BCOR 2202 Quiz 1
factors that promote culture
1)vision/mission of company 2)hire the right people 3)daily routine actions and behaviors 4)stories; frequently told to define the company 5)rights, awards and socialization orientation
pareto principle
A decision-making tool that can help you decide where to begin when you have several tasks or problems. roughly 80% of the effects come from 20% of the causes
power distance
Degree to which societies accept the idea that inequalities in the power and well-being of their citizens are due to differences in individuals' physical and intellectual capabilities and heritage High: ranking, title and status are all important Low: ok to disagree with authority
4 basic functions of organizational behavior
Planning, Organizing, Leading, Controlling
Schein's Iceberg Model
Top: observable artifacts and espoused values/norms Bottom: enacted values/norms and assumptions
coalition
a group of individuals with a common interest on which every political party depends
masculinity
achieving vs. nurturing masculinity: "live to work" femininity: "work to live"
non-rational thinking
administrative model- managers use bounded rationality, rules of thumb, suboptimizing and satisficing when making decisions
intuition
an innate belief about something without continuous consideration
job satisfaction
attitudes/feelings about your job
bounded rationality
choose to only access some information and alternatives when making a decision or tackling a problem. We can't know everything
individualism
degree of emphasis placed on individual accomplishment vs. group accomplishment individualism: individual accomplishment collectivism: group accomplishment
indulgence
degree to which people self-control indulgent: weak control restrained: strong control
Organizing
designing, grouping jobs and establishing a pattern of authority
satisficing
examining alternatives only until a solution that meets minimal requirements is found
espoused values
explicitly stated values and norms preferred by an organization
risk propensity
extent to which a decision maker is willing to gamble when making a decision
contientiousness
focus on commitment to goals, responsible, dependable
delphi technique
for groups that don't met face-to-face. Method of systematically gathering the judgements of experts for use in developing forecasts.
nominal group technique
generate-discuss-vote cycle until a decision is made
Organizational Behavior
how individuals and groups act within organizations, how the organizations behaves within itself
openness to experience
how intellectual, imaginative, curious, and broad-minded one is
brainstorming
idea generation, helps solve new problems, and generate alternatives
non programed decision making
infrequent, no decision rule, problem solving, no structure, vague goals, require good judgement
Locus of control
internal: you have control over what happens to you external: attribute what happens to you to fate or luck/others in the world
terminal values
long-term life goals of person or organization
need for achievement
meet/achieve goals and conscientiousness
Controlling
monitoring/correcting actions of an organization
Leading
motivating members to work together
3 needs
need for achievement, need for affiliation, need for power
agreeableness
need for affiliation, cooperation, adaptive
self-esteem
one's feelings of high or low self-worth
Big 5 Personality Traits
openness, conscientiousness, extraversion, agreeableness, neuroticism (OCEAN)
National culture Hofstede's dimensions
power distance, uncertainty avoidance, individualism, masculinity, long-term orientation, indulgence
emotional intelligence
putting yourself in others shoes; empathy -self awareness -self management -self motivation -empathy -social skills
enacted values
represent the values and norms actually exhibited in the organization
escalation of commitment
stay with a decision even when it is wrong
long-term orientation
stress placed on future long-term: focus on future short-term: focus on now
programmed decision making
structure, set of rules, procedure, recurring, goals clear
neuroticism
tendency to be tense, emotional, unstable, insecure
uncertainty avoidance
the degree to which societies are willing to tolerate uncertainty and risk Strong: need for rules/regulation, no risk Weak: change is good
need for affiliation
the desire for warm, fulfilling, and close personal relationships
group think
the mode of thinking that occurs when the desire for harmony in a decision-making group overrides a realistic appraisal of alternatives group unknowingly makes unanimity rather than the best decision its goal.
Planning
the organizations future and how to get there
national culture
the set of values that a society considers important and the norms of behavior that are approved or sanctioned in that society
group polarization
the tendency for a group's average post-discussion attitudes to be more extreme than its average pre-discussion attitudes
organizational culture
the values and assumptions shared within an organization
instrumental values
the values and goals needed to achieve the terminal values
Artifacts and Symbols
what most people can see of a company, surface, architecture, process of the organization
commitment
will be more committed if happier and have higher job satisfaction