Organizational Behavior Exam 1: Chapters 1-6
Interpersonal Roles
Includes figurehead role, leadership role, and the liaison role
Sources of Emotions and Moods
-Personality -Day of the week/ Time of Day -Weather -Stress -Social Activities -Sleep -Exercise -Age -Sex
Factors in the Situation
-Time -Work Setting -Social Setting
Intuitive Decisions Making
An unconscious process created out of distilled experience
Deep Acting
Trying to modify one's true inner feelings based on display rules
Intimidation
Overt threats or bullying directed at members of specific groups of employees
Effectiveness
The degree to which an organization meets the needs of its clientele or customers
Anthropology
The study of societies to learn about human beings and their activities
Illusory Correlation
The tendency of people to associate two events when in reality there is no connection
Major Job Attitudes
These include job satisfaction, job involvement, organizational commitment, perceived organizational support, and employee engagement
Factors in the Target
-Novelty -Motion -Sounds -Size -Background -Proximity -Similarity
Most Common Biases in Decision-Making
-Overconfidence bias -Anchoring Bias -Confirmation Bias -Availability Bias
Major Disciplines that Contribute to the OB Field
-Psychology -Social psychology -sociology -Anthropology
6 Steps in Rational Decision-Making Model
1. Define the problem 2. Identify the decision criteria 3. Allocate weights to the criteria 4. Develop the alternatives 5. Evaluate the alternatives 6. Select the best alternative
Organization
A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals
Rational Decision-Making Model
A decision-making model that describes how individuals should behave in order to maximize some outcome
Problem
A discrepancy between the current state of affairs and some desired state
Organizational Behavior
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.
Value System
A hierarchy based on a ranking of an individual's values in terms of their intensity
Affective Events Theory (AET)
A model that suggests that workplace events cause emotional reactions on the part of employees, which then influence workplace attitudes and behaviors
Collectivism
A national culture attribute that describes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them
Individualism
A national culture attribute that describes the degree to which people prefer to act as individuals rather than as members of groups
Power Distance
A national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally
The Big Five Personality Model
A personality assessment model that taps five basic dimensions: extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience)
Extraversion
A personality dimension describing someone who is sociable, gregarious, and assertive
Emotional Stability
A personality dimension that characterizes someone as calm, self-confident, secure (positive) versus nervous, depressed, and insecure (negative)
Openness to experience
A personality dimension that characterizes someone in terms of imagination, sensitivity, and curiosity
Self-Monitoring
A personality trait that measures an individual's ability to adjust his or her behavior to external, situational factors
Other-Orientation
A personality trait that reflects the extent to which decisions are affected by social influences and concerns vs. our own well-being and outcomes
Planning
A process that includes defining goals, establishing strategy, and developing plans to coordinate activities
Self-Fulfilling Prophecy
A situation in which a person inaccurately perceives a second person, and the resulting expectations cause the second person to behave in ways consistent with the original perception
Personality-Job Fit Theory
A theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover
Model
An abstraction of reality. A simplified representation of some real-world phenomenon.
Attribution Theory
An attempt to determine whether an individual's behavior is internally or externally caused
Escalation of Commitment
An increased commitment to a previous decision in spite of negative information
Manager
An individual who achieves goals through other people
Employee Engagement
An individual's involvement with, satisfaction with, and enthusiasm for the work he or she does
Values
Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence
Core Self-Evaluations
Bottom-line conclusions individuals have about their capabilities, competence, and worth as a person
Rational
Characterized by making consistent, value-maximizing choices within specified constraints
Decisions
Choices made from among two or more alternatives
Terminal Values
Desirable end-states of existence; the goals a person would like to achieve during his or her lifetime
Organizing
Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made
Surface-Level Diversity
Differences in easily perceived characteristics, such as gender, race, ethnicity, age, or disability, that do not necessarily reflect the ways people think or feel but that may activate certain stereotypes
Citizenship Behavior
Discretionary behavior that contributes to the psychological and social environment of the workplace
Incivility
Disrespectful treatment, including behaving in an aggressive manner, interrupting the person, or ignoring his or her opinions
Displayed Emotions
Emotions that are organizationally required and considered appropriate in a given job
Psychological Empowerment
Employees' belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their perceived autonomy in their work
Attitudes
Evaluative statements or judgments concerning objects, people, or events
Exclusion
Exclusion of certain people from job opportunities, social events, discussions, or informal mentoring, can occur unintentionally
Heredity
Factors determined at conception; one's biological, physiological, and inherent psychological makeup
Surface Acting
Hiding one's inner feelings and forgoing emotional expressions in response to display rules
Deviant Behavior in the Workplace (AKA counterproductive behavior or employee withdrawal)
Indicated by behavior including unionization attempts, substance abuse, stealing at work, undue socializing, and tardiness
Affect Intensity
Individual differences in the strength with which individuals experience their emotions
Mockery and Insults
Jokes or negative stereotypes; sometimes the result of jokes taken too far
Stereotyping
Judging someone on the basis of one's perception of the group to which that person belongs
Systematic Study
Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence
Biographical Characteristics
Personal characteristics- such as age, gender, race, disability, religion, sexual orientation, and length of tenure- that are objective and easily obtained from personnel records. These characteristics are representative of surface-level diversity
Intellectual Abilities
The capacity to do mental activities- thinking, reasoning, and problem solving
Physical Abilities
The capacity to do tasks that demand stamina, dexterity, strength, and similar characteristics
Task Performance
The combination of effectiveness and efficiency at doing your core job tasks
Productivity
The combination of the effectiveness and efficiency of an organization
Workforce Diversity
The concept that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and inclusion of other diverse groups
Job Involvement
The degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth
Organizational Survival
The degree to which an organization is able to exist and grow over the long term
Perceived Organizational Support (POS)
The degree to which employees believe an organization values their contribution and cares about their well-being
Conceptual Skills
The mental ability to analyze and diagnose complex situations
Cognitive component
The opinion or belief segment of an attitude
Emotional Contagion
The process by which peoples' emotions are caused by the emotions of others
Three-Component Model of Creativity
The proposition that individual creativity requires expertise, creative thinking skills, and intrinsic task motivation
Group Functioning
The quantity and quality of a work group's output
Psychology
The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals
Withdrawal Behavior
The set of actions employees take to separate themselves from the organization
Sociology
The study of people in relation to their social environment or culture
Self-Serving Bias
The tendency for individuals to attribute their own successes to internal factors and put the blame for failures on external failures
Positivity Offset
The tendency of most individuals to experience a mildly positive mood at zero input (when nothing in particular is going on)
Narcissism
The tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement
Hindsight Bias
The tendency to believe falsely, after an outcome of an event is actually known, that one would have accurately predicted that outcome
Halo Effect
The tendency to draw a general impression about an individual on the basis of a single characteristic
Risk Aversion
The tendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher expected payoff
Confirmation Bias
The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments
Fundamental Attribution Error
The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others
Interpersonal Skills
These are important for managers to develop because they help organizations attract and keep high-performing employees
Inputs
Variables that lead to processes
Causes of Job Satisfaction
- Interdependence - Feedback - Social support - Interaction with co-workers outside the workplace
Main Causes of Job Dissatisfaction
- On-the-job stress - Pay - Promotion - Work - security - supervisor - Coworkers
Sexual Harassment
Unwanted sexual advances and other verbal or physical conduct of a sexual nature that create a hostile or offensive work environment
Basic Emotions
- Anger - Fear - Sadness - Happiness - Disgust - Surprise
Masculinity
A national culture attribute that describes the extent to which the culture favors traditional masculine work roles of achievement, power, and control. Societal values are characterized by assertiveness and materialism
Long-Term Orientation
A national culture attribute that emphasizes the future, thrift, and persistence
Short-Term Orientation
A national culture attribute that emphasizes the past and present, respect for tradition, and fulfillment of social obligations
Femininity
A national culture attribute that indicates little differentiation between male and female roles; a high rating indicates that women are treated as the equals of men in all aspects of the society
Agreeableness
A personality dimension that describes someone who is good natured, cooperative, and trusting
Conscientiousness
A personality dimension that describes someone who is responsible, dependable, persistent, and organized
Myers-Briggs Type Indicator (MBTI)
A personality test that taps four characteristics and classifies people into 1 of 16 personality types
Job Satisfaction
A positive feeling about one's job resulting from an evaluation of its characteristics
Perception
A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment
Bounded Rationality
A process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity
Emotional Labor
A situation in which an employee expresses organizationally desired emotions during interpersonal transactions at work
Utilitarianism
A system in which decisions are made to provide the greatest good for the greatest number
Anchoring Bias
A tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information
Positive Affect
A mood dimension that consists of specific positive emotions such as excitement, self-assurance, and cheerfulness at the high end and boredom, sluggishness, and tiredness at the low end
Uncertainty Avoidance
A national culture attribute that describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them
Discriminatory Policies or Practices
Actions taken by representatives of the organization that deny equal opportunity to perform or unequal rewards for performance
Processes
Actions that individuals, groups, and organizations engage in as a result of inputs and that lead to certain outcomes
Positive Organizational Scholarship (AKA Positive Organizational Behavior)
An area of OB research that concerns how organizations develop human strength, foster vitality and resilience, and unlock potential
Social Psychology
An area of psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another
Felt Emotions
An individual's actual emotions
Ability
An individual's capacity to perform the various tasks in a job
Behavioral Component
An intention to behave in a certain way toward someone or something
General Mental Ability (GMA)
An overall factor of intelligence, as suggested by the positive correlations among specific intellectual ability dimensions
Stress
An unpleasant psychological process that occurs in response to environmental pressures
Cognitive Dissonance
Any incompatibility between two or more attitudes or between behavior and attitudes
Reflected Best-Self
Asking employees to think about when they were at their "personal belt" in order to understand how to exploit their strengths
Traditional Management
Decision making, planning, and controlling
Deep-Level Diversity
Differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better
Loyalty
Dissatisfaction expressed by passively waiting for conditions to improve
Voice
Dissatisfaction expressed through active and constructive attempts to improve conditions
Neglect
Dissatisfaction expressed through allowing conditions to worsen
Exit
Dissatisfaction expressed through behavior directed toward leaving the organization
Personality
Enduring characteristics that describe an individual's behavior
Personality Traits
Enduring characteristics that describe an individual's behavior
Contrast Effect
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
Communication
Exchanging routine information and processing paperwork
Organizational Commitment
The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization
Machiavellianism
The degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means
Efficiency
The degree to which an organization can achieve its ends at a low cost
Affective Component
The emotional or feeling segment of an attitude
Group Cohesion
The extent to which members of a group support and validate one another while at work
Diversity Management
The process and programs by which managers make everyone more aware of and sensitive to the needs and differences of others
Availability Bias
The tendency for people to base their judgments on information that is readily available to them
Randomness Error
The tendency of individuals to believe that they can predict the outcome of random events
Selective Perception
The tendency to selectively interpret what one sees on the basis of one's interests, background, experience, and attitudes
Personality Determinants
-Heredity -Environment
Arguments in favor of Emotional Intelligence
-Intuitive appeal - Predicts criteria that matter - Biologically Based
Impact of Dissatisfied Employees
-Exit -Voice -Loyalty -Neglect
Networking
Socializing, potlicking, and interacting with outsiders
Technical Skills
The ability to apply specialized knowledge or expertise
Emotional Intelligence (EI)
The ability to detect and to manage emotional cues and information
Creativity
The ability to produce novel and useful ideas
Human skills
The ability to work with, understand, and motivate other people, both individually and in groups
Evidence-Based Management
The basing of managerial decisions on the best available scientific evidence
Leading
A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.
Intuition
A gut feeling not necessarily supported by research
Negative Affect
A mood dimension that consists of emotions such as nervousness, stress, and anxiety at the high end and relaxation, tranquility, and poise at the low end
Contingency Variables
Situational factors: variables that moderate the relationship between two or more variables
Ethical Dilemmas & Ethical Choices
Situations in which individuals are required to define right and wrong conduct
Factors in the Perceiver
-Attitudes -Motives -Interests -Experience -Expectations
Effects of Globalization
-Increased Foreign Assignments -Working with People from Different Cultures -Overseeing Movement of Jobs to Countries with Low-Cost Labor
Arguments Against Emotional Intelligence
-Researchers do not agree on definitions -Cannot be measured -It is nothing more than personality with a different label
Managerial Activities
-Traditional management -Communication -Human resource management -Networking
Affect
A broad range of feelings that people experience
Moods
Feelings that tend to be less intense than emotions and that lack a contextual stimulus
Mintzberg's Managerial Roles
Includes interpersonal roles, informational roles, and decisional roles
Informational Roles
Includes the disseminator role, spokesperson role, and what Mintzberg called the monitor role
Decisional Roles
Includes the entrepreneur role, the disturbance handler, resource allocator, and negotiator role
Emotional Dissonance
Inconsistencies between the emotions people feel and the emotions they project
Whistle-blowers
Individuals who report unethical practices by their employer to outsiders
Emotions
Intense feelings that are directed at someone or something
Outcomes
Key factors that are affected by some other variables
Controlling
Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations
Human Resource Management
Motivating, disciplining, managing conflict, staffing, and training
Discrimination
Noting ofa difference between things; often we refer to unfair discrimination, which means making judgments about individuals based on stereotypes regarding their demographic group
Proactive Personality
People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs
Management Functions
Planning, organizing, Leading, controlling
Instrumental values
Preferable modes of behavior or means of achieving one's terminal values
