Org Behavior Final Exam

deep-level diversity

(non-visible) differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better o Personality differences like personal beliefs, goals, past experiences, personality, interpersonal style, attitudes Functional differences like training, work experience, education, knowledge, skills

surface-level diversity

(visible) differences in easily perceived characteristics, such as race, gender, age, ethnicity, or disability, that do not necessarily reflect the ways people think or feel but that may activate certain stereotypes

Pluralism (leveraging differences)

- An environment in which differences are acknowledged, accepted, and seen as significant contributors to the group. o Seeing differences, understanding differences, valuing differences

Group Norms

- Implicit and explicit rules and expectations for member behavior They offer predictability, structure, and efficiency Acceptable standards of behavior within a group that are shared by the group's members

Job Satisfaction (JS)

- Job satisfaction (JS) :A positive feeling about the job resulting from an evaluation of its characteristics

Daniel Pink's Purpose Motive

- Monetary incentives: When do they work? o Mechanical skills and tasks > Higher pay = Higher performance o Cognitive skills (complexity, creativity....) > Higher pay = Lower performance o Pay people enough so that the basic need for pay is satisfied; then, other motivators will kick in Like: Autonomy, Self-direction, challenge, mastery, making a contribution, the 'purpose motive', vs. the 'profit motive

Cognitive dissonance theory

- contradictions (inconsistency) we might perceive between our attitudes and behaviors. Once we do something our attitudes may fall in line with our behavior, we don't like inconsistency so we try to get rid of it. o Ex: I don't like that neighborhood it's trash, *finds out they can't afford anything but that neighborhood and moves in* this neighborhood is great fr

AET Theory: (Affective Events Theory):

- employees react emotionally to things that happen to them at work and this influences job performance and satisfaction. o Emotions provide valuable insights into how workplace events influence employee performance and satisfaction. o Employees and managers shouldn't ignore emotions or the events that cause them, even when they appear minor, because they accumulate.

What is a contingency Theory

- situational factors that moderate the relationship between the independent and dependent variables. Someone's behavior changes depending on who the're talking to

Stages of Group Development

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

The Punctuated-Equilibrium Model

1. The first meeting sets the group's direction 2. The first phase of group activity is one of inertia and thus slower progress 3. A transition takes place exactly when the group has used up half its allotted time 4. This transition initiates major changes 5. A second phase of inertia follows the transition 6. The group's last meeting is characterized by markedly accelerated activity

Self-protection

Acting in ways to protect one's self-interest during change by guarding information or other resources.

Types of Organizational Commitment (Meyer & Allen)

Affective commitment : liking the organization; Continue working for an organization because you agree with it and desire to remain there Continuance commitment : cost of living is too high; Continue working for an organization because you cannot afford to leave Normative commitment : leaving makes you feel guilty; continue working for an organization because you face pressure from others to remain

Stalling

Appearing to be more or less supportive publicly while doing little or nothing privately

reward, coercive, & legitimate =

Compliance

Consequences/Organizational politics may threaten employees:

Decreased Job satisfaction Increased anxiety and stress Increased turnover Reduced performance

Justifying

Developing explanations that lessen one's responsibility for a negative outcome and/or apologizing to demonstrate remorse, or both.

Socialized Power

Directed at helping others Managers should strive for this power

Playing safe

Evading situations that may reflect unfavorably. It includes taking on only projects with a high probability of success, having risky decisions approved by superiors, qualifying expressions of judgment, and taking neutral positions in conflicts.

Types of emotions

Felt: the individual's actual emotions Displayed: required or appropriate emotions

Forming

Getting oriented & getting aquainted

Group Level >Inputs>Processes>Outcomes

Group Inputs: Group Structure Group roles Team responsibilities Group Processes: Communication Leadership Power and politics Conflict and negotiation Group Outcomes: Group Cohesion Group functioning

Factor that shape personality

Heredity (Nature) refers to those factors that were determined at conception. You are the way you are because you were born that way. Environment (Nurture) you are the way you are because of the way you were raised

Individual factors that influence political behavior

High self-monitors Internal locus of control high Machiavellian personality organizational investment perceived job alternatives expectations of success

cognitive style

How we think, the way we process deal with information and make decisions

Organizational Commitment

Identifying with a particular organization and its goals and wishing to maintain membership in the organization.

Individual Level >Inputs>Processes>Outcomes

Individual Inputs: Diversity Personality Values Individual Processes: Emotions and moods Motivation Perception Decision Making Individual Outcomes: Attitudes and stress Task Performance Citizenship behavior Withdrawal behavior

The 3 components of motivations

Intensity- how hard the person tries Direction- effort directed toward and consistent with the organization's goals is the kind of effort we should be seeking Persistence- measures how long a person can maintain effort

5 Power Bases

Legitimate, Coercive, Reward Expert, Referent

Misrepresenting

Manipulation of information by distortion, embellishment, deception, selective presentation, or obfuscation.

Bounded rationality

Most people respond to a complex problem by reducing it to a level at which it can be readily understood. Individuals operate within the confines of bounded rationality. They construct simplified models that extract the essential features.

Substitutablity

One's ability to find another option that works as well as the one offered. "How difficult would it be for me to find another way to this?" The harder it is to find a substitute, the more dependent the person becomes and the more power someone else has over them

The Big 5 model (OCEAN)

Openness to experience- Creative and Flexible Conscientiousness- Responsible, organized, dependable, persistent Extroversion- Outgoing, assertive, sociable Agreeableness- Cooperative (lack of) Neuroticism - (Emotional Stability)- Calm, self-confident, secure

Organizational Level >Inputs>Processes>Outcomes

Organizational Inputs: Structure Culture Organizational Processes: HRM Change practices Organizational Outcomes: Productivity Survival

Procedural Justice

Perceived fairness of process used to determine outcome "I had input into the process used to give raises and was given a good explanation of why I received the raise I did"

Stretching

Prolonging a task so that one person appears to be occupied—for example, turning a two-week task into a 4-month job.

Organizational factors that influence political behavior

Reallocation of resources Promotion opportunities Low Trust Role Ambiguity Unclear performance evaluation system Zero-Sum reward practices Democratic decision making High performance pressures self-serving senior managers

Favorable outcomes of High political behavior

Rewards Averted punishments

Bluffing

Rigorously documenting activity to project an image of competence and thoroughness, known as "covering your rear."

Factors that create dependency

Scarcity, Importance, Substitutability

The 'Global Mindset'

Team members are expected to have the capacity to appreciate and to contribute to heterogeneous organizations people and teams

Power and Dependency

The General Dependency Postulate-When you possess anything others require but that you alone control, you make them dependent upon you and, therefore, you gain power over them.-Dependence, then, is inversely proportional to the alternative sources of supply.

Salience

The quality of being particularly noticeable or important; prominence. It stands out to you.

Scarcity

The uniqueness of a resource. The more difficult something is to obtain, the more valuable it tends to be.

Importance

The value of the resource. If the resources or skills you control are vital to the organization, you will gain some power. If Kecia is the only person who knows how to fill out reimbursement forms, it is important that you are able to work with her, because getting paid back for business trips and expenses is important to most of us.

Person-Organization fit

Theory that people are attracted to and selected by organizations that match their values and leave when there is no compatibility

Prevention

Trying to prevent a threatening change from occuring

Herzberg's Theory of Motivation

Two factor theory-theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction Motivating factors- associated with job satisfaction, which affects the job content or the rewards of work performance: quality of supervision, pay, company policies, physical work conditions, and relationships with others, promotions, recognition, achievement Cause satisfaction or no satisfaction but not dissatisfaction. Hygiene factors- associated with job dissatisfaction which affect the job context in which ppl work company policy/administration, supervision, salary. When these factors are adequate in a job, placate workers. People will not be dissatisfied

fundamental attribution error

We have a tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors. *When you are judging someone else's behavior/Not your Own

emotional intelligence

a person's ability to: Perceive emotions in the self and others Understand the meaning of these emotions Regulate one's emotions accordingly in a cascading model

Situation Strength Theory

a theory indicating that the way personality translates into behavior depends on the strength of the situation Weak versus strong situations Strong situations show us what the right behavior is, pressure us to exhibit it, and discourage the wrong behavior Weak situations "anything goes" and thus we are freer to express our personality in behavior o The four Cs Clarity: the degree to which cues about work duties and responsibilities are available and clear Consistency: the extent to which cues regarding work duties and responsibilities are compatible with one another Constraints: the extent to which individuals' freedom to decide or act is limited by forces outside their control Consequences: the degree to which decisions or actions have important implications for the organization or its members, clients, suppliers, and so on

Political Skill

ability to influence others to enhance their own objectives. The politically skilled are more effective users of all the influence tactics.

Enacted Values

actually values/norms the org has the values that organization members perceive to be actually valued by the organization, the values and norms that actually are exhibited or converted into employee behavior

Organizational Justice

an overall perception of what is fair in the workplace, " I think this is a fair place to work" composed of distributive, procedural, and interactional justice

Defensive behaviors

avoiding action, avoiding blame, avoiding change

Playing dumb

avoiding an unwanted task by falsely pleading ignorance or inability

Values

basic convictions about what is right and wrong

Avoiding Blame

buffing, playing safe, justifying, scapegoating, misrepresenting

Components of an attitude

cognitive ( I think) , affective (I feel) , behavioral (I do) - are evaluative statements—either favorable or unfavorable—about objects, people, or events.-They reflect how we feel about something. Cognition -( I think) The description or belief in the way things are Affect -(I feel) Is the emotional or feeling segment of an attitude Behavior - (I do) The intention to behave a certain way towards someone or something

Norming

conflicts resolved, relationships develop, unity emerges

Task Significance

degree to which a job affects the lives or work of other people

Autonomy

degree to which a job provides a worker freedom, independence, and discretion in scheduling work and determining the procedures for carrying it out

Feedback

degree to which carrying out work activities generates direct and clear information about your own performance

Personalized Power

directed at helping oneself

Temperament

emotions we have in reaction to certain situations, everyone's different

Issues around the 'nature-nurture' debate

genes and environment react together to make our personalities, you can't separate them

Surface acting

hiding feelings and foregoing emotional expressions in response to display rules

Storming

individual personalities and roles emerge

Three levels of analysis

inputs, processes, outcomes

Expert & referent =

internalization

Formal (Structural Power Bases)

least effective but most likely used Legitimate, Coercive, Reward

Personal Power

most effective power bases based on interpersonal attraction Expert, Referent

How Job satisfaction differs across facets

o Most people dissatisfied w !promotions! and pay o Most people satisfied w work itself, coworkers/supervisors, and overall job

Job Satisfaction Facets

o Supervisor relationships o Communication o Compensation o Job security o #1 FEELING USEFUL! Being able to use skills/abilities

Potential advantages of diversity for teams, and for the organization

o Wider appreciation of differences o Enhanced communication-competence with external stakeholders o Long term sustainability and viability of team o Broader array of alternatives for decision-making o Better solutions to complex problems o Social identity based on team affiliation, not in-group outgroup divisions

Avoiding Action

overconforming, buck passing, playing dumb, stretching, stalling

Distributive Justice

perceived fairness of outcome "I got the pay raise I deserved"

Sources of emotions and moods

personality, time of day, day of the week, weather, stress, social activities, sleep, exercise, age, sex

Scapegoating

placing the blame for a negative outcome on external factors that are not entirely blameworthy

Adjourning

preparing for disbandment

Avoiding Change

prevention, self-protection

Espoused Values

publicly stated values of an org the values that an organization or person states that it believes in and is desired, often seen in mission statements, presentations, taglines, etc.

Power

refers to a capacity that A has to influence the behavior of B, so that B acts in accordance with A's wishes. -Power may exist but not be used. Probably the most important aspect of power is that it is a function of dependence.-A person can have power over you only if he or she controls something you desire.

Interactional Justice

sensitivity to the quality of interpersonal treatment "When telling me about my raise, my supervisor was very nice and complimentary"

The 5 Core job dimensions in the job characteristics model

skill variety Task identity Task significance autonomy feedback

Performing

solving problems and completing the assigned task

Overconforming

strictly interpreting your responsibility by saying things like "the rules clearly state..." or "this is the way we've always done it"

Skill Variety

the degree to which a job requires a variety of different activities

Task identity

the degree to which a job requires completion of a whole and identifiable piece of work

Impression management

the process by which individuals attempt to control the impression others form of them o -Mostly high self-monitors. o Impressions people convey are not necessarily false - they might truly believe them. o Intentional misrepresentation may have a high cost. o The effectiveness of IM depends on the situation.

Motivation

the processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal

Satisficing

they seek solutions that are satisfactory and sufficient.

Goals of OB

to predict, explain, and control/influence people in organization's behaivor

Buck passing

transferring responsibility for the execution of a task or decision to someone else

Deep Acting

trying to modify true inner feelings based on display rules

Influence tactics

· Legitimacy: Relying on your authority position or saying a request accords with organizational policies or rules. · Rational persuasion: Presenting logical arguments and factual evidence to demonstrate a request is reasonable. · Inspirational appeals: Developing emotional commitment by appealing to a target's values, needs, hopes, and aspirations. · Consultation: Increasing the target's support by involving him or her in deciding how you will accomplish your plan. · Exchange: Rewarding the target with benefits or favors in exchange for following a request. · Personal appeals: Asking for compliance based on friendship or loyalty. · Ingratiation. Using flattery, praise, or friendly behavior prior to making a request. · Pressure: Using warnings, repeated demands, and threats. · Coalitions: Enlisting the aid or support of others to persuade the target to agree.

How Power may Corrupt

· Power can lead people to place their own interests ahead of others. Powerful people may react, especially negatively, to any threats to their competence. Power can lead to overconfident decision making. Power doesn't affect everyone in the same way, and there are even positive effects of power.

Political Behavior

· activities that are not required as part of one's formal role in the organization, but that influence the distribution of advantages within the organization. o Outside of one's specified job requirements. o Encompasses efforts to influence decision- making goals, criteria, or processes. o Includes such behaviors as withholding information, whistle-blowing, spreading rumors, and leaking confidential information.

Attributions (internal and external):

· suggests that when we observe an individual's behavior, we attempt to determine whether it was internally or externally caused. Internal: those that are believed to be under the personal control of the individual External: resulting from outside causes

Paradox of forms of power

•Least effective = most likely ones used by managers