MGT 291 Exam 1

Operations Approach (Taylor)

-1 best way to do every job -Improving efficiency, cutting waste, and improving quality -Performance standards (certain of amount of work you were supposed to do) -"Economic Man" - man is motivated by 1 thing: money

Administrative Management Theory

-1 rational process can run all organizations -5 functions (planning, organizing, command, coordination, and control) and 14 principles -Lessons: complex process of management can be separated into interdependent functions AND it is a continuous process (plan -> organize -> lead -> control) -Criticism: indicated that management is more rational than it actually is -This theory DOES have real applicability to modern day management

85-15 rule

-85% of the time when there's a problem, it's the process that failed, only 15% of the time can we blame the person -The typical manager spends most of his/her time wrongly blaming and punishing people for system failures

Self-esteem

-A belief about one's own self-worth based on an overall self-evaluation -Those who agree w/ positive statements and disagree w/ the negative statements (i.e. "I feel like I do not have much to be proud of") have high self-esteem -Cross-cultural perspective: a strong relationship in individualistic countries b/w self-esteem and life satisfaction (US, Canada, New Zealand, and the Netherlands) than in collectivist cultures (Korea, Kenya, and Japan); individualist cultures socialize people to focus more on themselves, managers emphasize heavily on self-esteem; whereas collectivist cultures are socialized to fit into the community and to do their duty ("we" cultures) -Life-span perspective: the biggest change in self-esteem changes in the first 10 years of adulthood w/ little significant change after age 30; self-esteem did not change much during adolescence -Gender perspective: the differences b/w men and women were extremely small

Managerial implications (leadership)

-A leader will have a difficult time influencing employees when he/she exhibits behaviors contained in employee's schemata of poor leaders -Good leaders exhibit: -Assigning specific tasks to group members -Telling others they had done well -Setting specific goals for the group

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 -The goal of affirmative action is to outlaw/make illegal discrimination and to encourage organizations to proactively prevent discrimination

Adhocracy culture

-An external focus and values flexibility; this type of culture fosters the creation of innovative product and services by being adaptable, creative, and fast to respond to changes in the marketplace; they do NOT rely on the type of centralized power and authority relationships, but rather they empower and encourage employees to take risks and experiment w/ new ways of getting things done; culture well-suited for start-up companies, those in industries undergoing constant change, and those in mature industries that are in need of innovation to enhance growth

Stage 1 of the perception process: selective attention/comprehension

-Attention: being consciously aware of something/someone -People pay attention to salient stimuli; salient - something that stands out from context -One's needs and goals often dictate which stimuli are salient

Culture as a liability

-Change: strong cultures don't do well w/ change -Diversity: hinder/prevent diversity; believe the same things unless diversity is apart of their values -Acquisitions and mergers: tend to fail

Socialization tactics for people to become socialized insiders

-Collective vs. individual (grouping newcomers and exposing them to a common set of experiences rather than treating each newcomer individually) -Formal vs. informal (formal socialization is the practice of segregating a newcomer from regular organization members during a defined socialization period versus not clearly distinguishing a newcomer from more experienced members) -Sequential vs. random (sequential refers to a fixed progression of steps that culminate in the new role, compared to an ambiguous/dynamic progression; i.e. the socialization of doctors involves a lock-step sequence from medical school to residency before they are allowed to practice on their own) -Fixed vs. variable (fixed provides a timetable for the assumption of the role, whereas a variable process does not; i.e. American university students spend 1 year apiece as freshman, sophomores, juniors, and seniors) -Serial vs. disjunctive (serial process is one in which the newcomer is socialized by an experience member, whereas a disjunctive process does not use a role model) -Investiture vs. divestiture (investiture refers to the affirmation of a newcomer's incoming global and specific role identities and attributes, whereas divestiture is the denial and stripping away of the newcomer's existing sense of self and the reconstruction of self in the organization's image)

Benefits of strong culture

-Commitment -Recruitment and socialization -Higher organizational performance -Lower turnover

5 Key Dimensions of POB (CHOSE acronym)

-Confidence/self-efficacy: one's belief (confidence) in being able to successfully execute a specific task in a given context -Hope: one who sets goals, figures out how to achieve them (identify pathways), and is self-motivated to accomplish them, that is, willpower and "way-power" -Optimism: positive outcome expectancy and/or a positive causal attribution, but is still emotional and linked w/ happiness, perseverance, and success -Subjective well-being: beyond the emotion of happiness, how people cognitively process and evaluate their lives (the satisfaction w/ their lives) -Emotional intelligence: capacity for recognizing and managing one's own and others' emotions - self-awareness, self-motivation, being empathetic, and having social skills

Consensus, distinctiveness, and consistency

-Consensus: comparing an individual's behavior w/ that of his peers -Distinctiveness: comparing a person's behavior on one task w/ the behavior from other tasks -Consistency: judging if the individual's performance on a given task is consistent over time

Managing diversity

-Creating organizational changes that enable all people to perform up to their maximum potential -Managing diversity enables people to perform up to their max potential

Operations Approach (Deming)

-Devoted to cutting wastes but did it a little differently than Taylor -Trainer (need to train people) -Helping leadership (instead of giving orders and punishing people) -Elimination of fear -Continuous process of improvements (no performance standards and did it as a team) -Teamwork -Elimination of barriers

Felt vs. displayed emotions

-EX: when a boss makes repeated demands that sound impossible, you might feel angry or frightened (feel emotion) - you might keep your feelings to yourself or begin to cry (either response is a displayed emotion) -The boss might feel alarmed by your tears (felt emotion) but could react constructively (displayed emotion) by asking if you'd like to talk about the situation when you feel calmer

Effective vs. Efficient

-Effective: getting it done -Efficient: using the least amount of resources

Organizational benefits of mentoring

-Employee development -Enhanced effectiveness of organizational communication (vertical communication both up and down the organization has increased) -Provides a mechanism for modifying or reinforcing organizational culture -Reduce employee turnover -Increases productivity

Stage 2 of the perception process: encoding and simplification

-Encoding is required b/c observed info is not stored in memory in its original form -> so raw info (picture or summary) is interpreted/translated into mental representations -> to accomplish this, perceivers assign pieces of info to cognitive categories -Simplification: stereotyping; organize and simplify social info; beliefs about the characteristics of the group; can be positive or negative; accurate or inaccurate; people are less apt to use stereotypes to judge others when they encounter salient info that is highly inconsistent w/ a stereotype (i.e. you're unlikely to assign stereotypic "professor" traits to a new professor you have that rides a Harley-Davidson, wears all leather, and has a pierced nose)

Diversity management programs

-Environment: an environment in which all employees can maximize their environment (provide education, give people exposure to different people at different levels, access informal networks within organizations) -Recruitment: seek out alternative places to recruit diverse workers (don't just look inside company to promote) -Selection process: ensure the selection process of applicants doesn't discriminate (carefully and accurately write job descriptions through job analysis, include diff people w/ diff backgrounds in the search, have multiple people interview each applicant) -Orientation and training: improve outside to inside transition for minorities and raise diversity awareness among all employees (provide diversity training programs, provide minority employees access to the informal networks, extensive orientation programs among diverse employees) -Mentoring: senior-level employee matched w/ new employee to help guide them, advocate for them, tell them what they need to do to achieve a higher position in company -Rewards: encourage people to participate in minority mentoring programs and then reward them; also reward for participating in diversity education programs, understand diversity initiatives -Job rotation: do one job until you learn it well, then rotate to another; experience all jobs in rotation; manager can't discriminate and say a Black person can't do a specific job -Philanthropic programs

Espoused vs. Enacted values

-Espoused values: represent the explicitly stated values and norms that are preferred by an organization; the values written on the wall (i.e. sustainability, do the right thing, open and honesty) -Enacted values: what you carry out; represent the values and norms that actually are exhibited/converted into employee behavior

E-business Revolution and implications for OB and managing people (the ethics challenge)

-Ethics is concerned w/ right vs. wrong, good vs. bad, and many shades of gray in-between supposedly black-and-white issues

Long-term memory is made up of 3 compartments containing categories of info (apart of stage 3 of the perception process - storage and retention)

-Event memory: this compartment is composed of categories containing info about both specific and general events; these memories describe sequence of events in well-known situations (i.e. going to a restaurant, going on a job interview, going to a movie, or going to a food store) -Semantic memory: refers to general knowledge about the world (functions as a mental dictionary of concepts; each concept contains a definition and associated traits (i.e. outgoing), emotional states (i.e. happy), physical characteristics (i.e. tall), and behaviors (i.e. work hard); cultural diff in the type of info is stored in semantic memory -Person memory: categories within this compartment contain info about a single individual or groups of people

Myers Briggs Type Indicator

-Extroversion/Introversion (extroversion - outgoing, sociable, assertive; introverted - quiet and reserved and get their NRG from being alone) -Sensing/intuition (sensing - practical, prefer routine and order, focus on details; intuition - unconscious processes and 'big picture') -Thinking/feeling (thinking - reason and logic to handle problems; feeling - rely on personal values and feelings) -Judgment/perception (judgment - want control, prefer order and structure; perception - flexible and spontaneous)

Clan culture

-Family-type organization; strives to instill cohesion through consensus and job satisfaction and commitment through employee involvement; devote considerable resources to hiring and developing their employees, and they view customers as partners (flexible and discretion; internal focus and integration) -EX: Zappos

Managerial implications (performance appraisals)

-Faulty schemata about what constitutes good vs. poor performance can lead to inaccurate performance appraisals, which erode work motivation, commitment, and loyalty -Production employees indicated that they had greater trust in management when they perceived that the performance appraisal process provided accurate evaluations of their performance

The human relations movement

-Following the legislation/law of union-management collective bargaining in the US (managers lost the battle to keep unions out of their factories), managers noticed the call for better human relations and improved working conditions -Behavioral scientists called for more attention to the "human" factor -Hawthorne effect: manipulate workplace factors (i.e. lighting and temp, rest breaks, length of day, pay, and supervisor style) and measure the effects on worker performance -Despite the fact that it led to misleading conclusions (i.e. a satisfied employee is a hardworking employee), the human relations movement allowed managers to view employees as social beings (not passive economic beings) and took steps to create more human work environment

Attributional tendencies

-Fundamental attribution bias: overestimating (saying it's larger than it really is) internal causes of behavior and underestimating external causes of behavior ->EX: if someone hit my car, instead of saying it could be from an external factor, the person that was hit assumes it was due to internal factors such as poor driving skills or a bad attitude -Self-serving bias: attribute our failures to external causes and our successes to internal causes (one's tendency to take more personal responsibility for success than for failure)

Affective outcomes

-Generally satisfied -Internally motivated to work -High job involvement

Commonly found perceptual errors

-Halo: one positive attribute associate more positive attributes -Leniency: a personal characteristic that leads an individual to consistently evaluate other people/objects in an extremely positive fashion -Central tendency: the tendency to avoid all extreme judgments and rate people and objects as average or neutral (i.e. rating a professor average on all dimensions of performance regardless of his/her actual performance) -Recency effects: manager gives positive annual review (based on something that happened recently) not on overall -Contrast effects - what if I evaluated an all-star employee, but evaluated another and can only compare to all-star, not general population (i.e. rating a good professor as average b/c you compared his/her performance w/ 3 of the best professors you have ever had in college)

Hierarchy culture

-Has an internal focus, which produces more formalized and structured work environment, and values stability and control over flexibility; this orientation leads to the development of reliable internal processes, extensive measurement, and the implementation of a variety of control mechanisms (stability and control; internal focus and integration)

Differentiating b/w high/low consensus, distinctiveness, and consistency

-High consensus: other people were also late so contributed to external factors -High consensus: when all employees are performing poorly -High distinctiveness: when the poor performance only occurs on one of several tasks -High consistency: a person performs a certain task the same way, time after time

Managerial implications (hiring)

-Hiring: interviewers make hiring decisions based on their impression of how an applicant fits the perceived requirements of a job -> unfortunately, many decisions are made on the basis of implicit cognition -Implicit cognition: represents any thoughts or beliefs that are automatically activated from memory w/o our conscious awareness

Research and managerial implications dealing with personality

-Ideally, Big 5 personality dimensions that correlate positivity and strongly w/ job performance would be helpful in the selection, training, and appraisal of employees -Conscientiousness had the strongest positive correlation w/ job performance and training performance -HOWEVER, there is no "ideal employee" personality; one personality does NOT fit all job situations -A contingency approach to managing people is best

Emotional stability

-Individuals w/ high levels of emotional stability tend to be relaxed, secure, unworried, and less likely to experience negative emotions under pressure -Researchers found that as emotional stability increased so did their job performance and OCBs (going above and beyond one's job responsibilities) but only to a point -As emotional stability continued to increase, the beneficial effects declined -At a certain level emotional stability became problematic and participants began to obsess over details and lost sight of the larger objectives and those w/ whom the worked -W/ CWBs (undermining your own/other's work), emotional stability buffered or protected participants against stressors at work (less likely to commit CWBs),but there was a tipping point when the stress became too much and emotional stability could not prevent employees from committing CWBs

Stage 3 of the perception process: Store and retention

-Information stored in long-term memory in different categories -The process of drawing on, interpreting, and integrating categorical info stored in long-term memory -Long-term memory is made up of 3 compartments (event memory, semantic memory, and person memory)

Research lessons regarding both internal and external locus of control

-Internal display greater work motivation -Internals have stronger expectations that effort leads to performance -Internals exhibit higher performance on tasks involving learning or problem solving, when performance leads to valued rewards -There is a stronger relationship b/w job satisfaction and performance for internals than for externals -Internals obtain higher salaries and greater salary increases than externals -Externals tend to be more anxious than internals

Kelley's Model of Attribution

-Internal factors: personal characters that cause behavior -External factors: environmental characteristics that cause behavior (that you cannot control) -Consist of consensus, distinctiveness, and consistency

To develop social capital:

-Internal: mentoring relationships to provide guidance and opportunities; membership in company softball team to build relationships outside of the work area -External: conference attendance to meet people at other companies and learn of other job opportunities; join local, industry specific organizations to identify new customers (business development)

Phase 1: Anticipatory socialization (pre-arrival)

-Learning that occurs before an individual actually joins an organization -Comes from many sources: -An organization's current employees, internet, social media are all sources -EX: PwC (a company) uses several web-based sources to attract potential employees

Lessons and negative outcomes from the Operations Approach

-Lessons: efficiency AND operations management -Negative outcomes: efficiency increased, but what about wage and work life; increased monotony; skill variety, task identification, task significance, autonomy, feedback are all missing

Multiple intelligences (MI)

-Linguistic intelligence: potential to learn and use spoken and written languages -Logical-mathematical intelligence: potential for deductive reasoning, problem analysis, and mathematical calculation -Musical intelligence: potential to appreciate, compose, and perform music -Bodily-kinesthetic intelligence: potential to use mind and body to coordinate physical movement -Spatial intelligence: potential to recognize and use patterns -Interpersonal intelligence: potential to understand, connect w/, and effectively work w/ others -Intrapersonal intelligence: potential to understand and regulate oneself -Naturalist intelligence: potential to live in harmony w/ one's environment

Managerial implications dealing with attributional tendencies

-Managers attribute behavior to internal causes -> result in inaccurate evaluations of performance, leading to reduce employee motivation -An employee's attributions for his own performance have dramatic effects on subsequent motivation, performance, and self-esteem; employees are more likely to display high performance and job satisfaction when they attribute success to internal factors such as ability and effort

E-business Revolution and implications for OB and managing people (web 2.0 requires management 2.0)

-Managers of the future won't control the flow of information -Managers will be expected to provide the means for employees to collaborate and share information w/ each other to achieve common goals

E-business Revolution and implications for OB and managing people (the promise and limits of collaboration)

-Many organizations collaborating with outsiders to improve their problem-solving and innovation capabilities -The question becomes not only what to share but how much and with whom (employers and employees are reluctant to give away their "secrets" - collaboration will give their partners access to their technology and other capabilities which they will use to their sole benefit in the future)

Personality tests are not valid predictor of job performance b/c:

-Many test-takers don't describe themselves accurately but instead try to guess what answers the employer is looking for -Such tests are bought off the shelf and given often by people who aren't trained/qualified

Mayo and Follett in the human relations movement

-Mayo, in his book, advised managers to attend to employees' emotional needs -Follett, in his book, told managers to motivate job performance instead of merely demanding it - a "push" rather than "pull" strategy

Having diversity within an organization is a good thing b/c:

-More diverse firms attract higher diversified applicants -Evidence that increase diversity leads to increase financial performance -Firms whose senior management teams better represent their market are more successful

Negative vs. positive emotions

-Negative emotions are triggered by frustration and failure when pursuing one's goals - they are said to be goal incongruent (i.e. you might feel anger when you fail the exam in a required course) -Negative emotions include anger, fright/anxiety, guilt/shame, sadness, envy/jealousy, disgust -Positive emotions - these emotions (happiness - when you pass the exam) in this situation are positive b/c they are congruent (or consistent) w/ an important lifetime goal -Positive emotions include happiness/joy, pride, love/affection, and relief

Stage 4 of the perception process: retrieval and response

-New experiences -Past judgments (people retrieve info from memory when they make judgments and decisions; our ultimate judgments and decisions are either based on the process of drawing on, interpreting, and integrating categorical info stored in long-term memory or retrieving a summary judgment that was already made)

The Behavioral Approach

-People deserve to be the central focus on organized activity -Humans relations movement -Unionization -Hawthorne studies: trying to affect workplace environment to see how it affects performance; regardless of what they did, performance managers increased interaction w/ employees makes a diff -Industrial humanism - theory that you should treat them better -McGregor Theory X & Y -Organizational behavior (study of people at work) -Follett - urged managers to motivate employees rather than demand them ("push" rather than "pull"); authority should go acknowledged whether it's up the line or down

Internal locus of control

-People who believe they can control the events and consequences that affect their lives -EX: such a person tends to attribute positive outcomes, such as getting a passing grade on an exam, to her own abilities -EX: an internal tends to blame negative events, such as failing an exam, on personal shortcomings - not studying hard enough, or perhaps just not being good at math -These individuals see themselves as masters of their own fate and not as simply lucky

Behavioral outcomes

-Performs role assignments -Remains w/ organization -Spontaneously innovates and cooperates

What do managers do (functions)

-Plan: define goals, establish strategies to achieve goals, develop plans to integrate and coordinate activities (outcome of plan -> strategy) -Organize: arranging and structuring work to accomplish organizational goals (outcome of organize -> organizational structure) -Lead: working with and through others to accomplish goals (outcome of lead -> a motivated and committed work force) -Control: monitoring, comparing, and correcting work; if we didn't succeed or fail, we go back to planning

How long has management been practiced and studied?

-Practiced: 600 years -Studied: about 100 years

Managerial implications regarding glass ceiling

-Racial groups are encountering a glass ceiling and perceived discrimination (minorities are advancing even less in the managerial and professional ranks than women, the # of race-based charges of discrimination that were deemed to show reasonable cause by the US Equal Employment opportunity commission increased, and minorities also tend to earn less personal income than whites) -Mismatch b/w education attainment and occupational requirements needed by employers (college graduates, while technically and functionally competent, are lacking in terms of teamwork skills, critical thinking, and analytic reasoning; a shortage of college graduates in technical fields related to science, math, and engineering; organizations are finding that high-school graduates working in entry-level positions do not possess the basic skills needed to perform efficiently) -Aging workforce (America's population and workforce are getting older; life expectancy is increasing as well; an aging population in the US underscores/emphasizes a potential skill gap in the future - companies have found ways to overcome this transfer problem; managers need to learn how to deal w/ generational differences in values, behaviors, and attitudes among the workforce)

Developmental relationship strength

-Reflects the quality of relationships among an individual and those involved in his/her developmental network -Strong ties: frequent interactions, reciprocity, and positive affect -Weak ties: superficial relationships

Phase 3: Change and acquisition (metamorphosis)

-Requires employees to master important tasks and roles and to adjust to their work group's values and norms -Experts suggest setting ground rules the first day of employment, coaching employees on norms, and discussing how guidelines have changed over time

Organizational culture

-Shared values, principles, traditions, and ways of doing things that influence the way organizational members act -Perception: organizational culture cannot be touched or seen, but rather it's what you perceive -Shared: all the members share the culture -Descriptive: how employees perceive and describe the culture (i.e. collaborative, teamwork, etc.)

Proactive personality

-Someone who is relatively unconstrained/not limited by situational forces and who effects environmental change; proactive people identify opportunities and act on them, show initiative, take action, and preserve until meaningful change occurs; determined to change the status quo -People w/ proactive personalities truly are valuable human capital

Strong culture vs. Weak culture

-Strong culture: values are intensely held and widely shared -Strong culture: influence on behavior of members -Strong culture: lower turnover

Skills (3 types)

-Technical: jobs to complete work tasks (i.e. build bridge) -Human: being able to work well w/ others; working w/ both individuals and groups -Conceptual: ability to think/conceptualize about abstract ideas; can you see the "big picture"; what went wrong and how do you fix it

E-business Revolution and implications for OB and managing people (the time and location of work)

-The 24/7 connectivity means employers don't have dedicated office space for large % of their employees -Today's managers are required to select workers who have the self-discipline to work under such conditions and to measure their performance when they cannot directly observe their workers much of the time -Concern is growing that linking to the office everywhere and anytime means that workers cannot and will not disconnect -Managers have to be sure their people don't succumb to stress and exhaustion from being constantly tethered to their jobs

The emerging field of positive organizational behavior

-The Positive Psychology Movement: this approach recommended focusing on human strengths and potential as a way to possibly prevent mental and behavioral problems and improve the general quality of life -Positive organizational behavior (POB): the study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today's workplace

Diversity

-The host of individual differences that make people different and similar to each other -There are 4 layers of diversity

Layers of diversity

-The inner layer is personality (stable set of characteristics that is responsible for a person's identity) -The next layer is internal dimensions/primary dimensions of diversity - not within our control but strongly influence our attitudes, which in turn influence our behavior (race, age, ethnicity, sexual orientation, physical ability, and gender) -The next layer is external dimensions/secondary dimensions (individual differences that we have a greater ability to influence/control and also influence our perceptions, behavior, and attitudes) (geographic location, martial status, parental status, appearance, work experience, educational background, religion, recreational habits, personal habits, and income) -The outside layer is organization dimensions (function level/classification), management status, union affiliation, work location, seniority, division/department/unit group, work/content field

Socialization and it's 3 steps

-The process by which a person learns the values, norms, and required behaviors which permit him to participate as a member of the organization -An organizational culture is passed on to its employees through socialization -Anticipatory (pre-arrival) -> encounter -> change and acquisition (metamorphosis)

Mentoring

-The process of forming and maintaing intensive and lasting developmental relationships b/w a variety of developers and a junior person -Mentoring can also influence the protégé/protégée's future career

The Contingency Approach

-There is no best way to organize -Situational management (it is NOT a back-up plan but rather it's about the situation) -Calls for using management concepts and techniques in a situationally appropriate manner, instead of trying to rely on "one best way" -This approach encourages managers to view organizational behavior within a situational context -Lesson: emphasizes situational appropriateness

The Age of Human and Social Capital

-These forms of capital are useful ways of thinking about and describing employee potential -Human capital: the productive potential of an individual's knowledge and actions; a present/future employee w/ the right combo of knowledge, skills, and motivation to excel represents human capital w/ the potential to give the organization a competitive advantage -Social capital: the productive potential resulting from strong relationships, goodwill, trust, and cooperative effort

External locus of control

-Those who believe their performance is the product of circumstances beyond their immediate control -EX: an "external" would attribute a passing grade on an exam to something external (an easy test or a good day) and attribute a failing grade to an unfair test or problems at home

3 layers of management

-Top (CEO) -Mid (VP, Walmart Manager, Regulation manager) -Frontline (supervisors) All levels need to have different levels of human skills Frontline - most important to have technical skills

To develop human capital:

-Training -Work-based development opportunities -Learning activities outside of work -Career planning

Basic assumptions

-Unobservable and represent the core of organizational culture -They constitute organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior (highly resistant to change)

Glass ceiling

-Used to represent an absolute barrier that prevented women from advancing to higher-level positions -Women have begun to break this glass ceiling

E-Business Revolution

-Using information communication technologies to facilitate every aspect of running a business -Employers are able to access markets for their products and services much more easily and efficiently and over greater distances

Phase 2: Encounter phase

-Values, skills, and attitudes start to shift as the new recruit comes to learn what the organization is really like -Many companies use a combo of orientation and training programs to socialize employees during the encounter phase -Onboarding: programs that help employees to integrate, assimilate, and transition to new jobs by making them familiar w/ corporate policies, procedures, and culture and by clarifying work role expectations and responsibilities

Observable artifacts

-Visible, accessible, tangible, and easy to change -EX: rituals, stories, material symbols, language, acronyms, manner of dress, awards, myths, ceremonies, published list of values, special parking spaces, decorations, etc.

Changing workforce

-Women -Minorities -Age -Education

Practical application of socialization research

1. Avoid a haphazard (random) approach (rather think about how you will make them socialized insiders) 2. Managers play a key role during the encounter phase 3. Proactive socialization behaviors (managers should consider how they might best set expectations regarding ethical behavior in all 3 phases of the socialization process; i.e. meeting starts at 9am and 5 mins before employees arrive -> managers should make sure employees are aware of this) 4. Socialization of diverse employees

Types of organizational culture (competing values framework - provides a practical way for managers to understand, measure and change organizational culture)

1. Clan 2. Adhocracy 3. Hierarchy 4. Market

Layers of organizational culture

1. Observable artifacts 2. Values 3. Basic assumptions

The following topics provide an explanation of this evolution and valuable insight for understanding and managing people

1. The human relations movement 2. The contingency approach 3. The age of human and social capital 4. The emerging field of positive organizational behavior 5. The e-business revolution and implications for OB and managing people

Your overall attitude toward someone/something is a function of the combined influence of all 3 components:

1.) Affective component: of an attitude contains the feelings/emotions that one has about a given object/situation (i.e. if you feel annoyed/angry w/ such people who talk on cell phones in restaurants, you're expressing negative affect or feelings toward these people) 2.) Cognitive component: of an attitude reflects the evaluation/belief one has about an object/situation (i.e. your answer represents (your angry B/C its rude and inconsiderate) the cognitive component of your attitude toward people talking on cell phones in restaurants) 3.) Behavioral component: refers to how one intends/expects to act toward someone/something -EX: you're unlikely to say anything to someone using a cell phone in a restaurant if you're not irritated by this behavior (affective), if you believe cell phone use helps people to manage their lives (cognitive), and you have no intention of confronting this individual (behavioral)

Determinants of intention (attitudes affect behavior via intentions)

1.) Attitude toward the behavior - degree to which a person has a favorable/unfavorable evaluation/appraisal of the behavior in question 2.) Subjective norm - refers to the perceived social pressure to perform/not perform the behavior 3.) Perceived behavior control - refers to the perceived ease/difficulty of performing the behavior and it is assumed to reflect past experiences as well as anticipated impediments and obstacles

Functions of mentoring (there are 2 of them)

1.) Career (sponsorship, exposure-and-visibility, coaching, protection, and challenging assignments) 2.) Psychosocial (role modeling, acceptance-and-confirmation, counseling, and friendship)

Stereotyping process

1.) Categorize people (age, gender, race, occupation) 2.) Infer (that all people within a particular category possess the same traits/characteristics) 3.) Form expectations and interpret behavior

People will seek to reduce dissonance through 1 of 3 methods:

1.) Change your attitude or behavior, or both 2.) Belittle the importance of the inconsistent behavior 3.) Find consonant elements that outweigh dissonant ones (i.e. you can tell yourself that you are taking the transfusion b/c you have no other options; after all, you could die if you don't the required surgery)

Values

1.) Concepts of beliefs 2.) Pertain to desirable end-states or behaviors 3.) Transcend situations 4.) Guide selection or evaluation of behavior and events 5.) Are ordered by relative importance -Espoused values -Enacted values

Outcomes associated w/ organizational culture

1.) Employee behavior and attitudes (innovation and quality can be increased by building characteristics associated w/ clan, adhocracy, and market cultures into their organization) 2.) Congruence b/w an individual's values and the organization's values 3.) No clear pattern b/w organizational culture and service quality, customer satisfaction, an an organization's financial performance (i.e. managers should not expect to increase financial performance by changing their organization's culture) 4.) Mergers tend to fail -- incompatible cultures

Big 5 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)

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, 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 (companies are increasingly using electronic networks to enhance collaboration among employees in order to achieve innovation, quality, and efficiency) 11.) Organizational goals and the associated criteria used for recruitment, selection, development, promotion, layoffs, and retirement of people

3 functions of organizational culture

1.) Give members an organizational identity (who are we, how we are different from someone else) 2.) Facilitate collective commitment (to a company's culture/mission) 3.) Sense-making device (culture helps us make sense of our environment; it dictates what we do; shape behavior by helping members make sense of their surroundings; this function helps employees understand why the organization does what it does and how it intends to accomplish its long-term goals)

3 factors accounted for middle-age attitude stability:

1.) Greater personal certainty 2.) Perceived abundance of knowledge 3.) A need for strong attitudes

Barriers and challenges to managing diversity

1.) Inaccurate stereotypes and prejudice (differences are viewed as weakness - so hiring will mean sacrificing competence and quality) 2.) Ethnocentrism (the feeling that one's cultural rules and norms are superior than the rules and norms of other cultures) 3.) Poor career planning - associated w/ the lack of opportunities for diverse employees to get the type of work assignments that qualify them for senior management positions 4.) An unsupportive and hostile working environment for diverse employees 5.) Lack of political savvy on the part of diverse employees 6.) Difficulty in balancing career and family issues (women raising children making it harder for them to work evenings and weekends or to frequently travel) 7.) Fears of reverse discrimination (employees believe that managing diversity will cause reverse discrimination, or favoring individuals who used to be discriminated against previously) 8.) Diversity is not seen as an organizational priority by managers who want to focus their energy and resources to "real work" 9.) The need to revamp the organization's performance appraisal and reward system - employees will resist changes that adversely affect their promotions and financial rewards 10.) Resistance to change - effectively managing diversity entails large organizational and personal change (many people are resistant to change)

7 dimensions 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 (degree to which organizational activities emphasize maintaining status quo in contrast to growth)

Mentoring can serve to embed an organization's culture when developers (i.e. the people who provide career and psychological support) and a junior person (i.e. protégé/protégée) work in the same organization for 2 reasons:

1.) Mentoring contributes to creating a sense of oneness by promoting the acceptance of the organization's core values throughout the organization 2.) The socialization aspect of mentoring also promotes a sense of membership

Stereotyping is maintained by:

1.) Overestimating frequency 2.) Incorrectly explaining behaviors 3.) Differentiating minority individual from oneself

Sources of self-efficacy

1.) Prior experience 2.) Behavior models (i.e. your classmates success in public speaking would encourage you) 3.) Persuasion from others 4.) Assessment of physical/emotional state

4 types of developmental networks

1.) Receptive: composed of a few weak ties from 1 social system 2.) Traditional: contains a few strong ties b/w an employee and developers that all come from 1 social system 3.) Entrepreneurial - strongest type of developmental network; made up of strong ties among several developers who come from 4 different social systems 4.) Opportunistic: associated w/ having weak ties w/ multiple developers from different social systems

Managerial implications of self-efficacy

1.) Recruitment/selection/job assignment - interview questions can be designed to probe job applicants' general self-efficacy as a basis for determining orientation and training needs 2.) Job design - complex, challenging, and autonomous jobs tend to enhance perceived self-efficacy AND boring, tedious jobs generally do the opposite 3.) Training and development - employees' self-efficacy expectations for key tasks can be improved through guided experiences, mentoring, and role modeling 4.) Self-management - systematic self-management (taking responsibility for one's own behavior and well-being) training involves enhancement of self-efficacy expectations 5.) Goal-setting and quality improvement - goal difficulty needs to match the individual's perceived self-efficacy; as self-efficacy and performance improve, goals and quality standards can be made more challenging 6.) Creativity - supportive managerial actions can enhance the strong linkage b/w self-efficacy belief and workplace creativity 7.) Coaching - those w/ low self-efficacy and employees victimized by learning helplessness need lots of constructive pointers and positive feedback 8.) Leadership - need leadership talent surfaces when top management gives high self-efficacy managers a chance to prove themselves under pressure 9.) Rewards - small successes need to be rewarded as stepping-stones to a stronger self-image and greater achievements 10.) Job performance and job satisfaction

Emotional intelligence has 4 components

1.) Self-awareness (emotional self-awareness, accurate self-assessment, self-confidence) 2.) Self-management (emotional self-control, transparency, adaptability, optimism) 3.) Social awareness (empathy, organizational awareness) 4.) Relationship management (influence, developing others, conflict management, building bonds, teamwork and collaboration)

There are 2 subcomponents associated w/ network diversity (developmental relationships)

1.) The # of people the person is networked w/ 2.) The various social systems which the networked relationships stem (i.e. employer, school family, community, professional associations, and religious affiliations) -Developmental relationships range from low (few people/social systems) to high (multiple people/social systems)

Personal and organizational implications

1.) Your job and career satisfaction are likely to be influenced by the consistency b/w your career goals and the type of developmental network at your disposal (i.e. people w/ an entrepreneurial network are likely to experience change in their careers) 2.) The quality of the mentoring relationships is likely to be higher when the parties have common values and personality characteristics 3.) It is important to become proficient at using social networking tools 4.) You should develop a mentoring plan

Self-efficacy

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

Organizational behavior

An interdisciplinary field dedicated to better understanding and managing people at work

Emotions

Are complex, relatively brief response to particular information or experiences that change psychological and/or physiological states

Emotional labor

Can be detrimental to the employee performing the labor and can take its toll both psychologically and physically; employees may bottle up feelings of frustration, resentment, and anger, which are not appropriate to express; these feelings result from the constant requirement to monitor one's negative emotions and express positive ones; if not given a healthy expressive outlet, this emotional repression can lead to a syndrome of emotional exhaustion and burnout

Learned helplessness

Chronically low self-efficacy is associated w/ a condition called learned helplessness

Attitude

Defined as a learned predisposition to respond in a consistently favorable/unfavorable manner w/ respect to a given object, person, or situations

Personality

Defined as the combination of stable, physical, and mental characteristics that give the individual his/her identity

Locus of control

Explains the difference b/w how much personal responsibility people take for their behavior and its consequences

Market culture

Has a strong external focus and values stability and control; organizations w/ this culture are driven by competition and a strong desire to deliver results and accomplish goals; this culture is focused on the external environment so customers and profits take precedence over employee development and satisfaction; major goal of managers is to drive toward productivity, profits, and customer satisfaction; employees in maker cultures also are expected to react fast, work hard, and deliver quality work on time

Lessons of the Behavioral Approach

Lessons: people are key to productivity; however, satisfying employees does NOT guarantee higher morale and productivity

Developmental relationships

Reflects the variety of people within the network an individual uses for developmental assistance

Core self-evaluations

Represent a broad personality trait comprise of 4 narrow individual personality traits 1.) Self-esteem 2.) Self-efficacy 3.) Locus of control 4.) Emotional stability

Schema

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

Intelligence

Represents an individual's capacity for constructive thinking, reasoning, and problem solving

Cognitive dissonance

Represents the psychological discomfort a person experiences when his/her attitude/beliefs are incompatible w/ his/her behavior

4 stage process of perception

Stage 1: Selective attention/comprehension Stage 2: Encoding and simplification Stage 3: Storage and retention Stage 4: Retrieval and response

Emotional Intelligence

The ability to manage oneself and one's relationships in mature and constructive ways

Humility

The middle b/w high self-efficacy and those w/ low self-efficacy

Perception

The process of interpreting one's environment

Management

The process of working with and through others to achieve organizational objectives

McGregor's Theory Y and Theory X

Theory X: pessimistic and negative; typical of how managers traditionally perceived employees Theory Y: believed managers could accomplish more through others by viewing them as self-energized, committed, responsible, and creative beings

Emotional contagion

When someone's bad mood sours your own mood; we can literally catch another person's mood or displayed emotion - positive or negative

3 basic levels of organizational behavior are:

individual, group, and organizational