Chapters 1-8 Organizational Behavior

Lakukan tugas rumah & ujian kamu dengan baik sekarang menggunakan Quizwiz!

Demographic fault line

"hypothetical dividing lines that may split a group into subgroups based on one or more attributes."

Employee engagement

"the harnessing of organization members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance."

Corporate Social Responsibility (CSR)

"the notion that corporations have an obligation to constituent groups in society other than stockholders and beyond that prescribed by law or union contract.

Factors accounted for middle-age attitude stability:

(1) greater personal certainty (2) perceived abundance of knowledge (3) a need for strong attitudes

How does goal setting work?

-goals direct attention -goals regulate effort -goals increase persistence -goals foster the development and application of task strategies and action plans

The following factors influence an employee's expectancy perception:

-self-esteem -self-efficacy -previous success at the task -help received from others -information necessary to complete the task -good materials and equipment to work with

How to Improve the Organization's Ethical Climate

1. Behave ethically yourself 2. Screen potential employees 3. Develop a meaningful code of ethics 4. Provide ethics training 5. Reinforce ethical training 6. Create positions, units, and other structural mechanisms to deal with ethics

Stereotyping process

1. Categorize people into groups according to various criteria 2. Infer that all people within a category possess the same traits 3. Form expectations of others and interpret their behavior according to our stereotypes 4. Stereotypes are maintained by: -Overestimating the frequency of stereotypic behavior exhibited by others -Incorrectly explaining expected and unexpected behaviors -Differentiating minority individuals from oneself

How people reduce dissonance

1. Change your attitude or behavior, or both 2. Belittle the importance of the inconsistent behavior 3. Find consonant elements that outweigh the dissonant ones

Outcomes Associated with Organizational Culture

1. Clearly related to measures of organizational effectiveness. 2. Employees are more satisfied and committed to organizations with clan cultures. 3. Innovation and quality can be increased by building characteristics associated with clan, adhocracy, and market cultures into the organization. 4. An organization's financial performance is not very strongly related to organizational culture. 5. Companies with market cultures tend to have more positive organizational outcomes.

Principals of TQM:

1. Do it right the first time to eliminate costly rework and product recalls. 2. Listen to and learn from customers and employees. 3. Make continuous improvement an everyday matter. 4. Build teamwork, trust, and mutual respect

Managing Gender-Based Diversity

1. Focus on being exceptionally competent and seek mentors or sponsors 2. Network to build social capital 3. Seek work-life balance by delegating housework or hiring domestic help 4. Improve your negotiating skills. 5. Take credit for your accomplishments 6. Work toward creating a partnership with your spouse that leads to a mutually supportive relationship

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 (e.g., titles), 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 11. Organizational goals and the associated criteria used for recruitment, selection, development, promotion, layoffs, and retirement of people

Barriers and Challenges to Managing Diversity

1. Inaccurate stereotypes and prejudice 2. Ethnocentrism 3. Poor career planning 4. A negative diversity climate 5. An unsupportive and hostile working environment for diverse employees 6. Lack of political savvy on the part of diverse employees 7. Difficulty in balancing career and family issues 8. Fears of reverse discrimination 9. Diversity is not seen as an organizational priority 10. The need to revamp the organization's performance appraisal and reward system 11. Resistance to change

Key trends of the glass ceiling

1. Men start their careers at higher levels than women 2. Men report higher starting salaries 3. Men move up the career ladder faster and further than women 4. Men have higher career satisfaction over time than women

What are the five sources of OB research insights?

1. Meta-analyses 2. Field studies 3. Laboratory studies 4. Sample surveys 5. Case studies

Racial Groups Are Encountering a Glass Ceiling and Perceived Discrimination

1. Minorities in general are advancing less in the managerial and professional ranks than whites 2. The number of race-based charges of discrimination that were deemed to show reasonable cause by the EEOC increased from 294 in 1995 to 1,061 in 2008 3. Minorities tend to earn less personal income than whites

Four functions of organizational culture

1. Organizational identity 2. Collective commitment 3. Social system stability 4. Sense-making device

Sex-role stereotypes are

1. People often prefer male bosses 2. Women have a hard time being perceived as an effective leader 3. Women of color are more negatively affected by sex-role stereotypes than white women or men in general

How can organizations motivate and retain an aging workforce?

1. Provide challenging work assignments that make a difference to the firm. 2. Give the employee considerable autonomy and latitude in completing a task. 3. Provide equal access to training and learning opportunities when it comes to new technology. 4. Provide frequent recognition for skills, experience, and wisdom gained over the years. 5. Provide mentoring opportunities whereby older workers can pass on accumulated knowledge to younger employees. 6. Ensure that older workers receive sensitive, high-quality supervision. 7. Design a work environment that is both stimulating and fun.

21st Century Managers

1. Teams are pushing aside the individual as the primary building block of organizations. 2. Command-and-control management is giving way to participative management and empowerment. 3. Ego-centered leaders are being replaced by customer-centered leaders. 4. Employees increasingly are being viewed as internal customers.

Causes of differences why women hit the glass ceiling

1. Women face discrimination. 2. Women spend more time handling domestic and child care issues than men. 3. Women encounter more obstacles to their leadership and authority than men 4. Women accumulate less continuous work experience than men because they periodically exit the workforce for family or motherhood. 5. Women have less social capital and lower breadth of personal networks than men.

Demographic-based characteristics of the workforce

1. Women navigate a labyrinth after breaking the glass ceiling 2. Racial groups are encountering a glass ceiling and perceived discrimination 3. Mismatch between workers' educational attainment and occupational requirements 4. Generational differences in an aging workforce

McGregor's Theory Y:

1. Work is a natural activity, like play or rest. 2. People are capable of self-direction and self-control if they are committed to objectives. 3. People generally become committed to organizational objectives if they are awarded for doing so. 4. The typical employee can learn to accept and seek responsibility. 5. The typical member of the general population has imagination, ingenuity, and creativity.

An effective manager:

1. clarifies goals and objectives for everyone involved 2. encourages participation, upward communication, and suggestions 3. Plans and organizes for an orderly work flow 4. Has technical and administrative expertise to answer organization-related questions 5. facilities work through team building, training, coaching, and support 6. provides feedback honestly and constructively 7. keeps things moving by relying on schedules, deadlines, and helpful reminders 8. controls details without being overbearing 9. applies reasonable pressure for goal accomplishment 10. empowers and delegates key duties to others while maintaining goal clarity and commitment 11. recognizes good performance with rewards and positive reinforcement

What are the general moral principals for managers?

1. dignity of human life 2. autonomy 3. honesty 4. loyalty 5. fairness 6. humaneness 7. the common good

Big five 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

McGregor's Theory X:

1. people disliked work; they avoid it when they can 2. most people must be coerced and threatened with punishment before they will work. People require close direction when they are working. 3. Most people actually prefer to be directed. They tend to avoid responsibility and exhibit little ambition. They are interested only in security.

The four layers of diversity include:

1. personality 2. Internal dimensions; e.g., age, gender, sexual orientation, physical ability, ethnicity, race 3. External dimensions; e.g., geographic location, income, personal habits, recreational habits, religion, educational background, work experience, appearance, parental status, marital status 4. Functional level /classification; e.g., work content/field, division/department/unit group, seniority, work location, union affiliation, management status

McClelland's Need theory Achievement-motivated people share what three common characteristics?

1. preference for working on tasks of moderate difficulty 2. preference for situations in which performance is due to their efforts 3. desire more feedback on their successes and failures

Mental abilities underlying performance

1. verbal comprehension 2. word fluency 3. numerical 4. spatial 5. memory 6. perceptual speed 7. inductive reasoning

interpersonal relationship

A developer's willingness to provide career and psycho-social assistance is a function of the protégé's ability, potential, and the quality of the _____________ ____________.

Human Capital

A present or future employee with the right combination of knowledge, skills, and motivation to excel

increased

A survey of companies in Europe, Japan and the U.S. found ethnocentric staffing and human resource policies to be associated with _________ personnel problems. Those problems included recruiting difficulties, high turnover rates, and lawsuits over personnel policies.

Practical lessons for goal-setting research

Acton planning facilitates goal accomplishment b. Action plan outlines the activities or tasks that need to be accomplished in order to obtain a goal.

Age stereotypes

Age stereotypes reinforce age discrimination because of their negative orientation.

stereotyping

An organization first needs to inform its workforce about the problem of __________ through employee education and training.

A Model of Global Corporate Social Responsibility and Ethics

Be ethical in its practices, taking host-country and global standards into consideration to fulfill ethical responsibility. Be a good corporate citizen, especially as defined by the host country's expectations to fulfill philanthropic responsibility.

Practical Recommendations for high, moderate, and low self-monitors:

Become more consciously aware of your self-image and how it affects others.

Top-down approaches Job enrichment

Building achievement, recognition, stimulating work, responsibility, and advancement into a job.

Generational Differences in an Aging Workforce

By 2011, half of the US workforce will be over 50 years of age, and 80% will be over 50 by 2018. The number of people living into their 80s is increasing rapidly, and this group disproportionately suffers from chronic illness.

Layers of Organizational Culture-Observable artifacts

Consist of the physical manifestation of an organization's culture Acronyms, manner of dress, awards, myths and stories, published lists of values, observable rituals and ceremonies, special parking spaces, and decorations

What Contributes to Employee Engagement?

Contextual factors include organizational culture, job security and feelings of psychological safety, leader behavior

Mentoring

Developmental relationships reflects the quality of relationships among the individual and those involved in his developmental network

enhance

Diversity can __________ the number of number of contacts a group or work unit has at its disposal.

GLOBE and the Hofstede Study Masculinity-femininity

Does the person embrace stereotypically competitive, performance-oriented masculine traits or nurturing, relationship-oriented feminine traits?

Practical Recommendations for high self-monitors:

Don't overdo it by evolving from a successful chameleon into someone who is widely perceived as insincere, dishonest, phony, and untrustworthy.

catch

Emotional contagion can literally ________ another person's mood or displayed emotions

customs

Employees bring their societal culture to work with them in the form of _______ and language

Organizational socialization Phase 2 Encounter socialization

Employees learn what the organization is really like and reconcile unmet expectations

Diversity climate

Employees' aggregate perceptions about an organization's policies, practices, and procedures pertaining to diversity

Alderfer's ERG Theory

Existence needs (E) Relatedness needs (R) Growth needs (G)

salient fault lines

Fault lines form when work-group members possess varying demographic characteristics and negative interpersonal processes occur when people align themselves based on _______ _____ _____ or demographic characteristics.

Practical lessons for goal-setting research

Feedback enhances the effect of specific, difficult goals.

Managing racially based diversity

Given the projected increase in the number of Hispanics entering the workforce over the next 25 years, managers should consider progressive methods to recruit, retain, and integrate this segment of the population into their organizations.

Practical lessons for goal-setting research

Goal commitment and monetary incentives affect goal-setting outcomes b. goal commitment-extent to which an individual is personally committed to achieving a goal.

Managerial Implications: Leadership

Good leaders exhibit the following behaviors: Assigning specific tasks to group members Telling others they had done well Setting specific goals for the group

Cultural Dimensions from the GLOBE Project Assertiveness

How confrontational and dominant should individuals be in social relationships?

GLOBE and the Hofstede Study Individualism-collectivism

How loosely or closely is the person socially bonded?

Cultural Dimensions from the GLOBE Project Gender egalitarianism

How much effort should be put into minimizing gender discrimination and role inequalities?

GLOBE and the Hofstede Study Power distance

How much inequality does someone expect in social situations?

Cultural Dimensions from the GLOBE Project In-group collectivism

How much pride and loyalty should individuals have for their family or organization?

Cultural Dimensions from the GLOBE Project Performance orientation

How much should individuals be rewarded for improvement and excellence?

Cultural Dimensions from the GLOBE Project Institutional collectivism

How much should leaders encourage and reward loyalty to the social unit, as opposed to the pursuit of individual goals?

Cultural Dimensions from the GLOBE Project Future orientation

How much should people delay gratification by planning and saving for the future?

Cultural Dimensions from the GLOBE Project Uncertainty-avoidance

How much should people rely on social norms and rules to avoid uncertainty and limit unpredictability?

Cultural Dimensions from the GLOBE Project Humane orientation

How much should society encourage and reward people for being kind, fair, friendly, and generous?

Cultural Dimensions from the GLOBE Project Power distance

How much unequal distribution of power should there be in organizations and society?

GLOBE and the Hofstede Study Uncertainty-avoidance

How strongly does the person desire highly structured situations?

Maslow's Need Hierarchy Theory

Human needs emerge in a predictable stair-step fashion.

Organizational Behavior

Interdisciplinary field dedicated to better understanding and managing people at work

Kelley's Model of Attribution Behavior can be attributed to either:

Internal factors or external behavior

impression

Interviewers make hiring decisions based on their ______ of how an applicant fits the perceived requirements of a job and on the basis of implicit cognition.

environment or culture

It is essential for an organization to create an __________ or ______ that allows all employees to reach their full potential.

behavioral

It is important for managers to accurately identify the _______ characteristics and results indicative of good performance when completing performance appraisals.

Broad

It is important to foster a ________ developmental network because the number and quality of your contacts will influence your career success.

fundamental

It is important to remember that stereotypes are a _______ component of the perception process and we use them to help process the large amount of information that bombards us daily.

influenced

Job and career satisfaction are likely to be _________ by the consistency between an individual's career goals and the type of developmental network at his disposal

older workers

Long-standing age stereotypes depict _____ _______ as less satisfied, not as involved with their work, less motivated, not as committed

possessed

Low self-esteem can be raised more by having a person think of desirable characteristics ______ rather than of undesirable characteristics from which he is free

A Model of Global Corporate Social Responsibility and Ethics

Make a profit consistent with expectations for international businesses to fulfill economic responsibility. Obey the law of host countries as well as international law to fulfill legal responsibility.

differences

Managers need to identify valid individual _________ that differentiate between successful and unsuccessful performers.

Practical lessons from Equity theory

Managers need to pay attention to the organization's climate for justice.

barriers

Managers should remove promotional _______ for men and women, people of color, and persons with disabilities.

behavior

Managers tend to disproportionately attribute ______ to internal causes that can result in inaccurate evaluations of performance, leading to reduced employee motivations.

different

Men and women have ________ attributions regarding the causes of being promoted

Intense Pressure for Results Starts Early because:

Most common is an individual's own desire to "look good" for their bosses, which has been identified as a cause of unethical behavior in lower- and mid-level employees and managers.

Expectancy Theory of Motivation

Motivation boils down to the decision of how much effort to exert in a specific task situation.

Herzberg's Motivator-Hygiene theory

Motivators Hygiene factors

Taking Local Norms and Conduct into Consideration

National culture affects how people think and act about everything, including ethical issues Each culture requires its own ethical analysis, taking local norms into consideration.

Managing Racially Based Diversity

Negative stereotypes not only block qualified people from obtaining promotions, but they can undermine a person's confidence in their ability to lead.

Two sub-components of diversity of developmental relationships

Number of different people the person is networked with Various social systems from which the networked relationships stem

encourages

On-the-job research evidence _________managers to nurture self-efficacy, both in themselves and in others

transfer

One study indicated that managers tended to ______ employees whose poor performance was attributed to a lack of ability

low effort

One study revealed that managers gave employees more immediate, frequent, and negative feedback when they attributed their performance to ___ ______.

Organizational Practices Used to Effectively Manage Diversity

Option 1: Include/Exclude Option 2: Deny Option 3: Assimilate Option 4: Suppress Option 5: Isolate Option 6: Tolerate Option 7: Build Relationships Option 8: Foster Mutual Adaptation

values, attitudes

Organizational culture affects an individual's ________, ethics, ________, assumptions, and expectations

The Process of Culture Change

Organizational members teach each other about the organization's preferred values, beliefs, expectations, and behaviors

information

Organizational socialization Phase 1 Anticipatory socialization involves the __________ people learn about different careers, occupations, professions, and organizations

cannot

Organizations ________ use diversity as a strategic advantage if employees fail to contribute their full talents, abilities, motivation, and commitment.

Practical lessons for goal-setting research

Participative goals, assigned goals, and self-set goals are equally effective.

Organizational Culture Characteristics

Passed on to new employees through the process of socialization Influences our behavior at work Operates at different levels

Social categorization theory says that

People tend to like and trust in-group members more than out-group members and generally favor in-groups over out-groups

engagement

Personal characteristics found or thought to influence employee _______ include positive or optimistic personalities, proactive personality, conscientiousness, PE fit, and being present or mindful.

Employee engagement is caused by a host of variables that can be separated into two categories:

Personal factors and Contextual or work-environment factors.

Needs

Physiological or psychological deficiencies that arouse behavior.

affect

Practical lessons from Equity theory: Employees should be given the opportunity to appeal decisions that ______ their welfare

leadership

Practical lessons from Equity theory: Employees' perceptions of justice are strongly influenced by the ______ behavior exhibited by their managers

decisions

Practical lessons from Equity theory: Managers benefit by allowing employees to participate in making ______ about important work outcomes

group members

Practical lessons from Equity theory: Managers can promote cooperation and teamwork among _____ _______ by treating them equitably

perception

Practical lessons from Equity theory: No matter how fair management thinks the organization's policies, procedures, and reward system are, each employee's _____ of the equity of those factors is what counts.

Bottom-Up approaches Job crafting

Proactive and adaptive employee behavior aimed at changing the nature of one's job.

employees'

Putting the Self-Fulfilling Prophecy to Work means providing frequent feedback that conveys a belief in ________ ability to complete their tasks.

performance

Putting the self-fulfilling prophecy to work entails setting high ________ goals.

achieve

Putting the self-fulfilling prophecy to work is providing employees with the input, information, and resources they need to _____ their goals.

opportunity

Putting the self-fulfilling prophecy to work means giving employees the _______ to experience increasingly challenging tasks and projects.

communicate

Putting the self-fulfilling prophecy to work means managers should ________ by using facial expressions, voice intonations, body language, and encouraging comments that reflect high expectations.

potential

Putting the self-fulfilling prophecy to work means recognizing that everyone has the ________ to increase his or her performance

focused

Putting the self-fulfilling prophecy to work, managers should encourage employees to stay _____ on the present moment and not to worry about negative past events.

master

Putting the self-fulfilling prophecy to work, managers should help employees ______ key skills and tasks.

outstanding

Putting the self-fulfilling prophecy to work, managers should introduce new employees as if they have ____ potential.

Idiosyncratic deals (I-deals)

Represent "employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development."

Withdrawal cognitions

Represent an individual's overall thoughts and feelings about quitting

Organizational socialization Phase 3 Change and Acquisition

Requires employees to master important tasks and roles and to adjust to their work group's values and norms

job satisfaction

Research shows that as age increases so does employees' ___ ____________, job involvement, internal work motivation, and organizational commitment, and older workers are not more accident prone.

Managerial implications

Significant positive correlation between self-efficacy and job performance

Emotional contagion

Someone's bad mood sours your mood

Abilities (Intelligence) and Performance Skill

Specific capacity to manipulate objects.

Practical lessons for goal-setting research

Specific high goals lead to greater performance a. goal specificity-quantifiability of a goal.

Abilities (Intelligence) and Performance Ability

Stable characteristic responsible for a person's maximum physical or mental performance

Psychological capital

Striving for success by developing one's self-efficacy, optimism, hope, and resiliency.

Resiliency

The ability to handle pressure and quickly bounce back from personal and career setbacks.

brainstorm

The existence of diverse perspectives can help groups to ______ or uncover more novel alternatives during problem-solving activities.

Stage 4: Retrieval and Response Decisions are based on:

The process of drawing on, interpreting, and integrating categorical information stored in long-term memory Retrieving a summary judgment that was already made

Human Capital

The productive potential of one's knowledge and actions

Social capital

The productive potential of strong relationships, goodwill, trust, and cooperative effort

Internal focus and integration-Clan culture

Thrust: collaborate Means: cohesion, participation, communication, empowerment Ends: morale, people development, commitment

Competing Values Framework External focus and differentiation-Market

Thrust: compete Means: customer focus, productivity, enhancing competitiveness Ends: market share, profitability, goal achievement

Competing Values Framework Internal focus and integration-Hierarchy

Thrust: control Means: capable processes, consistency, process control, measurement Ends: efficiency, timeliness, smooth functioning

Competing Values Framework External focus and differentiation-Adhocracy

Thrust: create Means: adaptability, creativity, agility Ends: innovation, growth, cutting-edge output

essential

To avoid cultural collisions, background information is _____ when explaining anything.

assume

To avoid cultural collisions, do not ______ the newcomer is self-reliant.

learn

To avoid cultural collisions, high-context workers from abroad need to ______ to ask questions outside their department and function.

trained

To avoid cultural collisions, people on both sides of the context barrier must be ________ to make adjustments.

Practical Insights from Cross-cultural management

Understanding and teaching behavioral patterns in different cultures

Contingency Approach

Using management concepts and techniques in a situationally appropriate manner, instead of trying to rely on "one best way"

Layers of Organizational Culture:

Values concepts or beliefs that pertain to desirable end states, transcend situations, guide selection of behavior and are ordered by relative importance Espoused values represent the explicitly stated values and norms that are preferred by an organization

Practical Research Insights about Work-Family Conflict

Work-family balance begins at home An employer's family-supportive philosophy is more important than specific programs. Informal flexibility in work hours and in allowing people to work at home is essential to promoting work-family balance. Work-family balance begins at home An employer's family-supportive philosophy is more important than specific programs. Informal flexibility in work hours and in allowing people to work at home is essential to promoting work-family balance.

enable

Workforce demographics _________managers to anticipate and adjust for surpluses or shortages of appropriately skilled individuals.

Managing diversity is:

a critical component of creating such an environment.

Golem effect

a loss in performance resulting from low leader expectations.

Avoiding Unrealistic Expectations Realistic job preview are:

a must for future expatriates.

Vroom's Expectancy Theory Instrumentality

a performance - outcome perception

Self-efficacy

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

Societal culture

a set of beliefs and values about what is desirable and undesirable in a community of people, and a set of formal or informal practices to support the values

Process theories include

a. Adam's Equity theory b. Vroom's Expectancy theory c. Goal Setting theory

Hawthorne Legacy:

a. Interviews do not support initial conclusions about positive effect of supportive supervision b. Money, fear of unemployment, managerial discipline and high quality raw materials were responsible for high output

The Human Relations Movement included:

a. Legalization of union-management collective bargaining b. behavioral scientists called more attention to human behavior c. Elton Mayo-Western Electric Hawthorne study

Content theories include

a. Maslow's Need Hierarchy theory b. Alderfer's ERG theory c. McClelland's Need theory d. Herzbert's Motivator-Hygiene theory

A model of global corporate social responsibility and ethics include:

a. economic globalization b. call for improved business ethics c. expanding CSR expectations

McClelland's Need Theory

a.Need for achievement b. Need for affiliation c. Need for power

Cultural intelligence

ability to interpret ambiguous cross-cultural situations correctly

Emotional Intelligence

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

Job satisfaction

an affective or emotional response toward various facets of one's job.

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.

Stereotypes

an individual's set of beliefs about the characteristics or attributes of a group.

Pygmalion effect

another name for self-fulfilling prophecy

Culture shock

anxiety and doubt caused by an overload of new expectations and cues

Avoiding Unrealistic Expectations Cross-cultural training

any type of structured experience designed to help departing employees (and their families) adjust to a foreign culture

Host-country sponsors

assigned to individual managers or families serve as "cultural seeing-eye dogs"

GLOBE (Global Leadership and Organizational Behavior Effectiveness)

attempt to develop an empirically based theory to describe, understand, and predict the impact of specific cultural variables on leadership and organizational processes and the effectiveness of these processes

Self-esteem

belief about one's own self worth based on an overall self-evaluation

Ethnocentrism

belief that one's native country, culture, language, and behavior are superior to all others.

McGregor's Theory Y assumptions:

believed managers could accomplish more through others by viewing them as self-energized, committed, responsible, and creative beings

Intelligence

capacity for constructive thinking, reasoning, and problem solving

Work values

center on the related importance of work and career goals in one's life.

Individualism versus Collectivism Individualistic culture

characterized as "I" and "me" cultures, give priority to individual freedom and choice

Perception

cognitive process that enables us to interpret and understand our surroundings

What does lower-level employees regularly witness in the workplace?

common ethical lapses such as lying about being sick, fudging a report, bullying and sexual harassment, personal use of company equipment, and stealing company property or funds.

Negative inequity

comparison in which another person receives greater outcomes for similar inputs

Positive inequity

comparison in which another person receives lesser outcomes for similar inputs

Emotions

complex, patterned, organismic reactions to how we think we are doing in our lifelong efforts to survive and flourish and to achieve what we wish for ourselves

Best defense of culture shock is

comprehensive cross-cultural training, including intensive language study

Ethics

concerned with right versus wrong, good versus bad, and the many shades of gray in-between supposedly black-and-white issues

Basic assumptions

constitute organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior

Need for achievement

desire to accomplish something difficult

Need for power

desire to influence, coach, teach, or encourage others to achieve

Consistency

determined by judging if the individual's performance on a given task is consistent over time.

Causes of Counterproductive Work Behavior (CWB)

diagnosis of conduct disorder in adolescence, personality traits and job conditions,

Vroom's Expectancy Theory Outcomes

different consequences that are contingent on performance

Why do managers pressure unethical behavior?

due to their own motivations to perform, perceptions that such behaviors are actually acceptable or that no consequences will occur, reward systems that incentivize unethical behaviors, and/or the physical environment facilitates such actions

Organizational citizenship behavior

employee behaviors that exceed work-role requirements

Managing diversity

entails enabling people to perform up to their maximum potential focuses on changing an organization's culture and infrastructure such that people provide the highest productivity possible

Positive effects of diverse work groups is that they are:

expected to do a better job in earlier phases of problem solving.

Value attainment

extent to which a job allows fulfillment of one's work values

Need fulfillment

extent to which the characteristics of a job allow and individual to fulfil his or her needs

Process theories of motivation

focus on explaining the process by which internal factors and cognition influence employee motivation.

Content theories of motivation

focus on identifying internal factors such as instincts, needs, satisfaction, and job characteristics that energize employee motivation.

Stage 3: Storage and Retention Semantic memory

general knowledge about the world, mental dictionary of concepts

Conscientiousness

has the strongest positive correlation with job and training performance

Organizational socialization Phase 2 Encounter socialization-Onboarding programs

help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, and culture and by clarifying work role expectations and responsibilities

Expectancy Theory of Motivation

holds that people are motivated to behave in ways that produce desired combinations of expected outcomes.

Social categorization theory

holds that similarities and differences are used as a basis for categorizing self and others into groups, with ensuing categorizations distinguishing between one's own in-group and one or more out-groups.

Behavioral component

how one intends to act or behave toward someone or something

Stage 3: Storage and Retention Person memory

information about a single individual or groups of people

Stage 3: Storage and Retention Event memory

information about both specific and general events

Family values

involve enduring beliefs about the importance of family and who should play key family roles (e.g., child rearing, housekeeping, and income earning).

Consensus

involves a comparison of an individual's behavior with that of his peers

Distinctiveness

involves comparing a person's behavior on one task with the behavior from other tasks

Top-down approaches Job enlargement

involves putting more variety into a worker's job by combining specialized tasks of comparable difficulty.

Value congruence

involves the amount of value agreement between employee and employer.

Total Quality Management:

involves the continuous improvement of organizational processes, resulting in high-quality products and services.

Equity: satisfaction

is a function of how "fairly" an individual is treated at work

Extraversion

is associated with success for managers and salespeople

Hygiene factors

job characteristics associated with job dissatisfaction

Motivators

job characteristics associated with job satisfaction

Attitude

learned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object.

Gardner's Multiple Intelligences

linguistic, logical-mathematical, musical, body-kinesthetic, spatial, interpersonal, intrapersonal, naturalist

Emotional labor

making true feelings and emotions

Adams' Equity theory of motivation

model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships

Top-down approaches Job rotation

moving employees from one specialized job to another.

Stereotype

not always negative may or may not be accurate

Goal

object or aim of an action

Anticipatory socialization

occurs before an individual joins an organization

Galatea effect

occurs when an individual's high self-expectations for him-or herself lead to high performance.

Discrimination

occurs when employment decisions about an individual are due to reasons not associated with performance or are not related to the job.

Organizational identification

occurs when one comes to integrate beliefs about one's organization into one's identity

Individualism versus Collectivism Collectivist culture

oppositely called "we" and "us" cultures, rank shared goals higher than individual desires and goals

Internal locus of control

people who believe they control the events and consequences that affect their lives

External locus of control

people who tend to attribute key outcomes in their lives to environmental causes, such as luck or fate.

Degree of perceived behavior control

perceived ease or difficulty of performing the behavior and it is assumed to reflect past experience as well as anticipated impediments and obstacles

McGregor's Theory X assumptions:

pessimistic and negative, typical of how managers traditionally perceived employees

Maslow's Need Hierarchy Theory Motivation is a function of which five basic needs?

physiological, safety, love, esteem, and self-actualization

Organizational socialization

process by which a person learns the values, norms, and required behaviors which permit him to participate as a member of the organization

Stage 1: Selective Attention/Comprehension Attention

process of becoming consciously aware of something or someone.

Information/decision-making theory

proposes that diverse groups should outperform homogenous groups.

Cognitive dissonance

psychological discomfort a person experiences when his or her attitudes or beliefs are incompatible with his or her behavior

Motivation

psychological processes cause the arousal, direction, and persistence of voluntary actions that are goal directed.

Expatriate

refers to anyone living and/or working outside their home country

Stereotype threat

refers to the 'predicament' in which members of a social group 'must deal with the possibility of being judged or treated stereotypically, or of doing something that would confirm the stereotype."

Subjective norm

refers to the perceived social pressure to perform or not to perform the behavior

Fundamental attribution bias

reflects one's tendency to attribute another person's behavior to his or her personal characteristics, as opposed to situational factors.

Organizational commitment

reflects the extent to which an individual identifies with an organization and is committed to its goals.

Diversity of developmental relationships

reflects the variety of people in a network used for developmental assistance

Value similarity

relates to the degree of consensus among family members about family values.

High-context cultures

rely heavily on situational cues for meaning when perceiving and communicating with others

Micro aggressions

represent " biased thoughts, attitudes, and feelings" that exist at an unconscious level

Layers of Organizational Culture-Enacted values

represent the values and norms that actually are exhibited or converted into employee behavior Based on observable behavior

Counterproductive work behavior

represent types of behavior that harm employees, the organization as a whole, or organizational stakeholders such as customers and shareholders.

Stage 2: Encoding and Simplification Schema

represents a person's mental picture or summary of a particular event or type of stimulus.

Glass ceiling

represents an absolute barrier or solid roadblock that prevents women from advancing to higher-level positions

Vroom's Expectancy theory

represents an individual's belief that a particular degree of effort will be followed by a particular level of performance.

Implicit cognition

represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness.

Self-serving bias

represents one's tendency to take more personal responsibility for success that for failure.

Diversity

represents the multitude of individual differences and similarities that exist among people

Cultural Perceptions of Time Monochronic time

revealed in the ordered, precise, schedule-driven use of public time that typifies and even caricatures efficient Northern Europeans and North Americans

Discrepancies

satisfaction is a result of met expectations

Dispositional/Genetic Components

satisfaction is partly a function of both personal traits and genetic factors

Cultural Perceptions of Time Polychronic time

seen in the multiple and cyclical activities and concurrent involvement with different people in Mediterranean, Latin American, and especially Arab cultures.

Organizational culture

set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about and reacts to its various environments

Proactive personality

someone who is relatively unconstrained by situational forces and who effects environmental change

Self-fulfilling prophecy

someone's high expectations for another person result in high performance for that person

Stage 1: Selective Attention/Comprehension Salient

something that stands out from context.

Need for affiliation

spend more time maintaining social relationships, joining groups, and wanting to be loved

Workforce demographics are

statistical profiles of the characteristics and composition of the adult working population.

Interpersonal Space Proxemics

study of cultural expectations about interpersonal space

Casual Attributions

suspected or inferred causes of behavior.

Scientific management

that kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning

Sex-role stereotype

the belief that different traits and abilities make men and women particularly well suited to different roles.

Personality: Concepts and controversy

the combination of stable physical and mental characteristics that give the individual his or her identity

Attitude toward the behavior

the degree to which a person has a favorable or unfavorable evaluation or appraisal of the behavior in question.

Existence needs (E)

the desire for physiological and materialistic wellbeing

Growth needs (G)

the desire to grow as a human being and to use one's abilities to their fullest potential

Relatedness needs (R)

the desire to have meaningful relationships with significant others

Cognitive component

the evaluation or belief one has about an object or situation

Self-monitoring

the extent to which a person observes his or her own self-expressive behavior and adapts it to the demands of the situation. chameleons

Affective component

the feelings or emotions one has about an object or situation

Diversity pertains to:

the host of individual differences that make all of us unique and different from others

Total Quality Management-

the organization's culture is defined by and supports the constant attainment of customer satisfaction through an integrated system of tools, techniques, and training.

Vroom's Expectancy Theory Valence

the positive or negative value people place on outcomes

Mentoring

the process of forming and maintaining developmental relationships between a mentor and a junior person

Management

the process of working with and through others to achieve organizational objectives, efficiently and ethically, in the face of constant change.

Counterproductive work behavior

theft, gossiping, backstabbing, drug and alcohol abuse, destroying organizational property, violence, surfing the net for personal use, excessive socializing, tardiness, sabotage, sexual harassment

OB related skills are the:

ticket to ride the virtuous career spiral

E-business

using the Internet to facilitate every aspect of running a business, including the management of virtual teams

Schwartz's Value Theory

values are motivational in that they "represent broad goals that apply across contexts and time there are 10 broad values that guide behavior

Goal

what an individual is trying to accomplish

Internal factors

within a person, such as ability

External behavior

within the environment, such as a difficult task

For OB students, the central feature of management is:

working with and through others

Low-context cultures

written and spoken words carry the burden of shared meanings

Practical recommendations for low self-monitors:

you can bend without breaking, so try to be a bit more accommodating while being true to your basic beliefs. Don't wear out your welcome when communicating.


Set pelajaran terkait

CHAPTER 4 Communicating For Success

View Set

Florida Real Estate Exam Practice Exam Qestions

View Set

CLEET Oklahoma Phase I & II Unarmed Security Guard Test

View Set

ODYSSEY by homer? Chaps 6-10 (tursday quiz)

View Set

Managerial Accounting Exam 2 (chapter 6)

View Set