ingratiation: Using flattery and acting polite, friendly, or humble to put the supervisor in a good mood. 2. Exchange: Offering to trade favors or rewards for compliance 3. Rationality: using logic, planning, reason, and compromise 4. Assertiveness: Using aggression, nagging, and verbal confrontations or giving orders 5. Coalition formation: seeking the support of other organizational members to show a united front 6. Upward appeals: Making informal or formal appeals to organizational superiors for intervention

7 universal emotions expressed in the face:

1. Joy 2. Sadness 3. Fear 4. Surprise 5. Anger 6. Contempt 7. Disgust

7 Types of Power

1. Legitimate 2. Reward 3. Coercive 4. Expert 5. Informational 6. Referent 7.Persuasive

List of multiple intelligences

1. Linguistic: words and language 2. Logical-mathematical: logic and numbers 3. Musical: music, rhythm, and sound 4. Bodily-kinesthetic: body movement and control 5. Spatial-visual: images and space 6. Interpersonal: other people's feelings 7. Intrapersonal: self-awareness

Results of research on Machiavellianism have found that:

1. Men are generally more Machiavellian than women 2. Older adults tend to have lower Mach scores than younger adults 3. There is no significant difference between high Machiavellians and low Machiavellians on measures of intelligence or ability 4. Machiavellianism is not significantly related to demographic characteristics such as educational level or marital status 5. High Machiavellians tend to be in professions that emphasize the control and manipulation of individuals-for example, lawyers, psychiatrists, and behavioral scientists

Three types of systemic errors organizations often make that undermine their ethics efforts:

1. Omission errors- a lack of written rules 2. Remission errors-Pressure by a manager or others to make unethical choices 3. Commission errors- a failure to follow sound, established operational and ethical practices

Four Managerial Functions:

1. Planning 2. Organizing 3. Leading 4. Controlling

Five dimensions that tend to distinguish cultures across countries:

1. Power Distance 2. Individualism 3. Masculinity 4. Uncertainty Avoidance 5. Long-term orientation

6 Dimensional vocational model that presents characteristics of the work environment, personality traits, and interests of working people (Holland):

1. Realistic: building, practical, hands-on, tool-oriented, physical 2. Investigative: analyzing, intellectual, scientific 3. Artistic: creating, original, independent, chaotic 4. Social: supporting, helping, cooperative, healing 5. Enterprising: persuading, leadership, competitive 6. Conventional: detail-oriented, organizing, clerical -holland viewed vocational interests as an expression of personality

Four Principles of Taylors Scientific Management

1. Replace rule-of-thumb work methods with methods based on scientifically studying the tasks using time-and-motion studies 2. Scientifically select, train, and develop all workers rather than leaving them to passively train themselves 3. Managers provide detailed instructions and supervision to workers to ensure that they are following the scientifically developed methods 4. Divide work nearly equally between workers and managers. Managers should apply scientific management principles to planning the work, and works should actually perform the tasks.

Core self-evaluations comprise four more specific personality traits:

1. Self esteem: the basic appraisal and overall value placed on oneself as a person 2. General self-efficacy: a judgement of how well we can perform successfully in a variety of situations 3. Locus of control: the perceived degree of control we have over what happens to use 4. Neuroticism (opposite=emotional stability): the tendency to experience poor emotional adjustment and negative affective states including hostility, fear, and depression -more positive and internal core self-evaluations are related to higher job performance, job satisfaction, life satisfaction, and motivation

EI is composed of five dimensions:

1. Self-awareness: being aware of what you are feeling 2. Self-motivation: Persisting in the face of obstacles, setbacks, and failures 3. Self-management: managing your own emotions and impulses 4. Empathy: sensing how other are feeling 5. Social skills: effectively handling the emotions of others

Three other types of within-group diversity that reflect different types of deep level diversity:

1. Separation 2. Variety 3. Disparity

According to the Federal Sentencing Guidelines for Organizations, several elements are important to a complete ethics and compliance program:

1. Written standards for ethical conduct 2. Ethics training 3. Providing a way for seeking ethics-related advice or information 4.Providing a mechanism for reporting misconduct anonymously 5. Disciplining employees who violate the standards of the organization or law 6. Evaluating ethical behavior as part of an employees regular performance appraisals

Stereotype

A belief about an individual or a group based on the idea that everyone in that particular group will behave the same way

Performance goal orientation

A belief that abilities are fixed and a desire to demonstrate high ability and to be positively evaluated by others -people with PGO want to demonstrate their ability by outperforming others, exceeding normative standards, and achieving success with limited effort. -they may also have an increased fear of failure and negative evaluations by others -has counteracting effects on performance -choose less challenging task

"Like me" Bias

A bias resulting from people's preference to associate with other people who they perceive to be like themselves

Information Processing

A change in the way groups integrate information and reconcile different perspectives to make decisions or take action results in more creative thinking and prevention of premature consensus.

Organization

A group of people with formally assigned roles working together to achieve common goals

Leadership motive pattern

A high need for power (with high impulse control) and a low need for affiliation -grounded in a need for power, and is generally associated with high managerial performance.

Self-concept

A person's perceptions of him-or herself as a physical, spiritual, and moral being -3 primary self concept traits are self-esteem, core self-evaluations, and self-efficacy

Big Five

A personality framework consisting of extraversion, emotional stability, agreeableness, conscientiousness, and openness to experience emotional stability and conscientiousness tend to have the strongest and most consistently positive relationship with performance motivation

Myers-Briggs Type Indicator

A personality inventory based on Car Jung's work on psychological types -Can be useful for team building, but should not be used in making organizational decisions

Workplace bullying

A repeated mistreatment of another employee through verbal abuse; conduct that is threatening, humiliating, or intimidating; or sabotage that interferes with the other person's work -Bullying costs employers through higher turnover, greater absenteeism, higher workers' compensation costs, and higher disability insurance rates, not to mention a diminished reputation as a desirable place to work -not effectively managed

Relational Demography

A single group member's similarities to and differences from other group members.

Meta-Analysis

A statistical technique used to combine the results of many different research studies done in a variety of organizations and for a variety of jobs -used to determine whether the results can be generalized to all situations or if the relationship works differently in different situations.

Sensory Modalities

A system that interacts with the environment through one of the basic senses -Visual:learning by seeing -Auditory: learning by hearing -Tactile: Learning by touching -Kinesthetic: learning by doing

Trait

A tendency to behave consistently over time and in a variety of situations -Personality traits are associated with differences in motivational states, self-set goals, assessments and interpretations of situations, and reactions to these interpretations including anxiety. - personality traits are a characteristic of the human species

Age related to changes in personality

Agreeableness and conscientiousness seem to show increases with age Extraversion, neuroticism, and openness show declines

Fear of failure

An anticipatory feeling of anxiety about attempting a challenging task, failing, and appearing incompetent

Machiavellianism

An individual's general strategy for dealing with other people and the degree to which they feel they can manipulate others in interpersonal situations Someone who employees aggressive, manipulative, exploring, and devious moves to achieve personal or organizational objectives

Emotional Intelligence

An interpersonal capability that includes the ability to perceive and express emotions, to understand and use them, and to manage emotions in oneself and other people -3 personal competencies (self-awareness, self-regulation, and motivation) -2 social competencies (empathy and social skills)

Psychographic Characteristic

Any personality, value attitude, interest, or lifestyle attribute

Competitive Advantage

Anything that gives a firm an edge over rivals in attracting customers and defending itself against competition

How does the GLOBE study define leadership?

As the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizations of which they are members.

Mental ability tests

Assess general mental abilities including verbal and mathematical reasoning, logic, and perceptual abilities.

Conscientiousness

Associated with being careful, thorough, responsible, organized, and prone to planning as well as being hardworking, achievement-oriented, and persistent. The opposite trait is lazy

Stereotype Threat

Awareness of subgroup differences on standardized tests creates frustration among minority test takers and ultimately lowers test scores

Position power

Based on one's position in the organization influence tactics -organizational authority gives managers position power

Scientific Management

Based on the belief that productivity is maximized when organizations are rationalized with precise sets of instructions based on time and motion studies -this was the beginning of the formal study of OB - left no room for individual preferences or initiative, and was not always accepted by workers

Why is understanding societal culture important?

Because it influences the diverse values, customs, language, and expectations we bring with us to work, which affect our reactions, preferences, and feelings -for example being late in one country could be very wrong, but in another country most things are late

Openness to experience

Being imaginative, cultured, curious, broadminded, and artistically sensitive. The opposite trait is close-mindedness -good predictor of training success

Token

Being in the numerical minority in a group based on some unique characteristic and being assumed to fully represent that minority group -included to look good to the public

Agreeableness

Being polite, flexible, trusting, cooperative, forgiving, and tolerant. The opposite trait is disagreeableness

Extraversion

Being sociable, assertive, talkative and energetic. The opposite trait is introversion -positively related to training outcomes

Business Strategies

Business strategy involves the issue of how to compete, but also encompasses: -the strategies of different functional areas in the firm -how changing industry conditions such as deregulation, product market maturity, and changing customer demographics will be addressed -how the firm as a whole will address the range of strategic issues and choices it faces. Business strategies are partially planned and partially reactive to changing circumstances.

Corporate Social Responsibility

Businesses living and working together for the common good and valuing human dignity. -An important part of this is how employers treat their employees. -A company's long term existence is in many ways connected to how the public perceives it in terms of values. -Social Responsibility supporters believes that ethical behavior is more profitable and more rational than unethical behavior, and crucial for the effectiveness of business organizations