BUSM 2011 - Final Exam Review

The "Big Five"

Agreeableness, Conscientiousness, Neuroticism, Extraversion and Openness.

alarm, resistance, and exhaustion

Identifies three stages of response to a stressor:

general adaptation syndrome (GAS)

Identifies three stages of response to a stressor: alarm, resistance, and exhaustion.

Introversion (I)

Find energy in ideas, concepts, and abstractions. They can be social but also need quiet time to recharge their batteries. They are reflective thinkers whose motto is "ready, aim, aim."

three primary conditions that foster the development of groupthink

cohesiveness, the leader's promotion of his or her preferred solution, and insulation of the group from experts' opinions

Specialization (definition)

focus on a narrow market segment or niche—a single product, a particular end use, or buyers with special needs—and pursue either a differentiation or cost leadership strategy within that market segment.

groupthink

is "a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the members' strivings for unanimity override their motivation to realistically appraise alternative courses of action."

Organizational behavior management (OBM)

is a form of applied behavior analysis (ABA) which applies psychological principles of organizational behavior and the experimental analysis of behavior to organizations to improve individual and group performance and worker safety.

A system

is an interrelated set of elements that function as a whole

Competitive advantage

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

Scientific management

is based on the belief that productivity is maximized when organizations are rationalized with precise sets of instructions based on time-and-motion studies.

Organizational citizenship

is the behavior of individuals that makes a positive overall contribution to the organization

Person-Job Fit

is the fit between a person's abilities and the demands of the job and the fit between a person's desires and motivations and the attributes and rewards of a job

Person-Vocation Fit

is the fit between a person's interests, abilities, values, and personality and a profession

Person-Organization Fit

is the fit between an individual's values, beliefs, and personality and the values, norms, and culture of the organization

Planning

is the process of determining the organization's desired future position and deciding how best to get there

Leading

is the process of motivating members of the organization to work together toward the organization's goals

Human Resource Management (HRM)

is the set of organizational activities directed at attracting, developing, and maintaining an effective workforce.

Cost leadership (definition)

strive to be the lowest-cost producer in an industry for a particular level of product quality

Thinking (T)

Value fairness and decide things impersonally based on objective criteria and logic.

Feeling (F)

Value harmony and focus on human values and needs as they make decisions or judgments.

product innovation

Developing new products or services

How Organizational Behavior Impacts Personal Success

- .Understanding how people behave in organizations and why they do what they do - OB gives everyone the knowledge and tools they need to be effective at any organizational level - OB is an important topic for anyone who works or who will eventually work in an organization

Connecting Business Strategy to Organizational Behavior - Types of Business Strategies

- A firm that relies on a cost leadership strategy will usually need to keep all of its expenses as low as possible. Therefore, this strategy might dictate relying on low-wage employees and trying to automate as many jobs as possible - A company using a differentiation strategy might want to emphasize exemplary customer service. As a result, it needs employees who are motivated to provide high levels of service, leaders who can help develop a customer service culture, and a reward structure tied to customer service - Specialization strategy often requires employees with specialized skills and abilities

Person-Group Fit - traits

- An individual fits with the workgroup's work styles, skills, and goals - Must work effectively with their supervisor, workgroup, and teammates to be successful - Teamwork, communication, and interpersonal competencies can be as critical to team performance as team members' ability to perform core job duties. Person-group fit is thus particularly important in team-oriented work environments.

Organizations as Open Systems

- An organizational system receives four kinds of inputs from its environment: material, human, financial, and informational - The organization's managers then combine and transform these inputs and "return" them to the environment in the form of products or services, employee behaviors, profits or losses, and additional information. - Then the system receives feedback from the environment regarding these outputs. - Systems perspective is valuable to managers - It underscores the importance of an organization's environment - The systems perspective also helps managers conceptualize the flow and interaction of various elements of the organization itself as they work together to transform inputs into outputs

Attitudes in Organizations

- Are complexes of beliefs and feelings that people have about specific ideas, situations, or other people. - Are important because they are the mechanism through which most people express their feelings. - When a manager says that he or she likes a new advertising campaign, he or she is expressing his or her feelings about the organization's marketing efforts.

Extroversion (E)/Introversion (I)

- Are energized by things and people. They are interactors and "on the fly" thinkers whose motto is "ready, fire, aim." - Find energy in ideas, concepts, and abstractions. They can be social but also need quiet time to recharge their batteries. They are reflective thinkers whose motto is "ready, aim, aim."

Individual Differences

- Are personal attributes that vary from one person to another. - May be physical, psychological, and emotional.

Extraversion - traits

- Are sociable,talkative, assertive, and open to establishing new relationships. - Introverts are much less sociable, talkative, and assertive and more reluctant to begin new relationships. - Tend to be higher overall job performers than introverts and that they are more likely to be attracted to jobs based on personal relationships

Openness - traits

- Are willing to listen to new ideas and to change their own ideas, beliefs, and attitudes in response to new information. - They also tend to have broad interests and to be curious, imaginative, and creative. - People with more might be expected to be better performers due to their flexibility and the likelihood that they will be better accepted by others in the organization. - May also encompass a person's willingness to accept change; people with high levels of openness may be more receptive to change

Interactionalism

- Attempts to explain how people select, interpret, and change various situations. - Suggests that individuals and situations interact continuously to determine individuals' behavior

The Nature of Stress

- Caused by a stimulus, that the stimulus can be either physical or psychological, and that the individual responds to the stimulus in some way. - As a person's adaptive response to a stimulus that places excessive psychological or physical demands on him or her. - First the notion of adaptation. People may adapt to stressful circumstances in any of several ways. - Second is the stimulus. This stimulus, generally called a stressor, is anything that induces stress. - Third, stressors can be either psychological or physical. Finally, the demands the stressor places on the individual must be excessive for stress to actually result.

The Nature of Stress - stages

- First the notion of adaptation. People may adapt to stressful circumstances in any of several ways. - Second is the stimulus. This stimulus, generally called a stressor, is anything that induces stress. - Third, stressors can be either psychological or physical. Finally, the demands the stressor places on the individual must be excessive for stress to actually result.

The "Big Five" Framework

- Five fundamental personality traits that are especially relevant to organizations. - The potential value of this framework is that it encompasses an integrated set of traits that appear to be valid predictors of certain behaviors in certain situations. - Managers who can both understand the framework and assess those traits in their employees are in a good position to understand how and why they behave as they do.

Enhancing Employee Commitment and Engagement

- Research conducted on job satisfaction has indicated that personal factors, such as an individual's needs and aspirations, determine this attitude, along with group and organizational factors, such as relationships with coworkers and supervisors, as well as working conditions, work policies, and compensation - Satisfied employee also tends to be absent less often, to make positive contributions, and to stay with the organization longer - High levels of job satisfaction do not necessarily lead to higher levels of performance - Person with a high level of commitment is likely to see himself or herself as a true member of the organization. To overlook minor sources of dissatisfaction with the organization, and to see himself or herself remaining a member of the organization for a long time. - A person with less organizational commitment is more likely to see himself or herself as an outsider

Where Does Organizational Behavior Come From?

- Scientific management - The Hawthorne effect - the human relations movement

The Stress Process - traits

- General adaptation syndrome (GAS)- Identifies three stages of response to a stressor: alarm, resistance, and exhaustion. - Each of us has a normal level of resistance to stressful events. Some of us can tolerate a great deal of stress and others much less, but we all have a threshold at which stress starts to affect us. - Stress today can be traced to the pioneering work of Dr. Hans Selye. Among Selye's most important contributions were his identification of the general adaptation syndrome and the concepts of eustress and distress. - The first stage is called "alarm." At this point, the person may feel some degree of panic and begin to wonder how to cope. - If the stressor is too extreme, the person may simply be unable to cope with it. In most cases, however, the individual gathers his or her strength (physical or emotional) and begins to resist the negative effects of the stressor. - Stage 2 of the GAS, the person is resisting the effects of the stressor. Often, the resistance phase ends the GAS. - Prolonged exposure to a stressor without resolution may bring on phase 3 of the GAS: exhaustion. At this stage, the person literally gives up and can no longer fight the stressor.

Enhancing Individual and Team Performance Behaviors

- Important behavior is productivity. A person's productivity is a relatively narrow indicator of his or her efficiency and is measured in terms of the output created per unit of input - Performance, another important individual-level outcome variable, is a somewhat broader concept and is made up of all work-related behaviors. - If an organization makes extensive use of work teams, team productivity and performance are important outcome variables - Even if all the people in a group or team have the same or similar attitudes toward their jobs, the attitudes themselves are individual-level phenomena - Individuals, not groups, have attitudes. But groups or teams can also have unique outcomes that individuals do not share. - Groups develop norms that affect the behavior of individual group members. Groups also develop different levels of cohesiveness - Managers need to assess both common and unique outcomes when considering the individual and group levels

Promoting Organizational Citizenship Behaviors

- Is the behavior of individuals that makes a positive overall contribution to the organization. - The determinant of organizational citizenship behaviors is likely to be a complex mosaic of individual, social, and organizational variables. - The personality, attitudes, and needs of the individual will have to be consistent with citizenship B behaviors. - The social context in which the individual works, or work group, will need to facilitate and promote such behaviors. - The organization itself, especially its culture, must be capable of promoting, recognizing, and rewarding these types of behaviors if they are to be maintained.

Person-Job Fit - traits

- Is the fit between a person's abilities and the demands of the job and the fit between a person's desires and motivations and the attributes and rewards of a job - An employee's talents need to meet a job's requirements, and the job needs to meet the employee's needs and motivations - Leads to higher job performance, satisfaction, organizational commitment, and intent to stay with the company

Person-Vocation Fit- traits

- Is the fit between a person's interests, abilities, values, and personality and a profession - Companies wanting to develop their own future leaders, or smaller organizations that need employees to fill multiple roles, may be able to use vocational interests in determining whether job applicants would be a good fit with the organization's future needs. - Some people pursue two or more different vocations over the course of their careers because they have diverse interests or because they become bored working a long time in the same career. - Organizations may better retain valued career changers by understanding their vocational preferences and designing career tracks for them that place them in new roles in the organization over time that are consistent with their vocational interests and aptitudes.

Person-Organization Fit - traits

- Is the fit between an individual's values, beliefs, and personality and the values, norms, and culture of the organization - Organizational values and norms that are important for person-organization fit include integrity, fairness, work ethic, competitiveness, cooperativeness, and compassion for fellow employees and customers. - Has a strong positive relationship with job satisfaction, organizational commitment, and intent to stay with the company and can influence employee attitudes and citizenship behaviors beyond the job requirements, such as helping others or talking positively about the firm.

Managing for Effectiveness

- Managers and leaders generally try to direct the behaviors of people in their organizations in ways that promote organizational effectiveness. - They can do this by enhancing behaviors and attitudes, promoting citizenship, minimizing dysfunctional behaviors, and driving strategic execution. - it may sometimes be necessary to make trade-offs among these different kinds of outcomes, but in general each is seen as a critical component of organizational effectiveness

Interpersonal skills

- Managers use to communicate with, understand, and motivate individuals and groups - qualities inspire others throughout the organization - motivate them to work hard to help the company reach its goals

Situational Perspectives on Organizational Behavior

- Most situations and outcomes are contingent; that is, the precise relationship between any two variables is likely to be situational; dependent on other variables. - Universal model, presumes a direct cause-and-effect linkage between variables - The situational perspective, on the other hand, acknowledges that several other variables alter the direct relationship - Appropriate managerial action or behavior in any given situation depends on elements of that situation

Connecting Business Strategy to Organizational Behavior

- Strategy implementation and strategic change also require large-scale organizational changes - Two of the largest may be the new organizational culture and new behaviors required of employees - Depending on the nature of a strategic change, some employees are likely to lack the willingness or even the ability to support the new strategy. - Effective managers understand what needs to be done to execute a company's business strategy, then they plan, organize, direct, and control the activities of employees to get it done.

Stress in organizations

- Stress is complex and often misunderstood - Element of individual behavior

How Organizational Behavior Impacts Organizational Success

- OB concepts and models is what creates effective and successful companies - By appropriately applying OB knowledge about individuals, groups, and the effect of organizational structure on worker behavior, the conditions can be created that make organizations most effective - Makes a company with motivated, engaged employees with clear goals aligned with the business strategy - to financial performance and job satisfaction, OB concepts influence absenteeism and turnover - Reducing absenteeism and turnover - One central value of organizational behavior is that it isolates important aspects of the manager's job and offers specific perspectives on the human side of management: people as organizations, people as resources, and people as people - Organizational behavior allows us to understand that as a leader of a virtual team, one must foster trust, encourage open dialogue, and clarify guidelines - To most effectively use the knowledge provided by this field, managers must thoroughly understand its various concepts, assumptions, and premises - we next tie organizational behavior even more explicitly to management and then turn to a more detailed examination of the manager's job itself

Group Polarization - traits

- Occurs when the average of the group members' post-discussion attitudes tends to be more extreme than average pre-discussion attitudes. - When individuals discover during group discussion that others share their opinions, they may become more confident about their opinions, resulting in a more extreme view. - Persuasive arguments also can encourage this. If members who strongly support a particular position are able to express themselves cogently in the discussion, less avid supporters of the position may become convinced that it is correct. - Members may believe that because the group is deciding, they are not individually responsible for the decision or its outcomes. This diffusion of responsibility may enable them to accept and support a decision more radical than those they would make as individuals. - Can profoundly affect group decision making. If group members are known to lean toward a particular decision before a discussion, it may be expected that their post-decision position will be even more extreme.

Perceiving (P)

- People are adaptable, spontaneous, and curious. They start many tasks and often find it difficult to complete them. Deadlines are meant to be stretched.

Judging (J)

- People are decisive and tend to plan. They focus on completing tasks, take action quickly, and want to know the essentials. They develop plans and follow them, adhering to deadlines.

Judging (J)/Perceiving (P)

- People are decisive and tend to plan. They focus on completing tasks, take action quickly, and want to know the essentials. They develop plans and follow them, adhering to deadlines. - People are adaptable, spontaneous, and curious. They start many tasks and often find it difficult to complete them. Deadlines are meant to be stretched.

Sensing (S)/Intuition (N)

- People are detail oriented. They want and trust facts. - People seek out patterns and relationships among the facts that they have learned. They trust their intuition and look for the "big picture."

Group Decision Making In Organizations

- People in organizations work in a variety of groups—formal and informal, permanent and temporary, various kinds of teams - Groups make decisions that affect the welfare of the organization and the people in it - Primary elements are group polarization, groupthink, and group problem-solving methods

Neuroticism - traits

- People who are relatively more neurotic tend to experience unpleasant emotions such as anger, anxiety, depression, and feelings of vulnerability more often than do people who are relatively less neurotic . - Characterized by a person's tendency to experience unpleasant emotions such as anger, anxiety, depression, and feelings of vulnerability. - People who are less neurotic are relatively poised, calm, resilient, and secure; people who are more neurotic are more excitable, insecure, reactive, and subject to extreme mood swings. - People with less neuroticism might be expected to better handle job stress, pressure, and tension.

Prevention of Groupthink

- Prescriptions fall into four categories, depending on whether they apply to the leader, the organization, the individual, or the process. - All are designed to facilitate the critical evaluation of alternatives and discourage the single-minded pursuit of unanimity.

Groupthink - traits

- Problem that can occur - Is "a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the members' strivings for unanimity override their motivation to realistically appraise alternative courses of action." - The group unknowingly makes unanimity rather than the best decision its goal - The current trend toward increasing use of teams in organizations may increase instances of this because of the susceptibility of self-managing teams to this type of thought - Individual members may perceive that raising objections is not appropriate.

Agreeableness - traits

- Refers to a person's ability to get along with others. - Causes some people to be gentle, cooperative, forgiving, understanding, and good-natured in their dealings with others. - Lack of it results in others being irritable, short-tempered, uncooperative, and generally antagonistic toward other people. - Highly agreeable people are better at developing good working relationships with coworkers, subordinates, and higher-level managers, whereas less-agreeable people are not likely to have particularly good working relationships.

Conscientiousness - traits

- Refers to the extent to which a person can be counted on to get things done. - Refers to an individual being dependable and organized. - Are organized, detail oriented,responsible, dependable, and plan carefully to meet deadlines. - Less-conscientious people may be prone to missing deadlines, overlooking various tasks, being unorganized, and being generally less dependable. - Strong on this is often a good predictor of job performance for many jobs.

The Stress Process

- The first stage is called "alarm." At this point, the person may feel some degree of panic and begin to wonder how to cope. - If the stressor is too extreme, the person may simply be unable to cope with it. In most cases, however, the individual gathers his or her strength (physical or emotional) and begins to resist the negative effects of the stressor. - Stage 2 of the GAS, the person is resisting the effects of the stressor. Often, the resistance phase ends the GAS. - Prolonged exposure to a stressor without resolution may bring on phase 3 of the GAS: exhaustion. At this stage, the person literally gives up and can no longer fight the stressor.

Eustress

- The pleasurable stress that accompanies positive events - Can lead to a number of positive outcomes for the individual

Growth Strategy

- The success of a growth strategy depends on the firm's ability to find and retain the right number and types of employees to sustain its intended growth. - Firms can also pursue growth strategies through mergers and acquisitions. - When using mergers and acquisitions as a way to implement a growth strategy, it is important to consider the match between the two organizations' cultures, values, and organizational structures. - Mergers and acquisitions often fail because of cultural issues rather than technical or financial issues.

Symptoms of Groupthink - traits

- The three primary conditions that foster the development of groupthink are cohesiveness, the leader's promotion of his or her preferred solution, and insulation of the group from experts' opinions. - the role of the leader in not stimulating critical thinking in developing the symptoms of this - This often helps to explain why companies and governments sometimes continue to pursue strategies and policies that are clearly failing.

Distress

- The unpleasant stress that accompanies negative events - Excessive pressure, unreasonable demands on our time, and bad news all fall into this category. - This form of stress generally results in negative consequences for the individual

Cost leadership

- These businesses are typically effective at acquiring, distributing, or designing products that can be efficiently manufactured and engineering efficient manufacturing processes to keep production costs and, therefore, customer prices low - These organizations continually look for ways to modify their operational systems in order to reduce costs and lower prices while offering a desirable product that competes successfully with competitors' products - Organizations pursuing a strategy of keeping costs and prices low usually try to develop a competitive advantage in operational excellence - Operationally excellent organizations usually function with small but consistent profit margins and rely more on teamwork than individual performance

Interactionalism: People and Situations

- This view assumes that individual behavior results from a continuous and multidirectional interaction between characteristics of the person and characteristics of the situation - The individual and the situation are presumed to interact continuously - Interaction is what determines the individual's behavior - Interactional view implies that simple cause-and-effect descriptions of organizational phenomena are not enough

Thinking (T)/Feeling (F)

- Value fairness and decide things impersonally based on objective criteria and logic. - Value harmony and focus on human values and needs as they make decisions or judgments.

Decision-Making Defects and Decision Quality

- When groupthink dominates group deliberations, the likelihood increases that decision-making defects will occur. - The group is less likely to survey a full range of alternatives and may focus on only a few (often one or two) - The group may not reexamine previously rejected alternatives for nonobvious gains or some means of reducing apparent costs, even when it receives new information. - The group may reject expert opinions that run counter to its own views and may choose to consider only information that supports its preferred solution. - The group may not consider any potential setbacks or countermoves by competing groups and therefore may fail to develop contingency plans.

Sources of Competitive Advantage

- having the best-made or cheapest product - providing the best customer service - being more convenient to buy from - having shorter product development times - having a well-known brand Name

Controlling

- is the process of monitoring and correcting the actions of the organization and its people to keep them headed toward their goals - A manager has to control costs, inventory, and so on - behavioral processes and characteristics are a key part of this function

The Myers-Briggs Framework

- popular framework that some people use to characterize personality. - A personality framework based upon Carl Jung's work on psychological types and measured by the Myers-Briggs Type Indicator (MBTI). - Many people know of this framework through a widely used questionnaire called the Myers-Briggs Type Indicator (MBTI). - Help people understand themselves and each other so that they could find work that matches their personality - Philosophy of celebrating individual differences, encouraged the workplace diversity movement.

Technical skills

- skills necessary to accomplish specific tasks within the organization - these skills are generally associated with the operations employed by the organization in its production processes

Diagnostic skills

- skills that allow managers to better understand cause-and-effect relationships and to recognize the optimal solutions to problems

Specialization

- specialist strategy know their market segment very well and often enjoy a high degree of customer loyalty - offer customers something other competitors do not competitive advantage based on customer intimacy and strive to deliver unique and customizable products or services - customer intimacy- Delivering unique and customizable products or services to meet customers' needs and increase customer loyalty - flexibility so that they can respond quickly to almost any customer need, from customizing a product to fulfilling special requests - critical element in building a customer-oriented company

Conceptual skills

- the manager's ability to think in the abstract - is able to see the "big picture." - he or she can see opportunity where others see roadblocks or problems

Organizing

- the process of designing jobs, grouping jobs into manageable units, and establishing patterns of authority among jobs and groups of jobs - The structure includes several hierarchical layers and spans myriad activities and areas of responsibility

Differentiation

- the value added by the product's uniqueness may enable the business to charge a premium price for it. - often try to develop a competitive advantage based on product innovation - product innovation - Developing new products or services - These companies create and maintain a culture that encourages employees to bring new ideas into the company - frequent introduction of new products is key to staying competitive - assess whether a candidate can work cooperatively in teams and whether the candidate is open-minded and creative - Product innovators usually work to protect their entrepreneurial environment - Managers in innovative companies also need to motivate and empower other employees to also be open minded and to proactively suggest new ideas

groupthink eight symptoms

1) An illusion of invulnerability, shared by most or all members, that creates excessive optimism and encourages extreme risk taking 2) Collective efforts to rationalize or discount warnings that might lead members to reconsider assumptions before recommitting themselves to past policy decisions 3) An unquestioned belief in the group's inherent morality, inclining members to ignore the ethical and moral consequences of their decisions 4) Stereotyped views of "enemy" leaders as too evil to warrant genuine attempts to negotiate or as too weak or stupid to counter whatever risky attempts are made to defeat their purposes 5) Direct pressure on a member who expresses strong arguments against any of the group's stereotypes, illusions, or commitments, making clear that such dissent is contrary to what is expected of loyal members 6) Self-censorship of deviations from the apparent group consensus, reflecting each member's inclination to minimize the importance of his or her doubts and counterarguments 7) A shared illusion of unanimity, resulting partly from self-censorship of deviations, augmented by the false assumption that silence means consent 8) The emergence of self-appointed "mindguards," members who protect the group from adverse information that might shatter their shared complacency about the effectiveness and morality of their decisions

primary business strategies

1. Cost leadership 2. Differentiation 3. Specialization

Extroversion (E)

Are energized by things and people. They are interactors and "on the fly" thinkers whose motto is "ready, fire, aim."

Conscientiousness (*)

Are organized, detail oriented,responsible, dependable, and plan carefully to meet deadlines. (*)

Extraversion (*)

Are sociable,talkative, assertive, and open to establishing new relationships. (*)

Openness (*)

Are willing to listen to new ideas and to change their own ideas, beliefs, and attitudes in response to new information.

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

Basic Management Functions and Organizational Behavior

The Concept of Fit

Being good at our job is important but is not enough—we need to fit with our organization and workgroup as well

Agreeableness (*)

Causes some people to be gentle, cooperative, forgiving, understanding, and good-natured in their dealings with others (*)

Neuroticism

Characterized by a person's tendency to experience unpleasant emotions such as anger, anxiety, depression, and feelings of vulnerability

1. Person-Job Fit 2. Person-Group Fit 3. Person-Organization Fit 4. Person-Vocation Fit

Concept of Fit

- Technical skills - Interpersonal skills - Conceptual skills - Diagnostic skills

Critical Management Skills and Organizational Behavior

customer intimacy

Delivering unique and customizable products or services to meet customers' needs and increase customer loyalty

physical, psychological, and emotional

Individual differences may be

1. Extroversion (E)/Introversion (I) 2. Sensing (S)/Intuition (N) 3. Thinking (T)/Feeling (F) 4. Judging (J)/Perceiving (P)

MBTI uses four scales with opposite poles

operational excellence

Maximizing the efficiency of the manufacturing or product development process to minimize costs

Organizational Behavior and Human Resource Management

OB is especially relevant to human resource management

The Meaning of Organizational Behavior

Organizational behavior (OB) is the study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself.

locus of control, self-efficacy, authoritarianism, Machiavellianism, self-esteem, and risk propensity.

Other Important Personality Traits

Intuition (N)

People seek out patterns and relationships among the facts that they have learned. They trust their intuition and look for the "big picture."

the human relations movement

Rather than viewing workers as interchangeable parts in mechanical organizations as the scientific management movement had done, this movement viewed organizations as cooperative systems and treated workers' orientations,values, and feelings as important parts of organizational dynamics and performance.

Growth Strategy (definition)

Strategic choice is whether to expand the company and seek to increase business. Response to investor preferences for rising earnings per share, and the required business expansion generally requires the acquisition of additional talent.

Distress and Eustress

Stress can be either good or bad. It can motivate and stimulate us, or it can lead to any number of dangerous side effects.

situational perspective

Suggests that in most organizations, situations and outcomes are influenced by other variables

Agreeableness, Conscientiousness, Neuroticism, Extraversion and Openness.

The "Big Five"

The Myers-Briggs

The MBTI uses four scales with opposite poles to assess four sets of preferences. The four scales are: 1. Extroversion (E)/Introversion (I) 2. Sensing (S)/Intuition (N) 3. Thinking (T)/Feeling (F) 4. Judging (J)/Perceiving (P)

1) adaptation 2) stimulus 3) stressors

The Nature of Stress - types

Attitudes

are complexes of beliefs and feelings that people have about specific ideas, situations, or other people

Stress

caused by a stimulus, that the stimulus can be either physical or psychological, and that the individual responds to the stimulus in some way.

Person-Group Fit

means that an individual fits with the workgroup's work styles, skills, and goals

Contextual Perspectives on Organizational Behavior

most notably the systems and contingency perspectives and the interactional view— also influence our understanding of organizational behavior.

The Hawthorne effect

occurs when people improve some aspect of their behavior or performance simply because they are being assessed.

group polarization

occurs when the average of the group members' post-discussion attitudes tends to be more extreme than average pre-discussion attitudes

Sensing (S)

people are detail oriented. They want and trust facts.

Agreeableness

refers to a person's ability to get along with others

Conscientiousness

refers to the extent to which a person can be counted on to get things done

Extraversion

reflects a person's comfort level with relationships

Openness

reflects a person's rigidity of beliefs and range of interests

Neuroticism (*)

tend to experience unpleasant emotions such as anger, anxiety, depression, and feelings of vulnerability more often than do people who are relatively less (*)

introversion

tends to be less comfortable in social situations

Differentiation (definition)

the development of products or services with unique characteristics valued by customers