Organizational Behaviour Chapter 1-3

Contingency Approach

Using management tools and techniques in a situationally appropriate manner; avoiding the "one best way" mentality.

Explain McGregors X and Y theory

X theory was negative and pessimistic, typical of how managers traditionally perceived employees. Y theory was modern and positive set of assumptions about people. McGregor believed managers could accomplish more through others by viewing them as self-energized, committed, and responsible beings.

Cognitions

A persons knowledge, opinions, or beliefs.

Self-concept

A persons self perception as a physical, social, and spiritual being.

Emotional Intelligence

Ability to manage oneself and interact with others in mature and constructive ways.

Proactive Personality

Action-oriented person who shows initiative and perseveres to change things.

Intelligence

An individual's capacity for constructive thinking, reasoning, and problem solving.

Implicit Cognition

Any thought or belief that is automatically without conscious awareness.

External locus of control

Attributing outcomes to circumstances beyond ones control.

Internal locus of control

Attributing outcomes to ones own actions.

Attention

Being consciously aware of something or someone.

Self-efficacy

Belief in one's ability to do a task.

Sex-role Stereotype

Beliefs about appropriate roles for men and women.

Stereotype

Beliefs about the characteristics of a group.

Emotions

Complex human reactions to personal achievements and setbacks that may be felt and displayed.

Humility

Considering the contributions of others and good fortune when gauging ones success.

What are some implications of e-business in today's workplace?

Could eliminate retail jobs.

Self-talk

Evaluating thoughts about oneself.

How is globalization affecting OB in the workplace?

Exporting or importing human capital can include many changes for individuals and the organization. Any misunderstandings can cause conflict in the workplace.

Globalization

The extension of business operations to markets around the world.

Diversity

The host of individual differences that make people different from and similar to each other.

Perception

The process of interpreting one's environment.

Management

The process of working with and through others to achieve organizational objectives effectively, efficiently, and ethically.

Personality

Stable physical and mental characteristics responsible for a persons identity.

Ethics

Study of moral issues and choices.

Causal Attributions

Suspected or inferred causes of behaviour.

Self-serving Bias

Taking more personal responsibility for success than failure.

Process of Stereotyping

-Categorizing people into groups -Infer all who fit in a category have the same traits -Form expectations of others and interpret behaviour -Maintained through over-estimating frequency; incorrectly explaining behaviours; seeing others as different than ones self

What are some examples of people centred skills and best practices?

-Re-engineering in taking place to improve speed and efficiency. -Command and control management is giving way to self directed management and empowerment.

Three factors we look at when determining a causal attribute

-consensus -distinctiveness -consistency

Consequence of stereotyping

-poor decisions -creating barriers -undermining loyalty -lowering job satisfaction

Four stage information processing sequence

1. Selective attention/ comprehension 2. Encoding and simplification 3. Storage and retention 4. Retrieval and response

Scientific Management

A body of research by Frederic Taylor (1856-1915) that involved systematically analysing human behaviour at work to increase productivity and efficiency.

5 common perceptual errors

Halo, leniency, central tendency, recency effects and contrast effects.

High self-monitor

High personal awareness levels of how to adapt related patterns to self-expression to fit situations.

Implications of managerial perceptions in the workplace?

Hiring, performance appraisal, leadership, communication and interpersonal influence, workplace aggression and physical and psychological well-being.

Social Cognition

How people perceive one another.

Fundamental Attribution Bias

Ignoring environmental factors that affect behaviour.

Glass Ceiling

Invisible barrier blocking qualified women and minorities from top management positions.

Low self-monitor

Low personal awareness levels of related patterns of self-expression on how to adapt to situations.

Emotional Labour

Management of feeling to create a publicly observable facial and bodily display.

Schema

Mental picture of an event or object.

Ethical challenges in the workplace

Moral implications stem from both personal and business decisions.

Theory X

Negative, pessimistic assumptions about human nature and its effect on productivity.

Self-monitoring

Observing ones own behaviour and adapting it to the situation.

Self-esteem

One's overall self-evaluation.

What is the difference between past managers and future managers?

Past managers control and give orders. Present managers teach and are a team member.

The four layers of diversity- define each

Personality: stable set of characteristics, responsible for individual identity. Internal dimensions: age, race, gender, not within our control, influence attitudes and assumptions. External dimensions: religion, marital status- influence on perceptions. Organizational dimensions: job title, union affiliation, and seniority.

Diversity Management

Policies, activities, and organizational changes aimed at managing individual differences to enable all people to perform up to their maximum potential.

Theory Y

Positive assumptions about employees being responsible and creative.

Why is OB important to managers in today's workplace?

Promotes on the job satisfaction leading to greater productivity.

Human Relations Movement

Research that started calling attention to the "human" factor within the workplace.

E-business

Running an entire business via the internet.

4 Common forms of stereotyping

Sex-role, age, racial/ethnic and disability

Organizational Behaviour

a field of study that investigates three interdependent systems-the individual, the group, and the overall organisational context- to develop better understanding of the workplace, especially when managing people.