Organizational Behavior MGMT 3000 Exam 1

Process Team Effectiveness Model

-Commitment to a common purpose -Establishment of specific team goals -team efficacy -Mental models -Managed level of conflict -Minimized social loafing

Work Design Team Effectiveness Model

-Freedom and autonomy -Skill Variety -Task Identity -Task Significance

Biographical Characteristics

1. Age -- Older workers bring experience, judgment, a strong work ethic, and commitment to quality. 2. Gender -- Few differences between men and women that affect job performance 3. Race & Ethnicity— Contentious issue: differences exist, but could be more culture-based than race-based. 4. Tenure -- People with job tenure (seniority at a job) are more productive, absent less frequently, have lower turnover, and are more satisfied. 5. Religion Islam is especially problematic in the workplace in this post-9/11 world. 6.Sexual Orientation Federal law does not protect against discrimination (but state or local laws may). Domestic partner benefits are important considerations. 7. Gender Identity Relatively new issue

Team Formation Stages

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

7 dimensions of intellectual ability

1. Number Aptitude 2. Verbal Comprehension 3. Perceptual Speed 4. Inductive Reasoning 5. Deductive Reasoning 6. Spatial Visualization 7. Memory

Ways to turn individuals into team players

1. Selection- Make team skills one of the interpersonal skills in the hiring process. 2. Training-individualistic people can learn. 3. Rewards-Rework the reward system to encourage cooperative efforts rather than competitive (individual) ones Continue to recognize individual contributions while still emphasizing the importance of teamwork

Command Group- Formal

A group composed of the individuals who report directly to a given manager

Work Group

A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility No joint effort required random and varied

Job satisfaction(Major job related attitude)

A positive feeling about the job resulting from an evaluation of its characteristics Best way to measure is a single global assessment

Role

A set of expected behavior patterns attributed to someone occupying a given position in a social unit

Role Conflict

A situation in which an individual is confronted by divergent role expectations

Status

A socially defined position or rank given to groups or group members by others - it differentiates group members Important factor in understanding behavior Significant motivator

Context Team Effectiveness Model

-Adequate Resources -Effective Leadership and Structure -Climate of Trust -Performance and Rewards Systems that Reflect Team Contributions

Role Expectations

How others believe a person should act in a given situation Psychological Contract: an unwritten agreement that sets out mutual expectations of management and employees

Human Output (Dependent Variables Y)

Human Output Productivity Absence Turnover Deviant workplace behavior Citizenship Satisfaction

Organizational Commitment (Major job related attitude)

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

Which of these statements are true?

If cohesiveness is high and performance norms are low, productivity will be low.

Friendship Group - Informal

Those brought together because they share one or more common characteristics

Task Group- Formal

Those working together to complete a job or task in an organization but not limited by hierarchical boundaries

Sterotyping

To place a person in a group, based on an attribute and then assign all of the assumed group qualities on that person

Group

Two or more individuals interacting and interdependent, who have come together to achieve particular objectives

Which of the following is NOT a recommended way of preventing social loafing?

base rewards on the group's overall performance

The underlying reason why OB uses a systematic approach is the belief that _________.

behavior is NOT random

A group can be either ________ or ________.

formal; informal

The science of OB was developed by applying _________.

general concepts to a particular situation, person, or group

Storming

group is in conflict, members resist being controlled by the group, and disagreements arise concerning leadership in the group

Norming

group members develop close ties, feelings of friendship and camaraderie abound, and group members share a common purpose

Performing

group members work toward achieving their goals

verbal comprehension

is the ability to understand what is read or heard and the relationship of words to each other. This ability will be helpful in jobs where the manager needs to understand policies in order to carry out their job tasks.

Deductive Reasoning

is the ability to use logic and assess the implications of the argument. When making choices between two different possible solutions to a problem a manager would need to call upon their deductive reasoning skills.

Organizational Behavior

is the systematic study of the actions and attitudes that people exhibit in organizations Goals: Explanation Prediction Control

Spatial visualization

is when someone can imagine how an object would look if its position in space was changed. An employee who needs to make decisions about office setup or interior design would need to have a high level of spatial visualization ability.

Characteristics of virtual teams include all of the following EXCEPT ________.

members report higher satisfaction rates than in other types of teams

Evidence-based management bases managerial decisions on __________.

the best scientific evidence available

Composition Team Effectiveness Model

Abilities of Members Personality of members Allocating roles and diversity size of team members preference for teamwork

Norms

Acceptable standards of behavior within a group that are shared by the group's members

Informal Group

Alliances that are neither formally structured nor organizationally determined • Appear naturally in response to the need for social contact • Deeply affect behavior and performance

Social Psychology

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

Ability

An individual's capacity to perform the various tasks in a job. Made up of two sets of factors: 1. Intellectual Abilities The abilities needed to perform mental activities. General Mental Ability (GMA) is a measure of overall intelligence. Wonderlic Personnel Test: a quick measure of intelligence for recruitment screening. No correlation between intelligence and job satisfaction. 2. Physical Abilities The capacity to do tasks demanding stamina, dexterity, strength, and similar characteristics.

Role Perception

An individual's view of how he or she is supposed to act in a given situation - received by external stimuli

Cognitive Dissonance

Any incompatibility between two or more attitudes or between behavior and attitudes -Individuals seek to reduce this uncomfortable gap, or dissonance, to reach stability and consistency -Consistency is achieved by changing the attitudes, modifying the behaviors, or through rationalization

Individual Level (Independent Variables X)

Biographical characteristics, personality and emotions, values and attitudes, ability, perception, motivation, individual learning, and individual decision making Human input Ability-Individual Learning-Values & Attitudes-Motivation-Personality & emotions-Biographical characteristics-Perception-Individual decision making

Role Identity

Certain attitudes and behaviors consistent with a role

Group Level (Independent Variables X)

Communication, group decision making, leadership and trust, group structure, conflict, power and politics, and work teams Change & Stress Conflict-Power & Politics-Group Structure-Leadership & Trust-Group decision making-Communication

Managers must have the mental ability to analyze and diagnose complex situations. These tasks require __________.

Conceptual skills

Planning requires a manager to

Define goals (organizational, departmental, worker level) Establish an overall strategy for achieving those goals Develop a comprehensive hierarchy of plans to integrate and coordinate activities

Formal Group

Defined by the organization's structure with designated work assignments establishing tasks

Cohesiveness

Degree to which group members are attracted to each other and are motivated to stay in the group Managerial Implication To increase cohesiveness: Make the group smaller. Encourage agreement with group goals. Increase time members spend together. Increase group status and admission difficulty. Stimulate competition with other groups. Give rewards to the group, not individuals. Physically isolate the group

Job Satisfaction

Despite the overwhelming evidence of the impact of job satisfaction on the bottom line, most managers are either unconcerned about or overestimate worker satisfaction.

Workplace Deviance

Dissatisfied workers are more likely to unionize, abuse substances, steal, be tardy, and withdraw.

Cross-Functional Teams

Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task very common task forces committees

Which of the following is NOT a cause of group cohesiveness?

Employees think groups should be cohesive

Because teams are more efficient than individuals, the benefits of using a team always outweigh the costs.

False

Group

Formal- Command & Task Informal: Interest & Friendship

Work Team

Generates positive synergy through coordinated effort. The individual efforts result in a performance that is greater than the sum of the individual inputs collective, positive

Which of the following is NOT a strength of group decision-making?

Group conformity due to pressure

Forming

Group members get to know each other and reach common understanding

Size

Group size affects behavior Size: Twelve or more members is a "large" group -problem solving -diverse input -fact-finding goals Seven or fewer is a "small" group -speed -individual performance -overall performance

Self-managed Teams

Groups of 10 to 15 people who take on the responsibilities of their former supervisors

Problem Solving Teams

Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment

Minor Job related attitudes

Job Involvement Perceived Organizational Support (POS) Employee Engagement

Dependent Variables

Job satisfaction, productivity, absenteeism, staff turnover, deviant work behavior, organization citizenship,

Unfair Discrimination

Making judgments based on stereotypes

Interest Group- Informal

Members work together to attain a specific objective with which each is concerned

Discrimination

Noting of a difference between things

Organizational Systems Level (Independent Variables X)

Organizational culture, human resource policies and practices, and organizational structure and design Human resource policies & rewards-Organizational structure & design-Organizational culture

Punctuated-Equilibrium Model Sequence of Actions

Setting group direction • First phase of inertia • Half-way point transition • Major changes • Second phase of inertia • Accelerated activity

Classes of Norms

Performance norms - level of acceptable work Appearance norms - what to wear Social arrangement norms - friendships and the like Allocation of resources norms - distribution and assignments of jobs and material

Management Functions

Plan Organize Lead Control POLC

Organizational Citizenship behaviors

Satisfaction influences OCB through perceptions of fairness.

Turnover

Satisfied employees are less likely to quit. Many moderating variables in this relationship.

Absenteeism

Satisfied employees are moderately less likely to miss work.

Customer Saitsfaction

Satisfied frontline employees increase customer satisfaction and loyalty.

Job Performance

Satisfied workers are more productive AND more productive workers are more satisfied! The causality may run both ways.

________ teams solve problems, implement solutions, and take responsibility for outcomes.

Self-managed work

The reason why golfers do not speak when another golfer is putting on the green or that employees do not criticize their bosses in public is because of ________.

Social norms

__________ is a contributing science to OB that focuses on peoples' influence on one another.

Social psychology

Status Characteristic Theory

Status derived from one of three sources: Power a person has over others Ability to contribute to group goals Personal characteristics

Sociology

Studies people in relation to their fellow beings. (group dynamics, work teams, communication, power, conflict, intergroup behavior is part of a group) (Formal organization theory, organizational technology, organization change, organizational culture is organization system)

Virtual Team

Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal Characteristics Limited socializing The ability to overcome time and space constraints To be effective, needs: Trust among members Close monitoring To be publicized

Punctuated-Equilibrium Model

Temporary groups under deadlines go through transitions between inertia and activity—at the halfway point, they experience an increase in productivity.

Conceptual Skills

The ability to analyze and diagnose a situation and distinguish between cause and effect

Human Skills

The ability to understand, work with, lead, and control the behavior of other people and groups

Attitudes are evaluative statements or judgments concerning objects, people, or events Three components are

The cognitive component is made up of the opinion or belief in the way things are. The affective component is the more critical part of the attitude as it is calls upon the emotions or feelings. The behavioral component describes the intention to behave in a certain way toward someone or something.

Technical Skills

The job-specific knowledge and techniques required to perform an organizational role.

Moderating Variables of Behavior

The most powerful moderators are: Importance of the attitude Correspondence to behavior Accessibility Existence of social pressures Personal and direct experience

Management

The process of accomplishing the goals of an organization through the effective use of people and other resources.

Psychology

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

Anthropology

The study of societies to learn about human beings and their activities. (comparative values and attitudes, cross-cultural analysis is group) (Organizational culture and environment is organization system)

When on assignment, working in another country, managers must __________.

adapt their management styles

It is possible to further sub classify groups in organizations. The types of formal organizational subgroups are ________ groups.

command and task

The four most common types of teams include all of the following EXCEPT ________.

composition teams

Until the late 1980's, business school curricula emphasized the technical aspects of management, focusing on economics, accounting, finance, and quantitative techniques. Today they include required courses related to ___________.

developing people skills

Inductive Reasoning

is present when an individual can identify a logical sequence in a problem in order to help find a solution. An employee who needs to make decisions about the future based on historical information will need the ability of inductive reasoning.

Number Aptitude

is the ability to do speedy and accurate arithmetic and will be effective in jobs requiring mathematical ability such as an accountant.

Perceptual Speed

is the ability to identify visual similarities and differences quickly and accurately. This particular ability is helpful when an employee needs to take in a lot of information and make decisions about the patterns, such as a detective or inspector.

Memory

is the ability to retain and recall past experiences. Individuals who need to act quickly in a situation such as a paramedic or nurse would need a significant degree of memory ability.

We experience role conflict when ________.

one role requirement makes it difficult to comply with another

Organizations form teams because teams are all of the following EXCEPT ________.

permanent and steady

Deep-Level Diversity

represents the aspects that are more difficult to see at first glance such as values, personality and work preferences.

Surface-Level Diversity

represents the characteristics that are easily observed such as race, gender, age etc.

Cross-functional teams are made up of employees from ________.

similar hierarchical levels but different work areas

Overall job satisfaction is highly correlated with_________.

social relationships among co-workers and supervisors

The field which studies organizational culture, formal organization theory and structure, and organizational technology, communications, power, and conflict is ____________.

sociology

Manager

someone who achieves organizational goals through other people

All of the following are good indicators of whether a team or individual approach is needed EXCEPT ________.

the duration of the project

adjourning

the group disbands once its goals have been achieved

Organizational behavior is the study of what people do in an organization and how _________.

their behavior affects the organization's performance

Teams are beneficial to organizations in all of the following ways EXCEPT ________.

they prohibit employee participation in operating decisions

Contingency Variables

variables that moderate the relationship between two or more other variables and improve the correlation.