Organization Behavior Exam #1

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

Organizational Commitment

the extent to which an individual identifies with an organization and commits to its goals

Gen Zers

the generation that currently makes up the largest number of individuals in America

Employee engagement

the harnessing of organization members' selves to their work roles; in engagement, people employ and express themselves physically cognitively and emotionally during role performance

Intrapersonal intelligence

the potential to understand and regulate yourself. Having self-awareness is important as well as the ability to endure criticism and conflict on the job.

Attention/comprehension

the process of becoming consciously aware of someone or something

Demographics

the statistical measurements of populations and their qualities (such as age, race, gender, or income) over time

External influences

these are individual differences that which we have more control, such as were we live, our religious affiliation, our marital and parental status.

Schwartz Value Theory Issue

they traits can be clashing with one another or be polarizing from one another.

surface-level characteristics

those that are quickly apparent to interactants, such as race, gender, and age.

deep level characteristics

those that take time to emerge in interactions, such as attitudes, opinions and values and is an integration of external and organizational dimensions

External locus of control

those who believe their performance is the product of circumstance beyond their immediate control possess this thought process.

Positive emotions vs negative emotions

usually felt when you meet a goal that you have aimed to achieve such as joy gratitude, pride, satisfaction, etc. vs. are triggered by frustration and failure to meet goals. They are said to be goal incongruent

Organizational citizenship behavior

voluntary and help work groups and the organization to effectively achieve goals. Ex.: respecting housekeeping rules, suggestions for improvement, training and onboarding programs, constructive statements about the company.

Self-esteem

your general belief about your self-worth personal achievements and praise bolsters while prolonged unemployment and destructive feedback destroy it

Importance of Ethics

- employees are confronted with ethical challenges throughout their career. -Unethical behavior can damage relationships, making it difficult to conduct business. -Unethical behavior reduces cooperation, loyalty, and performance.

Maintain Stereotypes

-overestimating the frequency of stereotypic behaviors exhibited by others -incorrectly explaining expected and unexpected behaviors - differentiating minority individuals from ourselves

Different motivators are needed for employees working at small firms

-recognition of good performance - flexible work hours - rewards for good performance - involve employees in decision making

Three Things needed for Intelligence training

1. Adaptive: improvement occurs when you exert yourself just beyond our limits, easy should be avoided, constant and increasing challenge is what you need. 2. Variety: give you have multiple intelligences, you'll need a variety of activities to improve memory, for instance, involves multiple areas of your brain which is why it is best to include a host of stimuli (e.g. sights and sounds) to improve it. ] 3. Generalizability: because you can improve on the games doesn't mean you're smarter or will be a better performer at school.

Three components of Attitudes:

1. Affective 2. Cognitive 3. Behavioral

Effective leadership

1. Assigning specific tasks to group members 2. Telling others they have done well 3. Setting Specific goals for the group 4. Letting other group members make decisions 5. Trying to get the group to work as a team 6. Maintaining definite standards or performance

Three motives that predict intention and behavior

1. Attitude toward the behavior: the degree to which a person has a favorable or unfavorable evaluation of the behavior in question. 2. Subjective Norm: a social factor representing the perceived social pressure for or against the behavior. 3. Perceived behavioral control: the perceived ease or difficulty of performing the behavior, assumed to reflect past experience and anticipated obstacles.

Four Step Process of Stereotypes

1. Categorization 2. Inferences 3. Expectations 4. Maintenance

Three ways to reduce cognitive dissonance

1. Change our attitude or behavior or both. 2. Belittle the importance of the inconsistent behavior. 3. Find consonant elements that outweigh dissonant ones.

Three-step Applied Approach to problem solving

1. Define the problem 2. Identify the OB concepts or theories to use to solve the problem 3. Make recommendations and (if appropriate) take action.

Three Step Approach

1. Defining the Problem 2. Identify the OB Concepts to solve the Problem 3. Make Recommendations and take action

Big Five personalities

1. Extroversion: outgoing, talkative, sociable assertive 2. Agreeableness: Trusting, good-natured, cooperative, softhearted 3. Conscientiousness: dependable, responsible, achievement-oriented, persistent 4. Emotional Stability: relaxed, secure, unworried 5. Openness to experience: intellectual, imaginative, curious, broad-minded

Eight Ways for organizations to address any type of diversity:

1. Include/Exclude: Whether to increase or decrease the number of diverse people at all levels of the organization 2. Deny: People may deny differences exist, saying that all decisions are color-, gender-, and age-blind 3. Assimilate: Given time and reinforcement, all diverse people will learn to fit in or become like the dominant group 4. Suppress: Differences are squelched or discouraged when suppressions is the strat 5. Isolate 6. Tolerate 7. Build Relationships 8. Foster mutual adaptation: allows people to change their views for the sake of creating positive relationships with others

OCB Results importance

1. Likely to create positive impressions about you among your colleagues and manager 2. The aggregate amount of employee's OCBs affects important organizational outcomes

Acquired Needs Theory

1. Need for achievement: the desire to excel, overcome obstacles, solve problems, and rival and surpass others. 2. Need for affiliation: the desire to maintain social relationships, be liked, and join groups 3. Need for power: the desire to influence, coach, teach, or encourage others to achieve.

Four Key Workplace Attitudes

1. Organizational commitment 2. Employee Engagement 3, Perceived Organizational support 4. Job satisfaction

Tendencies of affirmative action plan

1. Perceived more negatively by white males than by women and minorities. 2. Viewed more positively by people who are liberals and democrats than others 3. Not supported by people who hold racist or sexist attitudes 4. Found to negatively affect the women and minorities expected to benefit from them

Schwartz Value theory

1. Ranges from concern for the welfare of others to pursuit of one's own interests 2. Ranges from self-directed independence to conformity

Four Key competencies of EI

1. Self-awareness: reading one's own emotions and recognizing their impact. 2. Self-management: keeping disruptive emotions and impulses under control, displaying honest and integrity, trustworthiness, flexibility in adapting to changing situations or overcoming obstacles, the drive to improve performance to meet inner standards of excellence. 3. Social awareness: sensing others' emotions, understanding their perspective, and taking active interest in their concerns, reading the currents, decisions networks, and politics at the org level. 4. Relationship management: guiding and motivating with a compelling vision, wielding a range of tactics for persuasion, bolstering other abilities through feedback and guidance.

Value affect on behavior

1. Values guide our actions across all situations 2. You will be more effective at influencing others attitudes and behaviors when you are armed with an understanding of values and their effects.

Retrieval and Response

1. We draw on, interpret, and integrate categorical information stored in long-term memory 2. We retrieve a summary judgement that has already been made

Big Five personality dimensions

1. extraversion 2. Agreeableness 3. Conscientiousness 4. Emotional stability 5. Openness to experience

Core Self-Evaluations

1. generalized self-efficacy 2. self-esteem 3. locus of control 4. emotional stability

Ways to REDUCE CWB

1. hire individuals who are less prone to engage in counterproductive behavior 2. Design jobs that promote satisfaction, and root out and eliminate managers who treat others in abusive manner. 3. Respond quickly and appropriately if an employee does engage in CWB's

Five Models of Job Satisfaction

1. need fulfillment 2. met expectations 3. value attainment 4. equity 5. dispositional/genetic components

Four stages of social perception

1. selective attention/comprehension 2. encoding and simplification 3. storage and retention 4. retrieval and response

Benefits and drawbacks of EI

Benefits: - better social relationships - greater well-being - increased satisfaction Drawbacks: - no clear link to improved job performance -Research remains unclear

Consensus, Distinctiveness, and consistency

Harold Kelley hypothesized that people make causal attributions by observing.

equity model

Satisfaction rests on how fairly an individual is treated

Intrinsic motivation

Self-determination theory focuses on the needs that drive ____ motivation

Selective attention/ Comprehension

Stage 1 of Social perception

Theory X and Theory Y

Theory X: a pessimistic view of employees: They dislike work, must be monitored, and can be motivated only with rewards and punishment ("carrots and sticks") Theory Y: a modern positive set of assumptions about people at work they are self-engaged, committed, responsible

Perception

a cognitive process that enables us to interpret and understand our surroundings

External attribution

a high consensus and high distinctiveness and low consensus

Process theory: Equity (Justice) theory

a model of motivation that explains how people strive for fairness and justice in social exchange or give-and-take relationships

Proactive personality

a person who is relatively unconstrained by situational forces and who effects environmental change

Self-efficacy

a person's belief about his or her chances of successfully accomplishing a specific task

What do we know about values

a person's values are stable over time, but personal values vary across generations

Locus of Control

a relatively stable personality characteristic that describes how much personal responsibility we take for our behavior and its consequences

dissolving

a response a manager gives completing when he or she eliminates the situation in which the problem occurs

Diversity Climate

a subcomponent of an organizations overall climate and is defined as the employees' aggregate "perceptions about the organization's diversity-related formal structure characteristics and informal values.

1. Affective component: "I feel" attitude

an attitude contains our feelings or emotions about a given object or situation.

2. Cognitive component: "I believe" attitude

an attitude reflects our beliefs or ideas about an object or situation.

Stereotype

an individual's set of beliefs about the characteristics or attributes of a group. This would be classified as an age stereotype formed by the inaccurate belief that older workers are less motivated.

affirmative action

an intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past

Content Theory

are based on the idea that an employee's needs influence his or her motivation

Ethical dilemmas

are situations with two choices, and neither which resolves the situation in an ethically acceptable and no clear ethical resolution arises.

Causal attributions

are suspected or inferred causes or behavior

Person vs. Situation Factors

are the infinite characteristics that give individuals their unique identities vs. all the elements outside us that influence what we do, the way we do it, and the ultimate results of our actions.

Resolving Problems

arguably the most common action managers take and simply means choosing a satisfactory solution, one that works but is less than ideal. Putting a doughnut or temporary spare tire fixes a flat but is certainly not ideal and is unlikely to last.

Self-determination theory

assumes that three innate needs influence our behavior and well-being: competence- I need to feel efficacious autonomy- I need to feel independent to influence my environment relatedness- I want to be connected with others

Azjen's Theory of Planned Behavior

attitude toward the behavior --> subjective norm --> Perceived behavioral control --> Intention --> behavior

Job satisfaction correlates with

attitudes: motivation, job involvement, withdrawal cognitions, perceived stress behavior: job performance, OCB, counterproductive work behavior Organizational level: account/financial performance, customer service

Heider attribution theory

behavior can be attributed either to internal factors within a person (such as ability) or external factors within the environment (such as a difficult task)

Machiavellians

believe the ends justify the means, often maintain emotional distance, and are manipulative

psychopaths

can be aggressive and lack concern for others, guilt, or remorse when their own actions do others harm.

Withdrawal cognitions

capture this thought process by representing an individual's overall thoughts and feelings about quitting.

Emotions

change over time and from situation to situation, whereas intelligence and cognitive abilities stay relatively the same in most situations they are stable across time and situations

Narcissist's

characterized as 1. having a grandiose sense of self-importance 2. requiring or demanding excessive admiration 3. Having a sense of entitlement 4. lacking empathy 5. tending to be exploitative, manipulative, and arrogant.

encoding and simplification

cognitive categories: groups of objects that are considered equivalent

Kelley's three dimensions of behavior

consensus: compares an individual's behavior with that of his or her peers distinctiveness: compares a person's behavior on one task with his or her behavior on other tasks consistency: judges whether the individual's performance on a given task is consistent over time.

Soft Skills most sought after by Employers

critical thinking, problem solving, decision making, active listening

organizational citizenship behavior

defined as "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

Group/team level

did a new manager take over your department? How does turnover in your department compare to that in other departments in the org?

Perceiver Characteristics

direction of gaze, needs and goals, experience with target, category-based knowledge, gender and emotional status, cognitive load.

Three kinds of justice

distributive- the perceived fairness of how resources and rewards are distributed or allocated Procedural Justice: the perceived fairness of the process and procedures used to make allocation decisions Interactional Justice: the quality of the interpersonal treatment people receive when procedures are implemented.

Note on Social perception

first three stages describe how specific social information is observed and stored in memory. The fourth and final is retrieval and response ,involves turning mental representations into real-world judgments and decisions.

Personal Values

global scope, broad influence, variously affects behaviors,

Counterproductive Work Behavior (CWB)

harms other employees, the organization as a whole, and/or organizational stakeholders such as customers and shareholders.

Individual Level

has the job itself become boring and less meaningful or rewarding to the employees who quit?

Organizational level

has the organization changed or restructured such that the most desirable positions are now at the headquarters in another state

Internal attribution

high consistency and low distinctiveness and low consensus according to Kelley Theory

Negative vs positive inequity

i'm dissatisfied I see myself faring worse then others vs. Am I satisfied? I see myself faring better than others

Solving Problems

ideal or optimal response. For instance, you could buy a new, high-quality, full-size spare to keep in your trunk

Glass-ceiling

identifies an invisible but absolute barrier that prevents women from advancing into higher-level positions

Motivating Factors

including achievement, recognition, characteristics of the work, responsibility, and advancement - cause a person to move from a state of no satisfaction to satisfaction

Hygiene Factors

including company policy, tech supervision, salary, interpersonal relationships with supers, working conditions

autonomy

is the extent to which a job enables an individual to experience freedom, independence, and discretion

Dispositional/Genetic Components

job satisfaction is a function of both personal traits and genetic factors.

Positive emotions

joy, gratitude, pride satisfaction, contentment, relief They are consistent with your goals

Organizational dimension of diversity include all of the following

management status, union affiliation, seniority, work location

Types of managers

marionette: puppets to their own bosses or the org. King Kong: managers feel superior to you and other subordinates; they have reach the top Superman: believe the world and all in it revolves around them. Taskmasters: micromanage and often suffocate and kill employee creativity

Intrinsic motivation

occurs when an individual is "turned on to one's work because of the positive internal feelings that are generated by doing well

access-and-legitimacy perspective

on diversity is based in recognition that the organization's markets and constituencies are culturally diverse.

Expectancy theory

people are motivated to behave in ways that produce desired combinations of expected outcomes

Internal locus of control

people who believe they control events and consequences that affect their lives are said to possess this thought

Contributions to Employee engagement

person factors: Personality, positive psychological capital, human and social capital situation factors: job characteristics, leadership, organizational climate, stressors

Onboarding

programs help employees to integrate, assimilate, and transition to new jobs.

need fulfillment model

propose that satisfaction is determined by the extent to which the characteristics of a job allow an individual to fulfill her or his needs.

Motivator-hygiene theory

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

Schwartz model

proposes that values that are in opposing directions from the center of his model conflict with each other

Persistence

refers to how long we focus on an activity

3. The Behavioral Component: "I intend" attitude

refers to the way we intend or expect to act toward someone or something

Fundamental attribution bias

reflects our tendency to attribute another person's behavior to his or her personal characteristics, rather than to situation factors

Organizational commitment

reflects the extent to which an individual identifies with an organization and commits to its goals. Committed individuals tend to display two outcomes: - Likely continuation of their employment with the organization -Greater motivation toward pursuing organizational goals and decisions.

perceived organizational support

reflects the extent to which employees believe their organization values their contributions and genuinely cares about their well-being

Psychological safety

reflects the extent to which people feel safe to express their ideas and beliefs without fear of negative consequences

Soft Skills

relate to human interactions and include both interpersonal skills and personal attributes and are among the most valued skill by employers.

Met expectations model

represent the difference between what an individual expect to receive from a job, such as good pay and promotional opportunities and what she or he actually receives

schema

represents a person's mental picture or summary of a particular event or type of stimulus

Psychological contracts

represents an individual's perception about the reciprocal exchange between him or herself and another party

Implicit Cognition

represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness

Attitudes

represents our feelings or opinions about people, places and objects and range from positive to negative

Self-serving bias

represents our tendency to take more responsibility for success than failure

Cognitive dissonance

represents the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions (ideas, beliefs, values, or emotions).

Dissolving problems

requires changing or eliminating the situation in which the problem occurs. Keeping with our example, the city you live in could build and utilize effective public transportation and remove the necessity of having cares altogether.

Extrinsic Motivation

results from the potential or actual receipt of external rewards

Storage and retention

retaining info over time but there are different forms of memory event memory: this compartment includes categories with information about specific events and general events Semantic memory: this refers to general knowledge about the world, as a kind of mental dictionary of concepts Person memory: categories within this compartment supply information about a single individual or groups of people (professors)

value attainment model

satisfaction results from the perception that a job allows for fulfillment of an individual's important values.

Organizational dimensions

seniority, job title, and function, and work location

Personal attitudes

specific scope, targeted: specifically, via intentions it affects behaviors

Interaction perspective

states that behavior is a function of interdependent person and situation factors

Interactional Perspective

states that behavior is a function of interdependent person and situation factors

Maslow's Need hierarchy theory

states that motivation is a function of five basic needs: physiological, safety, love, self-esteem, self-actualization

Equity model

suggests that managers should monitor employee's perceptions of fairness. Builds on the notion that satisfaction is tied to how "fairly" an individual is treated at work.

Emotional Stability

tend to be relaxed, secure, unworried, and less likely to experience negative emotions under pressure.