BCOR 2202 Quiz 1

factors that promote culture

1)vision/mission of company 2)hire the right people 3)daily routine actions and behaviors 4)stories; frequently told to define the company 5)rights, awards and socialization orientation

pareto principle

A decision-making tool that can help you decide where to begin when you have several tasks or problems. roughly 80% of the effects come from 20% of the causes

power distance

Degree to which societies accept the idea that inequalities in the power and well-being of their citizens are due to differences in individuals' physical and intellectual capabilities and heritage High: ranking, title and status are all important Low: ok to disagree with authority

4 basic functions of organizational behavior

Planning, Organizing, Leading, Controlling

Schein's Iceberg Model

Top: observable artifacts and espoused values/norms Bottom: enacted values/norms and assumptions

coalition

a group of individuals with a common interest on which every political party depends

masculinity

achieving vs. nurturing masculinity: "live to work" femininity: "work to live"

non-rational thinking

administrative model- managers use bounded rationality, rules of thumb, suboptimizing and satisficing when making decisions

intuition

an innate belief about something without continuous consideration

job satisfaction

attitudes/feelings about your job

bounded rationality

choose to only access some information and alternatives when making a decision or tackling a problem. We can't know everything

individualism

degree of emphasis placed on individual accomplishment vs. group accomplishment individualism: individual accomplishment collectivism: group accomplishment

indulgence

degree to which people self-control indulgent: weak control restrained: strong control

Organizing

designing, grouping jobs and establishing a pattern of authority

satisficing

examining alternatives only until a solution that meets minimal requirements is found

espoused values

explicitly stated values and norms preferred by an organization

risk propensity

extent to which a decision maker is willing to gamble when making a decision

contientiousness

focus on commitment to goals, responsible, dependable

delphi technique

for groups that don't met face-to-face. Method of systematically gathering the judgements of experts for use in developing forecasts.

nominal group technique

generate-discuss-vote cycle until a decision is made

Organizational Behavior

how individuals and groups act within organizations, how the organizations behaves within itself

openness to experience

how intellectual, imaginative, curious, and broad-minded one is

brainstorming

idea generation, helps solve new problems, and generate alternatives

non programed decision making

infrequent, no decision rule, problem solving, no structure, vague goals, require good judgement

Locus of control

internal: you have control over what happens to you external: attribute what happens to you to fate or luck/others in the world

terminal values

long-term life goals of person or organization

need for achievement

meet/achieve goals and conscientiousness

Controlling

monitoring/correcting actions of an organization

Leading

motivating members to work together

3 needs

need for achievement, need for affiliation, need for power

agreeableness

need for affiliation, cooperation, adaptive

self-esteem

one's feelings of high or low self-worth

Big 5 Personality Traits

openness, conscientiousness, extraversion, agreeableness, neuroticism (OCEAN)

National culture Hofstede's dimensions

power distance, uncertainty avoidance, individualism, masculinity, long-term orientation, indulgence

emotional intelligence

putting yourself in others shoes; empathy -self awareness -self management -self motivation -empathy -social skills

enacted values

represent the values and norms actually exhibited in the organization

escalation of commitment

stay with a decision even when it is wrong

long-term orientation

stress placed on future long-term: focus on future short-term: focus on now

programmed decision making

structure, set of rules, procedure, recurring, goals clear

neuroticism

tendency to be tense, emotional, unstable, insecure

uncertainty avoidance

the degree to which societies are willing to tolerate uncertainty and risk Strong: need for rules/regulation, no risk Weak: change is good

need for affiliation

the desire for warm, fulfilling, and close personal relationships

group think

the mode of thinking that occurs when the desire for harmony in a decision-making group overrides a realistic appraisal of alternatives group unknowingly makes unanimity rather than the best decision its goal.

Planning

the organizations future and how to get there

national culture

the set of values that a society considers important and the norms of behavior that are approved or sanctioned in that society

group polarization

the tendency for a group's average post-discussion attitudes to be more extreme than its average pre-discussion attitudes

organizational culture

the values and assumptions shared within an organization

instrumental values

the values and goals needed to achieve the terminal values

Artifacts and Symbols

what most people can see of a company, surface, architecture, process of the organization

commitment

will be more committed if happier and have higher job satisfaction