Organizational Behavior McGraw Hill

85-15 rule

85% system's fault, 15% employee's

POB CHOSE

Confidence/self-efficacy, Hope, Optimism, Subjective well-being, Emotional intelligence

TQM Principles

Do it right the first time to eliminate costly rework, listen and learn from customers and employees, make continuous improvement everyday, and build teamwork, trust, and mutual respect

E-Business OB implications

E-management, E-leadership, E-communication, organizational structure, job design, decision making, knowledge management, speed conflict and stress, change and resistance to change, and ethics

Theory Y

McGregor's modern and positive assumptions about employees being responsible and creative and energetic

positive psychology

Subjective level (well-being and hope), individual level (love and vocation), and group level (civic virtues)

cognitions

a person's knowledge, opinions, or beliefs about environment, oneself, or one's behavior

Diversity initiatives

accountability practices, development practices, and recruitment practices

proactive personality

action-oriented person who shows initiative and perseveres to change things

Trends for people of color's glass ceiling

advancing less in managerial/professional than women, race-based charges of discrimination, earn less than whites, and more perceived discrimination

top management team characteristics

age, length of service, military service, homogeneity/heterogeneity

social learning theory

an individual acquires new behavior throughout he interplay of cognitive processes with environmental cues and consequences

Total quality management

an organizational culture dedicated to training, continuous improvement, and customer satisfaction

diversity recruitment practices

attract qualified diverse employees at all levels (focus)

internal locus of control

attributing outcomes to one's own actions my own studying habits so passed exam depend more on self, resist management supervision desire high initiative and low compliance

attention

being conscious aware of something or someone people pay attention to salient stimuli

self-efficacy

belief in one's ability to successfully accomplish a task

stereotype

beliefs about characteristics of a group

Japanese view American characteristics

blunt, prying, and insensitive to formalities

e-commerce

buying and selling goods over the internet

Stereotyping process

categorizing people into groups, inferring same traits/characteristics, forming expectations, and overestimating frequency of stereotypic behaviors/incorrectly explaining/and differentiating minorities from ourselves

11 organizational categories of managerial behavior

clarifies goals and objectives for everyone, encourages participation upward communication and suggestions, plans and organizes orderly work flow, technical and administrative expertise, facilitates work w/team building, provides feedback honestly and constructively, keeps things moving, controls details, pressure for goal accomplishment, empowers and delegates, recognizes good performance

social perception

cognitive process by which we interpret and understand people

distinctiveness

comparison of behavior with one task and his/her behavior on other tasks

consensus

comparison of behavior with that of peers

Four strategies to break glass ceiling

consistently exceeding performance expectations, developing a stele with which male managers are comfortable, seeking out difficult or challenging assignments, and having influential mentors

reward reinforcement criteria

control over consequences, reward him or herself, performance standards for quantity and quality

managing diversity

creating organizational changes that enable all people to perform up to their maximum potential

self-efficacy and performance relationship

cyclical, spiral to success or failure

two recommendations for dealing with aging workforce

deal with personal issues associated with elder care for aging parents make a concerted effort to keep older workers engaged and committed and their skills current

heterogeneous

diverse in terms of gender, age, race, religion, etc

three strategies for success of managing diversity

education, enforcement, and exposure

ethical decisions

eliminate illegal, maximize shareholder value w/no harm to benefits

Theory X

employees dislike work, must be threatened with punishment, and want to be directed and avoid responsibility

external factors

environmental characteristics that cause behavior (such as a difficult task) high consensus, high distinctiveness, and low consistency

internal organizational influences

ethical codes, culture, size, structure, perceived pressure, corporate strategy

long term memory components

event memory, semantic memory, and person memory

Big 5 personality dimensions

extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience

ethnocentrism

feeling that one's cultural rules and norms are superior or more appropriate that those of another culture

improve self-esteem

fully engage life, take responsibility but avoid excessive self-criticism

8th habit agenda to improve

goals and responsibility, end in mind, first things first, win-win mentality, understand then be understood, teamwork, renew self, seek fulfillment and passion

perceptual errors

halo, leniency, central tendency, recency effects, and contrast effects

organizational behavior

horizontal, interdisciplinary field dedicated to better understanding and managing people t work

diversity

host of individual differences that make people different from and similar to one another

7 principles timeless and relevant

human dignity, autonomy, honesty, loyalty, fairness, humaneness, and common good

fundamental attribution bias

ignoring environmental factors that affect behavior personal characteristics over situational factors

consistency

individual's performance compared with that on given task over time

external environment influences

industry profitability and value on generosity

human capital characteristics

intelligence, vision, technical and social skills, entrepreneurship, readiness to learn, flexibility, creativity, enthusiasm, honesty, emotional maturity

glass ceiling

invisible barrier blocking women and minorities from top management positions

cognitive categories

mental depositories for storing information

schema

mental picture or summary of an event or object

self-monitoring

observing eon's own behavior and adapting it to the situation

American characteristics

open, honest, candid, and to the point

negativity bias

people pay more attention to negative than positive information

self-esteem

person's belief about his or her self-worth based on an overall self-evaluation

self-concept

person's self=perception as a physical, social, and spiritual being

leniency

personal characteristic that leads an individual to consistently evaluate other people or objects in an extremely positive fashion

internal factors

personal characteristics that cause behavior (such as ability) low consensus, low distinctiveness, and high consistency

four layers of diversity

personality, internal dimensions (out of control but strongly influence), external dimensions (some control, like religion and eating, education and work), and organizational dimensions (job title, work content and group and management status)

individual

personality, values, moral principles, history of reinforcement, gender

external influences

political/legal, industry culture, national culture, environment

GLOBE 9 cultural dimensions

power distance, uncertainty avoidance, societal collectivism, in group collectivism, gender egalitarianism, assertiveness, future orientation, performance orientation, humane orientation

self-management

pre-manage own behavior

polychronic time

preference for doing more than one thing at at imd because time is flexible and multidimensional

monochronic time

preference for doing one thing at a time because time is limited, precisely segmented, and schedule driven

diversity development practices

prepare diverse employees for greater responsibility and advancement (focus)

belief sources for self-efficacy

prior experience, behavior models, persuasion from others, assessment of physical/emotional state

perception

process of interpreting eon's environment

Management

process of working with and through others to achieve organizational objectives efficiently and ethically

social capital

productive potential of strong, trusting, and cooperative relationships

halo

rater forms and overall impression about an object and uses that impression to bias ratings about the object

chameleons

readily adapt self-presentation to surroundings

self-efficacy actions requirements

recruiting/selection/job assignments, job design, training and development, self-management, goal setting and quality improvement, creativity, coaching, leadership, and rewards

managing situational cues

reminders and attention focusers, self-observation data, avoiding negative cues while seeking positive cues, challenging yet attainable personal goals, a self-contract (if-then agreements ith self)

Past to future managers

role from order giver to facilitator/team member, from periodic to lifelong learning, from time and effort to skills, results, from hoard and restrict power to share and broaden it, from resist change to facilitate change

E-business

running the entire business via the internet

Social perception stages

selective attention/comprehension to encoding and simplification to storage and retention to retrieval and response

self-talk

set of evaluating thoughts that you give yourself about facts and events that happen o you

Causes of unethical management

shared industry norms, values and beliefs

social capital characteristics

shared visions/goals, values, trust, friendship, goodwill, mentoring, networks, connections, participation, teamwork, cooperation, assertive (not aggressive) communication, functional conflict, win-win negotiations and volunteering

symbolic coding

social learning theory's perspective that human brain stores info in visual and verbal cues

societal cultures

socially derived, taken-for-granted assumptions about how to think nd act

Good leaders

specific tasks, positive feedback, set goals, let others make decisions, try to work as team, and maintain performance standards

personality

stable physical and mental characteristics responsible for a person's identity

meta-analysis

statistical pooling technique that allows general conclusions to be drawn from many different studies

positive organizational behavior

study and improvement of employees' positive attributes and capabilities

ethics

study of moral issues and choices

causal attributions

suspected or inferred causes of behavior

rehearsal

systematic visualization of how to proceed

self-serving bias

taking more personal responsibility for success than failure

central tendency

tendency to avoid all extreme judgements and rate people and objects as average or neutral

contrast effects

tendency to evaluate by comparing with those recently observed

recency efforts

tendency to remember recent information

human capital

the proactive potential of one's knowledge and actions

underemployment

the result of staking a job that requires less education, training, or skills than possessed by a worker

diversity accountability practices

treat diverse employees fairly (focus)

contingency approach

using management tools and techniques in a situationally appropriate manner; avoiding the one-best-way mentality

affirmative action

voluntary and involuntary efforts to achieve equality of opportunity for everyone does not legitimize quotas

cognitive supports

ways of thinking about oneself to promote the desired behavior changes symbolic coding, rehearsal, and self-talk