Chapters 1-8 Organizational Behavior
Demographic fault line
"hypothetical dividing lines that may split a group into subgroups based on one or more attributes."
Employee engagement
"the harnessing of organization members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance."
Corporate Social Responsibility (CSR)
"the notion that corporations have an obligation to constituent groups in society other than stockholders and beyond that prescribed by law or union contract.
Factors accounted for middle-age attitude stability:
(1) greater personal certainty (2) perceived abundance of knowledge (3) a need for strong attitudes
How does goal setting work?
-goals direct attention -goals regulate effort -goals increase persistence -goals foster the development and application of task strategies and action plans
The following factors influence an employee's expectancy perception:
-self-esteem -self-efficacy -previous success at the task -help received from others -information necessary to complete the task -good materials and equipment to work with
How to Improve the Organization's Ethical Climate
1. Behave ethically yourself 2. Screen potential employees 3. Develop a meaningful code of ethics 4. Provide ethics training 5. Reinforce ethical training 6. Create positions, units, and other structural mechanisms to deal with ethics
Stereotyping process
1. Categorize people into groups according to various criteria 2. Infer that all people within a category possess the same traits 3. Form expectations of others and interpret their behavior according to our stereotypes 4. Stereotypes are maintained by: -Overestimating the frequency of stereotypic behavior exhibited by others -Incorrectly explaining expected and unexpected behaviors -Differentiating minority individuals from oneself
How people reduce dissonance
1. Change your attitude or behavior, or both 2. Belittle the importance of the inconsistent behavior 3. Find consonant elements that outweigh the dissonant ones
Outcomes Associated with Organizational Culture
1. Clearly related to measures of organizational effectiveness. 2. Employees are more satisfied and committed to organizations with clan cultures. 3. Innovation and quality can be increased by building characteristics associated with clan, adhocracy, and market cultures into the organization. 4. An organization's financial performance is not very strongly related to organizational culture. 5. Companies with market cultures tend to have more positive organizational outcomes.
Principals of TQM:
1. Do it right the first time to eliminate costly rework and product recalls. 2. Listen to and learn from customers and employees. 3. Make continuous improvement an everyday matter. 4. Build teamwork, trust, and mutual respect
Managing Gender-Based Diversity
1. Focus on being exceptionally competent and seek mentors or sponsors 2. Network to build social capital 3. Seek work-life balance by delegating housework or hiring domestic help 4. Improve your negotiating skills. 5. Take credit for your accomplishments 6. Work toward creating a partnership with your spouse that leads to a mutually supportive relationship
The Process of Culture Change
1. Formal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection and socialization 2. The design of physical space, work environments, and buildings 3. Slogans, language, acronyms, and sayings 4. Deliberate role modeling, training programs, teaching and coaching by managers and supervisors 5. Explicit rewards, status symbols (e.g., titles), and promotion criteria 6. Stories, legends, and myths about key people and events 7. The organizational activities, processes, or outcomes that leaders pay attention to, measure, and control 8. Leader reactions to critical incidents and organizational crises 9. The workflow and organizational structure 10. Organizational systems and procedures 11. Organizational goals and the associated criteria used for recruitment, selection, development, promotion, layoffs, and retirement of people
Barriers and Challenges to Managing Diversity
1. Inaccurate stereotypes and prejudice 2. Ethnocentrism 3. Poor career planning 4. A negative diversity climate 5. An unsupportive and hostile working environment for diverse employees 6. Lack of political savvy on the part of diverse employees 7. Difficulty in balancing career and family issues 8. Fears of reverse discrimination 9. Diversity is not seen as an organizational priority 10. The need to revamp the organization's performance appraisal and reward system 11. Resistance to change
Key trends of the glass ceiling
1. Men start their careers at higher levels than women 2. Men report higher starting salaries 3. Men move up the career ladder faster and further than women 4. Men have higher career satisfaction over time than women
What are the five sources of OB research insights?
1. Meta-analyses 2. Field studies 3. Laboratory studies 4. Sample surveys 5. Case studies
Racial Groups Are Encountering a Glass Ceiling and Perceived Discrimination
1. Minorities in general are advancing less in the managerial and professional ranks than whites 2. The number of race-based charges of discrimination that were deemed to show reasonable cause by the EEOC increased from 294 in 1995 to 1,061 in 2008 3. Minorities tend to earn less personal income than whites
Four functions of organizational culture
1. Organizational identity 2. Collective commitment 3. Social system stability 4. Sense-making device
Sex-role stereotypes are
1. People often prefer male bosses 2. Women have a hard time being perceived as an effective leader 3. Women of color are more negatively affected by sex-role stereotypes than white women or men in general
How can organizations motivate and retain an aging workforce?
1. Provide challenging work assignments that make a difference to the firm. 2. Give the employee considerable autonomy and latitude in completing a task. 3. Provide equal access to training and learning opportunities when it comes to new technology. 4. Provide frequent recognition for skills, experience, and wisdom gained over the years. 5. Provide mentoring opportunities whereby older workers can pass on accumulated knowledge to younger employees. 6. Ensure that older workers receive sensitive, high-quality supervision. 7. Design a work environment that is both stimulating and fun.
21st Century Managers
1. Teams are pushing aside the individual as the primary building block of organizations. 2. Command-and-control management is giving way to participative management and empowerment. 3. Ego-centered leaders are being replaced by customer-centered leaders. 4. Employees increasingly are being viewed as internal customers.
Causes of differences why women hit the glass ceiling
1. Women face discrimination. 2. Women spend more time handling domestic and child care issues than men. 3. Women encounter more obstacles to their leadership and authority than men 4. Women accumulate less continuous work experience than men because they periodically exit the workforce for family or motherhood. 5. Women have less social capital and lower breadth of personal networks than men.
Demographic-based characteristics of the workforce
1. Women navigate a labyrinth after breaking the glass ceiling 2. Racial groups are encountering a glass ceiling and perceived discrimination 3. Mismatch between workers' educational attainment and occupational requirements 4. Generational differences in an aging workforce
McGregor's Theory Y:
1. Work is a natural activity, like play or rest. 2. People are capable of self-direction and self-control if they are committed to objectives. 3. People generally become committed to organizational objectives if they are awarded for doing so. 4. The typical employee can learn to accept and seek responsibility. 5. The typical member of the general population has imagination, ingenuity, and creativity.
An effective manager:
1. clarifies goals and objectives for everyone involved 2. encourages participation, upward communication, and suggestions 3. Plans and organizes for an orderly work flow 4. Has technical and administrative expertise to answer organization-related questions 5. facilities work through team building, training, coaching, and support 6. provides feedback honestly and constructively 7. keeps things moving by relying on schedules, deadlines, and helpful reminders 8. controls details without being overbearing 9. applies reasonable pressure for goal accomplishment 10. empowers and delegates key duties to others while maintaining goal clarity and commitment 11. recognizes good performance with rewards and positive reinforcement
What are the general moral principals for managers?
1. dignity of human life 2. autonomy 3. honesty 4. loyalty 5. fairness 6. humaneness 7. the common good
Big five personality dimensions
1. extraversion-outgoing, talkative, sociable, assertive 2. agreeableness-trusting, good-natured, cooperative, softhearted 3.conscientiousness- dependable, responsible, achievement oriented, persistent 4. emotional stability-relaxed, secure, unworried 5. openness to experience- intellectual, imaginative, curious, broad-minded
McGregor's Theory X:
1. people disliked work; they avoid it when they can 2. most people must be coerced and threatened with punishment before they will work. People require close direction when they are working. 3. Most people actually prefer to be directed. They tend to avoid responsibility and exhibit little ambition. They are interested only in security.
The four layers of diversity include:
1. personality 2. Internal dimensions; e.g., age, gender, sexual orientation, physical ability, ethnicity, race 3. External dimensions; e.g., geographic location, income, personal habits, recreational habits, religion, educational background, work experience, appearance, parental status, marital status 4. Functional level /classification; e.g., work content/field, division/department/unit group, seniority, work location, union affiliation, management status
McClelland's Need theory Achievement-motivated people share what three common characteristics?
1. preference for working on tasks of moderate difficulty 2. preference for situations in which performance is due to their efforts 3. desire more feedback on their successes and failures
Mental abilities underlying performance
1. verbal comprehension 2. word fluency 3. numerical 4. spatial 5. memory 6. perceptual speed 7. inductive reasoning
interpersonal relationship
A developer's willingness to provide career and psycho-social assistance is a function of the protégé's ability, potential, and the quality of the _____________ ____________.
Human Capital
A present or future employee with the right combination of knowledge, skills, and motivation to excel
increased
A survey of companies in Europe, Japan and the U.S. found ethnocentric staffing and human resource policies to be associated with _________ personnel problems. Those problems included recruiting difficulties, high turnover rates, and lawsuits over personnel policies.
Practical lessons for goal-setting research
Acton planning facilitates goal accomplishment b. Action plan outlines the activities or tasks that need to be accomplished in order to obtain a goal.
Age stereotypes
Age stereotypes reinforce age discrimination because of their negative orientation.
stereotyping
An organization first needs to inform its workforce about the problem of __________ through employee education and training.
A Model of Global Corporate Social Responsibility and Ethics
Be ethical in its practices, taking host-country and global standards into consideration to fulfill ethical responsibility. Be a good corporate citizen, especially as defined by the host country's expectations to fulfill philanthropic responsibility.
Practical Recommendations for high, moderate, and low self-monitors:
Become more consciously aware of your self-image and how it affects others.
Top-down approaches Job enrichment
Building achievement, recognition, stimulating work, responsibility, and advancement into a job.
Generational Differences in an Aging Workforce
By 2011, half of the US workforce will be over 50 years of age, and 80% will be over 50 by 2018. The number of people living into their 80s is increasing rapidly, and this group disproportionately suffers from chronic illness.
Layers of Organizational Culture-Observable artifacts
Consist of the physical manifestation of an organization's culture Acronyms, manner of dress, awards, myths and stories, published lists of values, observable rituals and ceremonies, special parking spaces, and decorations
What Contributes to Employee Engagement?
Contextual factors include organizational culture, job security and feelings of psychological safety, leader behavior
Mentoring
Developmental relationships reflects the quality of relationships among the individual and those involved in his developmental network
enhance
Diversity can __________ the number of number of contacts a group or work unit has at its disposal.
GLOBE and the Hofstede Study Masculinity-femininity
Does the person embrace stereotypically competitive, performance-oriented masculine traits or nurturing, relationship-oriented feminine traits?
Practical Recommendations for high self-monitors:
Don't overdo it by evolving from a successful chameleon into someone who is widely perceived as insincere, dishonest, phony, and untrustworthy.
catch
Emotional contagion can literally ________ another person's mood or displayed emotions
customs
Employees bring their societal culture to work with them in the form of _______ and language
Organizational socialization Phase 2 Encounter socialization
Employees learn what the organization is really like and reconcile unmet expectations
Diversity climate
Employees' aggregate perceptions about an organization's policies, practices, and procedures pertaining to diversity
Alderfer's ERG Theory
Existence needs (E) Relatedness needs (R) Growth needs (G)
salient fault lines
Fault lines form when work-group members possess varying demographic characteristics and negative interpersonal processes occur when people align themselves based on _______ _____ _____ or demographic characteristics.
Practical lessons for goal-setting research
Feedback enhances the effect of specific, difficult goals.
Managing racially based diversity
Given the projected increase in the number of Hispanics entering the workforce over the next 25 years, managers should consider progressive methods to recruit, retain, and integrate this segment of the population into their organizations.
Practical lessons for goal-setting research
Goal commitment and monetary incentives affect goal-setting outcomes b. goal commitment-extent to which an individual is personally committed to achieving a goal.
Managerial Implications: Leadership
Good leaders exhibit the following behaviors: Assigning specific tasks to group members Telling others they had done well Setting specific goals for the group
Cultural Dimensions from the GLOBE Project Assertiveness
How confrontational and dominant should individuals be in social relationships?
GLOBE and the Hofstede Study Individualism-collectivism
How loosely or closely is the person socially bonded?
Cultural Dimensions from the GLOBE Project Gender egalitarianism
How much effort should be put into minimizing gender discrimination and role inequalities?
GLOBE and the Hofstede Study Power distance
How much inequality does someone expect in social situations?
Cultural Dimensions from the GLOBE Project In-group collectivism
How much pride and loyalty should individuals have for their family or organization?
Cultural Dimensions from the GLOBE Project Performance orientation
How much should individuals be rewarded for improvement and excellence?
Cultural Dimensions from the GLOBE Project Institutional collectivism
How much should leaders encourage and reward loyalty to the social unit, as opposed to the pursuit of individual goals?
Cultural Dimensions from the GLOBE Project Future orientation
How much should people delay gratification by planning and saving for the future?
Cultural Dimensions from the GLOBE Project Uncertainty-avoidance
How much should people rely on social norms and rules to avoid uncertainty and limit unpredictability?
Cultural Dimensions from the GLOBE Project Humane orientation
How much should society encourage and reward people for being kind, fair, friendly, and generous?
Cultural Dimensions from the GLOBE Project Power distance
How much unequal distribution of power should there be in organizations and society?
GLOBE and the Hofstede Study Uncertainty-avoidance
How strongly does the person desire highly structured situations?
Maslow's Need Hierarchy Theory
Human needs emerge in a predictable stair-step fashion.
Organizational Behavior
Interdisciplinary field dedicated to better understanding and managing people at work
Kelley's Model of Attribution Behavior can be attributed to either:
Internal factors or external behavior
impression
Interviewers make hiring decisions based on their ______ of how an applicant fits the perceived requirements of a job and on the basis of implicit cognition.
environment or culture
It is essential for an organization to create an __________ or ______ that allows all employees to reach their full potential.
behavioral
It is important for managers to accurately identify the _______ characteristics and results indicative of good performance when completing performance appraisals.
Broad
It is important to foster a ________ developmental network because the number and quality of your contacts will influence your career success.
fundamental
It is important to remember that stereotypes are a _______ component of the perception process and we use them to help process the large amount of information that bombards us daily.
influenced
Job and career satisfaction are likely to be _________ by the consistency between an individual's career goals and the type of developmental network at his disposal
older workers
Long-standing age stereotypes depict _____ _______ as less satisfied, not as involved with their work, less motivated, not as committed
possessed
Low self-esteem can be raised more by having a person think of desirable characteristics ______ rather than of undesirable characteristics from which he is free
A Model of Global Corporate Social Responsibility and Ethics
Make a profit consistent with expectations for international businesses to fulfill economic responsibility. Obey the law of host countries as well as international law to fulfill legal responsibility.
differences
Managers need to identify valid individual _________ that differentiate between successful and unsuccessful performers.
Practical lessons from Equity theory
Managers need to pay attention to the organization's climate for justice.
barriers
Managers should remove promotional _______ for men and women, people of color, and persons with disabilities.
behavior
Managers tend to disproportionately attribute ______ to internal causes that can result in inaccurate evaluations of performance, leading to reduced employee motivations.
different
Men and women have ________ attributions regarding the causes of being promoted
Intense Pressure for Results Starts Early because:
Most common is an individual's own desire to "look good" for their bosses, which has been identified as a cause of unethical behavior in lower- and mid-level employees and managers.
Expectancy Theory of Motivation
Motivation boils down to the decision of how much effort to exert in a specific task situation.
Herzberg's Motivator-Hygiene theory
Motivators Hygiene factors
Taking Local Norms and Conduct into Consideration
National culture affects how people think and act about everything, including ethical issues Each culture requires its own ethical analysis, taking local norms into consideration.
Managing Racially Based Diversity
Negative stereotypes not only block qualified people from obtaining promotions, but they can undermine a person's confidence in their ability to lead.
Two sub-components of diversity of developmental relationships
Number of different people the person is networked with Various social systems from which the networked relationships stem
encourages
On-the-job research evidence _________managers to nurture self-efficacy, both in themselves and in others
transfer
One study indicated that managers tended to ______ employees whose poor performance was attributed to a lack of ability
low effort
One study revealed that managers gave employees more immediate, frequent, and negative feedback when they attributed their performance to ___ ______.
Organizational Practices Used to Effectively Manage Diversity
Option 1: Include/Exclude Option 2: Deny Option 3: Assimilate Option 4: Suppress Option 5: Isolate Option 6: Tolerate Option 7: Build Relationships Option 8: Foster Mutual Adaptation
values, attitudes
Organizational culture affects an individual's ________, ethics, ________, assumptions, and expectations
The Process of Culture Change
Organizational members teach each other about the organization's preferred values, beliefs, expectations, and behaviors
information
Organizational socialization Phase 1 Anticipatory socialization involves the __________ people learn about different careers, occupations, professions, and organizations
cannot
Organizations ________ use diversity as a strategic advantage if employees fail to contribute their full talents, abilities, motivation, and commitment.
Practical lessons for goal-setting research
Participative goals, assigned goals, and self-set goals are equally effective.
Organizational Culture Characteristics
Passed on to new employees through the process of socialization Influences our behavior at work Operates at different levels
Social categorization theory says that
People tend to like and trust in-group members more than out-group members and generally favor in-groups over out-groups
engagement
Personal characteristics found or thought to influence employee _______ include positive or optimistic personalities, proactive personality, conscientiousness, PE fit, and being present or mindful.
Employee engagement is caused by a host of variables that can be separated into two categories:
Personal factors and Contextual or work-environment factors.
Needs
Physiological or psychological deficiencies that arouse behavior.
affect
Practical lessons from Equity theory: Employees should be given the opportunity to appeal decisions that ______ their welfare
leadership
Practical lessons from Equity theory: Employees' perceptions of justice are strongly influenced by the ______ behavior exhibited by their managers
decisions
Practical lessons from Equity theory: Managers benefit by allowing employees to participate in making ______ about important work outcomes
group members
Practical lessons from Equity theory: Managers can promote cooperation and teamwork among _____ _______ by treating them equitably
perception
Practical lessons from Equity theory: No matter how fair management thinks the organization's policies, procedures, and reward system are, each employee's _____ of the equity of those factors is what counts.
Bottom-Up approaches Job crafting
Proactive and adaptive employee behavior aimed at changing the nature of one's job.
employees'
Putting the Self-Fulfilling Prophecy to Work means providing frequent feedback that conveys a belief in ________ ability to complete their tasks.
performance
Putting the self-fulfilling prophecy to work entails setting high ________ goals.
achieve
Putting the self-fulfilling prophecy to work is providing employees with the input, information, and resources they need to _____ their goals.
opportunity
Putting the self-fulfilling prophecy to work means giving employees the _______ to experience increasingly challenging tasks and projects.
communicate
Putting the self-fulfilling prophecy to work means managers should ________ by using facial expressions, voice intonations, body language, and encouraging comments that reflect high expectations.
potential
Putting the self-fulfilling prophecy to work means recognizing that everyone has the ________ to increase his or her performance
focused
Putting the self-fulfilling prophecy to work, managers should encourage employees to stay _____ on the present moment and not to worry about negative past events.
master
Putting the self-fulfilling prophecy to work, managers should help employees ______ key skills and tasks.
outstanding
Putting the self-fulfilling prophecy to work, managers should introduce new employees as if they have ____ potential.
Idiosyncratic deals (I-deals)
Represent "employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development."
Withdrawal cognitions
Represent an individual's overall thoughts and feelings about quitting
Organizational socialization Phase 3 Change and Acquisition
Requires employees to master important tasks and roles and to adjust to their work group's values and norms
job satisfaction
Research shows that as age increases so does employees' ___ ____________, job involvement, internal work motivation, and organizational commitment, and older workers are not more accident prone.
Managerial implications
Significant positive correlation between self-efficacy and job performance
Emotional contagion
Someone's bad mood sours your mood
Abilities (Intelligence) and Performance Skill
Specific capacity to manipulate objects.
Practical lessons for goal-setting research
Specific high goals lead to greater performance a. goal specificity-quantifiability of a goal.
Abilities (Intelligence) and Performance Ability
Stable characteristic responsible for a person's maximum physical or mental performance
Psychological capital
Striving for success by developing one's self-efficacy, optimism, hope, and resiliency.
Resiliency
The ability to handle pressure and quickly bounce back from personal and career setbacks.
brainstorm
The existence of diverse perspectives can help groups to ______ or uncover more novel alternatives during problem-solving activities.
Stage 4: Retrieval and Response Decisions are based on:
The process of drawing on, interpreting, and integrating categorical information stored in long-term memory Retrieving a summary judgment that was already made
Human Capital
The productive potential of one's knowledge and actions
Social capital
The productive potential of strong relationships, goodwill, trust, and cooperative effort
Internal focus and integration-Clan culture
Thrust: collaborate Means: cohesion, participation, communication, empowerment Ends: morale, people development, commitment
Competing Values Framework External focus and differentiation-Market
Thrust: compete Means: customer focus, productivity, enhancing competitiveness Ends: market share, profitability, goal achievement
Competing Values Framework Internal focus and integration-Hierarchy
Thrust: control Means: capable processes, consistency, process control, measurement Ends: efficiency, timeliness, smooth functioning
Competing Values Framework External focus and differentiation-Adhocracy
Thrust: create Means: adaptability, creativity, agility Ends: innovation, growth, cutting-edge output
essential
To avoid cultural collisions, background information is _____ when explaining anything.
assume
To avoid cultural collisions, do not ______ the newcomer is self-reliant.
learn
To avoid cultural collisions, high-context workers from abroad need to ______ to ask questions outside their department and function.
trained
To avoid cultural collisions, people on both sides of the context barrier must be ________ to make adjustments.
Practical Insights from Cross-cultural management
Understanding and teaching behavioral patterns in different cultures
Contingency Approach
Using management concepts and techniques in a situationally appropriate manner, instead of trying to rely on "one best way"
Layers of Organizational Culture:
Values concepts or beliefs that pertain to desirable end states, transcend situations, guide selection of behavior and are ordered by relative importance Espoused values represent the explicitly stated values and norms that are preferred by an organization
Practical Research Insights about Work-Family Conflict
Work-family balance begins at home An employer's family-supportive philosophy is more important than specific programs. Informal flexibility in work hours and in allowing people to work at home is essential to promoting work-family balance. Work-family balance begins at home An employer's family-supportive philosophy is more important than specific programs. Informal flexibility in work hours and in allowing people to work at home is essential to promoting work-family balance.
enable
Workforce demographics _________managers to anticipate and adjust for surpluses or shortages of appropriately skilled individuals.
Managing diversity is:
a critical component of creating such an environment.
Golem effect
a loss in performance resulting from low leader expectations.
Avoiding Unrealistic Expectations Realistic job preview are:
a must for future expatriates.
Vroom's Expectancy Theory Instrumentality
a performance - outcome perception
Self-efficacy
a person's belief about his chances of successfully accomplishing a specific task
Societal culture
a set of beliefs and values about what is desirable and undesirable in a community of people, and a set of formal or informal practices to support the values
Process theories include
a. Adam's Equity theory b. Vroom's Expectancy theory c. Goal Setting theory
Hawthorne Legacy:
a. Interviews do not support initial conclusions about positive effect of supportive supervision b. Money, fear of unemployment, managerial discipline and high quality raw materials were responsible for high output
The Human Relations Movement included:
a. Legalization of union-management collective bargaining b. behavioral scientists called more attention to human behavior c. Elton Mayo-Western Electric Hawthorne study
Content theories include
a. Maslow's Need Hierarchy theory b. Alderfer's ERG theory c. McClelland's Need theory d. Herzbert's Motivator-Hygiene theory
A model of global corporate social responsibility and ethics include:
a. economic globalization b. call for improved business ethics c. expanding CSR expectations
McClelland's Need Theory
a.Need for achievement b. Need for affiliation c. Need for power
Cultural intelligence
ability to interpret ambiguous cross-cultural situations correctly
Emotional Intelligence
ability to manage oneself and one's relationships in mature and constructive ways
Job satisfaction
an affective or emotional response toward various facets of one's job.
Affirmative action
an artificial intervention aimed at giving management a chance to correct an imbalance, an injustice, a mistake, or outright discrimination that occurred in the past.
Stereotypes
an individual's set of beliefs about the characteristics or attributes of a group.
Pygmalion effect
another name for self-fulfilling prophecy
Culture shock
anxiety and doubt caused by an overload of new expectations and cues
Avoiding Unrealistic Expectations Cross-cultural training
any type of structured experience designed to help departing employees (and their families) adjust to a foreign culture
Host-country sponsors
assigned to individual managers or families serve as "cultural seeing-eye dogs"
GLOBE (Global Leadership and Organizational Behavior Effectiveness)
attempt to develop an empirically based theory to describe, understand, and predict the impact of specific cultural variables on leadership and organizational processes and the effectiveness of these processes
Self-esteem
belief about one's own self worth based on an overall self-evaluation
Ethnocentrism
belief that one's native country, culture, language, and behavior are superior to all others.
McGregor's Theory Y assumptions:
believed managers could accomplish more through others by viewing them as self-energized, committed, responsible, and creative beings
Intelligence
capacity for constructive thinking, reasoning, and problem solving
Work values
center on the related importance of work and career goals in one's life.
Individualism versus Collectivism Individualistic culture
characterized as "I" and "me" cultures, give priority to individual freedom and choice
Perception
cognitive process that enables us to interpret and understand our surroundings
What does lower-level employees regularly witness in the workplace?
common ethical lapses such as lying about being sick, fudging a report, bullying and sexual harassment, personal use of company equipment, and stealing company property or funds.
Negative inequity
comparison in which another person receives greater outcomes for similar inputs
Positive inequity
comparison in which another person receives lesser outcomes for similar inputs
Emotions
complex, patterned, organismic reactions to how we think we are doing in our lifelong efforts to survive and flourish and to achieve what we wish for ourselves
Best defense of culture shock is
comprehensive cross-cultural training, including intensive language study
Ethics
concerned with right versus wrong, good versus bad, and the many shades of gray in-between supposedly black-and-white issues
Basic assumptions
constitute organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior
Need for achievement
desire to accomplish something difficult
Need for power
desire to influence, coach, teach, or encourage others to achieve
Consistency
determined by judging if the individual's performance on a given task is consistent over time.
Causes of Counterproductive Work Behavior (CWB)
diagnosis of conduct disorder in adolescence, personality traits and job conditions,
Vroom's Expectancy Theory Outcomes
different consequences that are contingent on performance
Why do managers pressure unethical behavior?
due to their own motivations to perform, perceptions that such behaviors are actually acceptable or that no consequences will occur, reward systems that incentivize unethical behaviors, and/or the physical environment facilitates such actions
Organizational citizenship behavior
employee behaviors that exceed work-role requirements
Managing diversity
entails enabling people to perform up to their maximum potential focuses on changing an organization's culture and infrastructure such that people provide the highest productivity possible
Positive effects of diverse work groups is that they are:
expected to do a better job in earlier phases of problem solving.
Value attainment
extent to which a job allows fulfillment of one's work values
Need fulfillment
extent to which the characteristics of a job allow and individual to fulfil his or her needs
Process theories of motivation
focus on explaining the process by which internal factors and cognition influence employee motivation.
Content theories of motivation
focus on identifying internal factors such as instincts, needs, satisfaction, and job characteristics that energize employee motivation.
Stage 3: Storage and Retention Semantic memory
general knowledge about the world, mental dictionary of concepts
Conscientiousness
has the strongest positive correlation with job and training performance
Organizational socialization Phase 2 Encounter socialization-Onboarding programs
help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, and culture and by clarifying work role expectations and responsibilities
Expectancy Theory of Motivation
holds that people are motivated to behave in ways that produce desired combinations of expected outcomes.
Social categorization theory
holds that similarities and differences are used as a basis for categorizing self and others into groups, with ensuing categorizations distinguishing between one's own in-group and one or more out-groups.
Behavioral component
how one intends to act or behave toward someone or something
Stage 3: Storage and Retention Person memory
information about a single individual or groups of people
Stage 3: Storage and Retention Event memory
information about both specific and general events
Family values
involve enduring beliefs about the importance of family and who should play key family roles (e.g., child rearing, housekeeping, and income earning).
Consensus
involves a comparison of an individual's behavior with that of his peers
Distinctiveness
involves comparing a person's behavior on one task with the behavior from other tasks
Top-down approaches Job enlargement
involves putting more variety into a worker's job by combining specialized tasks of comparable difficulty.
Value congruence
involves the amount of value agreement between employee and employer.
Total Quality Management:
involves the continuous improvement of organizational processes, resulting in high-quality products and services.
Equity: satisfaction
is a function of how "fairly" an individual is treated at work
Extraversion
is associated with success for managers and salespeople
Hygiene factors
job characteristics associated with job dissatisfaction
Motivators
job characteristics associated with job satisfaction
Attitude
learned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object.
Gardner's Multiple Intelligences
linguistic, logical-mathematical, musical, body-kinesthetic, spatial, interpersonal, intrapersonal, naturalist
Emotional labor
making true feelings and emotions
Adams' Equity theory of motivation
model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships
Top-down approaches Job rotation
moving employees from one specialized job to another.
Stereotype
not always negative may or may not be accurate
Goal
object or aim of an action
Anticipatory socialization
occurs before an individual joins an organization
Galatea effect
occurs when an individual's high self-expectations for him-or herself lead to high performance.
Discrimination
occurs when employment decisions about an individual are due to reasons not associated with performance or are not related to the job.
Organizational identification
occurs when one comes to integrate beliefs about one's organization into one's identity
Individualism versus Collectivism Collectivist culture
oppositely called "we" and "us" cultures, rank shared goals higher than individual desires and goals
Internal locus of control
people who believe they control the events and consequences that affect their lives
External locus of control
people who tend to attribute key outcomes in their lives to environmental causes, such as luck or fate.
Degree of perceived behavior control
perceived ease or difficulty of performing the behavior and it is assumed to reflect past experience as well as anticipated impediments and obstacles
McGregor's Theory X assumptions:
pessimistic and negative, typical of how managers traditionally perceived employees
Maslow's Need Hierarchy Theory Motivation is a function of which five basic needs?
physiological, safety, love, esteem, and self-actualization
Organizational socialization
process by which a person learns the values, norms, and required behaviors which permit him to participate as a member of the organization
Stage 1: Selective Attention/Comprehension Attention
process of becoming consciously aware of something or someone.
Information/decision-making theory
proposes that diverse groups should outperform homogenous groups.
Cognitive dissonance
psychological discomfort a person experiences when his or her attitudes or beliefs are incompatible with his or her behavior
Motivation
psychological processes cause the arousal, direction, and persistence of voluntary actions that are goal directed.
Expatriate
refers to anyone living and/or working outside their home country
Stereotype threat
refers to the 'predicament' in which members of a social group 'must deal with the possibility of being judged or treated stereotypically, or of doing something that would confirm the stereotype."
Subjective norm
refers to the perceived social pressure to perform or not to perform the behavior
Fundamental attribution bias
reflects one's tendency to attribute another person's behavior to his or her personal characteristics, as opposed to situational factors.
Organizational commitment
reflects the extent to which an individual identifies with an organization and is committed to its goals.
Diversity of developmental relationships
reflects the variety of people in a network used for developmental assistance
Value similarity
relates to the degree of consensus among family members about family values.
High-context cultures
rely heavily on situational cues for meaning when perceiving and communicating with others
Micro aggressions
represent " biased thoughts, attitudes, and feelings" that exist at an unconscious level
Layers of Organizational Culture-Enacted values
represent the values and norms that actually are exhibited or converted into employee behavior Based on observable behavior
Counterproductive work behavior
represent types of behavior that harm employees, the organization as a whole, or organizational stakeholders such as customers and shareholders.
Stage 2: Encoding and Simplification Schema
represents a person's mental picture or summary of a particular event or type of stimulus.
Glass ceiling
represents an absolute barrier or solid roadblock that prevents women from advancing to higher-level positions
Vroom's Expectancy theory
represents an individual's belief that a particular degree of effort will be followed by a particular level of performance.
Implicit cognition
represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness.
Self-serving bias
represents one's tendency to take more personal responsibility for success that for failure.
Diversity
represents the multitude of individual differences and similarities that exist among people
Cultural Perceptions of Time Monochronic time
revealed in the ordered, precise, schedule-driven use of public time that typifies and even caricatures efficient Northern Europeans and North Americans
Discrepancies
satisfaction is a result of met expectations
Dispositional/Genetic Components
satisfaction is partly a function of both personal traits and genetic factors
Cultural Perceptions of Time Polychronic time
seen in the multiple and cyclical activities and concurrent involvement with different people in Mediterranean, Latin American, and especially Arab cultures.
Organizational culture
set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about and reacts to its various environments
Proactive personality
someone who is relatively unconstrained by situational forces and who effects environmental change
Self-fulfilling prophecy
someone's high expectations for another person result in high performance for that person
Stage 1: Selective Attention/Comprehension Salient
something that stands out from context.
Need for affiliation
spend more time maintaining social relationships, joining groups, and wanting to be loved
Workforce demographics are
statistical profiles of the characteristics and composition of the adult working population.
Interpersonal Space Proxemics
study of cultural expectations about interpersonal space
Casual Attributions
suspected or inferred causes of behavior.
Scientific management
that kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning
Sex-role stereotype
the belief that different traits and abilities make men and women particularly well suited to different roles.
Personality: Concepts and controversy
the combination of stable physical and mental characteristics that give the individual his or her identity
Attitude toward the behavior
the degree to which a person has a favorable or unfavorable evaluation or appraisal of the behavior in question.
Existence needs (E)
the desire for physiological and materialistic wellbeing
Growth needs (G)
the desire to grow as a human being and to use one's abilities to their fullest potential
Relatedness needs (R)
the desire to have meaningful relationships with significant others
Cognitive component
the evaluation or belief one has about an object or situation
Self-monitoring
the extent to which a person observes his or her own self-expressive behavior and adapts it to the demands of the situation. chameleons
Affective component
the feelings or emotions one has about an object or situation
Diversity pertains to:
the host of individual differences that make all of us unique and different from others
Total Quality Management-
the organization's culture is defined by and supports the constant attainment of customer satisfaction through an integrated system of tools, techniques, and training.
Vroom's Expectancy Theory Valence
the positive or negative value people place on outcomes
Mentoring
the process of forming and maintaining developmental relationships between a mentor and a junior person
Management
the process of working with and through others to achieve organizational objectives, efficiently and ethically, in the face of constant change.
Counterproductive work behavior
theft, gossiping, backstabbing, drug and alcohol abuse, destroying organizational property, violence, surfing the net for personal use, excessive socializing, tardiness, sabotage, sexual harassment
OB related skills are the:
ticket to ride the virtuous career spiral
E-business
using the Internet to facilitate every aspect of running a business, including the management of virtual teams
Schwartz's Value Theory
values are motivational in that they "represent broad goals that apply across contexts and time there are 10 broad values that guide behavior
Goal
what an individual is trying to accomplish
Internal factors
within a person, such as ability
External behavior
within the environment, such as a difficult task
For OB students, the central feature of management is:
working with and through others
Low-context cultures
written and spoken words carry the burden of shared meanings
Practical recommendations for low self-monitors:
you can bend without breaking, so try to be a bit more accommodating while being true to your basic beliefs. Don't wear out your welcome when communicating.
