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Mindfulness

receptive/impartial awareness of present situation and own thoughts/emotions in that moment

High nurturing orientation

relationships others' well-being

People are inherently motivated to perceive themselves (and be perceived by others) as competent, attractive, lucky, ethical, and important. This is known as: self-enhancement. self-esteem. self-concept. self-transcendence.

self-enhancement.

Situational Factors (Cues)

signs of nearby hazards

Employee Ability

Aptitudes (i.e., natural talents) and learned capabilities (i.e., physical and mental skills and knowledge acquired) required to successfully complete a task

Differentiation process

Assign less favorable attributes to other groups

Homogenization process

Assign similar traits within a group; different traits to other groups

Stereotyping

Assigning traits to people based on social category membership

Attitudes

Attitudes are beliefs, feelings, and behavioral intentions expressed by evaluating something with favor or disfavor

Potential benefits of virtual work

Attracts applicants, better work-life balance, higher productivity, lower work costs to employees, benefits environment

Situational Factors

Environmental conditions beyond the individual's short-term control that constrain or facilitate behavior

Beliefs

Established perceptions about the attitude object; what you believe to be true

Which of the following represents values that determine whether actions are right or wrong and outcomes are good or bad? Self-monitoring Ethics Moral intensity Sensing

Ethics

Which of the following terms refers to a healthy positive motivational force that allows people to harness the energy for productive work (e.g., achieving goals) and organizational contributions? Distress Cognitive dissonance Eustress Emotional dissonance

Eustress

Compared with personality, values are:

Evaluative (not descriptive) May conflict strongly with each other Affected more by nurture than nature

Power Distance (low power distance)

Expect relatively equal power sharing View relationship with boss as interdependence, not dependence

Emotion display norms vary across cultures

Expressed emotions discouraged: Ethiopia, Japan Expressed emotions allowed/expected : Kuwait, Spain

We determine a person's personality by:

External traits (i.e., look at what people say or do) and Internal states (i.e., thoughts and emotions we infer from these observable behaviors)

High uncertainty avoidance

Feel threatened by ambiguity and uncertainty Value structured situations and direct communication

Halo effect

Form a general impression of others from one trait/behavior Distorts our perception of person's other traits/behaviors

Primacy effect

Forming perception of others (categorization) based on first information we receive about them First impressions are difficult to change

Joining & staying with the organization

Forming the employment relationship and staying with the organization

Higher in jobs requiring:

Frequent/lengthy emotion display Variety of emotions display Intense emotions display

Individual Rights

Fundamental entitlementsin society

Locus of control

General belief about personal control over life events Higher self-evaluation is associated with internal locus of control

________ refers to economic, social, and cultural connectivity with people in other parts of the world. Globalization Organizational behavior Knowledge management Corporate social responsibility (CSR)

Globalization

Task performance

Goal-directed behaviors under the individual's control that support organizational objectives Working with people, data, things, and ideas

Utilitarianism

Greatest good for the greatest number of people

Activation

generate internal energy/effort

Organizations

groups of people who work interdependently toward some purpose

Types of Values Congruence

-Person-organization values congruence -Espoused-enacted values congruence Is there agreement between what a person or entity says and what he/she/it does? -Organization-community values congruence

Jungian Personality Theory

-Swiss psychiatrist Carl Jung -Identifies preferences for perceiving the environment and obtaining/processing information

Self-Concept Defined

An individual's self-beliefs and self-evaluations "Who am I?" and "How do I feel about myself?" Compare perceived job with our perceived and ideal selves. Includes three self-concept characteristics and four "selves" processes

Contingency anchor

A particular action may have different consequences in different situations Need to diagnose the situation and select best strategy under those conditions

Job satisfaction

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

Which of the following illustrates the first step in the self-fulfilling prophecy? A supervisor treats an employee in a manner consistent with the supervisor's expectations. A supervisor forms certain expectations about an employee. A supervisor attributes an employee's good performance to external causes. An employee demonstrates his or her true abilities to a supervisor.

A supervisor forms certain expectations about an employee.

Which of the following refers to the natural talents that help employees learn specific tasks more quickly and perform them better? Intensity Aptitude Commitment Direction

Aptitude

Maintaining work attendance

Absences due to situation (weather), motivation (avoiding stressful workplace) Presenteeism - attending scheduled work when one's capacity to perform is significantly diminished by illness or other factors

Emotional Labor:

Effort, planning and control needed to express organizationally desired emotions during interpersonal transactions.

Affective commitment

Emotional attachment to, identification with, and involvement in an organization Lower turnover, higher motivation and org citizenship

Self-efficacy

Belief that we can successfully perform a task Perceived support from MARS model elements General self-efficacy "Can-do" belief across situations

Opportunities/challenges

Better knowledge, decisions, representation, financial returns Challenges of team development, conflict Surface-level diversity is an ethical imperative

Several reasons why managers follow fads

Bombarded with ideas and research which makes it difficult to figure out which ones are based on good evidence. OB research is necessarily generic, so difficult to figure out which theories and research apply to their unique situations.

Cognitive Dissonance

Emotional experience caused by a perception that our beliefs, feelings, and behavior are incongruent.

Continuance commitment

Calculative attachment Employees stay because no choice (alternative) high financial sacrifice to work elsewhere High continuance commitment associated with lower turnover, performance, org citizenship, cooperation

________ is the mostly nonconscious process of organizing people and objects into preconceived categories that are stored in our long-term memory. Mental model Personal identification Categorical thinking Social identification

Categorical thinking

Categorization process

Categorize people into groups

Personality traits

Clusters of internally-caused behavior tendencies Traits apparent across situations, but situation may suppress behavior tendencies

Situational influences

Competitive pressures and other external factors

Emotional dissonance

Conflict between true and required emotions

Five-Factor PersonalityModel (CANOE)

Conscientiousness Agreeableness Neuroticism Openness to experience Extraversion

Organizational citizenship

Cooperation and helpfulness to coworkers and organization that support the work context Some OCBs may be employment requirement (not all discretionary)

Moral intensity

Degree that issue demands the application of ethical principles

Surface-level diversity

Demographic and physiological differences

Deep-level diversity

Different beliefs, values, personalities, etc.

Elements of Motivation

Direction Intensity Persistence

Self-enhancement

Drive to promote/protect a positive self-view competent, attractive, lucky, ethical, valued

Agreeableness

Effective in jobs requiring cooperation and helpfulness

Globalization

Economic, social, and cultural connectivity with people in other parts of the world

Organizational behavior knowledge is generic, and therefore it cannot be based on systematic research.

False

Which perceptual error occurs when a supervisor incorrectly rates an employee at a similar level across all performance dimensions based on one prominent behavior of that employee? Recency effect Halo effect Self-serving bias Primacy effect

Halo effect

Influenced by nature

Heredity explains about 50 percent of behavioral tendencies and 30 percent of temperament Twins have similar personalities

Value system

Hierarchy of values

Extraversion

Higher performance in sales and mgt performance Related to social interaction and persuasion

Multiple levels of analysis anchor

Individual, team, organizational level of analysis OB topics usually relevant at all three levels of analysis

Identify the term that represents your motivation to engage in a particular behavior regarding an attitude object. Intentions Behaviors Beliefs Feelings

Intentions

Situation

Interferes with values-consistent behavior

Motivation

Internal forces that affect a person's voluntary choice of behavior

Which of the following is true of complexity in the context of an individual's self-concept? It is the degree to which an individual has a clear, confidently defined, and stable self-concept. It is the number of selves that define who an individual is and the separation of those selves. It only exists when some self-perceptions require personal characteristics that conflict with characteristics required for other aspects of self. It is the tendency to rate oneself above average.

It is the number of selves that define who an individual is and the separation of those selves.

To increase values-consistent behavior:

Keep workplace conditions (e.g. rewards) consistent with desired values Remind employees of important values Help employees be more sensitive to relevance of values in daily work

Effects of globalization on organizations

Larger markets, lower costs, more innovation Increasing diversity Increasing work intensification, less work-life balance, requires global mindset

Openness to experience

Linked to higher creativity and adaptability to change

Multidisciplinary anchor

Many OB concepts adopted from other disciplines

Myers-Briggs Type Indicator (MBTI)

Measures Jungian types Most widely used personality test in business Good for self and other awareness Poor predictor of performance, leadership, team development

Work/life balance

Minimizing conflict between work and nonwork demands

Benefits of clear role perceptions:

More accurate/efficient job performance Better coordination with others Higher motivation

Recency effect

Most recent information dominates perceptions

MARS Model of Individual Behavior

Motivation Ability Role Perceptions Situational Behaviors

Consistency

Multiple selves have compatible personality, values

When did OB emerge

OB emerged as a distinct field around the early 1940s

Systematic research anchor

OB knowledge is built on systematic research Evidence-based management - rely on research evidence, not fads, untested assumptions Several reasons why managers follow fads

Counterproductive work behaviors

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

Schwartz's Values Model

Openness to change Conservation Self-Cnchancement Self-Transcendence

Complexity

Our self-view has many distinct, important roles/identities High complexity: many identities but little overlap/connection

False-consensus effect

Overestimate how many others have similar beliefs or traits like ours

Distributive Justice

People who are similar should receive similar benefits

Emotional labor solutions

Perceive emotional labor as professional skill Engage in deep acting (i.e., visualizing reality differently which produces emotions more consistent with the required emotions), not surface acting (i.e., pretending to feel the expected emotion even though they actually experience a different emotion)

Orientation to external world (P/J)

Perceiving - flexible, spontaneous,keeps options open Judging - order and structure

External Attribution

Perception that behavior is caused by factors beyond person's control (situation, fate, etc.)

Internal Attribution

Perception that behavior is caused by person's own motivation or ability

Moral sensitivity

Person's ability to recognize presence/importance of an ethical issue Increases with person's empathy, expertise, experience with dilemmas, mindfulness

________ is the relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics. Values Job satisfaction Personality Motivation

Personality

Social identity

Referred to as external self-concept Social identity theory suggests we define ourselves in terms of the groups to which we belong or have an emotional attachment.

Personal Identity

Referred to as internal self-concept Consists of attributes that make us unique and distinct from people in the social groups to which we are connected.

Personality

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

Feelings

Represent your conscious positive or negative evaluations of the attitude object

Behavioral intentions

Represent your motivation to engage in a particular behavior regarding the attitude object

Which of the following statements about the Myers-Briggs Type Indicator (MBTI) is true? It combines 16 pairs of traits into four distinct types. It advocates the view that thinking and feeling are not important in decision making. Research suggests that it is more useful in improving self-awareness for career development than for selecting job applicants. It is no longer used in organizations

Research suggests that it is more useful in improving self-awareness for career development than for selecting job applicants.

According to the MARS model, which of the following directly influences an employee's voluntary behavior and performance? Role perceptions Income Uncertainty avoidance Moral intensity

Role perceptions

Person - job matching

Selecting applicants Developing employees Redesigning jobs

Clarity

Self-concept is clear, confidently described, internally consistent, and stable across time

Perceiving information (S/N)

Sensing - factual, quantitative Intuition -insight, subjective experience

Extraversion versus introversion (E/I)

Similar to five-factor dimension

Values Congruence:

Similarity of a person's values hierarchy to another source

Which of the following is external to an individual but still affects his or her behavior and performance? Abilities Resolutions Situational factors Motivations

Situational factors

Potential limitations of virtual work

Social isolation, reduced promotion opportunities

Influenced by nurture

Socialization, learning

Values

Stable, evaluative beliefs that guide our preferences Define right/wrong, good/bad - what we "ought" to do in a situation Direct our motivation, potentially decisions and behavior

Conscientiousness and emotional stability

Strongest personality predictors of performance

Self-Serving Bias

Tendency to attribute our successes to internal factors and our failures to external factors

Fundamental Attribution Error

Tendency to overemphasize internal causes of another person's behavior, whereas we recognize external influences on our own behavior This error is less common that previously thought

Which of the following anchors of organizational behavior states that no single solution is best all of the time? The contingency anchor The systematic research anchor The multiple levels of analysis anchor The multidisciplinary anchor

The contingency anchor

Individualism

The degree to which people value personal freedom, self-sufficiency, control over themselves, being appreciated for unique qualities

Collectivism

The degree to which people value their group membership and harmonious relationships within the group

Judging (making decisions) (T/F)

Thinking - rational logic, use data Feeling - influenced by emotions, how choices affect others

Situational Factors (Constraints)

Time, budget, facilities, etc.

Self-esteem

To like and respect oneself High self-esteem: less influenced by others, more persistent, more logical thinking

Low uncertainty avoidance

Tolerate ambiguity and uncertainty

__________ is the degree to which people either tolerate ambiguity or feel threatened by ambiguity. Uncertainty avoidance Power distance Individualism Achievement orientation

Uncertainty avoidance

Clearer role perceptions (role clarity) when we:

Understand our tasks or accountable consequences Understand task/performance priorities Understand the preferred behaviors/procedures

Role Perceptions

Understand the job duties expected of us.

Virtual work (telework)

Using technology to perform job away from traditional workplace

Power Distance (High power distance)

Value obedience to authority Comfortable receiving commands from superiors Prefer formal rules and authority to resolve conflicts

Awareness (salience)

Values are abstract; relevance is not obvious

Intensity

amount of effort a person puts into a goal

The concept of affective organizational commitment includes: an employee's motivation to stay because leaving would be costly. a calculative attachment to an organization. selfish behavior within an organization. an emotional attachment with an organization.

an emotional attachment with an organization.

High achievement orientation

assertiveness competitiveness materialism

Self-Fulfilling Prophecy Effectis Strongest...

at the beginning of the relationship (e.g. employee joins the team) when several people have similar expectations about the person when the employee has low rather than high past achievement

Beliefs, feelings, and behavioral intentions are components of: attitudes. organizational commitment. the psychological contract. emotions.

attitudes.

The ________ process involves perceiving whether an observed behavior or event is caused mainly by characteristics of a person or by the environment. attribution social identification self-identification selective attention

attribution

Valence (core affect)

automatic evaluation that perceived object is good/bad

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

blind

Persistence

continual effort for a specified amount of time

According to social identity theory, people tend to: define themselves by the groups to which they belong. refer to something about themselves as separate individuals. think that they are distinct from people in the social groups to which they have a connection. receive information and make sense of the world around them.

define themselves by the groups to which they belong.

Distress

degree of physiological, psychological, and behavioral deviation from healthy functioning

Motivation affects a person's ________ of voluntary behavior. aptitudes, abilities, and competencies direction, intensity, and persistence size, shape, and weight antecedents, consequences, and perceptions

direction, intensity, and persistence

Awareness of own emotions, management of own emotions, awareness of others' emotions, and management of others' emotions are the four dimensions of: emotional intelligence. affective commitment. continuance commitment. emotional contagion.

emotional intelligence.

Customer service representatives (CSRs) often conceal their frustration when serving an irritating customer. This behavior from the CSRs is an example of: cognitive response. emotional labor. cognitive dissonance. judgmental evaluation.

emotional labor.

Eustress

healthy positive motivational force that allows people to harness its energy for productive work and organizational contributions

Proactivity

how well one anticipates environmental changes and initiates new work patterns

Adaptability

how well one responds to, copes with, and supports new circumstances and work patterns

The exit-voice-loyalty-neglect (EVLN) model: identifies the four ways to manage employee emotions. is a template for organizing and understanding the consequences of job dissatisfaction. explains why the psychological contract differs between employees and their employers. outlines the four consequences of emotional intelligence.

is a template for organizing and understanding the consequences of job dissatisfaction.

Self-verification

is the motivation to verify/maintain our self-concept Stabilizes our self-concept Prefer feedback consistent with self-concept

Mental models are ________ that we develop to describe, explain, and predict the world around us. self-fulfilling prophecies knowledge structures action learning practices stereotypes

knowledge structures

The ability to detect a moral dilemma and determine its relative importance is known as: situational factors moral intensity moral sensitivity utilitarianism

moral sensitivity

Self-enhancement

motivated by self-interest

Conservation

motivation to preserve the status quo

Self-transcendence

motivation to promote welfare of others and nature

Openness to change

motivation to pursue innovative ways

Direction

path by which a person steers his/her effort

Proficiency

performing work efficiently and effectively

Emotions are defined as: feelings that are not directed toward anything in particular. physiological, behavioral, and psychological episodes experienced toward an object, person, or event that create a state of readiness. our intentions to act toward an attitude object. our judgments about what is right or wrong.

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

Performance =

proficiency, adaptability, proactivity

The process of assigning traits to people based on their membership in a social category is called: the recency effect. empathy. the halo effect. stereotyping.

stereotyping.

At Clickz, an American photography magazine publisher, more than half of the senior management positions are held by women. African Americans represent 40 percent of the company's workforce. The description of Clickz's diversity refers to: surface-level diversity deep-level diversity psychological diversity attitude diversity

surface-level diversity

Conscientiousness is a dimension of: the five-factor model (FFM) of personality. Schwartz's values model. the MARS model. the Myers-Briggs Type Indicator (MBTI).

the five-factor model (FFM) of personality.

Organizational behavior (OB)

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

Mick works for a company as a financial analyst from home using information technology. He does not work in a traditional physical workplace. This trend is known as: frictional unemployment. contract work. surface-level diversity. virtual work.

virtual work.

Deep acting involves visualizing reality differently and producing emotions to match the requirements. ignoring customer needs and acting for a company's benefit. basing one's behavior on customer interactions. using real emotions to handle difficult customers.

visualizing reality differently and producing emotions to match the requirements.

Emotional dissonance occurs when: there is a set of similar emotional display rules around the world. we experience conflict between the required emotions and our true emotions. job satisfaction is at the same level as organizational commitment. we work with someone who has high emotional intelligence.

we experience conflict between the required emotions and our true emotions.