Exam 1: Chapters 1, 3, 4, and 7

Emotional Intelligence (EQ)*

An interpersonal capability that includes the ability to perceive and express emotions, to understand and use them, and to manage emotions in oneself and other people

True or False: Gain-sharing programs usually reward all team members from all teams based on the performance of one particular team.

False

Authoritarianism

The belief that power and status differences are appropriate within hierarchical social systems such as organizations

Tolerance for Risk (Risk Propensity)

The degree to which a person is comfortable with risk and is willing to take chances and make risky decisions

Person-group fit

The extent to which an individual fits with the workgroup's and supervisor's work styles, skills, and goals

Locus of Control

The extent to which one believes one's circumstances are a function of either one's own actions or of external factors beyond one's control

Person-Job Fit

The fit between a persons abilities and the demands of the job, and the fit between a persons desires and motivations and the attributes and rewards of a job

Person-vocation Fit

The fit between a persons interest, abilities, values, and personality and a profession

Person-organization Fit

The fit between an individuals values, beliefs, and personality. And the values, Norms, and culture of the organization

Social loafing

The tendency of some members of groups to put forth less effort in a group than they would when working alone

Attribution

The way we explain the causes of our own as well as other peoples behaviors and achievements, and understand why people do what they do

Smoking and alcohol abuse are ____ consequences of too much stress at work.

behavioral

Individuals with an _______________ locus of control have less task motivation than those with the opposite locus of control.

external

The five ___________________________________ are composition, size, norms, informal leadership, and cohesiveness.

group performance factors

Employee engagement

heightened emotional and intellectual connection that an employee has for their job, organization, manager, or coworkers, that in turn influences them to apply additional discretionary effort to their work •Engaged employees give their full efforts to their jobs, often going beyond what is required because they are passionate about the firm and about doing their jobs well •Disengaged employees do not preform close to their potential capabilities

A person's ____________________ is an indicator of his or her efficiency and is measured in terms of the products or services created per unit of output.

productivity

If a hiring manager is interviewing someone who reminds him of himself when he was just starting out, he may assume that the candidate also shares his values, work ethic, and abilities. This is an example of what phenomenon?

projection

What term refers to attributing our own characteristics to other people?

projection

Products and services, profits and losses, and employee behaviors are all types of ____________________ that an organizational system releases to the environment.

outputs

Explain Type A and Type B personality profiles. How are they relevant in the workplace?

A person that has a type A personality profile is someone who is impatient, competitive, ambitious, and uptight. A person that has a type B personality profile is someone who is more relaxed, easygoing, and less overtly competitive than type A personalities. They are relevant in the workplace because type A personalities often have higher job performance than type B personalities, but type A personalities are also more prone to stress and coronary heart disease. When an individual understands their personality type as well as their coworkers and boss, they can better understand and manage the potential source of work conflicts. When an individual recognizes their personality type they can identify work situations that are a good fit for them.

Self- Efficacy

A persons confidence in their ability to organize and execute the courses of action necessary to accomplish a specific task

The "Big Five" Personality Traits

A set of 5 fundamental traits that are especially relevant to organizations o Agreeableness: the ability to get along with others o Conscientiousness: refers to an individual being dependable and organized o Neuroticism: characterized by a persons tendency to experience unpleasant emotions such as anger, anxiety, depression, and feelings of vulnerability o Extraversion: the quality of being comfortable with relationships o Openness: the capacity to entertain new ideas and to change as a result of new information

Machiavellianism

A trait causing a person to behave in ways to gain power and control the behavior of others

Self-fulfilling prophecies (Pygmalion effect)

Any positive or negative expectation about circumstances, events, or people that may affect a person's behavior toward them in a manner that causes those expectations to be fulfilled. o Ex. An employer who expects the employees to be disloyal and shirkers, will likely treat them in a way that will elicit the very response he or she expects

Competitive Advantage

Anything that gives a firm an edge over rivals in attracting customers and defending itself against competition

A group of department managers who meet periodically to establish corporate policy is an example of which type of group?

Command

The five group performance factors

Composition, Size, Norms, Cohesiveness, Informal leadership

Type A Personality

Impatient, competitive, ambiguous, and uptight

Which of the following is NOT one of the suggested steps for time management?

Impression management

Social responsibility (Corporate Social Responsibility)

Individuals and companies have a duty to act in the best interests of their environment and society as a whole. Social responsibility, as it applies to business, is known as corporate social responsibility (CSR). Many companies, such as those with "green" policies, have made social responsibility an integral part of their business models.

Realistic job previews (RJPs)

Involve the presentation of both positive and potentially negative information to job candidates

Bullying Personality

Machiavellianism

The personality trait of ____________________________ may lead to workplace bullying.

Machiavellianism

Type B Personality

More relaxed and easy going and less overtly competitive than type A

The following explanation helps individual understand their preference according to ____________________. Sensing (S)/Intuition (N): Sensing people are detail oriented. They want and trust facts. Intuitive people seek out patterns and relationships among the facts they have learned. They trust their intuition and look for the "big picture."

Myers-Briggs Type Indicator

__________ commitment is defined as feeling obliged to stay with an organization for moral or ethical reasons

Normative

___________ can be defined as the study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself

Organizational behavior

Self-Esteem

Our feelings of self-worth and our liking or disliking of ourselves

_______________________ is the fit between a person's abilities and the demands of the job, and the fit between a person's desires and motivations and the attributes and rewards of a job.

Person-job fit

___________________ is the relatively stable set of psychological attributes that distinguish one person from another.

Personality

The presentation of both positive and potentially negative information to job candidates is call a ________________________. The goal is not to deter candidates, but rather to provide accurate information about the job and organization and build trust.

Realistic Job Preview (RJP)

Tolerance for Ambiguity

Reflects the tendency to view ambiguous situations as either threatening or desirable

Work Place Bullying

Repeated mistreatment of another employee through verbal abuse, conduct that is threatening, humiliating, or intimidating; or sabotage that interferes with the other persons work

____ is the process of screening out information that we are uncomfortable with or that contradicts our beliefs.

Selective perception

Explain The "Big Five" Framework trait of conscientiousness. With regard to work, what is this trait a predictor of generally?

The "Big Five" trait conscientiousness refers to an individual being dependable and organized. An individual can either fall on the high end of the scale, meaning that they are organized, detail-orientated, responsible, and dependable; or they can fall on the low end of the scale meaning that they are prone to missing details, over look various tasks, are unorganized, and less dependable. If an individual falls on the high end of the scale they are valued and wanted by employers. Being conscientious is a good trait to have for the work environment as it is a predictor that the worker will be organized, responsible, and dependable.

Group think

When a groups overriding concern is a common decision rather than critical analysis of alternatives

General Self-Efficacy

Your generalized belief that you will be successful at whatever challenges or tasks you might face

Informal leadership

a person who engages in leadership activities but whose right to do so has not been formally recognized by the organization or group •they are powerful because they draw from reverent or expert power

Group norms

a standard against which the appropriateness of a behavior is judged •They determine the behavior expected in a certain situation •Serve 4 purposes: •Help the group survive •They simplify and make more predicable the behaviors expected of group members •Help the group avoid embarrassing situations •Express the central values of the group and identify the group to others

One of the primary differences between attitudes and personality is that

attitudes are not as stable as personality attributes.

How people explain the causes of their own as well as other people's behaviors and achievements is called ___________.

attribution

An example of an intrinsic work value is _______________

challenging work

Successfully reaching goals often increases the ____________________ of a group because people are proud to be identified with a winner and to be thought of as competent and successful.

cohesiveness

A ________ is anything that gives a firm an edge over rivals in attracting customers and defending itself against competition

competitive advantage

Group ____________________ describes the degree of similarity or difference among group members.

composition

Evaluating performance and verifying inventory levels are examples of

controlling

A homogeneous group tends to be LESS productive than a heterogeneous group in situations where

creativity is required.

Shortly after implementation, team performance often ____ before returning to previous levels.

declines

Planning is the process of

determining the organization's desired future position and deciding how best to get there.

A manager's ability to develop solutions to problems is determined by her

diagnostic skills

Perceptions are ____________ to change once they are formed.

difficult

During the ____ phase of team implementation, teams usually long for a system that resembles the old organizational structure

leader-centered teams

Competitive strategies

o Cost leadership strategy: striving to be the lowest cost producer for a particular level of product quality •Ex. Walmart o Focused cost leadership strategy (operational excellence): maximizing the efficiency of the manufacturing or product development process to minimize costs •Ex. Dell Computer o Differentiation strategy: developing a product or service that has unique characteristics valued by customers (can charge a premium price) •Ex. Apple - usability o Focused differentiation strategy (Specialization): focusing on a narrow market segment or niche and perusing either a differentiation or cost leadership strategy within that market segment •Ex. Differentiation- Bitty and Beaus or Lulu

The benefits of teams

o Fosters creativity and learning o More ideas o Higher productivity o More minds thinking together to create a better idea rather than alone o Faster o Supports communication o Creates a support network o Blends complementary strengths o Reduced costs- make fewer mistakes o Enhanced performance

What is the study of organizational behavior? What 3 things does it involve?

o The study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself. o It helps explain and predict how people and groups interpret events, react, and behave in organizations and describes the role of organizational systems, structures, and process in shaping behavior. •3 things it involves: •Human behavior in an organizational setting •The interference between human behavior and the organization •The organization itself

Dysfunctional behaviors

o Those that detract from, rather than contribute to, organizational performance •Ex. Absenteeism and turnover or theft and sabotage or harassment

Attribution errors

o Fundamental attribution error: our tendency to explain someone's behavior based on internal factors, such as personality or disposition, and to underestimate the influence that external factors, such as situational influences, have on another person's behavior. •Ex. We might explain the fact that someone is unemployed based on his character, and blame him for his plight, when in fact he was recently laid off due to a sluggish economy o Self-serving bias: any cognitive or perceptual process that is distorted by the need to maintain and enhance self-esteem, or the tendency to perceive oneself in an overly favorable manner •The common habit of a person taking credit for positive events or outcomes, but blaming outside factors for negative events. •Goes with the internal locus of control •Ex. A student gets a good grade on a test and tells herself that she studied hard or is good at the material. She gets a bad grade on another test and says the teacher doesn't like her or the test was unfair. •Ex.Athletes win a game and attribute their win to hard work and practice. When they lose the following week, they blame the loss on bad calls by the referees

Link between perception, attitude and behavior (basics):

o Good perceptions will generate positive attitudes, which will then lead to good behavior and job performance, creating more productivity and a better business o Bad perceptions will generate negative attitudes, which will then lead to bad behavior and job performance, creating less productivity and not so good business

Managing and controlling stress (individual, organizational, work-life balance)

o Individually: •Exercise •Relaxation (vacations, breaks, meditation) •Work on time management skills (make a list every morning of things that need to be done and categorize them into critical, important, and optional or trivial) •Work on role management skills (learning when to ask for help when needed and when to say no) •Develop and maintain support groups (hanging with friends and family) o Organizationally: •Institutional programs: are undertaken through established organizational mechanisms (workloads assigned, scheduling properly, and allowing vacation time) •Collateral programs: an organizational program specifically created to help employees deal with stress (stress management programs, health promotion programs, etc.) o Work-life balance: interrelationships between a persons work life and personal life •Find a balance that fits your life ...if not stress forms

Withdrawal behaviors

o Lateness, drug abuse, grievances, and retirement decisions o The two most significant forms of withdrawal are absenteeism and quitting o Stress can result in withdrawal

What are the benefits to organizations that implement OB principles?

o More effective and successful o The companies preform better o Reduces absenteeism and turnover o Increase productivity and customer service o Helps the manager carry out their jobs more effectively

Describe the management process. Describe the four components

o Planning: determining an organizations desired future position and the nest means of getting there o Organizing: designing jobs, grouping jobs into units, establishing patterns of authority between jobs and units o Leading: getting the organization's members to work together towards the organization's goals o Controlling: monitoring and correcting the actions of the organization and its members to keep them directed toward their goals

Connecting Individual behavior to workplace outcomes

o Productivity: a narrow indicator of a persons efficiency •Measured in terms of the products or services created per unit of input •Ex. Billy makes 100 parts, Sara makes 90 ... Billy is more productive o Performance: It is comprised of all work related behaviors (how the work is done) •Ex. positive attitude, showing up on time, staying late, helping others o Commitment: how likely they are to stay with the organization •Ex. A committed person will see themselves as a true member of the organization, overlooks minor sources of dissatisfaction, and see themselves as remaining a member of the organization

Job satisfaction

o Reflects our attitudes and feelings about our job o It strongly influenced by our personality, values, other attitudes, and the work itself o When there is a positive relationship between job satisfaction and job performance

Common perceptual distortions:

o Stereotypes: the process of categorizing or labeling people on the basis of a single attribute o Halo effect: when we form a general impression about something or someone based on a single characteristic •Ex. Sue is a high performer so you assume she is intelligent and energetic o Selective perception: the process of screening out information that we are uncomfortable with or that contradicts our beliefs o Projection: when we project our own characteristics onto other people •Ex. When a hiring manager is interviewing someone who reminds him of himself he may assume that the candidate also shares his values, work ethic, and abilities o Contrast effect: when we evaluate our own or another persons characteristics through comparison with other people we have recently encountered who rank higher or lower on the same characteristics. •Ex. After encountering Sue, if we see an average cashier, we might evaluate him as below average because we thought so highly of sues performance (even though he is not below average) o First impression bias (and impression management): when one person first encounters another person and forms a mental image of that person •If you find yourself making negative assumptions about someone you have just met, it can be a good idea to quickly look for positive information that disconfirms your negative assumptions before they become too strongly held.

Management skills

o Technical skills: Skills necessary to accomplish specific tasks within the organization •Ex. Writing a press release for Halliburton(news) o Interpersonal skills: The ability to effectively communicate with, understand, and motivate individuals and groups •Ex. The manager demonstrates respect and dignity o Conceptual skills: Having the ability to think in the abstract, "big picture" seeing opportunity where others see road blocks or problems o Diagnostic skills: The ability to understand cause and effect relationships and to recognize the optimal solutions to problems

Organizational citizenship

o The behavior of individuals that makes a positive overall contribution to the organization (as a whole) •More than just productivity ...ex. Staying late, helping others

What else shapes individual characteristics

o The role of the situation •Ex. May be an extroverted person in nature, but in a situation like a lecture or an important meeting they are more quite and reserved

Organizational commitment

reflects the degree to which an employee identifies with the organization and its goals and wants to stay with the organization •Affective commitment: positive emotional attachment to the organization and strong identification with its values and goals •Ex. Employees of a children's hospital may be affectively committed to the organization because of its goal to provide top-quality health care to kids •They stay because they want to •Normative commitment: feeling obligated to stay with an organization for moral or ethical reasons •Ex. An employes who has just finished an MBA paid for the firm might feel a moral obligation to stay with the employer for at least a few years to repay the debt o They stay with the organization because they feel they should •Continuous commitment: staying with an organization because of perceived loss in economic and/or social costs involved with leaving •Stay with organization because they feel they have to

Businesses pursuing a ______________ strategy focus on a narrow market segment or niche

specialization

According to Michael Porter, to have a competitive advantage, a company must ultimately be able to give customers _______________

superior value for their money

The two essential issues that must not be overlooked when implementing teams are

team performance and top management support.

An engineer who can solve complex mathematical equations on the job has strong

technical skills

Group composition

the degree of similarity or difference among group members on factors important to the groups work •When a task requires cooperation and speed, a homogenous group is desirable •When a task requires complex analysis of info and creativity to arrive to the best solution possible, a heterogeneous group is desirable because it generates a wide range of viewpoints

Group cohesiveness

the extent to which a group is committed to staying together •Highly cohesive groups are more effective at achieving their goals •Can be increased by competition or the presence of an external threat, successfully reaching goals, and high emotional intelligence

Group size

the number of people in the group •Can have an important effect on performance •A group with many people has more resources available and may be able to complete a large number of relative tasks... also produce more ideas •Large groups are more formalized •Tend to set agendas •Large groups promote social loafing •The most effective group size is determined by the group members ability to interact and influence each other effectively

Perception

the set of processes by which an individual becomes aware of and interprets information about the environment