Organizational Behavior Chapter 1-4

Schwartz model

Openness to change- pursue innovative ways conservative- preserve status quo self enhancement- self interest self transcendence- promote welfare to others

Increasing workforce diversity: Surface level Vs Deep levels

Surface level: race, gender, ethnicity, age Deep level: personality, beliefs, values, attitudes

job satisfaction increases customers loyalty

because affects mood, reduces turnover

Absorptive capacity

firms ability to identify, assimilate, transform and apply valuable external knowledge

distress consequences

physiological- cardiac disease, headaches behavioral- work performance, absenteeism psychological- dissatisfaction, moodiness, depression

MBTI/ Ms. Senior

reason mbti is used: self understanding, leadership, relationship, career planning, communication measures: doesnt measure, sorts prefernce doesnt measure: IQ, normalcy, emotions 4 dimensions: -energy: energized by ppl (E), or thoughts (I) - information: sensing vs intuition - decisions: feeling vs thinking - lifestyle: judging vs perceiving

stress management strategies

remove stressors withdraw from stressor change stress perception social support control stress consequences

3 dimensions that define self evaluation

self esteem- how satisfied we are w self self efficacy- belief in our ability, motivation to complete a task locus of control- belief about personal control over life events

triple bottom line

thrive in market place (economics), while improving society and environment

self fulfilling prophecy

when our perceptions of a person cause that person to act in a way that is consistent with those expectations

Globaliztion

- economic, social and cultural connectivity with people in other parts of the world - increases work intensification, reduce job security and work life balances in developing countries

4 organizational learning processes

Acquisition- learning, experimenting, scanning sharing- communication, training, observation use- awareness, sense making, autonomy storage- memory, documentation, database

FIVE factor model: CANOE

Conscientiousness- organized, dependable, goal focused, disciplined Agreeableness- trusting, helpful, flexible, considerate, tolerant, selfless Neuroticism- anxious, insecure, self consiouss Openness to experience- imaginative, creative Extroversion- talkative, energetic, sociable, assert

EVLN model: reaction to job dissatisfaction

Exit, voice, loyalty, neglect

MARS model

Motivation- direction (where effort is steered) , intensity (effort) , persistence (length) Ability- aptitudes, capability to do job Role perception- what their task/ job is Situational factors- time, people, budget

emotional inelligence

abilities to perceive and express and understand emotion in yourself and others and help them

stress

adaptive response to situations perceived as challenging or threatening to well being.

self verification implicaitons

affects the perceptual process because employees are more likely to remember info that is consistent with self concept

stereotyping

assigning traits to people based on social category membership

selective attention process:

attending to some information recieved by senses and ignoring other information

external attribution

behavior caused by environment

corporate social responsibilty

benefit society and environment beyond firms immediate financial interests, contract with society

stereotyping occurs because:

categorical thinking, enhances our self concept, anticipate others behavior

workplace stressors

causes of stress. harassment, work overload, low task control

forms of intellectual capital

companys stock of knowledge, including human capital, relationship capital and structural capital

self concepts 3 C dimensions:

complexity- multiple selves consistency- established selves, similar traits clarity- clearly defined self concept

emotional dissonance

conflict between true and required emotions - surface acting: pretend to feel expected emotions, stressful - deep acting: visualizing reality differently

rules for attribution

consistency- did this person act this way in past distinctiveness- does this person act this way in other situations consensus- do other people act this way in this situation

values

define right and wrong, good or bad, evaluate beliefs that guide our preference

emotional labor

effort, planning and control needed to express organizationally desired emotions during interpersonal transactions - display rules: when to show emotions and when to hide them

lean management

eliminate any waste of time, effort or money by cutting out steps that dont create value

job burnout process

emotional exhaustion- lack of energy cynicism- indifferent attitude towards work reduced feelings of personal accomplishment: diminished confidence

virtual work

employees use info technology to perform their jobs away from work place

organizational effectiveness

fits with external environment, internal subsystems, emphasis on organizational learning, ability to satisfy stakeholders

Motivation

forces within that affect direction, intensity and persistence of voluntary behavior

perceptual effects

halo effect- one trait effects perception false consensus- overestimate how many others have similar traits like ours primacy effect- opinion based on first impression recency effect- most recent info

workaholism

highly involved in work, feels inner pressure, low enjoyment of work, compulsive

values incongruency impact

how similar a persons values hierarchy is to the values hierarchy of the company

self concept

individuals self beliefs and self evaluation. Who am i?

mental models

internal representations of the external world, helps make sense of situations, fill in pieces

organizational learning perspective

knowledge management, (acquire, share, use and store knowledge)

conditions strengthening values and behavior:

mindful of our values have logical reasons to apply value situation allows/ encourages values enactment

general adaptation syndrome

model of the stress experience alarm reaction- resistance- exhaustion-

confirmation bias

non conscious tendency fro people to screen out information that is contrary to their decisions, beliefs, values

categorical thinking

noncouncious process of organizing people and objects into preconceived categories that are stored in LTM

personality

pattern of thoughts, emotions, behavior that characterize a person along with the psychological processes behind those characteristics - external traits: observed behaviors - internal states: thoughts, values, beliefs

Work life balance

people can minimize conflict between work and nonwork demands

social identity theory

people define themselves by the groups to which they belong. group status is important

attribution

people use information to make inferences about the causes of behavior or events

stakeholder perspective

personalizes the open system perspective, identifies specific people, they are dynamic, can be negotiated, satisfy interests of stakeholders - challenges: have conflicting interests, cant satisfy all

Telecommunicating:

positive: ability to work more hours a week from home, increase productivity challenges: lack of sufficient space, reduce promotion opportunities

perception

process of receiving info about and making sense of the world around us

emotions

psychological, behavioral and physiological episodes that create a state of readiness

4 Selves:

self enhancement- promoting/ protecting positive self view self verification- affirming our existing self concept self evaluation- evaluate self through self esteem, LOC social self- define ourselves in terms of group membership

Organizational behavior

study of what people think, feel and do in an organization

Open systems perspective

views organizations as complex organisms that live within an external environment

individualism

we value independence and personal uniqueness

collectivism

we value our duty to groups to which we belong to and to group harmony

cognitive dissonance

when feelings, behavior, beliefs are congruent

internal attribution

whether an observed behavior is caused by characteristics of the person (motivation, ability)

high performance work practices

workplace practices that leverage the potential of human capital - employee involvement & job autonomy - employee competence (train, selection