MGT 3301 exam one

individual, group & team, organization

3 levels of organizational behavior _ : personality _ & _ : communication _ : culture, structure

thinking, feeling

MBTI _ : analytical, clarity, head, justice, rules _ : subjective, harmony, heart, mercy, circumstance

extroversion, introversion

MBTI _ : outgoing, publicly expressive, interacting, speaks then thinks, gregarious _ : quiet, reserved, concentrating, thinks then speaks, reflective

sensing, intuition

MBTI _ : practical, specific, feet on the ground, details, concrete _ : general, abstract, head in the clouds, possibilities, theoretical

judging, perceiving

MBTI _ : structured, time oriented, decisive, makes lists and uses them, organized _ : flexible, open ended, exploring, makes lists and loses them, spontaneous

subjective norm

ajzen's theory of planned behavior (key general motive) a social factor representing the perceived social pressure for or against the behavior

attitude toward the behavior

ajzen's theory of planned behavior (key general motive) the degree to which a person has a favorable or unfavorable evaluation of the behavior in question

perceived behavioral control

ajzen's theory of planned behavior (key general motive) the perceived ease or difficulty of performing the behavior, assumed to reflect past experience and anticipated obstacles

emotional labor

an employee expresses desired emotions of an organization during interpersonal transactions at work -asking an employee to act a certain way at work (emotion: happy) -transfer the happiness to customer -emotional norm -if employees actually feel happy, this won't feel taxing **goal: increase satisfaction: positive emotions **set the expectation in the job description

organizational behavior

an interdisciplinary field dedicated to better understanding and managing people at work **draws on research and practice from many disciplines including anthropology, economics, ethics, management, organizational theory, political science, psychology, sociology, neuroscience, and vocational counseling

job design

any se of activities that alter jobs to improve the quality of employee experience and level of productivity approaches: -scientific management -job enlargement -job rotation -job enrichment

implicit cognition

any thoughts or beliefs that are automatically activated from memory without conscious awareness hiring: -may lead to biased decisions -biased decisions are avoided by training, use of structured interviews, and use of multiple interviewers leadership: -employees' evaluations of leader effectiveness are influenced by their schemata of good or poor leaders performance appraisals: -faulty perceptions about performance leads to inaccurate appraisals and erode moral -reduced by use of objective measures, training, use of HR analytics for capturing performance

job rotation

approach to job design calls for moving employees from one specialized job to another -rather than performing only one job, workers are trained and given the opportunity to perform two or more separate jobs on a rotating bases -better than job enlargement -increases engagement and motivation because employees have a broader perspective on the organization -increased worker flexibility and easier scheduling because employees are cross trained to perform different jobs -increased knowledge and abilities, improves employee promotability, and builds pipeline of internal talent

job enrichment

approach to job design modifies a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement -vertical loading, gives employee more autonomy and responsibility than horizontal loading (giving them additional tasks of similar difficulty)

job enlargement

approach to job design puts more variety into a worker's job by combining specialized tasks of comparable difficulty -some call this strategy horizontally loading the job -does not have a significant and lasting positive effect on job performance, recommended for use of a broader approach that uses multiple methods

scientific management

approach to job design the kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning -increases efficiency and productivity -simplified repetitive jobs also lead to job dissatisfaction, poor mental health, higher levels of stress, and a low sense of accomplishment and personal growth

fundamental attribution bias

attribution error our tendency to attribute another person's behavior to his or her personal characteristics rather than to situation factors incorrectly attribute to an internal cause instead of external

self serving bias

attribution error our tendency to take more personal responsibility for success than failure success = internal, failure = external

conscientiousness

big five personality dimension dependable, responsible, achievement oriented, persistent -detail oriented, organized

openness to experience

big five personality dimension intellectual, imaginative, curious, broad minded -creative, goes with the flow

extroversion

big five personality dimension outgoing, talkative, social, assertive

emotional stability

big five personality dimension relaxed, secure, unworried -calm, not easily shaken -unstable: neurotic

agreeableness

big five personality dimension trusting, good natured, cooperative, softhearted -gets along with different people

self transcendence

bipolar dimension: schwartz's model concern for the welfare and interests of others **universalism, benevolence

openness to change

bipolar dimension: schwartz's model independence of thought, action, and feelings **stimulation, self-direction

conservation

bipolar dimension: schwartz's model order, self restriction, preservation of the past, resistance to change **conformity, tradition, security

self enhancement

bipolar dimension: schwartz's model pursuit of one's own interests and relative success and dominance over others **power, achievement

contingency approach

calls for using organizational behavior concepts and tools that best suit the situation instead of relying on "one best way" -no one best way to manage people, teams, or organizations -the best course of action often will depend upon the interplay of multiple person & situational factors **flexible approach

b. distinctiveness

carlos, a manager, is looking at records of mary's work performance. he notes that she performed very well on task A, but poorly on task B. he is observing a. consensus b. distinctiveness c. implicit factors d. explicit factors e. consistency

slippery slope

cause of unethical behavior we are less able to see others' unethical behavior when it develops gradually EX. auditors may be more likely to accept a client firm's questionable financial statements if infractions have accrued over time SOLUTION: be alert for even trivial ethical infractions and address them immediately, investigate whether a change in behavior has occurred

overvaluing outcomes

cause of unethical behavior we give a pass to unethical behavior if the outcome is good EX. a researcher whose fraudulent clinical trial saves lives is considered more ethical than one whose fraudulent trial leads to deaths SOLUTION: examine both good and bad decisions for their ethical implications, reared solid decision processes, not just good outcomes

indirect blindness

cause of unethical behavior we hold others less accountable for unethical behavior when it's carried out through third parties EX. a drug company deflects attention from a price increase by selling rights to another company, which imposes the increases SOLUTION: when handing off or outsourcing work, ask whether the assignment might invite unethical behavior and take ownership of the implications

motivated blindness

cause of unethical behavior we overlook the unethical behavior when it's in our best interest to remain ignorant EX. baseball officials failed to notice they'd created conditions that encouraged steroid use SOLUTION: root out conflicts of interest, simply being aware of them doesn't necessarily reduce their negative effect on decision making

ill conceived goal

cause of unethical behavior we set goals and incentives to promote a desired behavior, but they encourage a negative one EX. pressure to maximize billable hours in accounting, consulting, and law firms leads to unconscious padding SOLUTION: brainstorm unintended consequences when devising goals and incentives, consider alternative goals that may be more important to reward

perception

cognitive process that enables us to interpret and understand our surroundings characteristics of PERCEIVER: -direction of gaze -needs and goals -experience with target -category based knowledge -gender and emotional status -cognitive load characteristics of TARGET: -direction of gaze -facial and body shape characteristics -nonverbal cues -appearance or dress -physical attractiveness characteristics of SITUATION: -context of interaction -culture and race consistency between perceiver and target

emotions

complex, relatively brief responses aimed at a particular target, such as a person, information, experience, event, or nonevent -change psychological and or physiological states -most experiences are a combination of positive & negative -more intense than moods -involve a specific trigger, situational -based on personality: EX. mellow v high strung

autonomy

core job characteristic job characteristics model the extent to which a job enables an individual to experience freedom, independence, and discretion in both scheduling and determining the procedures used in completing the job

feedback from job

core job characteristic job characteristics model the extent to which an individual receives direct and clear information about how effectively they are performing the job

task significance

core job characteristic job characteristics model the extent to which the job affects the lives of other people within or outside the organization

skill variety

core job characteristic job characteristics model the extent to which the job requires an individual to perform a variety of tasks that require the use different abilities

task identity

core job characteristic job characteristics model the extent to which the job requires an individual to perform a whole or completely identifiable piece of work **high when a person works on a product or project from beginning to end and sees tangible result

generalized self efficacy

core self evaluation a belief about your chances of successfully accomplishing a specific task -confidence in job related ability -prior experience, observing others succeed, persuasion, and coaching all increase this sources: -prior experience -behavior models -persuasion from others -assess physical or emotional state

self esteem

core self evaluation general belief about your self worth -relatively stable across your lifetime, more fixed than emotions -personal achievements and praise bolster this, while prolonged unemployment and destructive feedback erode it

emotional stability

core self evaluation high: relaxed, secure, unworried, less likely to experience negative emotions under pressure, higher job satisfaction low: anxious, negative world view, fold under pressure, give in to negative emotions

locus of control

core self evaluation relatively stable personality characteristic that describes how much personal responsibility we take for behavior & consequences internal: people who believe they control the events and consequences that affect their lives (I make things happen, I determine my future, I accept responsibility) external: people who believe their performance is the product of circumstances beyond their immediate control (things happen to me, I blame others for my failures, I can't control the future)

valence

element of expectancy theory victor vroom "how much do I value the outcomes I will receive by achieving my performance goals" -describes the positive or negative value people place on outcomes -mirrors our personal preferences (EX. positive _ for receiving additional money or recognition, negative _ for being laid off or ridiculed)

instrumentality

element of expectancy theory victor vroom "what are the chances of receiving various outcomes if I achieve my performance goals" -perceived relationship between performance and outcomes -an individual's belief that a particular outcome is contingent on accomplishing a specific level of performance (EX. graduation is contingent on passing)

expectancy

element of expectancy theory victor vroom "what are the changes of reaching my performance goal" -an individual's belief that a particular degree of effort will be followed by a particular level of performance -take the form of subjective probabilities

emotional contagion

emotions are transferred from one person to another

a. consensus

ethan observes that his subordinate, nate, is performing and acting like the other members of the unit. he is observing a. consensus b. distinctiveness c. implicit factors d. explicit factors e. consistency

justice theory

expansion on the role of equity theory in explaining employee attitude & behavior -organizational _ reflects the extent to which people perceive they are treated fairly at work (three components) **distributive, procedural, interactional

big five personality dimensions

extroversion, agreeableness, conscientiousness, emotional stability, openness to experience -reveals a personality profile as unique as fingerprints -not unique to the culture in which it was developed

process theory

fundamental perspective on motivation explain the process by which internal and situational factors (environmental characteristics) influence employee motivation

content theory

fundamental perspective on motivation identify internal factors such as needs and satisfaction that energize employee motivation -most are based on the idea that an employee's needs (physiological or psychological deficiencies that arouse behavior) influence their motivation

goal setting theory

goals that are specific and difficult lead to higher performance than general goals like "do your best" S-specific **state what you'll do, use action words M-measurable **provide a way to evaluate, use metrics or data targets A-attainable **within your scope, possible to accomplish R-results oriented **makes sense within your job function, improves the business in some way T-time bound **state when you'll get it done, be specific on date or time frame

d. fundamental attribution error

hannah and alan are peers in a software company. due to her workload, hannah decides to seek out assistance from alan to help complete her project. but alan does not answer his cell phone when hannah repeatedly tries to call alan for his help. hannah feels that alan is ignoring her calls on purpose, while in reality, alan has lost his phone and does not realize she is trying to contact him. this is an example of a(n) _ . a. cognitive dissonance error b. availability bias c. representativeness d. fundamental attribution error e. selective perception

counterproductive work behavior

harms other employees, the organization as a whole, and or organizational stakeholders such as customers and shareholders -negative workplace outcome EX. -bullying, theft, gossiping, backstabbing, drug and alcohol abuse, destruction of organizational property, violence, deliberately poor or incorrect work, internet surfing for personal reasons, excessive socializing, tardiness, sabotage, and sexual harassment

hygiene factors

herzberg's motivator hygiene theory cause a person to move from a state of no dissatisfaction to dissatisfaction -company policies -supervision -interpersonal relationships -working conditions -safety -salary -security **their removal does not create an immediate impact on satisfaction or motivation **individuals will experience the absence of job dissatisfaction when they have no grievances about these factors

motivating factors

herzberg's motivator hygiene theory cause a person to move from a state of no satisfaction to satisfaction -achievement -recognition -work itself -responsibility -advancement -growth -salary **growth & autonomy: valued over pay **job satisfaction was more frequently associated with factors in the work content of the task being performed **associated with strong effort or good performance

expectancy theory

holds that people are motivated to behave in ways that produce desired combinations of expected outcomes -motivation comes down to deciding how much effort to exert in a specific task or situation -the choice is based on a two stage sequence of expectations, moving from effort to performance and then from performance to outcomes -can generally predict behavior in any situation in which a choice between two or more alternatives must be made (EX. quit or stay at a job) three elements: expectancy, instrumentality, valence (linked)

b. motivated blindness

ilsa is part of a team working on a project. vanessa's role on the team is to update and present status reports to management. ilsa knows that vanessa's reports do not show the delays that have occurred, but she doesn't say anything because she does not want upper management more involved. which of the following is ilsa is exhibiting? a. ill-conceived goals b. motivated blindness c. indirect blindness d. slippery slope e. overvaluing outcomes

organizational citizenship behavior

individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization -voluntary -help work groups and organization to effectively achieve goals EX. -constructive statements about the department -expression of personal interest in the work of others -suggestions for improvement -the training of new people -respect for the spirit and letter of housekeeping rules -care for organizational property -punctuality and attendance well beyond standard enforceable levels

stereotype

individual's set of beliefs about characteristics/attributes of a group 1. categorize 2. inferences 3. expectations 4. maintenance **can be damaging if inaccurate **can lead to bad decisions

ajzen's theory of planned behavior

intentions are the key link between attitudes and planned behavior (if our intentions are good, we are more likely to engage in a behavior) **you would have a positive intention if you thought donating blood was valuable for society (attitude towards behavior), if your friends were going to join you (subjective norm), & if you had time to participate (perceived control) three key general motives predict or influence intention and behavior: 1. attitude toward the behavior 2. subjective norm 3. perceived behavioral control

soft skill

interpersonal skills and personal attributes relate to our human interactions (people skills, leadership positions) -problem solving -storytelling -collaboration -curiosity -communication -creativity -decision making -critical thinking

consensus, distinctiveness, consistency

kelly's model of attribution behavior can be attributed either to internal factors within a person (such as ability) or to external factors within the environment (such as a difficult task) people make casual attributions based on observing three dimensions of behavior: _ : compares an individual's behavior with that of his or her peers (high when someone acts like group) _ : compares a person's behaviors on one task with his or her behavior on other tasks (high when individual has performed task in a significantly different manner than other tasks) _ : judges whether the individual's performance on a given task is consistent over time (high when a person performs a certain task the same way, with little or no variation over time)

job satisfaction

key workplace attitude an affective or emotional response towards various facets of one's job **extent to which an individual likes their job (complex, situational) -needs fulfillment: understand and meet employees' needs -met expectations: meet expectations of employees about what they will receive from job -value attainment: structure job & rewards to match employee values -equity: monitor employee's perception of fairness and interact with them so they feel fairly treated -disposition/genetic components: hire employees with an appropriate disposition leads to: -increased job performance -increased organizational citizenship behaviors (OBC) -decreases counterproductive work behaviors (CWB)

perceived organizational support

key workplace attitude extent to which employees believe that the organization values their contributions and genuinely cares about their well being -am I disposable -reciprocal -reduces stressors, job security, fair treatment leads to: -increased organizational commitment -job satisfaction -organizational citizenship behavior -task performance -lower turnover

organizational commitment

key workplace attitude the extent to which an employee identifies with an organization and is committed to its goals leads to: -greater employee retention -greater motivation in pursuit of organizational goals to increase this: -hire those whose personal values align most with organization values -guard against managerial breaches of psychological contracts -build the level of trust

employee engagement

key workplace attitude the extent to which employees give it their all to their work roles -sense of urgency, focus, enthusiasm, intensity -person factors -organizational level factors (recognition, communication) -environmental characteristics (leadership, job characteristics, timely feedback, stressors, variety) leads to: -increased customer loyalty and satisfaction -increased employee performance -increased employee wellbeing -greater financial performance

self awareness

knowing your own skills, abilities, values, weaknesses, strengths, preferences, & fit with environment -includes knowing how others see you in terms of these same factors -key to success in short & long term -practice mindfulness, take timeouts, keep a diary of strengths and weaknesses, take self assessments, and keep ears open & mouth shut **required to effectively apply the contingency approach

individual differences

many attributes, such as traits and behaviors, that describe each of us as a person -genetic and environmental -way you were raised, along with experiences and opportunities help shape who we are

physiological

maslow's need hierarchy theory, first most important most basic need & entails having enough food, air, and water to survive

esteem

maslow's need hierarchy theory, fourth most important need for reputation, prestige, and recognition from others **need for self confidence and strength

self actualization

maslow's need hierarchy theory, least important desire for self fulfillment, to become the best one is capable of becoming

safety

maslow's need hierarchy theory, second most important consists of the need to be safe from physical and psychological harm

love

maslow's need hierarchy theory, third most important the desire to loved and to be loved, include need for affection & belonging **social connection, relationships

power

mcclelland's acquired needs theory -likes to be in charge -likes to be in control of people, events -appreciates being recognized **the desire to influence, coach, teach, or encourage others to achieve

affiliation

mcclelland's acquired needs theory -likes to work in teams with cooperation and collegiality -tends to avoid conflict -likes to be praised in private **the desire to maintain social relationships, be liked, and join groups

achievement

mcclelland's acquired needs theory -prefers working on challenges -best in situations in which performance is due to effort and ability -prefers work with other high achievers **the desire to excel, overcome obstacles, solve problems, and rival or surpass others

theory y

mcgregor a modern and positive set of assumptions about people and work -self engaged -committed -responsible -creative **trust, leads to flexibility and encouragement **higher job satisfaction & performance, organizational commitment, and organizational citizenship

theory x

mcgregor a pessimistic view of employees -dislike work -must be monitored -can be motivated only with rewards and punishment (carrots and sticks) **force, leads to micromanaging

maslow's need hierarchy theory

motivation is a function of five basic needs (physiological, safety, love, esteem, and self actualization) -five needs are met sequentially and relate to each other in a prepotent hierarchy, most pressing need will be met before the next need becomes the most powerful or potent -human needs generally emerge in a stair step fashion -when physiological needs have been met, safety needs emerge, and so on -needs go beyond earning a paycheck, different motivated are needed

MBTI

myers-briggs type indicator: four categories 1. extroversion, introversion: where you prefer to focus your attention, where you get your energy 2. sensing, intuition: how you prefer to take in information 3. thinking, feeling: how you make decisions 4. judging, perceiving: how you deal with the outer world

intrinsic motivation

occurs when an individual is inspired by the positive or internal feelings that are generated by doing well, rather than dependent on factors like pay or compliments from the boss -rewards such as positive emotions, satisfaction, and self praise -reward is from the work itself

personal, supervisor, honor, consequences

other causes of unethical behavior 1. _ motivation to perform (I must be number one, outlier) 2. pressure from a _ to reach unrealistic performance goals along with threats for underperforming (pressure to meet quotas) 3. reward system that _ unethical behavior (want teamwork, reward individual) 4. employees' perception of little or no _ for crossing the line

procedural justice

perceived fairness of the processes used to make allocation decisions EX. A learns that B received a higher raise because B attended all the training programs offered **A didn't know that attending training programs contributed to raise amount

characteristics of situation

perception -context of interaction: social context in which the interaction occurs (texting someone during dinner will be perceived differently than texting during a business meeting) -culture and race consistency between perceiver and target: we more accurately recognize emotions displayed from people from our own or from familiar cultures (better understand facial expressions of someone from our own race)

characteristics of perceiver

perception -direction of gaze: first step focuses your attention and tells the brain what you think is important in the immediate environment (we remember people who make direct eye contact with us) -needs and goals: we are more likely to _ what is related to our goals and needs (looking for a friend at a party, fail to see strangers) -experience with target: influenced by past experience with the person (negatively view a firm handshake if a person tried to exert their power over you in the past) -category based knowledge: stereotypes about categories of people (singers, police, politicians) -gender and emotional status: women recognize emotions more accurately than men, both are able to recognize a target's emotions if they are similar to their own -cognitive load: amount of activity going on in your brain

distributive justice

reflects the perceived fairness of the way resources & rewards are allocated EX. pay raise

psychological contract

represent an individual's perception about the reciprocal exchange between themself and another party -in a work environment, this represents an employee's beliefs about what he or she is entitles to receive in return for what they provide to the organization -research shows that an employer breach of this is associated with lower organizational commitment, job satisfaction, and performance with greater intentions to quit

attitudes, feelings, thoughts, intentions

represent our feelings or opinions about people, places, and objects and range from positive to negative -influence our behavior -represent consistent beliefs and feelings about SPECIFIC THINGS 3 components: 1. affective: _ or emotions 2. cognitive: _ or ideas 3. behavioral: _ or expectations on how to act

extrinsic motivation

results from the potential or actual receipt of external rewards -rewards such as recognition, money, or a promotion represent a payoff we receive from others for performing a particular task -reward doesn't come from the work itself, but by a supervisor

e. conscientiousness

rex is an achievement-oriented individual. his firm always uses him during time crunches, as he is one of the most dependable members of his team. he sets goals that lead him to demonstrate high levels of performance. in this scenario, which of the following big five personality traits does rex exhibit? a. extraversion b. neuroticism c. hedonism d. agreeableness e. conscientiousness

mcclelland's acquired needs theory

states that three needs (achievement, affiliation, and power) are the key drivers of employee behavior -believes we are not born with our needs, but we learn them as we go about living our lives -will usually have one dominant need or motivation, varies person to person

c. self actualization needs

stella wants to be hired by a large advertising firm. she feels the job would help her utilize her creative skills. which of the following needs is stella looking to satisfy? a. physiological needs b. social needs c. self actualization needs d. affiliation needs e. safety needs

casual attributions

suspected or inferred causes of behavior -might affect our perceptions of cause and choice of action behavior: employee fails to meet minimum standards manager's _ : lack of effort, ability manager's action: reprimand, train

hard skill

technical expertise and knowledge to do a particular task or job function (such as financial analysis, accounting, or operations) -subject matter expertise -math and statistics knowledge -data and technical skill

shawn achor

ted talk -positive psychology -eliminating the outlier & catering to the average leads to people remaining average -external world can only predict 10% of long-term happiness, 90% of long-term happiness is due to how your brain processes the world -25% of job success is predicted by IQ & 75% by optimism levels, social support, and ability to see stress as a challenge and not a threat -the absence of disease is not health (reverse the formula of happiness & success) **happiness advantage: brain at positive performs significantly better than at negative, neutral, or stressed (better secure jobs, better keeping jobs, superior productivity, more resilient, less burnout, less turnover, greater sales)

emotional intelligence

the ability to monitor your own emotions and those of others, to discriminate among them, and to use this information to guide your thinking and actions **ability to manage and recognize emotion in oneself and others 1. self awareness (reading one's own emotions and recognizing their impact, knowing one's strengths and limits, a sound sense of self worth and capabilities) 2. self management (keeping disruptive emotions under control, honesty, integrity, trustworthiness, flexibility in adapting to changing situations or overcoming obstacles, readiness to seize opportunities, optimism) 3. social awareness (empathy, reading current events and politics at an organizational level, recognizing and meeting customer or client needs) 4. relationship management (inspirational leadership, influence, conflict management, building bonds, teamwork, collaboration)

hawthorne effect

the alteration of behavior by the subjects of a study due to their awareness of being observed

personality

the combination of stable physical, behavioral, and mental characteristics that give individuals their unique identities -the way we look, think, act, and feel -product of interacting genetic and environmental influences and are stable over time and across situations and cultures -person input in organizing framework

diversity

the many individual differences and similarities that exist among people -pertains to everybody, inevitable -not just issues of age, race, or gender, sexual orientation, or religion but also pertains to the host of individual differences that make each person unique personality is the center of the wheel, set of characteristics responsible for _ next layer: internal dimensions (surface level characteristics): those quickly apparent to interactants **race, gender age = can't control final layer: organizational dimensions (deep level characteristics): **seniority, job title, work location = take time to emerge in interactions managing: -include: affirmative action, intervention aimed at giving management a chance to correct injustice that occurred in the past -build relationships -foster mutual adaptation: go all in, change structure, training

b. affective

the president of american systems announces that all employees will be going on a trip to san francisco. some employees like the idea and some don't. according to the _ component of attitudes, these evaluations reflect the feelings of the employees. a. behavioral b. affective c. cognitive d. normative e. intellectual

cognitive dissonance

the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions (ideas, beliefs, values, or emotions) **attitudes and reality collide **be open to tension, can lead to new ways of thinking and better understanding of a person 1. change your attitude or behavior or both 2. belittle the importance of the inconsistent behavior 3. find consonant elements that outweigh the dissonant ones

interactional justice

the quality of the interpersonal treatment people receive when procedures are implemented -does not pertain to outcomes or procedures of decision making -focuses on whether people believe they are treated fairly when decisions are implemented EX. A and B's leader treats them both with respect (decision implemented)

define, causes, recommendations

three step approach to solving problems in organizational behavior 1. _ the problem (think of what the desired outcome is & compare it to current situation) 2. identify potential _ using organizational behavior concepts to solve the problem (contingency perspective, ethics) 3. make _ and take action (map or link these to the causes)

tradition

value: schwartz's model (conservation) respect, commitment, and acceptance of the customs and ideas that traditional culture or religion provides the self **humble, accepting my portion of life, devout, respect, moderate

conformity

value: schwartz's model (conservation) restraint of actions, inclinations, and impulses likely to upset or harm others and violate social expectations or norms **politeness, obedient, self discipline, honoring parents & elders

security

value: schwartz's model (conservation) safety, harmony, and stability of society, of relationships, and of self **family, national, social order, cleanliness, reciprocation of favors

hedonism

value: schwartz's model (open to change, self enhancement) pleasure and sensuous gratification for oneself **pleasure, enjoying life

stimulation

value: schwartz's model (openness to change) excitement, novelty, and challenge in life **daring, a varied and exciting life

self direction

value: schwartz's model (openness to change) independent thought and action, choosing, creating, exploring **creativity, freedom, independent, curious, choosing own goals

achievement

value: schwartz's model (self enhancement) personal success through demonstrating competence according to social standards **successful, capable, ambitious, influential

power

value: schwartz's model (self enhancement) social status and prestige, control or dominance over people & resources **social power, authority, wealth

benevolence

value: schwartz's model (self transcendence) preservation and enhancement of the welfare of people with whom one is in frequent personal contact **helpful, honest, forgiving, loyal, responsible

universalism

value: schwartz's model (self transcendence) understanding, appreciation, tolerance, and protection of the welfare of all people and of nature **broad minded, wisdom, social justice, equality, a world at peace, a world of beauty, unity with nature, protecting the environment

schwartz's value theory

values are motivational in that they represent broad goals that apply across contexts and time -bipolar values are incongruent & adjacent values are complementary -categorized 10 broad values within 2 opposing dimensions (pie slices) FIRST bipolar dimension: self transcendence & self enhancement SECOND bipolar dimension: openness to change & conservation **workplace application: managers can better manage their employees when they understand an employees' values and motivation **personal application: employees will derive more meaning from work by pursuing goals that are consistent with their values

core self evaluation

a broad personality trait compromised of four narrow and positive individual traits -better performance and personal satisfaction, can better adapt 1. generalized self efficacy 2. self esteem 3. locus of control 4. emotional stability

equity theory

a model of motivation that explains how people strive for fairness and justice in social exchanges or give and take relationships -people are motivated to maintain consistency between their beliefs and their behavior, perceived inconsistencies create cognitive dissonance that motivates corrective action -result in a change of attitude, behavior OUTPUTS: what do I perceive I am getting out of my job **pay/bonuses, benefits, challenging assignments, job security, recognition, participation in important decisions INPUTS: what do I perceive that I am putting into my job **education/training, skills, creativity, seniority, age, personality traits, effort, experience, and personal appearance COMPARISON: how does my ratio of outputs to inputs compare with others **friends, people with similar job, people with same gender or educational level bring equation into balance: 1. lower inputs 2. increase outcomes 3. increase other's inputs 4. lower other's outcomes 5. rationalize inequity 6. leave the organization 7. change comparison cowoker

ethical dilemma

a situation with two choices, neither of which resolves the situation in an ethically acceptable manner -frequent and potentially consequential -METOO movement: the women who come forward can either speak out about something inappropriate or say nothing and take a chance that the behavior will continue with themselves or others **something can be legal and unethical (EX. bribery)

values

abstract ideals that guide our thinking and behavior across ALL SITUATIONS -stem from our parents' values, our experiences in childhood and throughout life, and our religious or spiritual beliefs -relatively stable, can influence our behavior without being aware of it

characteristics of target

perception -direction of gaze: we form different perceptions of people based on whether they are looking at us while conversing (eye contact = interest) -facial and body shape characteristics: we often use face as a marker for gender, race, and age but can lead us to fall back on cultural stereotypes (overweight associated with negative traits) -nonverbal cues: gestures, touching, facial expressions, eye contact, and body movements like slouching all convey messages -appearance or dress: we may conclude someone who shows up for work with tattoos might not be serious about doing a good job -physical attractiveness: the beauty is good stereotype leads us to perceive attractive people positively (susan boyle)

herzberg's motivator hygiene theory

proposes that job satisfaction and dissatisfaction arise from two different sets of factors: -satisfaction comes from motivating factors and dissatisfaction comes from hygiene factors