BUSHR Chapter 1 Kinicki

lack of rigor

(weakness of common sense) if we are comfortable with our commonsense response, we may not apply the effort required to find the real problem when considering possible causes. This will result in not choosing the optimal course of action/solution and you are unlikely to measure the right predictors and outcomes when solving problems

overreliance on hindsight

(weakness of common sense) it is weak in responding to the unknown or unexpected - and because it focuses on the past, common sense lacks vision for the future

lack of objectivity

(weakness of common sense) we are not always able to explain our reasoning to others, let alone apply it to new situations because it lacks a basis in science

performance gives you credibility and you should know how to:

-apply different motivational tools -provide constructive feedback -develop and lead productive teams -understand and manage organizational culture and change

ways of building your human capital

-can be specific to your job or generic and serve you across jobs -training -work-based development opportunities (shadowing, job rotation) -learning activities outside of work (second language) -career planning (assess strengths & weaknesses

ways of building your social capital

-internal: mentoring or membership on company sport team -external: attending a conference or joining local industry-specific organizations

reasons for unethical behavior (4)

-ones personal motivation to perform (I must be number 1) -pressure from a supervisor with unrealistic goals or threats for under performing -reward systems that incentivize bad behavior -employee's perception of no consequences for crossing the line

3-stop problem solving approach

1-make sure you are identifying the right problem 2-consider appropriate solutions 3-select the solution that seems most appropriate

self-assessments

a great way to build human and social capital since it helps a person build on strengths and overcome weaknesses

problem solving

a systematic process of closing the problem gaps - lack of time, money, data and authority can all be constraints

contingency approach

calls for using OB concepts and tools as situationally appropriate, instead of trying to rely on "one best way"

environmental characteristics

consist of all the elements outside of ourselves that influence what we do, how we do it, and the ultimate results of our actions

organizational behavior

describes an interdisciplinary field dedicated to understanding and managing people at work

problem

difference or gap between an actual and desired situation

knowing-doing gap

identifies the gap between what people know and what they actually do

ethical dilemmas

involve situations with two choices, neither of which resolves the situation in an ethically acceptable manner

ethics

is concerned with behavior - right vs wrong, good vs bad, and the many shades of gray in between - understanding this improves job performance and increases career opportunities

common sense three weaknesses

overreliance on hindsight lack of rigor lack of objectivity

human capital

productive potential of an individuals knowledge, skills, and experiences

social capital

productive potential resulting from relationships, goodwill, trust, and cooperative effort

soft skills

relate to our human interactions and include both interpersonal skills and personal attributes

person factors

represent the infinite number of characteristics that give individuals their unique identities

dissolving (applied approaches to selecting a solution)

requires changing or eliminating the situation

corporate corruption

scandals over the past few decades have led to bankrupted companies and investor loss due to this

portable skills

skills that are more/less relevant at every job, at every level, and throughout your career

hard skills

technical expertise or knowledge to do a particular task/job function (ex. financial analysis, accounting, operations)

resolving (applied approaches to selecting a solution)

the most commonly used and means choosing a satisfactory solution, one that works but is less than ideal

solving (applied approaches to selecting a solution)

the optimal or ideal response