Organizational Behavior UC3M
Four types of teams
1. Problem-solving 2. Self-managed 3. Cross-functional 4. Virtual
What are the OB research methods? (5)
1. Surveys 2. Laboratory studies 3. Case studies 4. Meta-analysis 5. Field studies
characteristics of organizational culture
1. innovation and risk taking 2. attention to detail 3. outcome orientation 4. people orientation 5. team orientation 6. aggressiveness 7. stability
5 characteristics that make a charismatic leader
1.Confidence & Optimism 2.Creativity & Enthusiasm 3.Vision 4.Determination 5.Communication
Positive outcomes of conflict
1.Consideration of a broader range of ideas, resulting in a better, stronger idea 2.Surfacing of assumptions that may be inaccurate 3.Increased participation and creativity 4.Clarification of individual views that build learning 5.On the other hand, conflict can be dysfunctional if it is excessive or involves personal attacks or underhanded tactics.
Rational decision-making model
1.Define the problem 2.Identify the decision criteria 3.Allocate weights to the criteria 4.Develop the alternatives 5.Evaluate the alternatives 6.Select the best alternative *More of a goal than a practical method
3 key expectancy theory relationships
1.Effort-performance: perceived probability that exerting effort leads to successful performance 2.Performance-reward: the belief that successful performance leads to desired outcome 3.Rewards-personal goals: the attractiveness of organizational outcome (reward) to the individual
Communication barriers
1.Filtering (refers to a sender's purposely manipulating information so the receiver will see it more favorably). 2.Selective perception 3.Information overload 4.Emotions 5.Language 6.Silence 7.Communication apprehension 8.Lying
Negative outcomes of conflict
1.Increased stress and anxiety among individuals, which decreases productivity and satisfaction 2.Feelings of being defeated and demeaned, which lowers individuals' morale and may increase turnover 3.A climate of mistrust, which hinders the teamwork and cooperation necessary to get work done.
Maslow's Hierarchy of Needs
(bottom to top of the pyramid) physiological, safety, love/belonging, esteem, self-actualization
Case studies
In-depth descriptions of a single industry or company
Types of variables
Inputs: are the variables like personality, group structure and organizational culture that lead to processes. These variables set the stage for what will occur in an organization later. Many are determined in advance of the employment relationship Processes: are actions that individuals, groups, and organizations engage in as a result of inputs and that lead to certain outcomes Outcomes: are the key variables that you want to explain or predict and that are affected by some other variables
Norms
are the acceptable standards of behavior as shaped by the group's members. Negative Norms and Group Outcomes lead to...
Roles
are the set of expected behavior patterns attributed to someone occupying a given position in a social unit.
need for power
to have control over one's environment - the need to make others behave in a way they would not have behaved otherwise
The 5 models of OB
1. Autocratic 2. Custodial 3. Supportive 4. Collegial 5. System
Person perception: making judgments about others
- Consensus: do other people behave the same way? - Distinctiveness: Does this person behave the same way across different situations - Consistency: does this person behave this way in different occasions in the same situation?
The relationship between dependency and power
- Dependency is directly related to power. the more that person or unit is dependent on you, the more power you have
Minimizing group think
- Limit group size to less than 10 - Encourage group leaders to actively seek input from all members and avoid expressing their own opinions - Appoint a "devil's advocate" - Use exercises that stimulate active discussion of diverse alternatives
Individual difference on decision making
- Personality - Gender - General mental ability - Cultural differences - Nudging
Organizational behavior challenges require managers to implement changes to...
- diversity - ethics - technology - globalization
how is social psychology used in OB
- how to implement it and how to reduce barriers to its acceptance - contribute to measuring, understanding, and changing attitudes, identifying communication patterns and building trust - made contributions to our study of group behavior, power, and conflict
why does ob matter?
- it can help you become a more engaged organizational member - organizations care because the best companies understand that the people are what make the place
Formal communication
- path follows the authority chain - messages relate to professional activities
Informal communication
- spontaneous channels from individual choice - messages often personal or social
Self-perception
- the type of bias people have, depends on their personality. many people suffer from self-enhancement bias. this is the tendency to overestimate our performance and capabilities and see ourselves in a more positive light than others see us
what do anthropologists work to help us with?
- understand differences in fundamental values, attitudes and behavior between people in different countries and within different organizations - much of our current understanding of organizational culture, organizational environments, and differences among national cultures is a result of the work of anthropologists or those using their methods
Four ways self-efficacy can be increased...
-Enactive Mastery: gaining relevant experience with the task or job. Past success in a task increases future confidence. -Vicarious Modeling: becoming more confident because another person is observed doing the task. -Verbal Persuasion: confidence gained because another person convinces the target individual of the target's abilities. -Arousal: an energized state, which may drive a person to complete a task. Not always effective in tasks that require detail-orientation or finesse.
Common mistakes in negotiations
-Failing to negotiate/accepting the first offer -Letting your ego get in the way -Having unrealistic expectations -Getting overly emotional -Letting past negative outcomes affect the present ones
Designed by Hackman and Oldham, the job characteristics model (JCM)proposes that any job can be described in terms of five core job dimensions:
-Skill Variety: described as the degree to which the job requires a variety of different activities, so the worker can use a number of different skills and talents. -Task Identity: this is the degree to which the job requires completion of a whole and identifiable piece of work. -Task Significance: the degree to which the job has a substantial impact on the lives or work of other people. -Autonomy: the degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and determining the procedures to be used in carrying it out. Jobs that possess autonomy give employees a feeling of personal responsibility for the results. -Feedback: the degree to which carrying out the work activities required by the job results in the individual obtaining direct and clear information about the effectiveness of his or her performance. Jobs that provide feedback lets employees know how effectively they are performing.
Perception
-a process with which individuals detect and interpret environmental stimuli - a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment -Its a major influence over our behavior, but many systematic biases color our perception and lead to misunderstandings
Frederick Herzberg's Motivation-Hygiene Theory (two-factor)
-proposed that an individual's relation to work is basic and that one's attitude toward work can very well determine success or failure. In other words, things that people feel good about at work are motivating and those things they don't feel good about are de-motivating.
Organizational change
...is the movement of an organization from one state of affairs to another. It can take many forms. It may involve a change in a company's structure, strategy, policies, procedures, technology, or culture. The change may be planned years in advance or may be forced upon an organization because of a shift in the environment. Organizational change can be radical and alter the way an organization operates, or it may be incremental and slowly change the way things are done. In any case, regardless of the type, change involves letting go of the old ways in which work is done and adjusting to the new ways. Therefore, fundamentally, it is a process that involves effective people management
5 ways to improve decision-making
1. Consider what is at stake 2. Assemble facts 3. Identify alternatives 4. Explore pros, cons and risks 5. Choose best path, take action
Why do organizational change fail?
1. Failure to make a compelling case for change 2. Not involving the employees 3. Ignoring current organizational culture 4. Real change happens at the bottom of the organization 5. Not dealing proactively with resistance 6. Failing to celebrate small wins
Stages of Group Development
1. Forming - comes together for the first time 2. Storming - begins to explore their power and influence and stake out territory 3. Norming- much more committed to each other and the group's goal 4. Performing - they are getting work done and paying greater attention to how they are doing 5. Adjourning- an ideal way to close a group, a debrief
5 phases of negotiation
1. Investigation - information gathering stage 2. Determine your BATNA - best alternative to a negotiation agreement 3. Presentation - you assemble the information you've gathered in a way that supports your position 4. Bargaining - each part discusses their goals and seeks an agreement 5. Closure
Power tactics
1.Legitimacy. Relying on your authority position or saying a request accords with organizational policies or rules. 2.Rational persuasion. Presenting logical arguments and factual evidence to demonstrate a request is reasonable. 3.Inspirational appeals. Developing emotional commitment by appealing to a target's values, needs, hopes, and aspirations. 4.Consultation. Increasing support by involving the target in deciding how to accomplish your plan. 5.Exchange. Rewarding the target with benefits or favors in exchange for acceding to a request. 6.Personal appeals. Asking for compliance based on friendship or loyalty. 7.Ingratiation. Using flattery, praise, or friendly behavior prior to making a request. 8.Pressure. Using warnings, repeated demands, and threats. 9.Coalitions. Enlisting the aid or support of others to persuade the target to agree.
3rd party negotiations
1.Mediator: neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives 2.Arbitrator: third party to a negotiation who has the authority to dictate an agreement 3.Conciliator: trusted third party who provides an informal communication link between the negotiator and the opponent
Managing stress: organizational
1.Selection and placement 2.Goal-setting programs 3.Job redesign 4.Employee involvement 5.Employee sabbaticals 6.Organizational communication 7.Wellness programs
Process conflict
1.This final type of conflict relates to how the work is accomplished. Low levels of process conflict are functional, while moderate-to-high levels of process conflict are dysfunctional.
Task conflict
1.This type of conflict relates to the content and goals of the work. High levels of task conflict become dysfunctional when they create uncertainty about task roles, increase the time needed to complete tasks, or lead to members working at cross-purposes. Low-to-moderate levels of task conflict are functional as they consistently demonstrate a positive effect on group performance as it stimulates discussion of ideas.
Signs you are emotionally smart
1.You can read non verbal communications; 2.You are interested in other people and their feelings/thoughts; 3.You are emotionally resilient; 4.You know where you need improvement; 5.You are aware of your own feelings; 6.You avoid negative self talk; 7.You pursue success.
Common problems faced by teams
1.knowing where to begin, 2.dominating team members, 3.poor performance of team members, and 4.poorly managed team conflict.
Reese believes strongly that it is important that workers' rights be respected, and that one of the more important ways of doing this is to ensure that all workers be properly documented. She is supervising a contracting company that is building a new warehouse for her company. While doing this she discovers that many of the workers employed by the contractor are undocumented aliens working for well below minimum wage. Reese is likely experiencing ________. A) cognitive dissonance B) unresolved anger C) ethical evasion D) uncertainty avoidance E) social pressure
A Because there is a contradiction in what Reese is feeling and the situation in which she finds herself, she is experiencing cognitive dissonance, any incompatibility an individual might perceive between two or more attitudes or between behavior and attitudes. The example doesn't say that Reese is experiencing anger or social pressure. Not knowing what Reese will do, we cannot say whether she will avoid the ethical decisions.
________ indicates a person's ability to be self-aware, detect emotions in others, and manage emotional cues and information. A) Emotional intelligence B) Emotional dissonance C) Confirmation bias D) Cognitive distortion E) Cognitive dissonance
A Emotional intelligence, or EI, is a commonly accepted term based on three factors: a person's ability to (1) be self-aware (to recognize her own emotions when she experiences them), (2) detect emotions in others, and (3) manage emotional cues and information. In general, people who know their emotions, or EI, are more effective.
Research shows that someone with a ________ core self-evaluation will also have a ________ job satisfaction level. A) high; high B) high; low C) low; high D) low; low E) There is no connection between these two factors.
A Individuals who have positive core self-evaluation also tend to show positive job satisfaction levels.
When you experience moral disgust, you have most likely been offended due to your sense of ________. A) right and wrong B) good and bad C) truth and justice D) religion and society E) self and others
A Our sense of right and wrong create our moral judgments on situations.
In ________ cultures, similarity to supervisors is more important for predicting career advancement. A) collectivistic B) sociocentric C) egocentric D) peer-to-peer E) individualistic
A Similarity in personality appears to affect career advancement. Those whose personality traits are similar to those of their coworkers are more likely to be promoted than those whose personalities are different. There's an important qualifier to these results: in collectivistic cultures, similarity to supervisors is more important for predicting advancement, whereas in individualistic cultures, similarity to peers is more important.
Despite misperceptions, the majority of studies have shown virtually no relationship between ________. A) age and job performance B) gender and job performance C) age and job satisfaction D) gender and job satisfaction E) job performance and job satisfaction
A the majority of studies have shown "virtually no relationship between age and job performance," according to Director Harvey Sterns of the Institute for Life-Span
Which of the following terms indicates the degree to which people like or dislike themselves? •A) core self-evaluation •B) authoritarianism •C) self-monitoring •D) Machiavellianism •E) agreeableness
A •People who have positive core self-evaluations like themselves and see themselves as effective, capable, and in control of their environment. Those with negative core self-evaluations tend to dislike themselves, question their capabilities, and view themselves as powerless over their environment.
This field of study has helped us understand differences in fundamental values, attitudes, and behavior between people in different countries and within different organizations. ◦A) anthropology ◦B) corporate strategy ◦C) political science ◦D) operations research ◦E) psycholinguistics
A ◦Anthropology is the study of societies to learn about human beings and their activities. Anthropologists' work on cultures and environments has helped us understand differences in fundamental values, attitudes, and behavior between people in different countries and within different organizations.
Austin is a graduate student helping to organize a study on individual job satisfaction. The study focuses on the top five causes of satisfaction or dissatisfaction on a job. His department is surveying 200 individuals in 100 different types of organizations. Austin is most likely a graduate student in the department of ________. ◦A) psychology ◦B) anthropology ◦C) political science ◦D) social psychology ◦E) archaeology
A ◦Because Austin's study focuses on the causes of job satisfaction, he is most likely conducting the study through the department of psychology. Psychology is defined as the science which seeks to measure, explain, and sometimes change the behavior of humans.
________ are actions that individuals, groups, and organizations engage in as a result of inputs. ◦A) Processes ◦B) Cultures ◦C) Structures ◦D) Outcomes ◦E) Policies
A ◦Processes are the "verbs" of organizational behavior.
Organizational development
A collection of change methods that try to improve organizational effectiveness and employee well-being 1.Sensitivity Training- Change behavior through unstructured group interaction 1.Survey Feedback- Gathering data and acting on it 2.Process Consultation- Using outside consultants 3.Team Building- Increase trust and openness 4.Intergroup Development- Change attitudes, stereotypes, and perceptions 5.Appreciative Inquiry- Discovering what the organization does right
Developing an OB model
A model is an abstraction of reality - a simplified version of some real-world phenomenon 3 variables: - inputs, processes and outcomes 3 levels of analysis: - Individual, group, and organizational
Intuitive decision making
A non-conscious process created out of distilled experience
Anchoring Bias
A tendency to fixate on initial information and fail to adequately adjust for subsequent information
Projection
Attributing one's own thoughts, feelings, or motives to another/one's own characteristics to other people
Attribution theory suggests that when we observe an individual's behavior, we attempt to determine whether it was internally or externally caused. That determination, however, depends largely on three factors. Which of the following is one of these three factors? uA) stereotyping uB) consistency uC) anchoring uD) rationality uE) intuition
B Attribution theory suggests that when we observe an individual's behavior, we attempt to determine whether it was internally or externally caused. That determination, however, depends largely on three factors. These three factors are (1) distinctiveness, (2) consensus, and (3) consistency.
When one creates a stereotype, they are using judgments on ________. A) the way someone looks B) the group to which someone belongs C) the way other people talk about someone D) just the individual at hand E) well proven facts.
B Stereotypes are based on the perceptions one has toward the group to which someone belongs.
Which of the following statements represents findings from studies of the age-turnover relationship? A) The older you get, the less likely you are to be satisfied with your job. B) The older you get, the less likely you are to quit your job. C) The older you get, the more likely you are to equip yourself with new skills. D) The older you get, the more likely you are to take a leave of absence. E) The older you get, the less likely you are to be productive on the job.
B The older you get, the less likely you are to quit your job. That conclusion is based on studies of the age-turnover relationship. As workers get older, they have fewer alternative job opportunities as their skills have become more specialized to certain types of work. In general, older employees have lower rates of avoidable absence than do younger employees.
What is the major problem with the Myers-Briggs Type Indicator as a measure of personality? •A) It is very difficult to administer. •B) It forces a person to be categorized as either one type or another. •C) It does not include enough dimensions to differentiate all the variety of human personality. •D) It tends to overemphasize intuitive personality traits over analytical personality traits. •E) It does not clearly classify a person into any single type.
B •Evidence is mixed about the MBTI's validity as a measure of personality, with most of the evidence suggesting it is not a good indicator. One problem is that the test forces a person into either one type or another (that is, you're either introverted or extraverted). There is no in-between, though people can be both extraverted and introverted to some degree.
Which of the following beliefs explains the usefulness of the systematic approach to the study of organizational behavior? ◦A) Human behavior does not vary a great deal between individuals and situations. ◦B) Human behavior is not random. ◦C) Human behavior is not consistent. ◦D) Human behavior is rarely predictable. ◦E) Human behavior is often not sensible.
B ◦Underlying the systematic approach to the study of organizational behavior is the belief that behavior is not random. Rather, we can identify fundamental consistencies underlying the behavior of all individuals and modify them to reflect individual differences. Behavior is generally predictable, and the systematic study of behavior is a means to making reasonably accurate predictions.
________ is a measure of how organizations are becoming more heterogeneous in terms of gender, race, and ethnicity. ◦A) Globalization ◦B) Workforce diversity ◦C) Affirmative action ◦D) Organizational culture ◦E) Operational homogeneity
B ◦Workforce diversity acknowledges a workforce of women and men; many racial and ethnic groups; individuals with a variety of physical or psychological abilities; and people who differ in age and sexual orientation.
The purpose of organizational behavior is to ________. ◦A) better understand management ◦B) improve an organization's effectiveness ◦C) balance diversity ◦D) create boilerplates ◦E) replace human resources
B. OB studies the impact individuals, groups, and structure have on an organization with the ultimate goal of improving effectiveness
Hindsight bias
Believing falsely that we could have predicted the outcome of an event after that outcome is already known
Carol is over 55 years of age and is targeted for layoff because she is highly paid and has lucrative benefits. Which of the following terms explains what she has been subjected to? A) recessionary practice B) mockery and insult C) discriminatory practice D) exclusion E) incivility
C Discriminatory policies or practices are actions taken by representatives of the organization that deny equal opportunity to perform or unequal rewards for performance. Example: Older workers may be targeted for layoffs because they are highly paid and have lucrative benefits.
________ is a highly complex and highly developed form of reasoning that is based on years of experience and learning. A) Contrast effect B) Halo effect C) Intuition D) Selective perception E) Emotional intelligence
C Intuition is a highly complex and highly developed form of reasoning that is based on years of experience and learning. Intuitive decision making is an unconscious process created from distilled experience.
When the team he supports wins the World Cup, Jana feels a surge of joy, which turns into a feeling of satisfaction that lasts for days. What is one of the reasons that the feeling of satisfaction might be categorized as a mood and not an emotion? A) It is a very strong feeling. B) It is brought about by a specific event. C) It has a lengthy duration. D) It is a positive feeling. E) It is expressed on his face.
C Jana's general ambiguous feeling of happiness is ongoing or prolonged, which is a characteristic of mood. Contextual stimulus, strong feelings, and facial expression are characteristics of emotion. Both mood and emotion can be positive.
Which of the following statements is true regarding perception? uA) Our perception of reality is independent of our personality. uB) The context of the situation in which the perception is made has little effect on our perception of reality. uC) Our perception of reality can be different from the objective reality. uD) Our perception of reality is independent of our past experiences. uE) We form a perception of a target by looking at it in isolation.
C Our perception of reality can be different from the objective reality. Our perception of reality is affected by our personality, past experiences and the context of the situation in which the perception is made. We do not look at targets in isolation.
Which of the following statements is not an example of stereotyping? A) There is no need to offer child care to him; men aren't interested in child care. B) Don't hire an older worker; they can't learn new skills. C) She was good at her last job, so she will be good at this one. D) She won't relocate for a promotion, since women don't relocate. E) The new hire will be emotionally insensitive, since he is a man.
C Stereotyping is judging someone on the basis of one's perception of the group to which that person belongs. Judging a person by her last job is judging her experience. In each of the other examples, the speaker judges based on a collective group.
One of the core problems that created the financial meltdown of 2008 was that large loans were made to individuals who could not repay them, and the finance companies purchased these bad debts without realizing how poor the prospects of repayment were. Which of the following decision-making errors was made by the lenders and borrowers? A) hindsight bias B) availability bias C) overconfidence bias D) confirmation bias E) anchoring bias
C When we are given factual questions and asked to judge the probability that our answers are correct, we tend to be far too optimistic. During the financial meltdown of 2008, the lenders and borrowers were overconfident about the ability to pay back loans. This overconfidence bias was clearly a major factor that created the financial crisis.
Your boss never gives you the benefit of the doubt. When you arrived late from lunch, he assumed that you had simply taken too much time. He never considered that the elevators were not working that day and the fact that you had to walk up 10 flights of stairs. Your boss is guilty of ________. uA) a self-serving bias uB) selective perception uC) the fundamental attribution error uD) inconsistency uE) stereotyping
C Your boss has underestimated the influence of external factors and overestimated the influence of internal or personal factors. He is sure that your late arrival is caused by your own efforts, or lack thereof. This is called the fundamental attribution error.
Jack is a high level administrator at an organization. Consistently, he calls employees into his office to point out their mistakes and to inform them of flaws within their performance; however, he never praises his employees nor informs them of positive feedback. Jack most likely has which of the Dark Triad? •A) Machiavellianism •B) narcissism •C) psychopathy •D) Machiavellianism and narcissism •E) psychopathy and narcissism
C •While he may find himself better than others, Jack is demonstrating psychopathy tendencies in his lack of concern for the job satisfaction and well being of his employees.
Which behavioral science discipline is mostfocused on understanding individual behavior? ◦A) sociology ◦B) social psychology ◦C) psychology ◦D) anthropology ◦E) organizational behavior
C ◦Organizational behavior is an applied behavioral science built on contributions from a number of behavioral disciplines, mainly psychology and social psychology, sociology, and anthropology. Psychology's contributions have been mainly at the individual or micro level of analysis, while the other disciplines have contributed to our understanding of macro concepts such as group processes and organization.
James approaches his supervisor with data and a logical presentation supporting his request for additional personnel. Which of the following power tactics is used by James? A) consultation B) legitimacy C) rational persuasion D) inspirational appeal E) exchange
C. Rational persuasion is presenting logical arguments and factual evidence to demonstrate a request is reasonable. James is using rational persuasion to try to get what he wants.
When dissonance occurs... people
Change their behavior. Justify their behavior by changing the conflicting cognition. Justify their behavior by adding new cognitions.
________ is an individual's current capacity to perform the various tasks in a job. A) Inductive reasoning B) Dynamic strength C) Deductive reasoning D) Ability E) Social intelligence
D As we use the term, ability is an individual's current capacity to perform the various tasks in a job. Overall abilities are essentially made up of two sets of factors: intellectual and physical.
Saad, an Arab-American employee, has been asked if he is a terrorist. Which of the following terms best defines the type of discrimination he has been subjected to? A) exclusion B) inclusion C) intimidation D) mockery E) sexual harassment
D Mockery and insults are a form of discrimination where people are cast into negative stereotypes and made fun of; sometimes the results of these jokes are taken too far.
The act of discriminating can be positivelyutilized in all of the following manners except________. A) hiring appropriate candidates B) making promotional decisions C) recognizing differences in skill sets D) classifying members of a given race for marketing purposes E) determining the direction of a strategic plan
D Noticing differences and acting upon them is crucial for making positive decisions within an organization; however, making the assumptionthat all members of a certain ethnic background all think the same is a negative use of discriminating thoughts.
Which of the following is generally considered the best predictor of job satisfaction? A) pay B) social interactions C) supervision D) the work itself E) task interdependence
D The work itself is the most important predictor of job satisfaction because you have to like what you do.
David believes Nile is a hardworking individual because Nile always dresses nicely and wears well-tailored suits. Which short-cut is David using to judgeNile? A) contrast effect B) self-serving bias C) framing effect D) halo effect E) impact bias
D When we draw a general impression about an individual on the basis of a single characteristic, such as intelligence, sociability, or appearance, a halo effect is operating.
Sally is a highly motivated professional who likes to take on new tasks and makes certain that everything she does is done to perfection. In which two of the Big Five personality traits would Sally most likely score high? •A) conscientiousness and emotional stability •B) emotional stability and extroversion •C) extroversion and openness to experience •D) openness to experience and emotional stability •E) extroversion and conscientiousness
D •As someone who likes to take on new roles, Sally is open to experiences. That she is often a perfectionist is indicative of emotional stability.
With reference to the Hofstede's Framework for Assessing Cultures, ________ emphasizes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them. •A) uncertainty avoidance •B) long-term orientation •C) masculinity •D) collectivism •E) power distance
D •Collectivism emphasizes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them.
The Myers-Briggs Type Indicator classifies people in all of the following categories except ________. •A) extraverted/introverted •B) sensing/intuitive •C) perceiving/judging •D) independent/dependent •E) thinking/feeling
D •In the Myers-Briggs Type Indicator, individuals are classified as extraverted or introverted (E or I), sensing or intuitive (S or N), thinking or feeling (T or F), and judging or perceiving ( J or P). Therefore, independent/dependent is not an MBTI classification.
According to the Big Five Model, a highly conscientious person is most likely to be ________. •A) gregarious, assertive, and sociable •B) nervous, anxious, depressed, and insecure •C) creative, curious, and artistically sensitive •D) responsible, organized, dependable, and persistent •E) reserved, timid, and quiet
D •The conscientiousness dimension is a measure of reliability. A highly conscientious person is responsible, organized, dependable, and persistent.
Analyzing relationships, determining causes and effects, and basing conclusions on scientific evidence all constitute aspects of ________ study. ◦A) organizational ◦B) intuitive ◦C) theoretical ◦D) systematic ◦E) case-based
D ◦Systematic study means looking at relationships, attempting to attribute causes and effects, and basing our conclusions on scientific evidence, that is, on data gathered under controlled conditions and measured and interpreted in a reasonably rigorous manner.
The link between perception and decision making
Decision making occurs as a reaction to a perceived problem. •Perception influences: -Awareness that a problem exists -The interpretation and evaluation of information -Bias of analysis and conclusions
Contrasting leadership and power
Differences: goal compatibility, direction of influence, research emphasis
Halo effect
Drawing a general impression of an individual on the basis of a single characteristic.
Jo has a job interview. Which of the following will have the least effect on her feelings on the day of the interview? A) sleep quality that Jo had the night before B) the amount Jo exercised on that day C) Jo's age D) Jo's gender E) the weather on the day of the interview
E Contrary to the prevailing cultural view, data indicate that people do not report a better mood on bright and sunny days (or, conversely, a worse mood on dark and rainy days). Weather has little effect on mood.
Emotions are ________. A) independent of the personality of individuals B) strongly affected by weather C) less intense as compared to moods D) less likely to be caused by a specific event than moods E) critical to rational thinking
E Emotions are critical to rational thinking. We must have the ability to experience emotions to be rational. Why? Because our emotions provide important information about how we understand the world around us.
Whenever Alena is successful she takes full credit for her success, but whenever she is unsuccessful she attributes her failure to bad luck or blames one of her fellow employees. She is guilty of the ________. A) fundamental attribution error B) attribution bias C) confirmation bias D) distinction bias E) self-serving bias
E Individuals and organizations tend to attribute their own successes to internal factors such as ability or effort, and place the blame for failure on external factors such as bad luck or unproductive coworkers. This is called a self-serving bias.
Micah is unhappy with his job. He takes every possible vacation and sick day and sometimes shows up late for work. He is expressing his dissatisfaction through ________. A) exit B) voice C) loyalty D) social voice E) neglect
E The neglect response passively allows conditions to worsen and includes chronic absenteeism or lateness, reduced effort, and increased error rate. The exit response directs behavior toward leaving the organization, including looking for a new position as well as resigning. The voice response includes actively and constructively attempting to improve conditions, including suggesting improvements, discussing problems with superiors, and undertaking some forms of union activity. The loyalty response means passively but optimistically waiting for conditions to improve. Social voice is not a reaction to dissatisfaction on the job.
Which of the following is not a stereotype? A) Older workers will tire more quickly than younger workers. B) Women are too emotional to be police officers. C) College professors are narcissistic. D) Politicians are sleazy and dishonest. E) People of Asian descent have dark hair.
E Which of the following is not a stereotype? A) Older workers will tire more quickly than younger workers. B) Women are too emotional to be police officers. C) College professors are narcissistic. D) Politicians are sleazy and dishonest. E) People of Asian descent have dark hair.
Zach is the manager of the marketing department of an organization. He is restructuring his department and is creating teams to increase the effectiveness of his department. He recognizes that the size of groups impacts their overall behavior and effectiveness. Zach is forming a fact-finding group. What would be the better group size to gain diverse input? A) two B) five C) seven D) ten E) over twelve
E-When it comes to problem solving or fact-finding, large groups consistently get better marks than their smaller counterparts. Groups with a dozen or more members are good for gaining diverse input.
Moods vs. Emotions
Emotions - intense feelings that are directed at someone/something Moods - feelings that tend to be less intense than emotions and that lack a contextual stimulus
The halo effect occurs because it is impossible for us to assimilate everything we see. uTRUE/ FALSE
False The halo effect refers to the tendency to draw a general impression about an individual on the basis of a single characteristic. Selective perception occurs because it is impossible for us to assimilate everything we see.
According to the Hofstede's framework, individualism describes the degree to which people in a country accept that power in institutions and organizations is distributed unequally. TRUE/FALSE
False •According to the Hofstede's framework, power distance describes the degree to which people in a country accept that power in institutions and organizations is distributed unequally.
Personality appears to be a result of both hereditary and environmental factors but research has tended to support the importance of the environment over heredity. FALSE/TRUE
False •Personality appears to be a result of both hereditary and environmental factors. However, research has tended to support the importance of heredity over the environment.
Organizational behavior is a field of study that helps in measuring, understanding, and changing attitudes; identifying communication patterns; and building trust. It has made important contributions to the study of group behavior, power, and conflict. TRUE/FALSE ?
False ◦Organizational behavior is a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization's effectiveness.
Reinforcement Theory
Goal setting is a cognitive approach, proposing that individuals' purposes direct their actions, Reinforcement theory, in contrast, takes a behavioristic view, arguing that reinforcement conditions behavior. ■Operant conditioning theory, probably the most relevant component of reinforcement theory for management, argues that people learn to behave a certain way to either get something they want or to avoid something they don't want.
emotional intelligence
How people can understand each other more completely by developing an increased awareness of their own and other's emotions
Attribution theory by Fritz Heider
How we react to other people's behavior would depend on the type of attributions we make! AT suggests that perceivers try to "attribute" the observed behavior to a type of cause: •Internal or External Causation: when individuals observe behavior, they attempt to determine whether it is internally or externally caused.
A social experiment
In 2007 the Washington Post newspaper arranged Joshua Bell, the internationally acclaimed violin virtuoso, to perform in a corner of the Metro station in Washington DC. The violin he was playing was worth $3.5 million, and tickets for Bell's concerts usually cost around $100. During the rush hour in which he played for 45 minutes, only one person recognized him, only a few realized that they were hearing extraordinary music, and he made only $32 in tips.
Surveys
Involves asking individual to respond to a number of questions
What are the two key attitudes that are most relevant to important work outcomes?
Job satisfaction and organizational behavior
Stereotyping
Judging someone on the basis of one's perception of the group to which that person belongs
Leadership vs. Power
Leadership: -Require some congruence between the goals of the leader and followers -Exert the downward influence on followers -Normally, an individual serves as a leader Power: -only needs dependence -concerned with influence in all directions -broader topic: focuses on tactics used by individuals and groups
Idea champions
Managers who actively and enthusiastically promote an idea, build support, overcome resistance, and ensure that innovation is implemented - Have high self-confidence, persistence, energy, and acceptance of risk - Use of inspiration and vision to gain commitment - Have decision-making discretion
Example of vision statement vs mission statement for Burger King
Mission: Sell quick service food to fulfill our guest's needs more accurately, quickly, courteously, and in a cleaner environment than our competitors Vision: Offering reasonably priced quality food, served quickly, in attractive, clean surroundings
Two factors of Frederick's theory
Motivation: These are intrinsically rewarding factors in the work environment such as promotion and personal growth opportunities, recognition, responsibility, and achievement. Meeting these factors will increase motivation by creating a satisfying work environment. Hygiene Factors: These workplace factors, when not met, lead to job dissatisfaction. When they are met, they do not lead to job satisfaction, but rather, to a lack of dissatisfaction. Therefore, meeting hygiene factors does not increase motivation; it merely placates the workers. Hygiene factors include quality of supervision, pay, company policies, physical working conditions, relations with others, and job security.
Selective perception
People's selective interpretation of what they see based on their interests, background, experience, and attitudes.
Autocratic
Power, Authority, Obedience, Depends on boss, Subsistence, Minimum, defense team
Risk aversion
Preferring a sure thing over a risky outcome
What three aspects of a resource could make others depend on you?
Scarcity, importance, substitutability Two of these would make you extremely needed and having all three could make you indispensable
Factors affecting group cohesion
Similarity - The more similar group members are in terms of age, sex, education, skills, attitudes, values, and beliefs, the more likely the group will bond. Stability - The longer a group stays together, the more cohesive it becomes. Size - Smaller groups tend to have higher levels of cohesion. Support - When group members receive coaching and are encouraged to support their fellow team members, group identity strengthens. Satisfaction - Cohesion is correlated with how pleased group members are with each other's performance, behavior, and conformity to group norms.
House's path-goal theory
States that the leader's job is to ensure that employees view their effort as leading to performance and increase the belief that performance would be rewarded
Group decision making
Strengths: - Generate more complete information and knowledge - Increased diversity of views - Increased acceptance of a solution Weaknesses: - Takes longer - Conformity pressures - Discussions can be dominated by one or a few members - Ambiguous responsibility for the final outcome
physical attractiveness stereotype
The presumption that physically attractive people possess other socially desirable traits as well: What is beautiful is good.
fundamental attribution error (attribution theory)
The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others
McClelland's Aquired needs theory
The view that a high achievement need acts as an internal motivator presupposes two cultural characteristics—willingness to accept a moderate degree of risk (which excludes countries with strong uncertainty-avoidance characteristics), and concern with performance (which applies to countries with strong achievement characteristics).
Loci of conflict
Three sources of conflict: 1.Dyadic conflict: Conflict between two people 2.Intragroup conflict: Conflict occurring within a group or team 3.Intergroup conflict: Conflict between groups or teams
Kurt Lewin's three-stage model of planned change
Unfreeze - ensures that employees are ready for change Change - execute the intended change Refreeze - ensures that the change becomes permanent
Demographics mostly reflect surface-level diversity and not deep-level diversity. TRUE/FALSE
True Explanation: Demographics mostly reflect surface-level diversity, not thoughts and feelings, and can lead employees to perceive one another through stereotypes and assumptions.
Organizational commitment is a more global response to the organization than is job satisfaction. TRUE/FALSE
True In organizational commitment, an employee identifies with a particular organization and its goals and wishes to remain a member.
Under times of stress, gender affects the decision making process. TRUE/FALSE
True In stressful situations, it appears that men become more egocentric and make more risky decisions, while women become more empathetic and their decision making improves.
Janet keeps emotional distance from her coworkers and believes that the ends can justify the means. Janet would rate high in Machiavellianism. •TRUE/FALSE
True •An individual high in Machiavellianism is pragmatic, maintains emotional distance, and believes ends can justify means. "If it works, use it" is consistent with a high-Mach perspective.
Organizations typically chose the wrong candidate for management positions 82 percent of the time. TRUE/FALSE ?
True ◦A Gallup poll found that organizations chose the wrong manager 82 percent of the time.
Self-Efficacy Theory
Typically, people with high self-efficacy respond better to challenges and negative feedback than those with low self-efficacy.
Deviant workplace behavior
Voluntary behavior that violates significant organizational norms and, in doing so, threatens the well-being of the organization or its members.
mission statement
a brief expression of the organizations purpose should answer... - why do we exist? - what, at the most basic level, do we do?
Action Research
a change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicate 5 steps: 1.Diagnosis 2.Analysis 3.Feedback 4.Action 5.Evaluation
vision statement
a description of the organizations desire future state. An organizational vision statement is internally focused: its projects the future in terms of the program. budget or staff size should answer... - where do we want to be? - what is the impact of our work?
Vroom-Yetton Model
a guide leaders can use to decide how participative they should be given decision environment characteristics
Meta-analysis
a technique used by researchers to summarize what other researchers have found on a given topic
Political behavior
activities that are not required as part of a person's formal role in the organization but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization
Cohesion
can help support group performance if the group values task completion
Dysfunctional conflict
conflict that hinders group performance
Functional conflict
conflict that supports the goals of the group and improves its performance
Sexual harassment
defined as any unwanted activity of a sexual nature that affects an individual's employment or creates a hostile work environment
Groupthink
deterioration of individual's mental efficiency, reality testing, and moral judgments as a result of group pressures
Direction of Communication
downward- from manager to employee upward-from manager to executive lateral- manager to other managers
Custodial
economical resource, money, security/benefit, depends on organization, security, passive cooperation, garments factory
Missions and mission statements
focus the attention of organizational members and external constituents on the core purpose
Organization
formally defined as a collection of people working together in a decision of labor to achieve a common purpose
social psychology
generally considered a branch of psychology; blends concepts from both psychology and sociology to focus on peoples influence on one another
The punctuated-equilibrium model
groups as exhibiting long period of inertia interspersed with brief revolutionary changes triggered primarily by members' awareness of time and deadlines
Equity theory
holds that motivation can be affected by the comparisons employees make of their job inputs (effort, experience, education, confidence) and the job's outcomes (salary levels, raises, recognition) relative to the inputs and outcomes of other employees
Systematic study
improves ability to accurately predict behavior - assumes behavior is not random - fundamental consistencies underlie behavior - these can be identified and modified to reflect individual differences
Field studies
in real life organizational settings
Distributive bargaining
involves win-lose negotiating over a "fixed-pie" of resources, one party's gains reflect losses by the other
Status
is a socially defined position or rank given to groups or group members by others.
Supportive
leadership, support, job/performance, partnership, status/recognition, awakened drives, software firm
Bases of power
legitimate power- role or position referent power- charisma, ability to attract others expert power- want and skills reward power- reward coercive power- punishment information - similar to expert power, distinguished by access to specific information
Core purpose
may be stated as the creation of goods and services for customers
McClelland's Theory of Needs
need for achievement, need for power, need for affiliation
sense of purpose and mission/vision
organizations pursue action strategies to accomplish them
Randomness error
our tendency to believe we can predict the outcome of random events
Visual perception
our visual perception is often biased because we do not perceive objects in isolation - the contrast between our focus of attention and the remainder of the environment may make an object appear bigger or smaller
Collegial
partnership, teamwork, responsible behavior, self-discipline, self actualization, moderate enthusiasm, social organization
Substitutability
refers the one's ability to find another option that works as well as the one offered (the harder it is to find a substitute, the more dependent the person becomes and the more power someone else has over them)
Decision Making in Bounded Rationality
refers to the limited information-processing capability of human beings that makes it impossible to assimilate and understand all the information necessary to optimize. 1.Limited search for criteria and alternatives - familiar criteria and easily found alternatives 2.Limited review of alternatives - focus on alternatives, similar to those already in effect 3.Satisficing - selecting the first alternative that is "good enough"
Scarcity in the context of dependency
refers to the uniqueness of a resource. the more difficult something is to obtain, the more valuable it tends to be
Importance
refers to the value of the resource (if the resources or skills you control are vital to the organization, you will gain some power)
Laboratory studies
researchers may conducts a Ls in which one group is assigned one condition and the other group is assigned the control condition
Confirmation bias
seeking out information on initial information and fail to adequately adjust for subsequent information
Psychology
seeks to measure, explain, and sometimes change the behavior of humans and other animals - learning theorists, personality theorists, counseling psychologists, industrial and organizational psychologists
Leader
someone who can influence others and who has managerial authority
Escalation of Commitment
staying with a decision even when there is clear evidence that it's wrong
sociology
studies people in relation to their social environment or culture
Organizational Behavior
studies the influence that individuals, groups, and structures have on behavior within organizations is defined as the systematic study and application of knowledge about how individuals and groups act within the organizations where they work
Job Characteristics Model
suggests that the way elements in a job are organized can influence employee effort, and the model discussed next can serve as a framework to identify opportunities for changes to those elements.
Situational Leadership Theory
takes the maturity level of followers into account
Fiedler's Contingency Theory
task-oriented leaders would be most effective when the situation was the most and the least favorable, whereas relationship-oriented leaders would be effective when situational favorableness was moderate
What is power?
the ability to get things done the way one wants them to be done
cascading model of emotional intelligence
the ability to perceive emotions, then to understand them, and then to regulate them; these abilities, in turn, are linked to personality variables, such as conscientiousness and neuroticism, and also to cognitive ability
evidence-based management
the basing of managerial decisions on the best available scientific evidence - complements systematic study - forces managers to become more scientific in their thinking
Tall Poppy Syndrome
the desire to "cut them down to size"
cognitive dissonance
the distressing mental state caused by inconsistency between a person's two beliefs or a belief and an action
Big data
the extensive use of statistical compilation and analysis - identify persistent and predictive statistics
Paradox theory
the key paradox in management is that there is no final optimal status for an organization
Innovation
the new idea applied to initiating or improving a product, process, or service Sources of innovation: - organic structure - long tenure in management - slack resources - high interunit communication
Surface-level diversity
the observable demographic or physiological differences in people, such as their race, ethnicity, gender, age, and physical disabilities
Motivation
the processes that account for an individuals intensity, direction, and persistence of effort toward attaining an organizational goal - intensity: the amount of effort put forth to meet the goal - direction: efforts are channeled toward organizational goals - persistence: how long the effort is maintained
anthropology
the study of societies to learn about human beings and their activities
social loafing
the tendency for people in a group to exert less effort when pooling their efforts toward attaining a common goal than when individually accountable
Expectancy Theory
the theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards
Relationship conflict
this type of conflict focuses on interpersonal relationships. Almost all conflict of this type is dysfunctionaland its resolution can consume a fair portion of a manager's time.
need for affiliation
to develop and maintain interpersonal relationships - the desire for friendly and close interpersonal relationships
need for achievement
to set and meet standards of excellence - the drive to excel and to achieve in relation to a set of standards. High achievers perform best when they have a 50-50 chance of success. High achievers perform best in jobs with a high degree of personal responsibility and feedback with a intermediate degree of risk
System
trust community understanding, caring/compassion, psychological ownership, self motivation, wide range, passion/commitment/organizational goals, some corporate firm
Group
two or more individuals, interacting and interdependent, who have come together to achieve particular objectives Formal: defined by the organization's structure Informal: On their own terms
Types of communication
verbal, nonverbal, written
Leadership
what leaders do, the process of influencing a group to achieve goals
Perception process
what we think, to what we say, to what we do, to how we are perceived
Social perception
when perceiving others, stereotypes influence our behavior - stereotypes may lead to self-fulfilling prophecies - perceptual tendency that may affect work behavior is first impressions - stereotypes are perpetuated because of our tendency to pay selective attention to aspects of the environment and ignore information inconsistent with our beliefs
Intuition
your "gut feelings" about "what makes others tick" - the natural ability to guess how people will react is most accurate when coupled with systematic thinking and evidence-based management
Kotter's Eight-stage Process for Change
´1. Create a sense of urgency when introducing the change effort. ´2. Build a coalition. ´3. Create a vision for change and make change a part of the vision. ´4. Communicate a plan for change ´5. Eliminate obstacles to change ´6. Create small wins ´7. Build on change ´8. Make change a part of culture.
Why do people resist change?
´Disrupted Habits ´Personality ´Feelings of Uncertainty ´Fear of Failure ´Personal Impact of Change ´Prevalence of Change ´Perceived Loss of Power
Sources of resistance for the individual
´Habit ´Security ´Economic factors ´Fear of the unknown ´Selective information processing
Sources of resistance for the organization
´Structural inertia ´Limited focus of change ´Group inertia ´Threat to expertise ´Threat to established power relationships and resource allocations
Managing stress: individual
´Time management ´Physical activity ´Relaxation techniques ´Social support network
Overconfidence bias
•As managers and employees become more knowledgeable about an issue, the less likely they are to display overconfidence
Availability bias
•Basing judgments on readily available information
Self-Serving Bias (attribution theory)
•The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors.
Ethics in decision making
•Utilitarianism -Provide the greatest good for the greatest number •Rights -Make decisions consistent with fundamental liberties and privileges •Justice -Impose and enforce rules fairly and impartially so that there is equal distribution of benefits and costs
Based on equity theory, employees who perceive inequity will make one of six choices
■Based on equity theory, employees who perceive inequity will make one of six choices: a. Change inputs (exert less effort if underpaid or more if overpaid). b. Change outcomes (individuals paid on a piece-rate basis can increase their pay by producing a higher quantity of units at a lower quality). c. Distort perceptions of self ("I used to think I worked at a moderate pace, but now I realize I work a lot harder than everyone else."). d. Distort perceptions of others ("Mike's job isn't as desirable as I thought."). e. Choose a different referent ("I may not make as much as my brother-in-law, but I'm doing a lot better than my Dad did when he was my age."). f. Leave the field (quit the job).
High achiever characteristics
■High achievers prefer jobs with: -Personal responsibility -Feedback -Intermediate degree of risk (50/50) ■High achievers are not necessarily good managers ■High nPow and low nAff is related to managerial success