Organizational Behavior Exam 1: Chapters 1-6

Outcomes

Key factors that are affected by some other variables

Interpersonal Roles

Includes figurehead role, leadership role, and the liaison role

Emotional Dissonance

Inconsistencies between the emotions people feel and the emotions they project

Emotions

Intense feelings that are directed at someone or something

Sources of Emotions and Moods

-Personality -Day of the week/ Time of Day -Weather -Stress -Social Activities -Sleep -Exercise -Age -Sex

Arguments Against Emotional Intelligence

-Researchers do not agree on definitions -Cannot be measured -It is nothing more than personality with a different label

Factors in the Situation

-Time -Work Setting -Social Setting

Managerial Activities

-Traditional management -Communication -Human resource management -Networking

Uncertainty Avoidance

A national culture attribute that describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them

Emotional Labor

A situation in which an employee expresses organizationally desired emotions during interpersonal transactions at work

General Mental Ability (GMA)

An overall factor of intelligence, as suggested by the positive correlations among specific intellectual ability dimensions

Intuitive Decisions Making

An unconscious process created out of distilled experience

Stress

An unpleasant psychological process that occurs in response to environmental pressures

Cognitive Dissonance

Any incompatibility between two or more attitudes or between behavior and attitudes

Reflected Best-Self

Asking employees to think about when they were at their "personal belt" in order to understand how to exploit their strengths

Deep Acting

Trying to modify one's true inner feelings based on display rules

Intimidation

Overt threats or bullying directed at members of specific groups of employees

Effectiveness

The degree to which an organization meets the needs of its clientele or customers

Affective Component

The emotional or feeling segment of an attitude

Group Cohesion

The extent to which members of a group support and validate one another while at work

Anthropology

The study of societies to learn about human beings and their activities

Illusory Correlation

The tendency of people to associate two events when in reality there is no connection

Selective Perception

The tendency to selectively interpret what one sees on the basis of one's interests, background, experience, and attitudes

Major Job Attitudes

These include job satisfaction, job involvement, organizational commitment, perceived organizational support, and employee engagement

Factors in the Target

-Novelty -Motion -Sounds -Size -Background -Proximity -Similarity

Most Common Biases in Decision-Making

-Overconfidence bias -Anchoring Bias -Confirmation Bias -Availability Bias

Major Disciplines that Contribute to the OB Field

-Psychology -Social psychology -sociology -Anthropology

6 Steps in Rational Decision-Making Model

1. Define the problem 2. Identify the decision criteria 3. Allocate weights to the criteria 4. Develop the alternatives 5. Evaluate the alternatives 6. Select the best alternative

Affect

A broad range of feelings that people experience

Organization

A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals

Rational Decision-Making Model

A decision-making model that describes how individuals should behave in order to maximize some outcome

Problem

A discrepancy between the current state of affairs and some desired state

Organizational Behavior

A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization's effectiveness.

Leading

A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.

Intuition

A gut feeling not necessarily supported by research

Value System

A hierarchy based on a ranking of an individual's values in terms of their intensity

Affective Events Theory (AET)

A model that suggests that workplace events cause emotional reactions on the part of employees, which then influence workplace attitudes and behaviors

Negative Affect

A mood dimension that consists of emotions such as nervousness, stress, and anxiety at the high end and relaxation, tranquility, and poise at the low end

Positive Affect

A mood dimension that consists of specific positive emotions such as excitement, self-assurance, and cheerfulness at the high end and boredom, sluggishness, and tiredness at the low end

Collectivism

A national culture attribute that describes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them

Individualism

A national culture attribute that describes the degree to which people prefer to act as individuals rather than as members of groups

Power Distance

A national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally

Masculinity

A national culture attribute that describes the extent to which the culture favors traditional masculine work roles of achievement, power, and control. Societal values are characterized by assertiveness and materialism

Long-Term Orientation

A national culture attribute that emphasizes the future, thrift, and persistence

Short-Term Orientation

A national culture attribute that emphasizes the past and present, respect for tradition, and fulfillment of social obligations

Femininity

A national culture attribute that indicates little differentiation between male and female roles; a high rating indicates that women are treated as the equals of men in all aspects of the society

The Big Five Personality Model

A personality assessment model that taps five basic dimensions: extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience)

Extraversion

A personality dimension describing someone who is sociable, gregarious, and assertive

Emotional Stability

A personality dimension that characterizes someone as calm, self-confident, secure (positive) versus nervous, depressed, and insecure (negative)

Openness to experience

A personality dimension that characterizes someone in terms of imagination, sensitivity, and curiosity

Agreeableness

A personality dimension that describes someone who is good natured, cooperative, and trusting

Conscientiousness

A personality dimension that describes someone who is responsible, dependable, persistent, and organized

Myers-Briggs Type Indicator (MBTI)

A personality test that taps four characteristics and classifies people into 1 of 16 personality types

Self-Monitoring

A personality trait that measures an individual's ability to adjust his or her behavior to external, situational factors

Other-Orientation

A personality trait that reflects the extent to which decisions are affected by social influences and concerns vs. our own well-being and outcomes

Job Satisfaction

A positive feeling about one's job resulting from an evaluation of its characteristics

Perception

A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment

Bounded Rationality

A process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity

Planning

A process that includes defining goals, establishing strategy, and developing plans to coordinate activities

Self-Fulfilling Prophecy

A situation in which a person inaccurately perceives a second person, and the resulting expectations cause the second person to behave in ways consistent with the original perception

Utilitarianism

A system in which decisions are made to provide the greatest good for the greatest number

Anchoring Bias

A tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information

Personality-Job Fit Theory

A theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover

Discriminatory Policies or Practices

Actions taken by representatives of the organization that deny equal opportunity to perform or unequal rewards for performance

Model

An abstraction of reality. A simplified representation of some real-world phenomenon.

Positive Organizational Scholarship (AKA Positive Organizational Behavior)

An area of OB research that concerns how organizations develop human strength, foster vitality and resilience, and unlock potential

Social Psychology

An area of psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another

Attribution Theory

An attempt to determine whether an individual's behavior is internally or externally caused

Escalation of Commitment

An increased commitment to a previous decision in spite of negative information

Manager

An individual who achieves goals through other people

Felt Emotions

An individual's actual emotions

Ability

An individual's capacity to perform the various tasks in a job

Employee Engagement

An individual's involvement with, satisfaction with, and enthusiasm for the work he or she does

Values

Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence

Core Self-Evaluations

Bottom-line conclusions individuals have about their capabilities, competence, and worth as a person

Rational

Characterized by making consistent, value-maximizing choices within specified constraints

Decisions

Choices made from among two or more alternatives

Terminal Values

Desirable end-states of existence; the goals a person would like to achieve during his or her lifetime

Organizing

Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made

Surface-Level Diversity

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

Deep-Level Diversity

Differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better

Citizenship Behavior

Discretionary behavior that contributes to the psychological and social environment of the workplace

Incivility

Disrespectful treatment, including behaving in an aggressive manner, interrupting the person, or ignoring his or her opinions

Loyalty

Dissatisfaction expressed by passively waiting for conditions to improve

Voice

Dissatisfaction expressed through active and constructive attempts to improve conditions

Neglect

Dissatisfaction expressed through allowing conditions to worsen

Exit

Dissatisfaction expressed through behavior directed toward leaving the organization

Displayed Emotions

Emotions that are organizationally required and considered appropriate in a given job

Psychological Empowerment

Employees' belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their perceived autonomy in their work

Personality

Enduring characteristics that describe an individual's behavior

Personality Traits

Enduring characteristics that describe an individual's behavior

Contrast Effect

Evaluation of a person's characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics

Attitudes

Evaluative statements or judgments concerning objects, people, or events

Communication

Exchanging routine information and processing paperwork

Exclusion

Exclusion of certain people from job opportunities, social events, discussions, or informal mentoring, can occur unintentionally

Heredity

Factors determined at conception; one's biological, physiological, and inherent psychological makeup

Moods

Feelings that tend to be less intense than emotions and that lack a contextual stimulus

Surface Acting

Hiding one's inner feelings and forgoing emotional expressions in response to display rules

Mintzberg's Managerial Roles

Includes interpersonal roles, informational roles, and decisional roles

Informational Roles

Includes the disseminator role, spokesperson role, and what Mintzberg called the monitor role

Decisional Roles

Includes the entrepreneur role, the disturbance handler, resource allocator, and negotiator role

Deviant Behavior in the Workplace (AKA counterproductive behavior or employee withdrawal)

Indicated by behavior including unionization attempts, substance abuse, stealing at work, undue socializing, and tardiness

Affect Intensity

Individual differences in the strength with which individuals experience their emotions

Whistle-blowers

Individuals who report unethical practices by their employer to outsiders

Mockery and Insults

Jokes or negative stereotypes; sometimes the result of jokes taken too far

Stereotyping

Judging someone on the basis of one's perception of the group to which that person belongs

Systematic Study

Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence

Proactive Personality

People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs

Biographical Characteristics

Personal characteristics- such as age, gender, race, disability, religion, sexual orientation, and length of tenure- that are objective and easily obtained from personnel records. These characteristics are representative of surface-level diversity

Technical Skills

The ability to apply specialized knowledge or expertise

Emotional Intelligence (EI)

The ability to detect and to manage emotional cues and information

Creativity

The ability to produce novel and useful ideas

Human skills

The ability to work with, understand, and motivate other people, both individually and in groups

Evidence-Based Management

The basing of managerial decisions on the best available scientific evidence

Intellectual Abilities

The capacity to do mental activities- thinking, reasoning, and problem solving

Physical Abilities

The capacity to do tasks that demand stamina, dexterity, strength, and similar characteristics

Task Performance

The combination of effectiveness and efficiency at doing your core job tasks

Productivity

The combination of the effectiveness and efficiency of an organization

Workforce Diversity

The concept that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and inclusion of other diverse groups

Job Involvement

The degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth

Organizational Commitment

The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization

Machiavellianism

The degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means

Efficiency

The degree to which an organization can achieve its ends at a low cost

Organizational Survival

The degree to which an organization is able to exist and grow over the long term

Perceived Organizational Support (POS)

The degree to which employees believe an organization values their contribution and cares about their well-being

Conceptual Skills

The mental ability to analyze and diagnose complex situations

Cognitive component

The opinion or belief segment of an attitude

Diversity Management

The process and programs by which managers make everyone more aware of and sensitive to the needs and differences of others

Emotional Contagion

The process by which peoples' emotions are caused by the emotions of others

Three-Component Model of Creativity

The proposition that individual creativity requires expertise, creative thinking skills, and intrinsic task motivation

Group Functioning

The quantity and quality of a work group's output

Psychology

The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals

Withdrawal Behavior

The set of actions employees take to separate themselves from the organization

Sociology

The study of people in relation to their social environment or culture

Self-Serving Bias

The tendency for individuals to attribute their own successes to internal factors and put the blame for failures on external failures

Availability Bias

The tendency for people to base their judgments on information that is readily available to them

Randomness Error

The tendency of individuals to believe that they can predict the outcome of random events

Positivity Offset

The tendency of most individuals to experience a mildly positive mood at zero input (when nothing in particular is going on)

Narcissism

The tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement

Hindsight Bias

The tendency to believe falsely, after an outcome of an event is actually known, that one would have accurately predicted that outcome

Halo Effect

The tendency to draw a general impression about an individual on the basis of a single characteristic

Risk Aversion

The tendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher expected payoff

Confirmation Bias

The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments

Fundamental Attribution Error

The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others

Interpersonal Skills

These are important for managers to develop because they help organizations attract and keep high-performing employees

Sexual Harassment

Unwanted sexual advances and other verbal or physical conduct of a sexual nature that create a hostile or offensive work environment

Inputs

Variables that lead to processes

Causes of Job Satisfaction

- Interdependence - Feedback - Social support - Interaction with co-workers outside the workplace

Main Causes of Job Dissatisfaction

- On-the-job stress - Pay - Promotion - Work - security - supervisor - Coworkers

Effects of Globalization

-Increased Foreign Assignments -Working with People from Different Cultures -Overseeing Movement of Jobs to Countries with Low-Cost Labor

Behavioral Component

An intention to behave in a certain way toward someone or something

Personality Determinants

-Heredity -Environment

Arguments in favor of Emotional Intelligence

-Intuitive appeal - Predicts criteria that matter - Biologically Based

Impact of Dissatisfied Employees

-Exit -Voice -Loyalty -Neglect

Basic Emotions

- Anger - Fear - Sadness - Happiness - Disgust - Surprise

Factors in the Perceiver

-Attitudes -Motives -Interests -Experience -Expectations

Processes

Actions that individuals, groups, and organizations engage in as a result of inputs and that lead to certain outcomes

Traditional Management

Decision making, planning, and controlling

Controlling

Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations

Human Resource Management

Motivating, disciplining, managing conflict, staffing, and training

Discrimination

Noting ofa difference between things; often we refer to unfair discrimination, which means making judgments about individuals based on stereotypes regarding their demographic group

Management Functions

Planning, organizing, Leading, controlling

Instrumental values

Preferable modes of behavior or means of achieving one's terminal values

Contingency Variables

Situational factors: variables that moderate the relationship between two or more variables

Ethical Dilemmas & Ethical Choices

Situations in which individuals are required to define right and wrong conduct

Networking

Socializing, potlicking, and interacting with outsiders