Organizational Behavior - C715

Goal-Setting Theory (ch7)

A theory stating that specific and difficult goals, with feedback, lead to higher performance

Sustainability (ch16) Culture and Sustainability

Maintaining organizational practices over a long period of time because the tools or structures that support them are not damaged by the processes.

Subcultures (ch16)

Minicultures within an organization, typically defined by department designations and geographical separation like IT department

Elements of Motivation (ch7)

Motivation that accounts for an individual's intensity, direction, and persistence of effort toward attaining goals.

Bounded Rationality (ch6) (Decision Making)

A process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity.

Socialization (ch16)

A process that adapts employees to the organization's culture.

Three Steps of Socialization (ch16)

1) Prearrival-just before a new employee joins organization-what you know about the company before you walk The period of learning in the socialization process that occurs before a new employee joins the organization. 2) Encounter Stage-The stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge. Confronting what you were expecting vs what you thought 3) metamorphosis stage-The stage in the socialization process in which a new employee changes and adjusts to the job, work group, and organization. -Accept the differences between expectations and reality of the organization you move into

Mentor (ch12)

A senior employee who sponsors and supports a less-experienced employee, called a protégé.

Increasing Team Efficacy two Ways (ch10)

1.helping the team achieve small successes that build confidence 2.providing training to improve members' technical and interpersonal skills

Self-Determination Theory (ch7)

A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation.

6 Characteristics that Capture the Essence of Organizational Culture (ch16)

1Adaptability. The degree to which employees are encouraged to be innovative and flexible as well as to take risks and experiment. 2Detail orientation. The degree to which employees are expected to exhibit precision, analysis, and attention to detail. 3Results/outcome orientation. The degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve them. 4People/customer orientation. The degree to which management decisions consider the effect of outcomes on people within and outside the organization. 5Collaboration/team orientation. The degree to which work activities are organized around teams rather than individuals. 6Integrity. The degree to which people exhibit integrity and high ethical standards in their work.

STRONG Culture (ch16)

A culture in which the core values are intensely held and widely shared. (so you dont need all the rules shared meaning) -cohesiveness and organizational commitment-(what's this company is all about) (positive/intensely positive)

Dominant Culture (ch16)

A culture that expresses the core values that are shared by a majority of the organization's members

Rational Decision Making Model (ch6) (6 Steps Rational Decision Making)

A decision-making model that describes how individuals should behave to maximize some outcome. Looking at as many different angles as possible. 1-Define Problem 2-Identify Decision Criteria 3-Allocate Weights to Criteria 4-Develope Alternatives 5-Evaluate Alternatives 6-Select the Best Alternatives

Organizational Behavior (ch1)

A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organization's effectiveness

Charismatic Leadership (ch 12)

A leadership theory stating that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors in others. hero=charismatic leadership-vision-personal risk, unconventional

Attribution Theory of Leadership (ch12)

A leadership theory stating that leadership is merely an attribution that people make about other individuals. We attribute the following to leaders: intelligence, outgoing personality, strong verbal skills, aggressiveness, understanding, and industriousness. At the organizational level, we tend, rightly or wrongly, to see leaders as responsible for both extremely negative and extremely positive performance

Self-Fulfilling Prophecy (ch6) (Shortcuts to Judgements of Individuals)

A person inaccurately perceives a second person and that causes the second person to behave in a way that was consistent with the original perception.

The Big 5 Personality Model (ch5)

A personality assessment model that describes five basic dimensions of personality. 1) Conscientiousness-BEST A personality dimension that describes someone who is responsible, dependable, persistent, and organized. 2) Emotional Stability-A personality dimension that characterizes someone as calm, self-confident, and secure (positive) versus nervous, depressed, and insecure (negative). 3) Extraversion-A personality dimension describing someone who is sociable, gregarious, and assertive. 4) Openness to experience-A personality dimension that characterizes someone in terms of imagination, sensitivity, and curiosity. 5) Agreeableness- A personality dimension that describes someone who is good natured, cooperative, and trusting.

Coercive Power (ch13)

A power base that depends on fear of the negative results from failing to comply.

Status Characteristic Theory (ch9)

A theory stating that differences in status characteristics create status hierarchies within groups. 3 sources of Status Characteristic Theory The power a person wields over others. Because they likely control the group's resources, people who control group outcomes tend to be perceived as high status. A person's ability to contribute to a group's goals. People whose contributions are critical to the group's success tend to have high status. An individual's personal characteristics. Someone whose personal characteristics are positively valued by the group (good looks, intelligence, money, or a friendly personality) typically has higher status than someone with fewer valued attributes.

Equity Theory (ch7)

A theory stating that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

Path-Goal Theory (ch12)

A theory stating that it is the leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.

Two-Factor Theory (ch7) (Motivation-Hygiene Theory) Frederick Herzberg

A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. Also called motivation-hygiene theory. *opposite of satisfaction is not dissatisfaction Hygiene Factors-Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When these factors are adequate, people will not be dissatisfied.

McClelland's Theory of Needs (ch7)

A theory that states achievement, power, and affiliation are three important needs that help explain motivation. Need for Achievement (nAch)-The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed. Need for Power (nPow)-The need to make others behave in a way in which they would not have behaved otherwise. Need for Affiliation (nAff)-The desire for friendly and close interpersonal relationships. High need to Achieve does not make a good manager High achievers perform best with 50/50 chance

Leader-Member Exchange (LMX) Theory (ch12)

A theory that supports leaders' creation of ingroups and outgroups; subordinates with ingroup status have higher performance ratings, less turnover, and greater job satisfaction.

Utilitarianism (ch6) (Ethical Decision Making)

An ethical perspective in which decisions are made to provide the greatest good for all.

Self-Efficacy Theory (ch7) (4 ways to increase Self-Efficacy)

An individual's belief of capability of performing a task Enactive mastery-gaining relevant experience Vicarious modeling-confident because you see someone else doing the task Verbal persuasion-Motivational speakers-someone convinces us we have the skills Arousal-energized state, so we get "psyched up,"

Organizational Justice (ch7) Model of Organizational Justice

An overall perception of what is fair in the workplace, composed of distributive, procedural, informational, and interpersonal justice Distributive Justice-Perceived fairness of the amount and allocation of rewards among individuals. Procedural Justice-The perceived fairness of the process used to determine the distribution of rewards Interactional Justice-employees care about two other types of fairness that have to do with the way they are treated during interactions with others.

Intuitive Decision Making (ch6)

An unconscious process created out of distilled experience. (brain processing information even when we don't realize it - use only when you have a LOT of experience)

Maslow's Hierarchy of 5 Needs (ch7)

As each need is substantially satisfied, the next need becomes dominant. Physiological- Includes bodily needs. Safety-security- Security and protection from physical and emotional harm. Social-belongingness- Affection, belongingness, acceptance, and friendship. Esteem-Internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention. Self-actualization-Drive to become what we are capable of becoming; includes growth, achieving our potential, and self-fulfillment Low= low on pyramid=BASIC NEEDS

Neutralizers (ch12) Leadership

Attributes that make it impossible for leader behavior to make any difference to follower outcomes.

Substitutes (ch12) Leadership

Attributes, such as experience and training, that can replace the need for a leader's support or ability to create structure.

Positive Core Self-Evaluation

Belief in your abilities

Characteristics of Spiritual Organizations (ch16)

Benevolence. Spiritual organizations value kindness toward others and the happiness of employees and other organizational stakeholders. Strong sense of purpose. Spiritual organizations build their cultures around a meaningful purpose. Although profits may be important, they're not the primary value. Trust and respect. Spiritual organizations are characterized by mutual trust, honesty, and openness. Employees are treated with esteem and value, consistent with the dignity of each individual. Open-mindedness. Spiritual organizations value flexible thinking and creativity among employees.

Culture's Function (ch16)

Boundary-defining roles- gives stability to who we are. (by saying you are with this thing, then you are kinda saying you are against another thing- bonds Strong Culture= usually a good thing! Culture is the social glue that helps hold the organization together by providing standards for what employees should say and do

Three Components of Effective Teams (ch10)

Context-four contextual factors most significantly related to team performance are adequate resources, effective leadership, a climate of trust, and a performance evaluation and reward system that reflects team contributions Composition-the abilities and personalities of team members, allocation of roles, diversity, cultural differences, size of the team, and members' preferences for teamwork and some evidence suggests that compositions may be more important at different stages of team development. Process-Member commitment to common purpose- clear sense of what needs to be done and how

Creation of Dependence (ch13)

Dependence increases when the resource you control is important, scarce, and nonsubstitutable.

Attribution Theory (ch6)

Determining whether someone is internally or externally motivated. (attempts to explain the way we judge people) External=out of their control Internal=in their control

3 Determinants of Attribution (ch6) (Attribution Theory)

Distinctiveness-whether an individual displays different behaviors in different situation Consensus-If everyone who faces a similar situation responds in the same way Consistency-Does the person respond the same way over time? High=External Low=Internal

Contrast Effects (ch6) (Shortcuts to Judgements of Individuals)

Evaluation of a person's characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics. Our reaction is influenced by other people we have recently encountered

Due Process (ch17)

Fairness

Culture begins with ....(ch16)

Founders What they believe, how they act, who they hire, how they socialize people into their culture.

Groupthink VS Groupshift (ch9)

Group Think-(not a good thing) communication dynamic where dissenting views in a group are not given much time - a group does not want to hear any counter evidence marginalize minority thoughts - powerful voice groupthink A phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action. Group Shift- can wind up taking a more extreme position- amped up behaviors-more extreme version of who you already are- could be MORE conservative- you just MORE groupshift-A change between a group's decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk but it generally is toward a more extreme version of the group's original position.

How are Groups different from Teams (ch10)

Groups-(there is an I in groups)-group working towards a goal set by someone else- JUST PEOPLE WHO WORK TOGETHER-NO STRUCTURE Teams-SYNERGY people working towards a common goal who coordinate their work amongst themselves. Teams are more ambitious- collective- put together to create a whole that is bigger than the sum of its parts- select of team of complementary skills

7 Characteristics of Organizations Culture (ch16)

Innovation and Risk Taking Attention to Detail Outcome Orientation People Orientation Team Orientation Aggressiveness Stability

Instrumental VS Terminal Values (ch9)

Instrumental- something you can do a tool Terminal- can't do/end goal

Selective Perception (ch6) (Shortcuts to Judgements of Individuals)

Interpret thing we see based on our own interests. The tendency to selectively interpret what one sees On the basis of one's interests, background, experience and attitude (notice cars you own)

Feidler's Contingency Theory (ch12)

Leaders CANT change, Fixed The theory that effective groups depend on a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.

Authentic Leadership (ch12)

Leaders who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly. Authentic=TRUST

Purposes of Performance Evaluations (ch17)

One is to help management make general human resources decisions about promotions, transfers, and terminations. Evaluations also identify training and development needs. They pinpoint employee skills and competencies for which remedial programs can be developed. Finally, they provide feedback to employees on how the organization views their performance and are often the basis for reward allocations, including merit pay increases.

Common Biases and Errors in Decision Making (ch6)

Overconfidence Bias- over confident in our ability Anchoring Bias- fixate on an idea even when new info comes Confirmation Bias-seek out information that reaffirms Availability Bias-base judgment on what's readily available Escalation of Commitment- increased commitment (doubling down on a bad decision)

Positive Organizational Culture (ch16)

POSITIVE ORGANIZATIONAL CULTURE-A culture that emphasizes building on employee strengths, rewards more than punishes, and emphasizes individual vitality and growth.

Social Identity Theory (ch9)

Perspective that considers when and why individuals consider themselves members of groups. Self-Esteem gets tied into the performance of the group, therefore people have emotion reactions to group successes or failures.

Halo Effect (ch6) (Shortcuts to Judgements of Individuals)

Positive impression based on a single characteristic

Power (ch13)

Power is a function of DEPENDENCE Power-The capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes. Dependence-B's relationship to A when A possesses something that B requires.

Four types of Work Teams (ch10)

Problem Solving-Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment. (CANNOT unilaterally make decision) Make recommendations Self-Managed-Groups of 10 to 15 employees who take on responsibilities of their former supervisors. Cross-Functional-Employees from about the same hierarchical level but from different work areas who come together to accomplish a task. Virtual-Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.

Ways to convince people to be team players (ch10)

Promotions, pay raises, and other forms of recognition should be given to individuals who work effectively as team members intrinsic rewards, such as camaraderie, that employees can receive from teamwork

Roles (ch9) (Versions of Roles: Perception/Expectation/Conflict)

Role-A set of expected behavior patterns attributed to someone occupying a given position in a social unit Role Perception-An individual's view of how he or she is supposed to act in a given situation. Role Expectations-How others believe a person should act in a given situation. Role Conflict-A situation in which an individual is confronted by divergent role expectations.

Properties of Groups (ch9) (roles, norms, status, size, cohesiveness, and diversity)

Role-A set of expected behavior patterns attributed to someone occupying a given position in a social unit. Norm-acceptable standards of behavior within a group that are shared by the group's members. Status-A socially defined position or rank given to groups or group members by others Size-Groups with a dozen or more members are good for gaining diverse input. If the goal is fact-finding or idea-generating, then larger groups should be more effective. Smaller groups of about seven members are better at doing something productive. Social Loafing-The tendency for individuals to expend less effort when working collectively than when working individually. Cohesiveness-The degree to which group members are attracted to each other and are motivated to stay in the group/ (good thing)(Can be a bad thing- performance norms are low (high cohesive low performance) Diversity-The extent to which members of a group are similar to, or different from, one another. (can be hard on cohesiveness

Organizational Culture (ch16)

SHARED MEANING A system of shared meaning held by an organization's members that distinguishes the organization from others Organizational culture refers to a system of shared meaning held by members that distinguishes the organization from other organizations.1 This system of shared meaning includes values, beliefs, and assumptions that characterize the organization. Six primary characteristics seem to capture the essence of an organization's culture:2 organizational culture A system of shared meaning held by an organization's members that distinguishes the organization from others.

Culture Transmission (ch16)

Stories-origin story! Rituals-Repetitive sequences of activities that express and reinforce the key values of the organization, which goals are most important, which people are important, and which are expendable. (chants/cheers/company songs) (see them in religions Material Symbols-What conveys to employees who is important, the degree of egalitarianism top management desires, and the kinds of behavior that are appropriate. Language

Leadership (ch12)

The ability to influence a group toward the achievement of a vision or set of goals.

The Stronger an Organizational Culture is...(ch16)

The less management needs to develop formal rules

Legitimate Power (ch13)

The power a person receives as a result of his or her position in the formal hierarchy of an organization.

Core Values (ch16)

The primary or dominant values that are accepted throughout the organization

Workplace Spirituality (ch16)

The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.

Ethical Culture (ch16)

The shared concept of right and wrong behavior in the workplace that reflects the true values of the organization and shapes the ethical decision making of its members.

Organizational Climate (ch16)

The shared perceptions that organizational members have about their organization and work environment. Team spirit- Putting myself aside- ORGANIZATIONAL CLIMATE

Behavioral Theories of Leadership (ch12) (Initiating Structure/ Consideration/

Theories proposing that specific behaviors differentiate leaders from nonleaders. Initiating Structure-The extent to which a leader defines and structures his or her role and those of the subordinates to facilitate goal attainment. Consideration-The extent to which a leader has job relationships that are characterized by mutual trust, respect for subordinates' ideas, and regard for their feelings.

Traits Theories of Leadership (ch12)

Theories that consider personal qualities and characteristics that differentiate leaders from nonleaders. Extrovert-self monitoring-emotional intelligence good leaderships skills help us predict leaders

Expectancy Theory (ch7)

Theory stating that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. Employees will be motivated to exert a high level of effort when they believe that it will lead to a good performance appraisal, that a good appraisal will lead to organizational rewards such as salary increases and/or intrinsic rewards, and that the rewards will satisfy their personal goals. Individual Effort--> Individual Performance-->Organizational Awards-->Personal Goals

360-Degree Evaluation (ch17)

These provide performance feedback from the employee's full circle of daily contacts, from subordinates to customers, to bosses, to peers

Three Criteria to Evaluate Performance (ch17)

Traits (least Predictive) Behaviors Individual Outcomes (most predictive)

Transactional vs. Transformational Leadership (ch12)

Transformational-positive-Leaders who inspire, act as role models, and intellectually stimulate, develop, or mentor their followers, thus having a profound and extraordinary effect on them. Role Model, Transactional- GOALS goal oriented-Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.

Groups (ch9)

Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives Can be FORMAL-A designated work group defined by an organization's structure (defined by organization's structures) INFORMAL-A group that is neither formally structured nor organizationally determined; such a group appears in response to the need for social contact. THERE IS AN I IN GROUP Team vs Group (group=you do as much as you can as an individual)

Trait VS Behavioral Theories of Leadership (ch12)

Two tracks leaders stay on 1)-structure- meetings, tasks, monthly goals, annual performance, production oriented 2)Employee oriented leader-get to know you- bond, what you care about, can i help, connect you with tasks you'll do well in

Asch Study (ch9)

We feel the pressure to conform (line test) Reference Groups-Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.

When can a strong culture be a bad thing (ch16) (typically a good thing)

When the organization needs to change- more diversity-merging

Fundamental Attribution Error (ch6)

When thinking about other people, we overly estimating the internal factors under estimate external factors.

Methods of Performance Evaluation (ch17)

Written Essays-most simple written evaluation Critical Incidents-A way of evaluating an employee's behaviors that are key in making the difference between executing a job effectively and executing it ineffectively. Graphic Rating Scales-An evaluation method in which the evaluator rates performance factors on an incremental scale Behaviorally Anchored Rating Scales-The appraiser rates employees based on items along a continuum, but the points are examples of actual behavior on the given job rather than general descriptions or traits. Forced Comparisons-Method of performance evaluation where an employee's performance is made in explicit comparison to others (e.g., an employee may rank third out of 10 employees in her work unit).

McGregor's Theory X and Theory Y (ch7)

X-Employees Hate their Job Y-Employees Love their Job

Work Group (ch10)

a group that interacts primarily to share information and to make decisions to help each group member to perform within his or her area of responsibility

Work Team (ch10)

a group whose individual efforts result in performance that is greater than the sum of the individual inputs

Performance Norms (ch9)

performance norms are low (high cohesive low performance) If norms for quality, output, and cooperation with outsiders are high, a cohesive group will be more productive than a less cohesive group. But if cohesiveness is high and performance norms are low, productivity will be low. If cohesiveness is low and performance norms are high, productivity increases, but less than in the high-cohesiveness/high-norms situation. When cohesiveness and performance-related norms are both low, productivity tends to fall into the low-to-moderate range.

FORMAL Culture (ch16)

rules/heavily trained/ trained to react in the way you have been taught/ uniforms high formalization created predictability/orderliness/consistency

Multi-System Teams (ch10)

systems in which different teams need to coordinate their efforts to produce a desired outcome.

Mental Models (ch10)

team members' knowledge and beliefs about how the work gets done by the team.

Organizational Demography (ch10)

the degree to which members of a work unit share a common demographic attribute such as age, sex, age and the impact of this attribute on turnover.