Organizational Behavior Final Exam

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Which of the following is an ability representing the highest level of emotional intelligence

managing dysfunctional emotions among staff

Which of the following is a major advantage of having moderate levels of organizational conflicts?

more responsiveness to the changing business environment

Which of the following types of resistance to change could cause employees to "prove" that the decision is wrong?

not-invented-here syndrome

extrinsic motivation

occurs when people are motivated to engage in an activity for instrumental reasons, that is, to receive something that is beyond their personal control

intrinsic motivation

occurs when people fulfill their needs for competence and autonomy by engaging in the activity itself, rather than from an externally controlled outcome of that activity

remote teams

teams whose members operate across space, time, and organizational boundaries and are linked through information technologies to achieve organizational tasks

intuition

the ability to knwo when a problem or opportunity exists and to select the best course of action without conscious reasoning

win-lose orientation

the belief that conflicting parties are drawing from a fixed pie, so the more one party receives, the less the other party will receive

win-win orientation

the belief that conflicting parties will find a mutually beneficial solution to their disagreement

Best Alternative to a Negotiated Agreement (BATNA)

the best outcome you might achieve through some other course of action if you abandon the current negotiation

power

the capacity of a person, team, or organization to influence others

countervailing power

the capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship

referent power

the capacity to influence others on the basis of an identification with and respect for the power holder

attitudes

the cluster of beliefs, assessed feelings, and behavioral intentions toward a person, object, or event (called an attitude object)

team efficacy

the collective belief among team members in the team's capability to successfully complete a task

decision making

the conscious process of making choices among alternatives with the intention of moving toward some desired state of affairs

team cohesion

the degree of attraction people feel toward the team and their motivation to remain members

Work-life integration

the degree that people are effectively engaged in their various work and nonwork roles and have a low degree of role conflict across those life domains

task significance

the degree to which a job has a substantial impact on the lives or work of other people

task identity

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

role perceptions

the degree to which a person understands the job duties assigned to or expected of him or her

moral intensity

the degree to which an issue demands the application of ethical principles

Centralization

the degree to which formal decision authority is held by a small group of people, typically those at the top of the organizational hierarchy

Formalization

the degree which organizations standardize behavior through rules, procedures, formal training, and related mechanisms.

creativity

the development of original ideas that make a socially recognized contribution

organizational structure

the division of labor as well as the patterns of coordination, communication, workflow, and formal power that direct organizational activities

emotional labor

the effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions

sychronicity

the extent to which a channel allows for immediate feedback

skill variety

the extent to which employees must use different skills and talents to perform tasks within their jobs

task interdependence

the extent to which team members must share materials, information, or expertise in order to perform their jobs

Five Factor (Big Five) Model

the five broad dimensions representing most personality traits: conscientiousness, emotional stability, openness to experience, agreeableness, and extraversion

motivation

the forces within a person that affect his or her direction, intensity, and persistence of effort for voluntary behavior

motivation

the forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior

exit-voice-loyalty-neglect (EVLN) model

the four ways, as indicated in the name, that employees respond to job dissatisfaction

norms

the informal rules and shared expectations that groups establish to regulate the behavior of their members

social capital

the knowledge and other resources available to people or social units (teams, organizations) from a durable network that connects them to others

human capital

the knowledge, skills, abilities, creative thinking, and other valued resorces that employees bring to the organization

human capital

the knowledge, skills, abilities, creative thinking, and other valued resources that employees bring to the organization

refreezing

the latter part of the change process, in which systems and structures are introduced that reinforce and maintain the desired behaviors

ability

the natural aptitudes and learned capabilities required to successfully complete a task

emotional contagion

the nonconscious process of "catching" or sharing another another person's emotions

span of control

the number of people reporting directly to a given manager

surface-level diversity

the observable demographic or physiological differences in people, such as their race, ethnicity, gender, age, and physical disabilities

Artifacts

the observable symbols and signs of an organization's culture

Distributive Justice

the perception that appropriate decision criteria rules were applied to calculate how various benefits and burdens are distributed

procedural justice

the perception that appropriate procedural rules were applied throughout the decision process

Interactional Justice

the perception that appropriate rules were applied in the way the people involved were treated throughout the decision process

self-fulfilling prophecy

the perceptual process in which our expectations about another person cause that person to act more consistently with those expectations

attribution process

the perceptual process of deciding whether an observed behavior or event is caused largely by internal or external factors

job enlargement

the practice of adding more tasks to an existing job

job enrichment

the practice of giving employees more responsibility for scheduling, coordinating, and planning their own work

evidence-based management

the practice of making decisions and taking actions based on research evidence

Scientific Management

the practice of systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency

Brooks's law

the principle that adding more people to a late software project only makes it later

social loafing

the problem that occurs when people exert less effort (and usually perform at a lower level) when working in teams than when working alone

organizational socialization

the process by which individuals learn the values, expected behaviors, and social knowledge necessary to assume their roles in the organization

Communication

the process by which information is transmitted and understood between two or more people

conflict

the process in which one party percieves that its interests are being opposed or negatively affected by another party

Stereotyping

the process of assigning traits to people based on their membership in a social category

selective attention

the process of attending to some information received by our senses and ignoring other information

mental imagery

the process of mentally practicing a task and visualizing its successful completion

perception

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

confirmation bias

the process of screening out information that is contrary to our values and assumptions and to more readily accept confirming information

self-talk

the process of talking to ourselves about our own thoughts or actions

negotiation

the process whereby two or more conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence

confirmation bias

the processing of screening out information that is contrary to our values and assumptions, and to more readily accept confirming information

rituals

the programmed routines of daily organizational life that dramatize the organization's culture

personality

the relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics

Job Specialization

the result of division of labor in which work is subdivided into separate jobs assigned to different people

reality shock

the stress that results when employees perceive discrepancies between their preemployment expectations and on-the-job reality

Organizational behavior (OB)

the study of what people think, feel, and do in and around organizations

self-serving bias

the tendency to attribute our favorable outcomes to internal factors and our failures to external factors

escalation of commitment

the tendency to repeat an apparently bad decision or allocate more resources to a failing course of action

fundamental attribution error

the tendency to see the person rather than the situation as the main cause of that person's behavior

Persuasion

the use of facts, logical arguments, and emotional appeals to change another person's beliefs and attitudes, usually for the purpose of changing the person's behavior

oranizational politics

the use of influence tactics for personal gain at perceived expense of others and the organization.

organizational politics

the use of influence tactics for personal gain at the perceived expense of others and the organization

All rational decisions rely primarily on two pieces of information: the probability that each outcome will occur and

the valence or expected satisfaction of each outcome.

organizational culture

the values and assumptions sharted within an organization

authentic relationships

the view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept

servant leadership

the view that leaders serve followers, rather than vice versa; leaders help employees fulfill their needs and are coaches, stewards, and facilitators of employee development

shared leadership

the view that leadership is a role, not a position assigned to one person; consequently, people within the team and organization lead each other

job satisfaction

a person's evaluation of his or her job and work context

locus of control

a person's general belief about the amount of control he or she has over personal life events

self-verification

a person's inherent motivation to confirm and maintain his/her existing self-concept

self-enhancement

a person's inherent motivation to have a positive self-concept (and to have others perceive him or her favorably), such as being competent, attractive, lucky, ethical, and important

Mindfulness

a person's receptive and impartial attention to and awareness of the present situation as well as to one's own thoughts and emotions in that moment

empathy

a person's understanding of and sensitivity to the feelings, thoughts, and situations of others

charisma

a personal characteristic or special "gift" that serves as a form of interpersonal attraction and referent power over others

openness to experience

a personality dimension describing people who are imaginative, creative, unconventional, curious, nonconforming, autonomous, and aesthetically perceptive

Conscientiousness

a personality dimension describing people who are organized, dependable, goal-focused, thorough, disciplined, methodical, and industrious

extraversion

a personality dimension describing people who are outgoing, talkative, sociable, and assertive

Agreeableness

a personality dimensiondescribing people who are trusting, helpful, good-natured, considerate, tolerant, selfless, generous, and flexible

Machiavellianism

a personality trait of people who demonstrate a strong motivation to achieve their own goals at the expense of others, who believe that deceit is a natural and acceptable way to achieve their goals, who take pleasure in outwitting and misleading others using crude influence tactics, and who have a cynical disregard for morality

psychopathy

a personality trait of people who ruthlessly dominate and manipulate others without empathy or any feelings of remorse or anxiety, use superficial charm, yet are social predators who engage in antisocial, impulsive, and often fraudulent thrill-seeking behavior

narcissism

a personality trait of people with a grandiose, obsessive belief in their superiority and entitlement, a propensity to aggressively engage in attention-seeking behaviors, an intense envy of others, and tendency to exhibit arrogance, callousness, and exploitation of others for personal aggrandizement

Machiavellianism

a personality trait that describes people who are manipulative, distrustful of others, and egocentric

positive organizational behavior

a perspective of organizational behavior that focuses on building positive qualities and traits within individuals or institutions as opposed to focusing on what is wrong with them

strengths-based coaching

a positive organizational behavior approach to coaching and feedback that focuses on building and leveraging the employee's strengths rather than trying to correct his or her weaknesses

implicit favorite

a preferred alternative that the decision maker uses repeatedly as a comparison with other choices

action research

a problem-focused change process that combines action orientation (changing attitudes and behavior) and research orientation (testing theory through data collection and analysis)

bicultural audit

a process of diagnosing cultural relations between companies and determining the extent to which cultural clashes will likely occur

Employee Stock Ownership Plan (ESOP)

a reward system that encourages employees to buy company stock

profit-sharing plan

a reward system that pays bonuses to employees on the basis of the previous year's level of corporate profits

self-concept

an individual's self-beliefs and self-evaluations

prospect theory

an innate tendency to feel stronger negative emotion from losing a particular amount than positive emotion from gaining an equal amount

Myers-Briggs Type Indicator (MBTI)

an instrument designed to measure the elements of Jungian personality theory, particularly preferences regarding perceiving and judging information

Appreciative Inquiry

an organizational change strategy that directs the group's attention away from its own problems and focuses participants on the group's potential and positive elements

adaptive culture

an organizational culture in which employees are receptive to change, including the ongoing alignment of the organization to its environment and continuous improvement of internal processes

team-based organizational structure

an organizational structure built around self-directed teams that complete an entire piece of work

divisional structure

an organizational structure in which employees are organized around geographic areas, outputs (products or services), or clients

functional structure

an organizational structure in which employees are organized around specific knowledge or other resources

mechanistic structure

an organizational structure with a narrow span of control and a high degree of formalization and centralization

organic structure

an organizational structure with a wide span of control, little formalization, and decentralized decision making

grapevine

an unstructured and informal communication network founded on social relationships rather than organizational charts or job descriptions

Third Party Resolution

any attempt by a relatively neutral person to help conflicting parties resolve their differences

influence

any behavior that attempts to alter someone's attitudes or behavior

stressors

any environmental conditions that place a physical or emotional demand on the person

As an owner and manager of Tricky Toys, Bob Baldwin has been facinated by all the changes occuring and trandforming the workplace. Bob is concerned about the important OB trends that he can understand and take advantage of in developing and positioning his company in the marketplace. Which of the following refers to the natural talents that help employees learn specific tasks more quickly and perform them better?

aptitude

In most organizations, the majority of employees

are not very engaged.

As organizations grow larger, they tend to

become more formalized.

The ________ area in the Johari Window refers to information that is known to others but not to you.

blind

Which attribution factor is high for both internal and external attributions?

consistency

Cross-cultural differences suggest that a more ________ perspective is required for organizational change to work effectively in this era of globalization.

contingency-oriented

self-directed teams (SDTs)

cross-functional work groups that are organized around work processes, complete an entire piece of work requiring several interdependent tasks, and have substantial autonomy over the execution of those tasks

Organizational stories are most effective at communicating organizational culture when they

describe real people and are assumed to be true.

The main objective of force field analysis is to help change agents to

diagnose a situation better by understanding the driving and restraining forces for change.

deep-level diversity

differences in the psychological characteristics of employees, including personalities, beliefs, values, an attitudes

social media

digital communication channels that enable people to collaborate in the creation and exchange of user-generated content.

The greater the variety of products, services, clients, or regions an organization serves, the more it needs to use a(n) ________ structure aligned with that diversity.

divisional

Self-awareness is the lowest level of

emotional intelligence

parallel learning structure

A highly participative arrangement composed of people from most levels of the organization who follow the action research model to produce meaningful organizational change.

Neuroticism

A personality dimension describing people with high levels of anxiety, hostility, depression, and self-consciousness.

inoculation effect

A persuasive communication strategy of warning listeners that others will try to influence them in the future and that they should be wary about the opponent's arguments.

stock options

A reward system that gives employees the right to purchase company stock at a future date at a predetermined price

Attraction-Selection-Attrition (ASA) theory

A theory which states that organizations have a natural tendency to attract, select, and retain people with values and personality characteristics that are consistent with the organization's character, resulting in a more homogeneous organization and a stronger culture.

matrix structure

An organizational structure that overlays two structures (such as a geographic divisional and a functional structure) in order to leverage the benefits of both.

global mindset

an individual's ability to perceive, appreciate, and empathize with people from other cultures, and to process complex cross-cultural information

continuance commitment

an individual's calculative attachment to an organization

Why is the strategy of assimilation rare?

Employees resist change when they are asked to adopt significantly different personal and corporate values.

T/F: Most emotions are high-intensity events that we are very aware of

F

T/F: Our personality is determined mostly by our socialization (upbringing) rather than by our genetic origins

F

T/F: The individual rights principle of ethical decision making states that individual rights cannot conflict with another

F

Force Field Analysis

Kurt Lewin's model of system-wide change that helps change agents diagnose the forces that drive and restrain proposed organizational change

dark triad

Machiavellianism, Narcissism, Psychopathy

As an owner and manager of Tricky Toys, Bob Baldwin has been facinated by all the changes occuring and trandforming the workplace. Bob is concerned about the important OB trends that he can understand and take advantage of in developing and positioning his company in the marketplace. ________ represent(s) the forces within a person that affect the direction, intensity, and persistence of voluntary behavior.

Motivation

evaluation apprehension

Occurs when individuals are reluctant to mention ideas that seem silly because they believe (often correctly) that other team members are silently evaluating them

stereotype threat

an individual's concern about confirming a negative stereotype about his or her group

Elvira is an engineer at an architectual firm. She is very proud of this fact and often defines herself in terms of her work to family and friends. She is very skilled at her job and confident in the fact, but often has trouble adapting to changing job duties and environmental conditions. Although Elvira occasionally has trouble adapting to new conditions and job tasks, she exhibits __________ by believing that she can do almost anything and always maintaining a "can do" attitude.

Self-efficacy

self-leadership

Specific cognitive and behavioral strategies to achieve personal goals and standards through self-direction and self-motivation

job evaluation

Systematically rating the worth of jobs within an organization by measuring their required skill, effort, responsibility, and working conditions.

T/F: High-Mach individuals believe that deceit is a natural and acceptable way to achieve their goals

T

T/F: Personality is an important reason why people experience different levels of stress when faced with the same stressor

T

T/F: Systematic research investigation produces evidence-based management, which involves making decisions and taking actions based on this research evidence.

T

Which of the following is not part of a stage in general adaptation syndrome

The body increases resources to the immune system

social presence

The extent to which a communication channel creates psychological closeness to others, awareness of their humanness, and appreciation of the interpersonal relationship

psychological contract

The individual's beliefs about the terms and conditions of a reciprocal exchange agreement between that person and another party (typically an employer).

task performance

The individual's voluntary goal-directed behaviors that contribute to organizational objectives

achievment-nurturing orientation

a cross-cultural value describing the degree to which people in a culture emphasize competitive versus cooperative relations with other people

Collectivism

a cross-cultural value describing the degree to which people in a culture emphasize duty to groups to which they belong and to group harmony

Individualism

a cross-cultural value describing the degree to which people in a culture emphasize independence and personal uniqueness

affective organizational commitment

an individual's emotional attachment to, involvement in, and identification with an organization

People arrange values into a hierarchy of preferences called a value system.

True

Stakeholders of an organization are shareholders, customers, suppliers, governments, and any other groups that affect or are affected by the company's objectives and actions.

True

__________ is a psychological state that refers to the positive expectations of the other person in situations involving risk.

Trust

Which of the following statements about values is true?

Values guide our decisions and actions

goal

a cognitive representation of a desired end state that a person is committed to attain

media richness

a communication channel's data-carrying capacity—that is, the volume and variety of information that can be transmitted during a specific time

management by wandering around (MBWA)

a communication practice in which executives get out of their offices and learn from others in the organization through face-to-face dialogue

information overload

a condition in which the volume of information received exceeds the person's capacity to process it

Centrality

a contingency of power pertaining to the degree and nature of interdependence between the power holder and others

power distance

a cross-cultural value describing the degree to which people in a culture accept unequal distribution of power in a society

uncertainty avoidance

a cross-cultural value describing the degree to which people in a culture tolerate ambiguity (low uncertainty avoidance) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance)

norm of reciprocity

a felt obligation and social expectation of helping or otherwise giving something of value to someone who has already helped or given something of value to you

electronic brainstorming

a form of brainstorming that relies on networked computers for submitting and sharing creative ideas

Brainstorming

a freewheeling, face-to-face meeting where team members aren't allowed to criticize but are encouraged to speak freely, generate as many ideas as possible, and build on the ideas of others

structural hole

a gap between two or more social networks that lack network ties

coalition

a group that attempts to influence people outside the group by pooling the resources and power of its members

design thinking

a human-centered, solution-focused creative process that applies both intuition and analytical thinking to clarify problems and generate innovative solutions

Job Characteristics Model

a job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties

managerial leadership

a leadership perspective stating that effective leaders help employees improve their performance and well-being toward current objectives and practices

Transformational Leadership

a leadership perspective that explains how leaders change teams or organizations by creating, communicating, and modeling a vision for the organization or work unit and inspiring employees to strive for that vision

path-goal leadership theory

a leadership theory stating that effective leaders choose the most appropriate leadership style(s), depending on the employee and situation, to influence employee expectations about desired results and their positive outcomes

need for affiliation (nAff)

a learned need in which people seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation

need for achievement (nAch)

a learned need in which people want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success

need for power (nPow)

a learned need in which people want to control their environment, including people and material resources, to benefit either themselves (personalized power) or others (socialized power)

Realistic Job Preview (RJP)

a method of improving organizational socialization in which job applicants are given a balance of positive and negative information about the job and work context

MARS Model

a model depicting the four variables- motivation, ability, role perceptions, and situational factors- that directly influence an individual's voluntary behavior and performance.

Johari Window

a model of mutual understanding that encourages disclosure and feedback to increase our own open area and reduce the blind, hidden, and unknown areas

General Adaptation Syndrome

a model of the stress experience, consisting of three stages: alarm reaction, resistance, and exhaustion

Expectancy Theory

a motivation theory based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes

four-drive theory

a motivation theory based on the innate drives to acquire, bond, learn, and defend that incorporates both emotions and rationality

Maslow's needs hierarchy theory

a motivation theory of needs arranged in a hierarchy, whereby people are motivated to fulfill a higher need as a lower one becomes gratified

anchoring and adjustment heuristic

a natural tendency for people to be influenced by an initial anchor point such that they do not sufficiently move away from that point as new information is provided

availibility heuristic

a natural tendency to assign higher probabilities to objects or events that are easier to recall from memory, even though ease of recall is also affected by nonprobability factors (EG emotional response, recent events).

representativeness heuristic

a natural tendency to evaluate probabilities of events or objects by the degree to which they resemble (are representative of) other events or objects rather than on objective probability information

psychological empowerment

a perceptual and emotional state in which people experience more self-determination, meaning, competence, and impact regarding their role in the organization

recency effect

a perceptual error in which the most recent information dominates our perception of others

false consensus effect

a perceptual error in which we overestimate the extent to which others have beliefs and characteristics similar to our own

primacy effect

a perceptual error in which we quickly form an opinion of people based on the first information we receive about them

halo effect

a perceptual error whereby our general impression of a person, usually based on one prominent characteristic, colors our perception of other characteristics of that person

moral sensitivity

a person's ability to recognize the presence of an ethical issue and determine its relative importance

self-efficacy

a person's belief that he or she has the ability, motivation, correct role perceptions, and favorable situation to complete a task successfully

Emotional Intelligence (EI)

a set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others

role

a set of behaviors that people are expected to repeatedly perform becuase they hold formal or informal positions in a team and organization.

learning orientation

a set of beliefs and norms in which people are encouraged to question past practices, learn new ideas, experiment putting ideas into practice, and view mistakes as part of the learning process

psychological safety

a shared belief that it is safe to take social risks

scenario planning

a systematic process of thinking about alternative futures and what the organization should do to anticipate and react to those environments

gainsharing plan

a team-based reward that calculates bonuses from the work unit's cost savings and productivity improvement

service profit chain model

a theory explaining how employees' job satisfaction influences company profitability indirectly through service quality, customer loyalty, and related factors

equity theory

a theory explaining how people develop perceptions of fairness in the distribution and exchange of resources

leadership substitutes theory

a theory identifying conditions that either limit a leader's ability to influence subordinates or make a particular leadership style unnecessary

social identity theory

a theory stating that people define themselves by the groups to which they belong or have an emotional attachment

implicit leadership theory

a theory stating that people evaluate a leader's effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviors of effective leaders (leadership prototypes) and that people tend to inflate the influence of leaders on organizational events

contact hypothesis

a theory stating that the more we interact with someone, the less prejudiced or perceptually biased we will be against that person

organizational behavior modification (OB Mod)

a theory that explains employee behavior in terms of the antecedent conditions and consequences of that behavior

social cognitive theory

a theory that explains how learning and motivation occur by observing and modeling others as well as anticipating the consequences of our behavior

production blocking

a time constraint in team decision making due to the procedural requirement that only one person may speak at a time

relationship conflict

a type of conflict in which people focus on characteristics of other individuals, rather than on the issues, as the source of conflict

task conflict

a type of conflict in which people focus their discussion around the issue while showing respect for people who have other points of view

upward appeal

a type of influence in which someone with higher authority or expertise is called on in reality or symbolically to support the influencer's position

brainwriting

a variation of brainstorming whereby participants write (rather than speak about) and share their ideas

nominal group technique

a variation of brainwriting consisting of three stages in which participants (1) silently and independently document their ideas, (2) collectively describe these ideas to the other team members without critique, and then (3) silently and independently evaluate the ideas presented

inclusive workplace

a workplace that values people of all identities and allows them to be fully themselves while contributing to the organization

impression management

actively shaping through self-presentation and other means the perceptions and attitudes that others have of us

Being good-natured, trusting, helpful, and tolerant are characteristics of people with which personality trait? A. openness to experience B. agreeableness C. locus of control D. emotional stability E. extraversion

agreeableness

stress

an adaptive response to a situation that is perceived as challenging or threatening to the person's well-being

legitimate power

an agreement among organizational members that people in certain roles can request certain behaviors of others

network structure

an alliance of several organizations for the purpose of creating a product or serving a client

cognitive dissonance

an emotional experience caused by a perception that our beliefs, feelings, and behavior are incongruent with one another

organizational effectiveness

an ideal state in which an organization has a good fit with its external environment, effectively transforms inputs to outputs through human capital, and satisfies the needs of key stakeholders

Employees are more likely to comply with a supervisor's legitimate power when the

employees have high power distance.

A deculturation strategy of merging two corporate cultures should be applied when

employees in the acquired firm want to hold on to their firm's culture even though it is dysfunctional.

Practical orientation anchor

ensure that OB theories are useful in organizations

team building

formal activities designed to improve the development and functioning of a work team

Main Market, a wholesale grocery business, operates in one city and provides one service—stocking retailers with fresh produce. The company wants to ensure that employees develop expertise in their skill specialization and that these specializations are used efficiently. What form of departmentalization would be most appropriate here?

functional structure

needs

goal-directed forces that people experience

superordinate goals

goals that the conflicting parties value and whose attainment requires the joint resources and effort of those parties

Orgainizations

groups of people who work interdependently toward some purpose

teams

groups of two or more people who interact and influence each other, are mutually accountable for achieving common goals associated with organizational objectives, and perceive themselves as a social entity within an organization

Drives

hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions to energize individuals

Senior executives at CyberForm must make a decision that will affect many people, and the decision may produce good or bad consequences for those affected. This decision...

has a high degree of moral intensity

When people__________, they are motivated to confirm and maintain their existing self-concept.

have self-verification

Multidisciplinary anchor

import knowledge from other disciplines, not just create its own knowledge

employee engagement

individual emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals

stakeholders

individuals, groups, and other entities that affect, or are affected by, the organization's objectives and actions

leadership

influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members

Which coordination mechanism has liaison roles?

informal communication

The drive to bond and the dynamics of social identity theory both explain why people

join informal groups.

mental models

knowledge structures that we develop to describe, explain, and predict the world around us

Elvira is an engineer at an architectual firm. She is very proud of this fact and often defines herself in terms of her work to family and friends. She is very skilled at her job and confident in the fact, but often has trouble adapting to changing job duties and environmental conditions. Most likely, Elvira has

low complexity

The recency effect is most common when

making an evaluation involving complex information.

corporate social responsibility (CSR)

organizational activities intended to benefit society and the environment beyond the firm's immediate financial interests or legal obligations

The open systems view of an organizational behavior states that

organizations affect and are affected by their external environments

categorical thinking

organizing people and objects into preconceived categories that are stored in our long-term memory

Which of the following determine the course of action one chooeses based on intentions?

past experience, personality, and social norms

Proficient task performance

performing the work efficiently and accurately

As an owner and manager of Tricky Toys, Bob Baldwin has been facinated by all the changes occuring and trandforming the workplace. Bob is concerned about the important OB trends that he can understand and take advantage of in developing and positioning his company in the marketplace. The elements of motivation can be viewed from the metaphor of a driving car. In this metaphor, how long you drive the vehicle towards your destination refers to the motivation element of...

persistence

emotions

physiological, behavioral, and psychological episodes experienced toward an object, person, or event that create a state of readiness

Emotions are defined as

physiological, behavioral, and psychological episodes experienced toward an object, person, or event that create a state of readiness.

ceremonies

planned displays of organizational culture, conducted specifically for the benefit of an audience

trust

positive expectations one person has toward another person in situations involving risk

Contingency anchor

recognize that the effectiveness of an action may depend on the situation

adaptive task performance

refers to how well employees modify their thoughts and behavior to align with and support a new or changing environment

Proactive taks performance

refers to how well employees take the initiative to anticipate and introduce new work patterns that benefit an organization

divergent thinking

reframing a problem in a unique way and generating different approaches to the issue

According to the force field model, what occurs when the organization's systems and structures are aligned with the desired behaviors?

refreezing

self-reinforcement

reinforcement that occurs when an employee has control over a reinforcer but doesn't "take" it until completing a self-set goal

values

relatively stable, evaluative beliefs that guide a person's preferences for outcomes or courses of action in a variety of situations

process losses

resources (including time and energy) expended toward team development and maintenance rather than the task

As organizations pass milestones towards the strategic vision, leaders build commitment through

rewards

Satisficing

selecting an alternative that is satisfactory or "good enough," rather than the alternative with the highest value (maximization)

When a person exhibits a "can-do" attitude, they have high

self-efficacy

Evidence shows that executives in the acquiring firm have a hard time keeping their hands off the acquired firm for which merger strategy?

separation

The sender and receiver encode and decode more effectively when they have

similar codebooks.

social networks

social structures of individuals or social units that are connected to each other through one or more forms of interdependence

Which of the following tend to create an ownership culture and align employee behaviors more closely to organizational objectives?

stock option plans and employee share-ownership plans

Systematic research anchor

study organizations using systematic research methods

open systems

the view that organizations depend on the external environment for resources, affect that environment through their output, and consist of internal subsystems that transform inputs to outputs

bounded rationality

the view that people are bounded in their decision-making capabilities, including access to limited information, limited information processing, and tendency toward satisficing rather than maximizing when making choices

organizational strategy

the way the organization positions itself in its setting in relation to its stakeholders, given the organization's resources, capabilities, and mission

The unfreezing process requires that participants disconfirm their existing beliefs, sometimes including their own competence at certain tasks or interpersonal relations, thus creating an ethical dilemma of

undermining an individual's self-esteem.

Multiple levels of analysis anchor

understand OB events from three levels of analysis: individual, team, organization

Organizational citizenship behaviors (OCBs)

various forms of cooperation and helpfulness to others that support the organization's social and psychological context

counterproductive work behaviors (CWBs)

voluntary behaviors that have the potential to directly or indirectly harm the organization


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