Combo with "Organizational Behavior Study Guide" and 27 others
________ socialization tries to strip away certain characteristics of the recruit
Divestiture
Which of the following questions best helps understand an employee's organizational commitment?
Do you believe in the organization's objective on sustainable work practices?
Which of the following statements is most likely to be true regarding behavioral structured interviews?
They increase the effectiveness of the interview technique
A(n) ________ is a senior employee who sponsors and supports a less-experienced employee, a protégé
mentor
According to the team effectiveness model, which of the following is a process variable that influences effectiveness of a team?
team efficacy
Why Is It Hard to be Evidenced-Based?
(1) There's too much evidence. (2) There's not enough good evidence. (3) The evidence doesn't quite apply. (4) People are trying to mislead you. (5) You are trying to mislead you. (6) The side effects outweigh the cure. (7) Stories are more persuasive, anyway.
Decision-Making Biases
(1) availability, (2) representativeness, (3) confirmation, (4) anchoring, (5) overconfidence, (6) hindsight, (7) framing, and (8) escalation of commitment.
Nominal Group Technique
(An offshoot of brainstorming) A group discusses the purpose of the meeting. Members then write ideas down individually and come together later to discuss them.
Positional Rotation
(Deepest level of cross-training) Gives members actual experience carrying out the responsibilities of their teammates
Positional Modeling
(Middle type of cross-training) Team members observing how other members perform their roles
Personal Clarification
(Shallowest type of cross-training) Members simply receive information regarding the roles of the other team members
Politically Correct Communication (communication barrier)
*Communication barrier*: Concerns about being inoffensive can prevent meaningful and accurate communication
Emotions (communication barrier)
*Communication barrier*: Receivers experiencing extreme emotions, such as anger or excitement, may not interpret messages objectively
Information Overload (communication barrier)
*Communication barrier*: Receivers select, ignore, or forget information when individuals receive more messages than they can process
Filtering (communication barrier)
*Communication barrier*: Sender manipulates information so the receiver will view it more positively, such as telling someone what he or she wants to hear rather than the truth
Communication Apprehension (communication barrier)
*Communication barrier*: Tension and social anxiety about communicating orally and/or in writing affects 5 to 20% of individuals
Selective Perception (communication barrier)
*Communication barrier*: The tendency to process messages based on personal interests, experiences, and attitudes
Silence (communication barrier)
*Communication barrier*: Withholding communication is a common problem in organizations. Employees fail to report operational problems, misconduct, and harassment, which prevent management from correcting problems
Language (communication barrier)
*Communication barrier*: Word meanings can vary depending on the context of the communication and the experiences of the sender and receiver. Lack of this uniformity can hinder communication
Potential opposition or incompatibility
*Conflict Process Stages*: Stage 1: ______ ______ _____ ______; Conditions create opportunities for conflicts to occur. Also includes communication problems, task structure, and personal variables
Cognition and Personalization
*Conflict Process Stages*: Stage 2: _____ _____ _____; Conflict issues are defined and parties determine what a conflict is about. Emotions play a role in shaping conflict perceptions
Intentions
*Conflict Process Stages*: Stage 3: _______; Decisions are made to act in a certain way. The main intentions for handling conflict are competing, collaborating, avoiding, accommodating, and compromising
Behavior
*Conflict Process Stages*: Stage 4: _______; Conflict becomes visible through statements, actions, and reactions by both parties
Outcomes
*Conflict Process Stages*: Stage 5: _______; Consequences result from the actions and reactions of the parties involved. Functional outcomes improve group performance. Dysfunctional outcomes harm group performance
Halo Effect
*Description*: drawing general impressions of a person based on one characteristic; *Problem*: single traits influence broad conclusions
Contrast effects
*Description*: evaluating a person's characteristics by making comparisons to another person; *Problem*: misperceptions occur because individuals are not evaluated in isolation
Selective perception
*Description*: interpreting only selected observations of a person based on personal interests, experiences, and attitudes; *Problem*: quick, narrow interpretations lead to unfounded conclusions
Stereotyping
*Description:* judging a person based on group association; *Problem*: generalizations are often unfair and untrue
All-channel networks (type of formal small-group networks)
*Formal small-group networks*: Allow all members to participate in communication with no single individual taking a leadership position. These networks are characterized by high speed, high member satisfaction, and moderate accuracy
Wheel Networks (type of formal small-group networks)
*Formal small-group networks*: Depend on a central individual or leader to convey information and are characterized by accuracy and speed, but low member satisfaction
Chain networks (type of formal small-group networks)
*Formal small-group networks*: Follow a formal chain-of-command and are characterized by high accuracy, moderate speed, and member satisfaction
Forming
*Group Development Stages*: Stage 1: ______; Uncertainty among members about acceptable behaviors and group structure. The stage is complete when members feel a part of the group
Storming
*Group Development Stages*: Stage 2: _______; Characterized by intragroup conflict regarding constraints on individuality and group leadership. Stage ends with clarified hierarchy
Norming
*Group Development Stages*: Stage 3: _______; Members form close relationships and develop common expectations of member behavior
Performing
*Group Development Stages*: Stage 4: ________; Working to achieve a specific task. It's the final stage for permanent work groups
Adjourning
*Group Development Stages*: Stage 5: _______; Preparing to disband and complete tasks if group is temporary
Illegitimate actions(in political behavior)
*In Political Behavior*: Exceed normal organizational behavior by violating implied rules of business conduct; Example: sabotage and whistle-blowing
Legitimate actions (in political behavior)
*In Political Behavior*: involve complaining to a supervisor, developing business contacts through networking, and bypassing the chain-of-command
Initiating structure (in behavioral theories)
*In behavioral theories*: Refers to the extent that leaders define their roles and the roles of employees
Path-goal Theory (in the Fiedler contingency model)
*In the Fiedler contingency model*: Asserts that it is the job of the leader to help followers accomplish goals by providing the necessary information, support, and resources. Leadership style is determined by subordinate preference and task structure
Situational Leadership Theory (in the Fiedler contingency model)
*In the Fiedler contingency model*: Asserts that the best action of a leader depends on the degree that followers are willing and able to complete a task
Leader-participation Theory (in the Fiedler contingency model)
*In the Fiedler contingency model*: Asserts that the way in which leaders make decisions is equally important to the decision itself. The decision tree for this model includes a set of 12 contingency variables, 8 problem types, and 5 leadership styles, which can be too cumbersome for real-world managers
Reward Power (source of formal power)
*Source of Formal Power*: Based on an individual's ability to bestow valuable rewards or benefits, such as bonuses, raises, promotions, work assignments, sales territories, and work shifts
Coercive Power (source of formal power)
*Source of Formal Power*: Based on an individual's fear of negative consequences for failing to obey. In the workplace, an individual who wields coercive power may have the ability to suspend, dismiss, or demote an employee. More subtle forms of coercive power involve embarrassing an individual or withholding valuable data or information
Legitimate Power (source of formal power)
*Source of Formal Power*: Based on an individual's position in an organization's hierarchy. Considered the most common source of power in the workplace, given its broad scope. Individuals comply with those who hold a higher rank in an organization
Expert Power (source of personal power)
*Source of Personal Power*: Based on expertise, special skills, or knowledge. Physicians, tax accounts, economists, and computer specialists have power due to their expertise
Referent Power (source of personal power)
*Source of Personal Power*: Based on identification with an individual who possesses desirable resources or traits, such as charisma, beauty, and likability. Individuals who are admired have power over those who want to be like them. Celebrities have this kind of power, which is why they are commonly used to endorse products
Behavioral Theories
*Theories*: Behaviors of effective leaders differ from behaviors of ineffective leaders
Charismatic Leadership Theory
*Theories*: Effective leaders inspire subordinates by (1) articulating a vision, (2) taking risks, and (3) perceiving the needs of others
Leader-Member Exchange Theory (LMX)
*Theories*: Leaders develop personal relationships with some members of a group, but not others. In-group subordinates exhibit better performance and job satisfaction
Transformational Leadership Theory
*Theories*: Leaders inspire followers by (1) providing vision, (2) communicating high expectations, (3) solving problems, and (4) giving personal attention
Trait Theories
*Theories*: Personal qualities and characteristics of leaders differ from those of non-leaders
Contingency Theories
*Theories*: Situational variables determine whether specific leader traits and behaviors are effective or not according to the Fiedler contingency model
McClelland's Theory of Needs
*Theory*: Employee motivation is influenced by the need for achievement, power, and affiliation
Victor Vroom's Expectancy Theory
*Theory*: Employees are motivated to work hard when they believe their efforts will result in desirable outcomes, such as a good performance appraisal leading to a salary increase; most supported explanations of employee motivation b/c of the strong connection between effort, performance, and reward
Conscientiousness (influence on job performance)
-Better organization, better attention to detail, more persistence, and higher job performance -Lower ability to adapt to change and think creatively
Norms - Why they are Enforced
-Help the group or organization survive -Clarify or simplify behavioral expectations -Help individuals avoid embarrassing situations -Clarify the group's or organization's central values and/or unique identity
Extraversion (the influence on job performance)
-Higher job satisfaction, better interpersonal skills, and higher job performance -More impulsive and more likely to be absent and partake in risky behaviors
Openness (influence on job performance)
-More adaptable to change, more creative, and enhanced leadership -More susceptible to workplace accidents
Agreeableness (influence on job performance)
-More compliant, better like-ability, and higher job performance -Lower levels of career success and negotiation skills
Roles
-expected behaviors for a given position -sets of behaviors that persons expect of occupants of a position
Norms - How they are Developed
1 - Explicit statements by supervisors or co-workers. For instance, a group leader might explicitly set norms about not drinking (alcohol) at lunch. (See Real World/Real People.) 2 - Critical events in the group's history. At times there is a critical event in the group's history that establishes an important precedent. (For example, a key recruit may have decided to work elsewhere because a group member said too many negative things about the organization. Hence, a norm against such "sour grapes" behavior might evolve.) 3 - Primacy. The first behavior pattern that emerges in a group often sets group expectations. If the first group meeting is marked by very formal interaction between supervisors and employees, then the group often expects future meetings to be conducted in the same way. 4 - Carryover behaviors from past situations. Such carryover of individual behaviors from past situations can increase the predictability of group members' behaviors in new settings and facilitate task accomplishment. For instance, students and professors carry fairly constant sets of expectations from class to class.
Four Sociological Criteria of a Group
1 - Two or more freely interacting individuals 2 - Collective norms 3 - Collective goals 4 - Common identity
Big Five Model (of personality traits)
1) Extraversion 2) Agreeableness: tendency to defer to others 3) Conscientiousness: measure of reliability 4) Emotional Stability 5) Openness to experience
MBTI (Myers-Briggs Type Indicator) Personality Types
1) Extraverted/Introverted 2) Sensing/Intuitive 3) Thinking/Feeling 4) Judging/Perceiving
Methods of perception
1) Selective perception 2) Halo Effect 3) Contrast Effects 4) Stereotyping
Deborah Tannen
1) WOMEN use language to CONNECT with others. 2) MEN use language to CONVEY information
What are the characteristics of a spirtual organization
1. Benevolence 2. strong sense of purpose 3.trust and respect 4. open mindedness
What can managers to to create more ethical culture?
1. be a visible role model 2.Communicate ethical expections 3. Provide training 4. Visibly reward ethical acts and punish unethical ones 5. Provide protective mechanisms
How do cultures begin?
1. founders hire and keep only employees who think and feel the same way they do(selection) 2. they indoctrinate and socialize these employees to thier rway of thinking and feeling (Top Mangement) 3. founders own behavior encourages employees to identify with them , internalize their beliefs, values, and assumptions.(Socialization)
What are the 4 culture functions
1. it has a boundary defining role 2. conveys a sense of identity 3. facilitates commitment to something larger than individual self-interest 4. enhances stability of the social system
What are the 3 stages of socialization
1. pre-arrival 2.encounter 3.metamorphnosis
How do employees learn of the culture
1. stories 2.rituals 3.material symbols 4.Language
what can a positive climate do for a company(4)
1.increased productivity 2.will collaborate with co-workers more 3. leads to worker empowerment 4. influences habits
Perceiver, target, situation
3 key factors to why employees have such different perceptions: 1) the _______, 2) the ______, and 3) the ________
approach that involves collecting performance information not just from the supervisor but from anyone else who might have firsthand knowledge have the employee's performance behaviors
360-degree feedback
what percentage of their time do people spend communicating
70%
how many ratings are there? How many sets of contrasting adjectives
8, 16
From January to October, Jamie's work performance was at best mediocre. In November and December, he significantly picked up his performance and did an excellent job. His supervisor evaluated him as an outstanding performer. This can be explained partially due to the: A - Escalation of commitment effect. B - Representativeness heuristic. C - Nominal group effect. D - Availability heuristic.
A - Escalation of commitment effect.
Social Networking Site (SNS)
A Web site that provides a virtual community for people interested in a particular subject or just to "hang out" together. Members create their own online "profile" with biographical data, pictures, likes, dislikes and any other information they choose to post. They communicate with each other by voice, chat, instant message, videoconference and blogs, and the service typically provides a way for members to contact friends of other members. Members of an SNS may or may not know each other on a face-to-face basis and SNS use is dominated by, but not restricted to, young people. According to a Pew Research Center survey, 75% of online users ages 18-24 and 30% of online users ages 35-44 have at least one profile on an SNS.
Type A Behavior Pattern
A behavior pattern marked by a sense of time urgency, impatience, excessive competitiveness, hostility, and anger; considered a risk factor in coronary heart disease.
Secondary Appraisal
A cognitive evaluation of available resources and options prior to deciding how to deal with a stressor
Name some terminal values in Rokeach's Value Survey
A comfortable life, an exciting life, sense of accomplishment, equality, inner harmony and happiness
Engagement
A contemporary synonym, more or less, for high levels of intensity and persistence in work effort
Continuance Commitment
A desire to remain a member a of an organization because of an awareness of the costs associated with leaving it
Affective Commitment
A desire to remain a member of an orgaization due to an emotional attachment to, and invovlement with, that organization
Normative Commitment
A desire to remain a member of an organization due to a feeling of obligation
Task group
A formal group; members of this group play a different role in completing a specific task for the organization
Command group
A formal group; members of this group report to the same 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.
work team
A group whose individual efforts result in performance that is greater than the sum of the individual inputs.
Role Ambiguity
A lack of information about what needs to be done in a role, as well as unpredictability regarding the consequences of performance in that role
Motivational Loss
A loss in team productivity because members don't work as hard as they could
Structure
A means to achieve objectives
Loyalty
A passive, constructive response that maintains public support for the situation while the individual privately hopes for improvement
Neglect
A passive, destructive response in which interest and effort in the job declines
emotional stability
A personality dimension that characterizes someone as calm, self-confident, secure (positive) versus nervous, depressed, and insecure (negative)
agreeableness
A personality dimension that describes someone who is good natured, cooperative, and trusting
bounded rationality
A process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity
Stress
A psychological response to demands that possess certain stakes for the person and that tax or exceed the person's capacity or resources
Withdrawal Behavior
A set of actions that employees perform to avoid the work situation - behaviors that may eventually culminate in quitting the organization
Motivation
A set of energetic forces that orginates both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence.
Integrating Rational and Nonrational Models
A simple context is stable, and clear cause-and-effect relationships can be discerned, so the best answer can be agreed on. This context calls for the rational model, where the decision maker gathers information, categorizes it, and responds in an established way. In a complicated context, there is a clear relationship between cause and effect, but some people may not see it, and more than one solution may be effective. Here, too, the rational model applies, but it requires the investigation of options, along with analysis of them. In a complex context, there is one right answer, but there are so many unknowns that decision makers don't understand cause-and-effect relationships. Decision makers therefore need to start out by experimenting, testing options, and probing to see what might happen as they look for a creative solution. In a chaotic context, cause-and-effect relationships are changing so fast that no pattern emerges. In this context, decision makers have to act first to establish order and then find areas where it is possible to identify patterns so that aspects of the problem can be managed. The use of intuition and evidence-based decision making, both of which are discussed later in this chapter, may be helpful in this situation.
Virtual Organization
A small, core organization that outsources major business functions (aka Network, or modular, organization)
Work-Family Conflict
A special form of role conflict in which the demands of a work role hinder the fulfillment of the demands of a family role (visa versa)
Innovation Strategy
A strategy that emphasizes the introduction of major new products and services
Cost-Minimization Strategy
A strategy that emphasizes tight cost controls, avoidance of unnecessary innovation or marketing expenses, and price cutting
Imitation Strategy
A strategy that seeks to move into new products or new markets only after their viability has already been proven
Time Pressure
A strong sense that the amount of time you have to do a task is just not quite enough
The Mechanistic Model
A structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization
The Organic Model
A structure that is flat, uses cross-hierarchical and cross functional teams, has low formalization, possesses a comprehensive information network, and relies on participative decision making
Training
A systematic effort by organizations to facilitate the learning of job-related knowledge and behavior
Downsizing
A systematic effort to make an organization leaner by closing locations, reducing staff, or selling off business units that don't add value
Action Learning
A team is given a real problem that's relevant to the organization and then held accountable for analyzing the problem, developing an action plan, and carrying out the action plan
Team Process
A term that reflects the different types of communication, activities, and interactions that occur within teams that contribute to their ultimate end goal.
self-determination theory
A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation
self-determination theory
A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation.
behaviorism
A theory that argues that behavior follows stimuli in a relatively unthinking manner
reinforcement theory
A theory that says that behavior is a function of its consequences.
equity theory
A theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.
goal-setting theory
A theory that says that specific and difficult goals, with feedback, lead to higher performance.
expectancy theory
A theory that says the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual
McCleelland's theory of needs
A theory that states achievement, power, and affiliation are three important needs that help explain motivation.
What is Path-Goal Theory
A theory that states that it is the leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.
cognitive evaluation theory
A version of self-determination theory which holds that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling.
Which of the following statements is true regarding a virtual organization?
A virtual organization tends to have unclear roles, goals, and responsibilities.
Rewards, performance
A weak relationship between _____ and ______ leads to job dissatisfaction, turnover, and absenteeism
Tuckman's Five-Stage Theory of Group Development
A word of caution is in order. Somewhat akin to Maslow's need hierarchy theory, Tuckman's theory has been repeated and taught so often and for so long that many have come to view it as documented fact, not merely a theory. Even today, it is good to remember Tuckman's own caution that his group development model was derived more from group therapy sessions than from natural-life groups. Still, many in the organizational behavior (OB) field like Tuckman's five-stage model of group development because of its easy-to-remember labels and commonsense appeal.
Which of the following statements best defines a work group?
A work group interacts primarily to share information, rather than to engage in work that requires joint effort.
Leadership
Ability to influence a group towards the achievement of a vision or set of goals can be formal (managerial rank) or informal (non-sanctioned leadership)
McClelland's theory of needs
Achievement, power, and affiliation are three important needs that help explain motivation
Equity Theory
Acknowledges that motivation doesn't just depend on your own beliefs and circumstances but also on what happens to other people
Personal Development
Activities include participation in formal education programs, music lessons, sports-related training, hobby-related self-education, participation in local government, or volunteer work
Taskwork Processes
Activities of team members that relate directly to the accomplishment of team tasks
Trust
Agreeing to make yourself vulnerable to another with positive expectations
Cognitive Distortion
Allows you to restore balance mentally, without altering your behavior in any way
Social Loafing Theory and Research
Among the theoretical explanations for the social loafing effect are (1) equity of effort ("Everyone else is goofing off, so why shouldn't I?"), (2) loss of personal accountability ("I'm lost in the crowd, so who cares?"), (3) motivational loss due to the sharing of rewards ("Why should I work harder than the others when everyone gets the same reward?"), and (4) coordination loss as more people perform the task ("We're getting in each other's way"). Laboratory studies refined these theories by identifying situational factors that moderated the social loafing effect. Social loafing occurred when: -The task was perceived to be unimportant, simple, or not interesting.94 -Group members thought their individual output was not identifiable.95 -Group members expected their co-workers to loaf. But social loafing did not occur when group members in two laboratory studies expected to be evaluated. Also, research suggests that self-reliant "individualists" are more prone to social loafing than are group-oriented "collectivists." But individualists can be made more cooperative by keeping the group small and holding each member personally accountable for results. Social loafing also was reduced in a recent study when a hybrid combination of individual and shared rewards were employed.
Voice
An active, constructive response in which individuals attempt to improve the situation
Exit
An active, destructive response by which an individual either ends or restricts organizational membership
Climate For Transfer
An environment that can support the use of new skills
Interest group
An informal group; Develops when workers share a common concern, like improving worker safety
Friendship group
An informal group; These are social alliances that form at work and often continue outside of the workplace
Equity Distress
An internal tension the can only be alleviated by restoring balance to the ratios
Simple Structure
An organization structure characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization
Matrix Structure
An organization structure that creates dual lines of authority and combines functional and product departmentalization
Bureaucracy
An organization structure with highly routine operating tasks achieved through specialization, very formalized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control, and decision making that follows the chain of command
Boundaryless Organization
An organization that seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams
Fundamental Attribution Error
Argues that people have a tendency to judge others' behaviors as due to internal factors
Social Learning Theory
Argues that people in organizations have the ability to learn through the observation of others
Progression Model
Argues that the various withdrawal behaviors are positively correlated
Independent Forms Model
Argues that the various withdrawal behaviors are uncorrelated with one another, occur for different reasons, and fulfill different needs on the part of employees
Compensatory Forms Model
Argues that the various withdrawal behaviors negatively correlate with one another - that doing one means you're less likely to do another
Specific and Difficult Goals
Assigning these goals will result in higher levels of performance than assigning no goals, easy goals, or "do-your-best" goals
Nonrational models
Attempt to explain how decisions are actually made Decision making is uncertain Decision makers do not possess complete information Difficult for managers to make optimal decisions Two nonrational models are Herbert Simon's normative model and the garbage can model.
Bob's role in his work group is to promote greater understanding through examples or explanation of implications. Bob's role can be described as a(n): A - Initiator B - Elaborator C - Coordinator D - Energizer
B - Elaborator
Values
Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.
Departmentalization
Basis on which jobs are grouped together. Involves functional, product or customer, geographical and matrix.
BATNA
Best Alternative to a Negotiated Agreement; the outcome an individual faces if negotiations fail
Emotional Stability
Big Five dimension often labeled by its converse, neuroticism, taps a person's ability to withstand stress. People with positive emotional stability tend to be calm, self-confident, and secure. Those with high negative scores tend to be nervous, anxious, depressed, and insecure.
Openness to Experience
Big Five dimension that addresses range of interests and fascination with novelty. Extremely open people are creative, curious, and artistically sensitive. Those at the other end of the category are conventional and find comfort in the familiar.
Extraversion
Big Five dimension that captures our comfort level with relationships. Extraverts tend to be gregarious, assertive, and sociable. Introverts tend to be reserved, timid, and quiet.
Conscientiousness
Big Five dimension that is a measure of reliability. A highly conscientious person is responsible, organized, dependable, and persistent. Those who score low on this dimension are easily distracted, disorganized, and unreliable.
Agreeableness
Big Five dimension that refers to an individual's propensity to defer to others. Highly agreeable people are cooperative, warm, and trusting. People who score low are cold, disagreeable, and antagonistic.
emotional stability
Big Five trait most strongly related to life satisfaction, job satisfaction, and low stress levels
Agreeable
Big Five trait that explains why people tend to do better in interpersonally oriented jobs such as customer service, more compliant and rule abiding and less likely to get into accidents as a result. They are more satisfied with their jobs and contribute to organizational performance by engaging in citizenship behavior. Associated with lower levels of career success, especially earnings.
Openness
Big Five trait that makes people more likely to be effective leaders, and more comfortable with ambiguity and change. They cope better with organizational change and are more adaptable in changing contexts. Especially susceptible to work-place accidents.
extravert
Big Five trait that means people are happier in their jobs and in their lives as a whole, and tend to perform better in jobs that require significant interpersonal interaction, and is a relatively strong predictor of leadership emergence in groups, but are more likely to be absent from work and engage in risky behavior.
Simon's Normative Model
Bounded rationality represents the notion that decision makers are "bounded" or restricted by a variety of constraints when making decisions. These constraints include any personal characteristics or internal and external resources that reduce rational decision making. Personal characteristics include the limited capacity of the human mind, personality (a meta-analysis of 150 studies showed that males displayed more risk taking than females),1and time constraints. Examples of internal resources are the organization's human and social capital, financial resources, technology, plant and equipment, and internal processes and systems. External resources include things the organization cannot directly control such as employment levels in the community, capital availability, and government policies. Satisficing choosing a solution that meets some minimum qualifications, one that is "good enough". Satisficing resolves problems by producing solutions that are satisfactory, as opposed to optimal. Most frequent causes of poor decision making: Poorly defined processes and practices Unclear company vision, mission, and goals Unwillingness of leaders to take responsibility Lack of reliable, timely information
How to create a Positive organizational Culture
Build on employee strength reward more than punish emphasize vitality and growth
Learning Orientation
Building competence is deemed more important than demonstrating competence
The Organizational Behavior class has a project that counts for 50% of the class grade. Groups of 10 have been assigned to complete it. Duane thinks that he will not have to work very hard because the group is so large. This is called _______. A - Groupthink B - Cohesiveness C - Social loafing D - Collective groupthink
C - Social loafing
Dimensions of Environment
Capacity, Volatility, Complexity
Competence
Captures a person's belief in his or her capability to perform work tasks successfully
Meaningfulness
Captures the value of a work goal or purpose, relative to a person's own ideals and passions
Formal channels
Channels established by an organization to transmit messages and usually follow a chain-of-command, while informal channels occur spontaneously
Routine Activities
Characterized by automated and standardized operations
Contemporary theories
Charismatic and transformational leadership what are some prototypical leadership STYLES
Dependence
Charismatic leadership is about leader's extraordinary qualities, so there is more ______ on the leader
Difference between charismatic and transformational leaderships
Charismatic- emphasis on HOW leaders communicate transformational- emphasis on WHAT is communicated
Needs
Cognitive groupings or clusters of outcomes that are viewed as having critical psychological or physiological consequences
Highly publicized scandals involving uneth-ical and illegal business practices prompt concerns for ethical behavior in the workplace; there is growing intolerance for breaches of public faith by organizations and those who run them.
Commitment to ethical behavior
Ambassador Activities
Communications that are intended to protect the team, persuade others to support the team, or obtain important resources for the team
Investment
Companies that downsize to focus on core competencies are more effective when they invest in high-involvement work practices afterward
is the ability to analyze and solve complex problems.
Conceptual skill
Financial Uncertainty
Conditions that create uncertainties with regard to the loss of livelihood, savings, or the ability to pay expenses
Team Building
Conducted by a consultant and intended to facilitate the development of team processes related to goal setting, interpersonal relations, problem solving , and role clarifications
Role Conflict
Conflicting expectations that other people may have of us
Group Problem Solving Techniques
Consensus reached when all members can say they either agree with the decision or have had their 'day in court' and were unable to convince the others of their viewpoint. Everyone agrees to support the outcome. Brainstorming process to generate a quantity of ideas Nominal Group Technique process to generate ideas and evaluate solutions Delphi technique process to autonomously generate ideas from physically dispersed experts Computer-aided decision making a variety of computer, software, and electronic devices to improve decision making allows managers to quickly obtain larger amounts of information from employees, customers, or suppliers around the world Chauffeur-driven systems, group-driven electronic meetings
Psychological Withdraw
Consists of actions that provide a mental escape from the work environment
Physical Withdrawal
Consists of actions that provide a physical escape, whether short-term or long-term, from the work environment
Feedback
Consists of updates on employee progress toward goal attainment
Rather than assume that there is one "best" or universal way to manage people in organizations, whiapproach do researchers use to try to identify how different situations can be best understood and handled?
Contingency
seeks ways to meet the needs of different management situations.
Contingency thinking
Ensuring that things go well by monitoring performance and taking correcitve action as necessary
Controlling
monitors performance and takes any needed corrective action.
Controlling
Ethical leadership
Creates ethical expectations for followers creates an ethical culture/guideline for followers humble
A search committee has been created at ABC University to hire a new dean of College of Business. During which stage of the group development process would the search committee address role agreements and working as a team? A - Storming B - Performing C - Adjourning D - Norming
D - Norming
Programmed Decisions
Decisions that become somewhat automatic because people's knowledge allows them to recognize and identify a situation and the course of action that needs to be taken
________ diversity refers to diversity with respect to attributes that are less easy to observe initially but that can be inferred after more direct experience.
Deep-level
Rules for Brainstorming
Defer judgment. Don't criticize during the initial stage of idea generation. Phrases such as "We've never done it that way," "It won't work," "It's too expensive," and "Our manager will never agree" should not be used. Build on the ideas of others. Encourage participants to extend others' ideas by avoiding "buts" and using "ands." Encourage wild ideas. Encourage out-of-the-box thinking. The wilder and more outrageous the ideas, the better. Go for quantity over quality. Participants should try to generate and write down as many new ideas as possible. Focusing on quantity encourages people to think beyond their favorite ideas. Be visual. Use different colored pens (e.g., red, purple, blue) to write on big sheets of flip chart paper, white boards, or poster board that are put on the wall. Stay focused on the topic. A facilitator should be used for keeping the discussion on target. One conversation at a time. The ground rules are that no one interrupts another person, no dismissing of someone's ideas, no disrespect, and no rudeness. Brainstorming is an effective technique for generating new ideas/alternatives, and research reveals that people can be trained to improve their brainstorming skills. Brainstorming is not appropriate for evaluating alternatives or selecting solutions.
Leader-member relations
Degree of confidence and trust in leader
Task structure
Degree to which job assignments are structured
are outcomes of practical value and interest that are influenced by independent
Dependent variables
Objectives
Derived from the organizations overall strategy
Variable Interval Schedule
Designed to reinforce behavior at more random points in time
Distinctiveness, consensus, consistency
Determining whether a person's behavior is caused by internal or external factors depends on the factors of _____, _____, and ______
Rokeach Value Survey
Developed by psychologist Milton Rokeach; this presents the philosophical basis for the association of values with beliefs and attitudes; Can be divided into 2 types: terminal and instrumental values
Consensus
Did others act the same way under similar circumstances
Task Conflict
Disagreements among members about the team's task
Relationship Concflict
Disagreements among team members in terms of interpersonal relationships or incompatibilities with respect to personal values or preferences
organizational citizenship behaviour (OCB)
Discretionary behavior that is not part of an employee's formal job requirements, but nevertheless promotes the effective functioning of the organization
Consensus
Does everyone else behave similarly when faced with a similar situation? *Example*: If an employee is late to work and other employees are also late, then the behavior shows consensus and would be attributed to external causes
Distinctiveness
Does the person behave differently in different situations? *Example*: If the late employee also completes tasks late, then their behavior would be internal, but if they normally perform tasks on time, then the employee arriving late could be an external attribution
Consistency
Does the person behave similarly over a period of time? *Example*: if the late employee is regularly late, then the behavior would most likely be internally attributed
Consistency
Does this person always do this when performing this task
Distinctiveness
Does this person tend to act differently in other circumstances
Theory X
Douglas McGregor's theory that has the assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform.
Theory Y
Douglas McGregor's theory that has the assumption that employees like work, are creative, seek responsibility, and can exercise self-direction.
Effective leaders have this trait
EI or emotional intelligence
affective commitment
Emotional attachment to, identification with, and involvement in the organization
is the ability to manage oneself and one's relationships effectively.
Emotional intelligence
Intuition
Emotionally charged judgments that arise through quick, non-conscious and holistic associations
Michigan theory (behavioral)
Employee-oriented leader: interpersonal relationships with employees= job satisfaction production-oriented leader: technical aspect of job, accomplishing tasks= productivity
cross-functional teams
Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task.
Behavior Modeling Training
Employees have the ability to observe and learn from those in the company with significant amounts of tacit knowledge
Missing meetings
Employees neglect important work functions while away from the office
Moonlighting
Employees use work time and resources to complete something other than their job duties, such as assignments for another job
Erosion Model
Employees with fewer bonds will be most likely to quit the organization
Participation
Employees worry less if they can participate in the process in some way. Voluntary early-retirement progams or severence packages can help achieve leanness without layoffs
psychological empowerment
Employees' belief in degree they affect their work environment, their competence, meaningfulness of their job, and perceived autonomy in their work
Consequences of trust
Encourages taking risks facilitates information sharing trusting groups are most effective enhances productivity
Personality
Enduring characteristics that describe an individual's behavior.
personality traits
Enduring characteristics that describe an individual's behavior.
is an enriched awareness that causes one to consistently behave with ethical consciousness.
Ethics mindfulness
Negative Life Events
Events such as a divorce or death of a family member that tend to be appraised as a hindrance
Positive Life Events
Events such as marriage or the birth of a child that tend to be appraised as a challenge
Social Loafing
Exerting less effort because you are in group rather than alone
a manager exhibits supervisory behavior while a leader
Exhibits leading behavior
Role conflict
Experienced when "different members of the role set expect different things of the focal person also may be experienced when internalized values, ethics, or personal standards collide with others' expectations. role conflict and role ambiguity were associated with job dissatisfaction, tension and anxiety, lack of organizational commitment, intentions to quit, and, to a lesser extent, poor job performance.
Transactional Theory Of Stress
Explains how stressors are perceived and appraised, as well as how people respond to those perceptions and appraisals
Behavioral theories of leadership
Explains leadership what BEHAVIORS make a good leader we can determine leadership effectiveness by leader behavior and train people to be leaders
What is best way to get information?
Face to Face
hygiene factors
Factors - such as company policy and administration, supervision, and salary - that, when adequate in a job, placate workers. When these factors are adequate, people will not be dissatisfied.
Heredity
Factors determined at conception; one's biological, physiological, and inherent psychological makeup.
Which of the following statements is true regarding negotiation?
Feeling bad about your performance during a negotiation tends to impair future negotiations.
Affective (attitude)
Feeling like "I'm angry about how much work I have to do on the weekend"
Feedback loop
Final aspect of the communication process; It serves to determine whether the receiver understood the message
Performance Prove Orientation
Focus on demonstrating their competence so that others think favorably of them
Performance-Avoid Orientation
Focus on demonstrating their competence so that others will not think poorly of them
Situational leadership theory (SLT)
Focuses on followers selecting right leadership style contingent on followers' readiness- are followers willing and able to accomplish a certain task?
Coordination Loss
Focusing too much time and energy into integrating the work for than team experience rather than devoting it to the task activity
Charismatic leadership theory
Followers attribute extraordinary leadership abilities when they observe certain behavior, giving power to leaders influence followers by articulating an appealing enhanced under stress and crisis can lead to narcissism
Extraverted versus Intraverted Sensing versus Intuitive Thinking versus Feeling Judging versus Perceiving
Four characteristics of the Myers-Briggs Type Indicator.
1. Self-inside 2. Self-outside 3. Other-inside 4. Other-outside
Four referent comparisons in the equity theory
1. Enactive mastery 2. Vicarious modeling 3. Verbal persuasion 4. Arousal
Four ways that self-efficacy can be increased
Verbal Persuasion
Friends, coworkers, and leaders can persuade employees that they can "get the job done"
The Pygmalion effect is also called the ________ effect
Galatea
which countries are low context cultures
Germany, Sweden, Scandinavian
Process Loss
Getting less from the team than you would expect according to the capabilities of its individual members
Process Gain
Getting more from the team than you would expect according to the capabilities of its individual members
Servant leadership
Go beyond self-interest and focus on opportunities to help followers grow and develop emphasizes persuasion over power high organizational citizenship behavior (OCB), especially when followers are responsible
Terminal values
Goals that an individual would like to accomplish during a lifetime
Directive leadership (path-goal)
Greater satisfaction when tasks are ambiguous or stressful
Supportive leadership (path-goal)
Greater satisfaction when tasks are structured
________ ranking requires the evaluator to place employees into a particular classification, such as top one-fifth or second one-fifth.
Group order
Informal Groups
Group that develops naturally in the workplace for the purpose of social interaction (like workers from different departments who gather for lunch regularly)
Formal groups
Group that is designated by an organization to complete specific tasks or projects (like a sales team)
self-managed work teams
Groups of 10 to 15 people who take on responsibilities of their former supervisors. Typical tasks are planning and scheduling work, assigning tasks to members, making operating decisions, taking action on problems, and working with suppliers and customers.
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.
Communities Of Practice
Groups of employees who work together and learn from one another by collaborating over an extended period of time
Extending the Tuckman Model: Group Decay
Groups were observed actually shifting into reverse once Tuckman's "performing" stage was reached, in what the researchers called group decay De-norming As the project evolves, there is a natural erosion of standards of conduct. Group members drift in different directions as their interests and expectations change De-storming This stage of group decay is a mirror opposite of the storming stage. Whereas disagreements and conflicts arise rather suddenly during the storming stage, an undercurrent of discontent slowly comes to the surface during the de-storming stage. Individual resistance increases and cohesiveness declines. De-forming The work group literally falls apart as subgroups battle for control. Those pieces of the project that are not claimed by individuals or subgroups are abandoned. "Group members begin isolating themselves from each other and from their leaders. Performance declines rapidly because the whole job is no longer being done and group members little care what happens beyond their self-imposed borders. group leaders should not become complacent upon reaching the performing stage
Groupthink Research and Prevention
Groups with a moderate amount of cohesiveness produce better decisions than low- or high-cohesive groups. Highly cohesive groups victimized by groupthink make the poorest decisions, despite high confidence in those decisions preventive measures: 1 - Each member of the group should be assigned the role of critical evaluator. This role involves actively voicing objections and doubts. 2 - Top-level executives should not use policy committees to rubber-stamp decisions that have already been made. 3 - Different groups with different leaders should explore the same policy questions. 4 - Subgroup debates and outside experts should be used to introduce fresh perspectives. 5 - Someone should be given the role of devil's advocate when discussing major alternatives. This person tries to uncover every conceivable negative factor. 6 - Once a consensus has been reached, everyone should be encouraged to rethink their position to check for flaws.
Transactional leadership
Guides followers towards goals with task requirements
Social Identity Theory
Holds that people identify themselves by the groups to which they belong and perceive and judge others by their group memberships
Social
Holland personality type that prefers activities that involve helping and developing others. They are sociable, friendly, cooperative, and understanding. Congruent occupations are social worker, teacher, counselor, and clinical psychologist
Investigative
Holland personality type that prefers activities that involve thinking, organizing, and understanding. They are analytical, original, curious, and independent. Congruent occupations are biologist, economist, mathematician, and news reporter.
Artistic
Holland personality type that prefers ambiguous and unsystematic activities that allow creative expression. They are imaginative, disorderly, idealistic, emotional, and impractical. Congruent occupations are painter, musician, writer, and interior decorator
Realistic
Holland personality type that prefers physical activities that require skill, strength, and coordination. They are shy, genuine, persistent, stable, conforming, and practical. occupations are mechanic, drill press operator, assembly-line worker, and farmer
Conventional
Holland personality type that prefers rule-regulated, orderly, and unambiguous activities. They are conforming, efficient, practical, unimaginative, and inflexible. Congruent occupations are accountant, corporate manager, bank teller and file clerk.
Enterprising
Holland personality type that prefers verbal activities in which there are opportunities to influence others and attain power. They are self-confident, ambitious, energetic, and domineering. Congruent occupations are lawyer, real estate agent, public relations specialist, small business manager.
Transactive Memory
How specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team
In trying to work out an acceptable solution to a problem, managers who rely on their understanding of other people and who empathize with others' feelings are using which managerial skill according to Katz?
Human
is the ability to work well with other people.
Human skill
name three Myers-Briggs personalities
INTJ visionaries, ESTJ organizers, ENTP conceptualizers
Least preferred co-worker (LPC) questionnaire
Identifies leadership style by measuring whether person is task-oriented or relationship-oriented high scores= relationship, low scores= task
Advantages and Disadvantages of Group-Aided Decision Making
If additional information would increase the quality of the decision, managers should involve those people who can provide the needed information. If acceptance is important, managers need to involve those individuals whose acceptance and commitment are important. If people can be developed through their participation, managers may want to involve those whose development is most important.
According to Archie Carroll, if a manager doesn't subscribe to any ethical principles making decisions and acts in any situation to simply take best personal advantage, he or she would be classified as a(n)
Immoral Manager
Interpersonal Processes
Important before, during, or between periods of task work, and each relates to the manner in which team members manage their relationships
Conflict-stimulation methods
Include realigning work groups and changing rules
Conflict-resolution methods
Includes problem-solving sessions, expanding resources, compromising, and withdrawing from the conflict
The degree in which the culture respects and values diversity and is open to anyone who can perform a job, regardless of their diversity attributes, is known as
Inclusion
is the degree to which an organization's culture respects and values diversity.
Inclusion
job enrichment
Increases the depth of a job by adding responsibility for planning, organizing, controlling, and evaluation.
are presumed causes that influence dependent variables.
Independent variables
Looking Busy
Indicates an intentional desire on the part of the employees to look like they're working, even when not performing work tasks
Highly Formalized
Indicates minimal discretion over what to do, when to do it, and how to do it
Perceiving (personality type in the MBTI)
Individuals are adaptable and spontaneous
Intuitive (personality type in the MBTI)
Individuals are focused on the the future possibilties
Sensing (personality type in the MBTI)
Individuals are practical and detail-oriented
Judging (personality type in the MBTI)
Individuals prefer control in an orderly world
Position power
Influence a leader has over power variables, like pay, firing, hiring, promotions
Ohio theory (behavioral)
Initiating structure: task-oriented consideration: mutual trust and respect for employees
a manager administers subsystems within organizations while a leader
Innervates for the entire organization
Transformational leadership
Inspires followers to transcend their self-interest for the good of the organization engenders creativity vision= most important element
Environment
Institutions or forces outside an organization that potentially affect the organizations performance
Socialized charismatic leadership
Integrates ethical and charismatic leadership conveys other-centered values by leaders who model ethical conduct
________ is a dimension of trust defined as honesty, truthfulness, and the ability to display consistency between one's words and action.
Integrity
What three things make people believe they can trust you?
Integrity, Benevolence, Ability
Behavior (attitude)
Intention to behave, such as, "I'm going to look for a better job that requires less overtime"
Which of the following is an off-the-job training method?
Internet courses
Feedback
Interpersonal feedback increases as the group develops through successive stages. Interpersonal feedback becomes more specific as the group develops. As the group develops, positive feedback increases and negative feedback decreases. The credibility of peer feedback increases as the group develops
Effective Strategies for Downsizing
Investment, Communication, Participation, Assistance
Task Coordinator Activities
Involve communications that are intended to coordinate task-related issues with people or groups in other functional areas
Long breaks
Involve longer-than-normal lunches, soda breaks, coffee breaks, and so forth that provide a physical escape from work
Mathematical Modeling Approach
Involves building a mathematical model around certain desired outcomes of group action such as decision quality. Due to differing assumptions and statistical techniques, the results of this research are inconclusive
Behavioral Coping
Involves the set of physical activities that are used to deal with a stressful situation
Boundary Spanning
Involves three types of activities with individuals and groups other than those who are considered a part of the team (Ambassador activities, Task coordinator activities, Scout Activities)
Conflict management
Involves using resolution and stimulation methods to manage conflict levels
Symptoms of Groupthink
Invulnerability Inherent morality Rationalization Stereotyped views of opposition Self-censorship Illusion of unanimity Peer pressure Mindguards
Crisis Situation
Is a change - whether sudden or evolving - that results in a urgent problem that must be addressed immediately
Bounded Rationality
Is the notion that decision makers simply do not have the ability or resources to process all available information and alternatives to make an optimal decision
Tacit Knowledge
Is what employees can typically learn only through experience
Which of the following statements is true about the simple structure?
It becomes increasingly inadequate as an organization grows
A positive feeling about one's work and work setting
Job Satisfaction
Benign Job Demands
Job demands that tend not to be appraised as stressful
Job redesign
Job rotation and job enrichment are the two primary methods of this
is a positive feeling about one's work and work setting.
Job satisfaction
Authentic leadership
Knows who they are, knows what they believe in, and act on those values openly followers consider them ethical people produces trust people have faith
Path-goal theory
Leader's job to provide followers with information, support, and resources necessary to achieve goals
Substitutes
Leaders' actions are irrelevant Experience and training can be replaced with leader's support
Leadership Styles
Leadership behavior that is active, aggressive, directive, structured, and task-oriented seems to have favorable results early in the group's history. However, when those behaviors are maintained throughout the life of the group, they seem to have a negative impact on cohesiveness and quality of work. Conversely, leadership behavior that is supportive, democratic, decentralized, and participative seems to be related to poorer functioning in the early group development stages. However, when these behaviors are maintained throughout the life of the group, more productivity, satisfaction, and creativity result.
Attribution theory of leadership
Leadership is merely an attribution people make about other individuals intelligence, personality, strong verbal skills suggests that people are more likely to follow an individual who fits their idea of a leader - for example, strength
Instilling enthusiasm by communicating with others, motivationg them to work hard, and maintaining good interpersonal relations
Leading
creates enthusiasm to work hard to accomplish tasks successfully.
Leading
An enduring change in behavior that results from experience
Learning
is an enduring change in behavior that results from experience.
Learning
Task Strategies
Learning plans and problem-solving approaches used to achieve successful performance
intuitive decision making
Least rational way of making decisions. An unconscious process created out of distilled experience
The theory of cognitive dissonance was proposed by ________.
Leon Festinger
is continuous learning from everyday experiences.
Lifelong learning
S.M.A.R.T. Goals
Links rewards directly to goal achievement (Specific, Measurable, Achievable, Results-Based, and Time-Sensitive)
Emotional Stability (influence on job performance)
Lower stress levels, higher job satisfaction, and less negative thinking
What are the ways to protect your company from problems with sexual harrassment lawsuits?
Make an active policy do not allow retaliation Investigate every complaint Make sure offenders are disciplined set up in house seminars
Neutralizer
Makes it impossible for leader behavior to make any difference to follower outcomes
Someone whose job it is to directly support the work efforts of other people
Manager
are persons who support the work efforts of other people.
Managers
Physiological, Safety, Social, Esteem, Self-actualization
Maslow's hierarchy of needs
who defined charisma
Max Weber
Production Blocking
Members have to wait for others members of the team to finish their part before they can start working on theirs
Cohesion
Members of the teams can develop strong emotional bonds to other members of their team and to the team itself
What are two frameworks for understanding values?
Milton Rokeach's Value Survey and Kent Hodgson's General Moral Principles
Apple Computer's statement that it is "bringing the best possible personal computing experience to students, educators, creative professionals, businesses an consumers around the world" reflects its
Mission Statement
Simplified views of reality that attempt to explain real-world phenomena
Model
are simplified views of reality that attempt to explain real-world phenomena.
Models
Which of the following reflects the expectations of the new generation of workers?
More Informal
Implications of the Garbage Can Model
More pronounced in industries that rely on science-based innovations Many decisions are made by oversight Political motives frequently influence decision makers Important decisions are more likely to be solved
Extrinsic Motivation
Motivation that is controlled by some contingency that depends on task performance
Intrinsic Motivation
Motivation that is felt when task performance serves as its own reward
refers to pluralism and respect for diversity in the workplace.
Multiculturalism
distributive bargaining
Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation
A group decision-making method in which individual members meet face-to-face to pool their judgments in a systematic but independent fashion is the ________ technique.
Nominal groups
Primary Appraisal
Occurs as people evaluate the significance and the meaning of the stressor they're confronting
Team Process Training
Occurs in the context of a team experience that facilitates the team being able to function and perform more effectively as an intact unit
Role overload
Occurs when "the sum total of what role senders expect of the focal person far exceeds what he or she is able to do."
Positive Reinforcement
Occurs when a positive outcome follows a desired behavior
Punishment
Occurs when an unwanted outcome follows an unwanted behavior
Negative Reinforcement
Occurs when an unwanted outcome is removed following a desired behavior
Stereotype
Occurs when assumptions are made about others on the bais of their membership in a social group
Transfer Of Training
Occurs when the knowledge, skills, and behaviors, used on the job are maintained by the learner once training ends and generalized to the workplace one the learner returns to the job
Extinction
Occurs when there is the removal of a consequence following an unwanted behavior
Self-Serving Bias
Occurs when we attribute our own failures to external factors and our own successes to internal factors
Rational Decision-Making Model
Offers a step-by-step approach to making decisions that maximize outcomes by examining all available alternatives
Knowledge Transfer
Older experienced employees share their knowledge of a job with younger inexperienced employees
Pros and Cons of Using Intuition When Making Decisions
On the positive side, intuition can speed up the decision-making process. Intuition thus can be valuable in our complex and ever-changing world. Intuition may be a practical approach when resources are limited and deadlines are tight. On the downside, intuition is subject to the same types of biases associated with rational decision making. It is particularly susceptible to the availability and representativeness heuristics, as well as the anchoring, overconfidence, and hindsight biases. In addition, the decision maker may have difficulty convincing others that the intuitive decision makes sense, so a good idea may be ignored.
Since organizations obtain resource inputs from the environment and transform them into outputs that are returned to the environment in the form of finished goods or services, they may be viewed as
Open Systems
transform human and material resource inputs into finished goods and services.
Open systems
Cognition (attitude)
Opinion like "My boss is unfair"
A collection of people working together in a division of labor to achieve a common purpose
Organization
Leadership, management
Organization needs __________ to challenge the status quo and inspire members, and _________ to formulate plans, create efficiency, and oversee operations
Is a multidisciplinary field devoted to understanding individual and group behavior, interpersonal processes, and organizational dynamics.
Organizational Behavior
The shared beliefs and values that influence the behavior of organizational members refers to
Organizational Culture
is the study of individuals and groups in organizations.
Organizational behavior
is a shared set of beliefs and values within an organization.
Organizational culture
is the process of acquiring knowledge and using information to adapt to changing circumstances.
Organizational learning
are collections of people working together to achieve a common purpose.
Organizations
Decentralized Organizations
Organizations have decision making pushed down to managers closest to the actions
Centralized Organizations
Organizations have top level managers making all the decisions and lower-level managers merely carrying out their directives
Suppose that a manager sets up a committee to develop procedures for dealing with company-wide training needs and then assigns people to conduct specific training programs. This manager is engaged in which management function?
Organizing
divides up tasks and arranges resources to accomplish them.
Organizing
Projection Bias
People project their own thoughts, attitudes, and motives onto other people
conceptual
People with a conceptual style have a high tolerance for ambiguity and tend to focus on the people or social aspects of a work situation. They take a broad perspective to problem solving and like to consider many options and future possibilities. Conceptual types adopt a long-term perspective and rely on intuition and discussions with others to acquire information. They also are willing to take risks and are good at finding creative solutions to problems. On the downside, however, a conceptual style can foster an idealistic and indecisive approach to decision making.
directive
People with a directive style have a low tolerance for ambiguity and are oriented toward task and technical concerns when making decisions. They are efficient, logical, practical, and systematic in their approach to solving problems. People with this style are action oriented and decisive and like to focus on facts. In their pursuit of speed and results, however, these individuals tend to be autocratic, exercise power and control, and focus on the short run. Interestingly, a directive style seems well suited for an air-traffic controller.
distributive justice
Perceived fairness of the amount and allocation of rewards among individuals
Myers-Briggs Type Indicator (MBTI)
Personality test that taps four characteristics and classifies people into 1 of 16 personality types.
Suppose that the company's president decides to develop a policy to increase the company's commitment to its employees and then develops a set of procedures to implement this policy. The president is engaged in which management function?
Planning
sets objectives and identifies the actions needed to achieve them.
Planning
Attitudes
Positive or negative evaluations of objects, people, or events; These develop from 3 components: cognition, affect, and behavior
________ refers to the tendency of most individuals to experience a mildly positive mood at zero input when nothing in particular is going on.
Positivity offset
Stars
Possess high commitment and high performance and are held up as role models for other employees
Citizens
Possess high commitment and low task performance but perform any of the voluntary "extra-role" activities that are needed to make the organization function smoothly
Apathetics
Possess low levels of both organizational commitment and task performance and merely exert the minimum level of effort needed to keep their jobs
Lone Wolves
Possess low levels of organizational commitment but high levels of task performance and are motivated to achieve work goals for themselves, not necessarily for their company
Formal Power
Power that is derived from an individual's position in an organization; Sources of this kind of power: the ability to coerce, the ability to reward, and the formal authority to control
Personal Power
Power that stems from the characteristics of an individual; Sources of this kind of power: expertise and the respect of others
Trait theory of leadership
Predicts leadership what ATTRIBUTES makes a good leader focuses on personal characteristics, some of which are predictive of leadership ability association between "Big Five" traits
________ refers to the biological heritage people use to identify themselves.
Race
Which power tactic is most effective?
Rational persuasion, inspirational appeals, and consultation
Cohesiveness
Refers to how well members work together and how motivated they are to remain in the group
Self-Determination
Reflects a sense of choice in the initiation and continuation of work tasks
Psychological Empowerment
Reflects an energy rooted in the belief that work tasks contribute to some larger purpose
Psychological Contracts
Reflects employees' beliefs about what they owe the organization and what the organization owes them
Task Complexity
Reflects how complicated the information and actions involved in a task are, as well as how much the task changes
Learning
Reflects relatively permanent changes in an employee's knowledge or skill that result from experience
Valence
Reflects the anticipated value of the outcomes associated with performance (abbreviated v)
Hierarchical Sensitivity
Reflects the degree to which the leader effectively weighs the recommendations of the members
Impact
Reflects the sense that a person's actions "make a difference" - that progress is being made toward fulfilling some important purpose
Tardiness
Reflects the tendency to arrive at work late (leave work early)
Decision Informity
Reflects whether members possess adequate information about their own task responsibilities
Fixed Ratio Schedules
Reinforce behaviors after a certain number of them have been exhibited
Ostracism
Rejection by group members
The Creativity Stages
Researchers are not absolutely certain how creativity takes place. creativity involves "making remote associations" between unconnected events, ideas, information stored in memory or physical objects The preparation stage reflects the notion that creativity starts from a base of knowledge. Experts suggest that creativity involves a convergence between tacit and explicit knowledge. During the concentration stage, an individual focuses on the problem at hand. Creative ideas at work are often triggered by work-related problems, incongruities, or failures. That said, research shows that when you focus too much on trying to come up with creative solutions it can actually block creativity. Incubation is done unconsciously. During this stage, people engage in daily activities while their minds simultaneously mull over information and make remote associations. Associations generated in this stage ultimately come to life in the illumination stage. Finally, verification entails going through the entire process to verify, modify, or try out the new idea.
Variable Ratio Schedules
Reward people after a varying number of exhibited behaviors
Path-Goal Theory was developed by who
Robert House, Ohio State leadership research
Blind Conformity
Robert I Sutton, a professor of management science at Stanford University, recently offered this blistering assessment of blind conformity: Mindless imitation is among the most dangerous and widespread forms of management idiocy. One of the dumbest excuses for screwing up is "everyone else does it." ... When everyone else does nothing at all, or all do the same inane thing, such collective stupidity makes people feel far better than when they do the same, equally moronic things on their own.
Functional Roles Preformed by Group Members
Roles that are not always performed when needed, such as those of coordinator, evaluator, and gatekeeper, can be performed in a timely manner by the formal leader or assigned to other members. The task roles of initiator, orienter, and energizer are especially important because they are goal-directed roles. Research studies on group goal setting confirm the motivational power of challenging goals. As with individual goal setting, difficult but achievable goals are associated with better group results. Also in line with individual goal-setting theory and research, group goals are more effective if group members clearly understand them and are both individually and collectively committed to achieving them. In Japan cultural tradition calls for more emphasis on maintenance roles, especially the roles of harmonizer and compromiser.
Groups
Roles, norms, status, size, and cohesiveness are the key properties found in ______
________ is an extrinsic means of motivation
Salary
Mentor
Senior employee who supports a less experienced employee informal mentoring is more effective than formal mentoring gains are primarily psychological
Assistance
Serverance, extended heathcare benefits, and job search assistance demonstrate a company cares about its employees and honors their contributions
________ is defined as the absence of information
Silence
Common Organizational Structures
Simple, Bureaucracy, and Matrix
Heuristics
Simple, efficient, rules of thumb that allow us to make decisions more easily
is a capacity to get things done due to relationships with other people.
Social capital
Which of the following is true with regard to social loafing?
Social loafing is witnessed less in collectivist cultures where people take pride in group performance.
Think
Some approaches tap into what people ______ makes a good leader, rather than what actually makes a good leader
Comparison Other
Some person who seems to provide an intuitive frame of reference for judging equity
Team States
Specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together
Tuckman's Five-Stage Theory of Group Development Process
Stage 1: Forming Ice breaking stage Group members tend to be uncertain and anxious about their roles, the people in charge and the group's goals Mutual trust is low prior experience between members of the group can create friction there is a good deal of holding back to see who takes charge and how. If the formal leader does not assert authority, an emergent leader will eventually step in to fulfill the group's need for leadership and direction. Leaders typically mistake this honeymoon period as a mandate for permanent control. But later problems may force a leadership change. Stage 2: Storming Time of testing Individuals try to determine how they fit into the power structure subgroups take shape Procrastination may occur subtle forms of rebellion, such as procrastination, occur. Many groups stall in stage 2 because power politics erupts into open rebellion Stage 3: Norming Groups that make it through stage 2 generally do so because a respected member, other than the leader, challenges the group to resolve its power struggles so something can be accomplished. Questions about authority and power are resolved through unemotional, matter-of-fact group discussion. A feeling of team spirit is experienced because members believe they have found their proper roles. Group cohesiveness, defined as the "we feeling" that binds members of a group together, is the principal by-product of stage Stage 4: Performing Vital Stage Activity focused on solving task problems Climate of open communication, strong cooperation, and lots of helping behavior Stage 5: Adjourning Work is done Time to move on to other things The return to independence can be eased by rituals celebrating "the end" and "new beginnings." Parties, award ceremonies, graduations, or mock funerals can provide the needed punctuation at the end of a significant group project. Leaders need to emphasize valuable lessons learned in group dynamics to prepare everyone for future group and team efforts.
The people, groups, and institutions that are affected by and thus have an interest in an organization's performance
Stakeholder
are people and groups with an interest or " stake" in the performance of the organization.
Stakeholders
1. Define the problem 2. Identify the decision criteria 3. Allocate weights to the criteria 4. Develop the alternatives 5. Evaluate the alternatives 6. Select the best alternatives
Steps of the Rational Decision-Making Model
A comprehensive plan that guides organizations to operate in ways that allow them to outperform their ompetitiors
Strategy
guides organizations to operate in ways that outperform competitors.
Strategy
Hindrance Stressors
Stressful demands that people tend to perceive as hindering their progress toward personal accomplishments or goal attainment
Challenge Stessors
Stressful demands that people tend to perceive as opportunities for learning, growth, and achievement
Embeddedness
Summarizes employees' links to their organization and community, their sense of fit with their organization and community, what they would have to sacrifice for a job change
Vicarious Experiences
Taking into account their observations and discussions with others who have performed such tasks
The quality and quantity of the work produced or the services provided by the work unit as a whole
Task Performance
is the quantity and quality of work produced.
Task performance
3 categories of leadership positions
Task-oriented: best in situations of high and low control relationship-oriented: best in moderate control situations
Cross-Training
Team members can develop shared mental models of what's involved in each of the roles in the team and how the roles fit together to form a system
Brainstorming
Team members offer as many ideas as possible about some focal problem or issue
Transition Processes
Teamwork activities that focus on preparation for future work (mission analysis, strategy formulation, goal specification)
Action Processes
Teamwork activities that focus on the activities of current work (monitoring progress toward goals, systems monitoring, helping behavior, coordination)
According to Robert Katz, the essential skills of management can be grouped into which of the following three ategories>
Technical Human Conceptual
is an ability to perform specialized tasks.
Technical skill
Delphi Technique
The Delphi technique is a group process that anonymously generates ideas or judgments from physically dispersed experts. Unlike NGT, experts' ideas are obtained from questionnaires or via the Internet as opposed to face-to-face group discussions. A manager begins the Delphi process by identifying the issue(s) he or she wants to investigate. Next, participants are identified and a questionnaire is developed. The questionnaire is sent to participants and returned to the manager. In today's computer-networked environments, this often means that the questionnaires are e-mailed to participants. The manager then summarizes the responses and sends feedback to the participants. At this stage, participants are asked to (1) review the feedback, (2) prioritize the issues being considered, and (3) return the survey within a specified time period. This cycle repeats until the manager obtains the necessary information. The Delphi technique is useful when face-to-face discussions are impractical, when disagreements and conflict are likely to impair communication, when certain individuals might severely dominate group discussion, and when groupthink is a probable outcome of the group process.
Sexual Harassment - What exactly is?
The Equal Employment Opportunity Commission (EEOC) says that unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitute sexual harassment when submission to such conduct is made a condition of employment; when submission to or rejection of sexual advances is used as a basis for employment decisions; or when such conduct creates an intimidating, hostile, or offensive work environment. These EEOC guidelines interpreting Title VII of the Civil Rights Act of 1964 further state that employers are responsible for the actions of their supervisors and agents and that employers are responsible for the actions of other employees if the employer knows or should have known about the sexual harassment.
Information Richness
The amount and depth of information that gets transmitted in a message
what is channel richness?
The amount of info that can be transmitted via a communication channel
Anchoring bias
The anchoring bias occurs when decision makers are influenced by the first information received about a decision, even if it is irrelevant. This bias happens because initial information, impressions, data, feedback, or stereotypes anchor our subsequent judgments and decisions. How would you answer the following two questions? Is the population of Iraq greater than 40 million? What's your best guess about the population of Iraq? Was your answer to the second question influenced by the number 40 million suggested by the first question? If yes, you were affected by the anchoring bias.
Availability heuristic
The availability heuristic represents a decision maker's tendency to base decisions on information that is readily available in memory. Information is more accessible in memory when it involves an event that recently occurred, when it is salient (e.g., a plane crash), and when it evokes strong emotions (e.g., a high-school student shooting other students). This heuristic is likely to cause people to overestimate the occurrence of unlikely events such as a plane crash or a high-school shooting. This bias also is partially responsible for the recency effect. For example, a manager is more likely to give an employee a positive performance evaluation if the employee exhibited excellent performance over the last few months.
Problem-Focused Coping
The behaviors and cognitions intended to manage the stressful situation itself
Coping
The behaviors and thoughts that people use to manage both the stressful demands they face and the emotions associated with those stressful demands
Self-Efficacy
The belief that a person has the capabilities needed to execute the behaviors required for task success
Expectancy
The belief that exerting a high level of effort will result in the successful performance of some task
Instrumentality
The belief that successful performance will result in some outcome(s). The set of subjective probabilities each ranging from 0 (no chance!) to 1 (a mortal lock!) that successful performance will bring a set of outcomes (abbreviated P --> O)
Expectancy Theory
The cognitive process that employees go through to make choices among different voluntary responses
Confirmation bias
The confirmation bias has two components. The first is to subconsciously decide something before investigating why it is the right decision, for example, deciding to purchase a particular type of PDA (personal digital assistant). This directly leads to the second component, which is to seek information that supports purchasing this PDA while discounting information that does not.
Escalation Of Commitment
The decision to continue to follow a failing course of action
Social Support
The degree of emotional support afforded a client by friends, family, and other acquaintances.
Complexity
The degree of heterogeneity and concentration among environment elements
Volatility
The degree of instability in the environment
Goal Commitment
The degree to which a person accepts a goal and is determined to try to reach it
organizational commitment
The degree to which an employee identifies with the organization and is willing to put forth effort on its behalf
Machiavellianism
The degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means.
Centralization
The degree to which decisions making is concentrated at a single point in an organization
Perceived Organizational Support
The degree to which employees believe that the organization values their contributions and cares about their well-being
Formalization
The degree to which jobs within an organization are standardized
Potency
The degree to which members believe that the team can be effective across a variety of situations and tasks
Staff Validity
The degree to which members make recommendations to their leader
self-concordance
The degree to which peoples' reasons for pursing goals are consistent with their interests and core values.
Work Specialization
The degree to which tasks in an organization are subdivided into separate jobs
Capacity
The degree to which the environment can support growth
Work Complexity
The degree to which the requirements of the work, in terms of knowledge, skills, and abilities, tax or exceed the capabilities of the person who is responsible for performing the work
Past Accomplishments
The degree to which they have succeeded or failed in similar efforts of tasks in the past
Meaning of Money
The degree to which they view money as having symbolic, not just economic , value
Stressors
The demands that cause people to experience stress
need for affiliation (nAff)
The desire for friendly and close interpersonal relationships
Organizational Commitment
The desire on the part of an employee to remain a member of the organization
need for achievement (nAch)
The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed.
Groupthink
The drive toward conformity at the expense of other team priorities and is thought to be associated with feelings of overconfidence about the team's capabilities
Burnout
The emotional, mental, and physical exhaustion that results from having to cope with stressful demands on an ongoing basis
Escalation of commitment bias
The escalation of commitment bias refers to the tendency to stick to an ineffective course of action when it is unlikely that the bad situation can be reversed. Personal examples include investing more money into an old or broken car or putting more effort into improving a personal relationship that is filled with conflict. Researchers recommend the following actions to reduce the escalation of commitment: -Set minimum targets for performance, and have decision makers compare their performance against these targets. -Regularly rotate managers in key positions throughout a project. -Encourage decision makers to become less ego-involved with a project. -Make decision makers aware of the costs of persistence.
Emotional Cues
The feelings of fear or anxiety can create doubts about task accomplishment, whereas pride and enthusiasm can bolster confidence levels
Instrumental Support
The help people receive from others that can be used to address a stressful demand directly
Emotional Support
The help people receive in addressing the emotional distress that accompanies stressful demands.
Hindsight bias
The hindsight bias occurs when knowledge of an outcome influences our belief about the probability that we could have predicted the outcome earlier. We are affected by this bias when we look back on a decision and try to reconstruct why we decided to do something. Imagine yourself in the following scenario: You are taking an OB course that meets Tuesday and Thursday, and your professor gives unannounced quizzes each week. It's the Monday before a class, and you are deciding whether to study for a potential quiz or to watch Monday night football. Two of your classmates have decided to watch the game rather than study because they don't think there will be a quiz the next day. The next morning you walk into class and the professor says, "Take out a sheet of paper for the quiz." You turn to your friends and say, "I knew we were going to have a quiz; why did I listen to you?"
Unity of Command
The idea that a subordinate should have only one superior to whom he or she is directly responsible
Self-Set Goals
The internalized goals and people use to monitor their own task progress
Teamwork Processes
The interpersonal activities that facilitate the accomplishment of the team's work but do not directly involve task accomplishment itself
Explicit Knowledge
The kind of information you're likely to think about when you picture someone sitting down at a desk to learn
Expertise
The knowledge and skills that distinguish experts from novices and less experienced people
Transportable Teamwork Competences
The knowledge, skills, and abilities that people in teams can take from one team to another
Mental Models
The level of common understanding among team members with regard to important aspects of the team and its task
Instrumental values
The means to achieving terminal values and they are exhibited through behaviors such as hard work, truthfulness, sincerity, dependability, and honesty
Work Responsibility
The nature of the obligations that a person has toward others
Need for power (nPow)
The need to make others behave in a way in which they would not have behaved otherwise.
Strains
The negative consequences that occur when demands tax or exceed a person's capacity or resources
Role Overload
The number of demanding roles a person holds is so high that the person simply cannot perform some or all of the roles effectively
Span of Control
The number of subordinates a manager can efficiently and effectively direct
Overconfidence bias
The overconfidence bias relates to our tendency to be over-confident about estimates or forecasts. This bias is particularly strong when you are asked moderate to extremely difficult questions rather than easy ones. Imagine the problem this bias might create for a sales manager estimating sales revenue for the next year. Research shows that overoptimism significantly influences entrepreneurs' decisions to start and sustain new ventures.
Network Structure
The pattern of communication that occurs regularly among each member of the team
procedural justice
The perceived fairness of the process used to determine the distribution of rewards
Communication
The process by which information and meaning gets transferred from a sender to a receiver
Decision Making
The process of generating and choosing from a set of alternatives to solve a problem
three-component model of creativity
The proposition that individual creativity requires expertise, creative thinking skills, and intrinsic task motivation
Daily Hassles
The relativity minor day-to-day demands that get in the way of accomplishing the things that we really want to accomplish
Representativeness heuristic
The representativeness heuristic is used when people estimate the probability of an event occurring. It reflects the tendency to assess the likelihood of an event occurring based on one's impressions about similar occurrences. A manager, for example, may hire a graduate from a particular university because the past three people hired from this university turned out to be good performers. In this case, the "school attended" criterion is used to facilitate complex information processing associated with employment interviews. Unfortunately, this shortcut can result in a biased decision. Similarly, an individual may believe that he or she can master a new software package in a short period of time because a different type of software was easy to learn. This estimate may or may not be accurate. For example, it may take the individual a much longer period of time to learn the new software because it involves learning a new programming language.
Authority
The rights inherent in a managerial position to give orders and to expect the orders to be obeyed
Continuous Reinforcement
The simplest schedule and happens when a specific consequence follows each and every occurence of a desired behavior
Fixed Interval Schedule
The single most common form of reinforcement schedule. Employees are rewarded after a set amount of time
Availability Bias
The tendency for people to base their judgments on information that is easier to recall
Selective Perception
The tendency for people to see their environment only as it affects them and as it is consistent with their expectations
Self-serving bias
The tendency of individuals to attribute success to internal causes and failures to external causes
Fundamental Attribution Error
The tendency to place more value on internal factors than external ones
fundamental attribution error
The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgements about the behavior of others.
Cognitive Coping
The thoughts that are involved in trying to deal with a stressful situation
Family Time Demands
The time that a person commits to participate in an array of family activities and responsibilities
Schedules Of Reinforcement
The timing of when contingencies are applied
Chain of Command
The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom
Focus of Commitment
The various people, places, and things that can inspire a desire to remain a member of an orgainzation
social-learning theory
The view that we can learn through both observation and direct experience
Technology
The way in which an organization transfers its inputs into outputs, differentiated by their "degree of routineness"
Organizational Structure
The way in which job tasks are formally divided, grouped, and coordinated.
Equity Theory
Theory: Employees derive motivation and job satisfaction by comparing their inputs, such as effort and outcomes, such as income, with those of others; Employees then respond to eliminate any inequities
Maslow's Hierarchy of Needs Theory
Theory: Every individual has a hierarchy of 5 needs: physiological, safety, social, esteem, and self-actualization
Alderfer's ERG Theory
Theory: Individuals have 3 needs: existence, relatedness, and growth, where growth is the highest level of needs
Goal-Setting Theory
Theory: Specific and challenging goals combined with feedback lead to higher levels of employee productivity
Herzberg's Two-Factor Theory
Theory: Two components on separate continuums motivate employees; hygiene factors, such as company policies, supervision, work conditions, and salaries, lead to dissatisfaction;
Contingencies of Reinforcement
There are four specific consequences typically used by organizations to modify employee behavior
Wide Spans of Control
These spans are more cost efficient but can lead to insufficient leadership and support impacting employee performance
Narrow Spans of Control
These spans increase manager control but are expensive, increase communication complexity, and discourage autonomy
Which of the following is true of biographical characteristics?
They are representative of surface-level diversity
Which of the following is most likely to be a drawback of highly conscientious people according to the Big Five Model?
They do not adapt well to changing contexts
Which of the following is true of the baby boomer generation?
They give high importance to achievement and material success.
Why should managers be interested in their employees' attitudes
They give warnings of potential problems
Which of the following is true of contingency variables?
They refer to situational factors that moderate the relationship between two or more variables
External Comparisons
They refer to someone in a different company
Internal Comparisons
They refer to someone in the same company
Scout Activities
Things team members do to obtain information about technology, competitors, or the broader marketplace
Framing bias
This bias relates to the manner in which a question is posed. Research shows that most people chose Program A even though the two programs produce the same results. This result is due to the framing bias. The framing bias is the tendency to consider risks about gains—saving lives-differently than risks pertaining to losses—losing lives. You are encouraged to frame decision questions in alternative ways in order to avoid this bias.
Conscientiousness (Big Five personality trait)
This is the most important and consistent trait for both individual and organizational success
analytical
This style has a much higher tolerance for ambiguity and is characterized by the tendency to overanalyze a situation. People with this style like to consider more information and alternatives than do directives. Analytic individuals are careful decision makers who take longer to make decisions but who also respond well to new or uncertain situations. They can often be autocratic.
behavioral
This style is the most people oriented of the four styles. People with this style work well with others and enjoy social interactions in which opinions are openly exchanged. Behavioral types are supportive, receptive to suggestions, show warmth, and prefer verbal to written information. Although they like to hold meetings, people with this style have a tendency to avoid conflict and to be too concerned about others. This can lead behavioral types to adopt a wishy-washy approach to decision making and to have a hard time saying no to others and to have difficulty making difficult decisions.
Who is more influential in a group setting?
Those who are extraverts
Emotion-Focused Coping
To the various ways in which people manage their own emotional reactions to stressful demands
Conscientiousness
Trait that is most important to company performance
Fiedler contingency model
Traits and behaviors are not equally effective in all situations what type of leader is best for a GIVEN SITUATION key to leadership is individual's style (assumed permanent)
Persistence, Attention to detail, efficiency, analytical skills, setting high standards
Traits that matter most to business success at buyout companies
Complement
Transformational and transactional leaderships ________ each other transformational builds on transactional
Developing
Transformational leadership is about _______ the followers
Employee Stock Ownership Plan
Type of pay plan in which a benefits plan enables employees to obtain company stock
Gainsharing plan
Type of pay plan in which a group incentive plan distributes money based on improvements in group productivity; Typically improves both worker productivity and attitude
Profit-sharing plan
Type of pay plan where an organization-wide plan, rather than an individual pay plan, which distributes cash or stock options based on a firm's profitability; Usually linked to higher levels of profitability
Merit-based pay
Type of pay where compensation is based on performance appraisal ratings
Bonuses
Type of pay where employees are rewarded for recent rather than historical performance
Skill-based pay
Type of pay where pay levels are based on the number of skills an employee has or the number of jobs an employee can perform
Challenge Stressors
Type of stress linked to workload, deadlines, and pressure to complete tasks
Hindrance stressors
Type of stress that prevents individuals from reaching their goal, such as bureaucracy and office politics
Deadlines
Uncertain or shifting deadlines are a fact of life in many organizations. Interdependent organizational units and groups may keep each other waiting, may suddenly move deadlines forward or back, or may create deadlines that are known to be earlier than is necessary in efforts to control erratic workflows. The current research suggests that the consequences of such uncertainty may involve more than stress, wasted time, overtime work, and intergroup conflicts. Synchrony in group members' expectations about deadlines may be critical to groups' abilities to accomplish successful transitions in their work effective group management involves clarifying not only tasks and goals, but schedules and deadlines as well. When group members accurately perceive important deadlines, the pacing of work and timing of interdependent tasks tend to be more efficient.
Cyberloafing
Using Internet, email, and instant messaging access for their personal enjoyment rather than work duties
________ bases a portion of an employee's pay on some individual and/or organizational measure of performance.
Variable-pay program
Socializing
Verbal chatting about non-work topics that goes on in cubicles and offices or at the mailbox or vending machines
Interactional School (view of conflict)
Views conflict as a positive activity in some cases that should be encouraged to improve group performance; Realizes that not all conflicts are beneficial and it separates conflict into functional and dysfunctional categories
Goal Setting Theory
Views goals as the primary drivers of the intensity and persistence of effort
Quitting
Voluntarily leaving the organization
Mary Kay Ash
Wanted to help increase female jobs and gender equality an inspiration and motivator helps give emotional confidence for women created a vision that carried on after she passed symbolism: pink Cadillac and bunny ears confident
Relational Contracts
What employees owe the company are based on a broader set of open-ended and subjective obligations
Transactional Contracts
What employees owe the company are based on a narrow set of specific monetary obligations
Nonprogrammed Decision
When a situation arises that is new, complex, and not recognized
Daydreaming
When employees appear to be working but are actually distracted by random thoughts or concerns
Behavioral Modeling
When employees observe the actions of others, learn from what they observe, and then repeat the observed behavior
Communication
When employers make efforts to discuss downsizing with employees early, employees are less worried about outomces and feel the company is taking their perspective into account
Absenteeism
When employes miss an entire day of work
Group Size
Within a contingency management framework group size depends on the manager's objective for the group. If a high-quality decision is the main objective, then a three- to five-member group would be appropriate If the objective is to generate creative ideas, encourage participation, socialize new members, engage in training, or communicate policies, then groups much larger than five could be justified As group size increases, group leaders tended to become more directive, and group member satisfaction tends to decline slightly.
6 Key Elements of Organizational Structure
Work Specialization, Departmentalization, Chain of Command, Span of control, Centralization and Decentralization, Formalization
describes how people differ on attributes such as age, race, ethnicity, gender, physical ability, and sexual orientation.
Workforce diversity
Guidelines for Developing Intuitive Awareness
You can develop your intuitive awareness by using the guidelines shown in...
Extraversion
_________ is the most predictive trait of leadership amongst the Big Five personality framework predicts emergence of leadership more than effectiveness
affect
a broad range of feelings that people experience
what does charisma mean
a certain quality of an individual personality, by virtue of which he or she is set apart from ordinary people and treated as endowed with supernatural, super human, or at least specifically exceptional powers or qualities.
employee stock ownership plan (ESOP)
a company-established benefit plan in which employees acquire stock as part of their benefits
Situational Leadership Theory
a contingency theory that focuses on follower's readiness
dominant culture
a culture that expresses the core values that are shared by a majority of the members
Rational decision-making model
a decision-making model that describes how individuals should behave in order to maximize some outcome
intuition
a gut feeling not necessarily supported by research
value system
a hierarchy based on a ranking of one's values in terms of intensity
value system
a hierarchy based on ranking of an individual's values in terms of their intensity.
hierarchy of needs theory
a hierarchy of five needs - physiological, safety, social, esteem, and self-actualization - in which, as each need is substantially satisfied, the next need becomes dominant
employee-oriented leader
a leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences among members.
production oriented leadership
a leader who emphasizes technical or task aspects of the job
Groupthink
a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when members' strivings for unanimity override their motivation to realistically appraise alternative courses of action refers to a deterioration of mental efficiency, reality testing, and moral judgment that results from in-group pressures. members of groups victimized by groupthink are friendly, tightly knit, and cohesive.
channel
a mode or medium of communication
collectivism
a national culture attribute that describes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them
individualism
a national culture attribute that describes the degree to which people prefer to act as individuals rather than as members of groups
uncertainty avoidance
a national culture attribute that describes the extend to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them
masculinity
a national culture attribute that describes the extend to which the culture favors traditional masculine work roles of achievement, power, and control. Societal values are characterized by assertiveness and materialism
long-term orientation
a national culture attribute that emphasizes the future, thrift, and persistence
short-term orientation
a national culture attribute that emphasizes the past and present, respect for tradition, and fulfillment of social obligations
femininity
a national culture attribute that indicates little differentiation between male and female roles; a high rating indicates that women are treated as equals of men in all aspects of the society
productivity
a performance measure including effectiveness and efficiency
self-fulfilling prophecy
a person will behave in ways consistent with how he or she is perceived by others
intrinsic motivators
a person's internal desire to do something due to such things as interest, challenge, and personal satisfaction
risk-taking
a person's willingness to take chances or risks
self-monitoring
a personality trait that measures an individual's ability to adjust his or her behavior to external, situational factors.
job satisfaction
a positive feeling about a job resulting from an evaluation of its characteristics
job satisfaction
a positive feeling about one's job resulting from an evaluation of its characteristics
Perception
a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment
negotiation
a process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them
conflict
a process that begins when one party perceives that another party has negatively affected, or is about to, something that the first party cares about
what is automatic processing
a relatively superficial consideration of evidence and info making use of heuristics.
ERG theory
a revised need hierarchy theory that emphasizes the core needs of existence, relatedness, and growth
filtering
a sender's manipulation of information so that it will be seen more favorably by the receiver
role
a set of behavioral expectations associated with a given status
self-fulfilling prophecy
a situation in which a person inaccurately perceives a second person, and the resulting expectations cause the second person to behave in ways consistent with the original perception
role conflict
a situation in which an individual finds that complying with one role requirement may make it more difficult to comply with another
trait theory says that leadership is inherent so we must identify leader based on traits while behavioral theory states that leadership is
a skill set that can be taught to anyone so we must identify the proper behaviors to teach leaders
team
a small group that works closely together toward a common objective while holding each other accountable
Utilitarianism
a system in which decisions are made to provide the greatest good for the greatest number
reflexivity
a team characteristic of reflecting on and adjusting the master plan when necessary
anchoring bias
a tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information. Occurs because our mind appears to give a disproportionate amount of emphasis to the first information it receives.
two-factor theory or motivation-hygiene theory
a theory created by Frederick Herzberg that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction
personality-job fit theory
a theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.
motivation-hygiene theory
a theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. Also called the two-factor theory
workforce diversity
a wide variety of workers with different backgrounds, experiences, ideas, and skills in the workplace
In constructive cultures, researchers find that people tend to work with all of the following:
a. greater motivation b. greater satisfaction c. greater teamwork d. greater performance
According to status characteristics theory, which of the following factors does not determine status?
ability to conform to group norms
employee assault or endangerment from which physical and psychological injuries may occur
abuse
a charismatic leader is willing to take risks to
achieve his or her vision
baby boomers place a great deal of emphasis on
achievement and material success
the degree to which moods are aroused and active, as opposed to unaroused and inactive
activation
Individualized Consideration, Intellectual Stimulation, Inspirational Motivation, Idealized influence are which one, passive or active? transactional or transformational
active transformational
exit-voice-loyalty-neglect 02: voice
actively and constructively trying to improve conditions
exit-voice-loyalty-neglect 01: exit
actively attempting to leave the organization. a destructive action
What is Political behavior
activities that are not required as part of a person's formal role in the organization but that influences, or attempt to influence the distribution of advantages and disadvantages within the organization.
thoughtful responses by an employee to unique or unusual task demands
adaptive task performance
context in the model of team effectiveness
adequate resources, leadership and structure; climate of trust; performance evaluation and rewards
attitudes in the workplace are important because they
affect job behavior
a theory that describes how workplace events can generate emotional reactions that impact work behaviors
affective events theory
personality in model of team effectiveness
agreeable, conscientious, open, creative, innovative
What works for lateral influence?
all but, inspirational appeals and pressure
which ones work for downward pressure
all but, personal appeals and coalitions
which one of 3 networks has the highest satisfaction
all channel
The ________ network is a type of formal small-group network that permits the entire group to actively communicate with each other.
all-channel
Name some instrumental values in Rokeach's Value Survey
ambitious, broad-minded, capable, courageous, imaginative, honest
contingency approach
an approach taken by OB that considers behavior within the context in which it occurs
management by objectives (MBO)
an approach to goal setting in which specific measurable goals are jointly set by managers and employees; progress on goals is periodically reviewed, and rewards are allocated on the basis of progress
positive organizational scholarship
an area of OB research that concerns how organizations develop human strength, foster vitality and resilience, and unlock potential
attribution theory
an attempt to determine whether an individual's behavior is internally or externally caused.
Norms
an attitude, opinion, feeling, or action—shared by two or more people— that guides their behavior help organizational members determine right from wrong and good from bad groups where the norm was to express prejudices, condone discrimination, and laugh at hostile jokes tended to engage in these undesirable behaviors. Conversely, subjects tended to disapprove of prejudicial and discriminatory conduct when exposed to groups with more socially acceptable norms
Escalation of commitment
an increased commitment to a previous decision in spite of negative information
merit-based pay plan
an individual based incentive plan based on performance appraisal ratings
piece-rate pay plan
an individual based incentive plan in which employees are paid a fixed sum for each unit of production completed
bonus
an individual based incentive plan that rewards employees for recent performance rather than historical performance
employee engagement
an individual's involvement, satisfaction, and enthusiasm for work
felt emotions
an individuals actual emotions
organizational justice
an overall perception of what is fair in the workplace, composed of distributive, procedural, and interactional justice
Telecommuting is an option that suits professionals like ________.
analysts
Which of the following conflict management techniques involves designating a critic to purposely argue against the majority positions held by the group?
appointing a devil's advocate
person-organization fit
argues that people are attracted to and selected by organizations that match their values, and they leave organizations that are not compatible with their personalities.
narcissism
arrogant, grandiose sense of self-importance, requires excessive admiration, sense of entitlement
person appeals
asking for compliance based on friendship or loyalty
consistency
asks whether an individual responds the same way over time
path-goal theory suggests that it is the leader's job to
assist followers to attain their goals and to provide the direction or support to ensure follower goals are compatible with those of the organization
tips for overcoming cross-cultural difficulties
assume differences until similarity proven, emphasize description over evaluation, delay judgement, be empathetic, treat interpretations as hypothesis, seek feedback
Theory X
assumes that workers are basically lazy, error-prone, and extrinsically motivated by money and, thus, should be directed from above
Role theory
attempts to explain how these social expectations influence employee behavior
substitutes for leadership
attributes such as experience and training that can replace the need for a leader's support or ability to create structure.
Neutralizers
attributes that make it impossible for a leader to to make a difference in followers outcomes.
projection
attributing one's own thoughts or impulses to another person
self-serving bias
attributing one's success to internal factors while attributing one's failures to external factors.
stereotyping
attributing to an individual characteristics one believes are typical of the group
the degree to which a job allows individual freedom and discretion regarding how the work is to be done
autonomy
Which of the following conflict-handling intentions is unassertive and uncooperative?
avoiding
Laboratory Simulation Approach
based on the assumption that group behavior needs to be observed firsthand in controlled laboratory settings It would be difficult, at least with respect to decision quality, to justify groups larger than five members.... Of course, to meet needs other than high decision quality, organizations may employ groups significantly larger than four or five. In the usual face-to-face brainstorming sessions, productivity of ideas did not increase as the size of the group increased. But brainstorming productivity increased as the size of the group increased when ideas were typed into networked computers
values
basic convictions that a mode of conduct or end-state of existence is preferable to an opposite
evidence-based management
basing managerial decisions on the best available scientific evidence
male leaders tend to
be assertive and more dominant in their behaviour
high self-monitors tend to
be better at noticing and conforming to norms, be more mobile in their careers, receive more promotions
negotiation tips
be positive, emphasize win-win, create open and trusting climate
why is perception important
because behavior is based on perception of what reality is, not on reality itself
What does leader member exchange theory state?
because of time pressures, leader establish a special relationship with a small group of followers, these are the in group.
what does transformation leadership work
because they are more creative they encourage those who follow them to be creative too. Companies with transformational leaders have greater decentralization of responsibility, managers have more propensity to take risks, and compensation plans are geared toward long term results- all to facilitatae corporate entrepreneurship.
what does it mean to say OB takes a contingency approach
behavior must be considered within the context in which it occurs
Applicants describe how they handled specific problems and situations in previous jobs in a(n) ________ interview.
behavioral structured
use of examples of critical incidents to evaluate an employee's job performance behaviors directly
behaviorally anchored rating scales (BARS)
expectancy
belief that effort is related to performance
instrumentality
belief that performance is related to rewards
Anglophone managers favor behavior that is
beneficial to the organization first and foremost
What is the second step to eval the dimensions of the fiedler model
better the leader member relations=the more highly structured the job/the stronger the position power=the more control the leader has/
why have teams become so popular
better way to use talents, more flexible, can assemble, deploy, refocus and disband quickly
postiviely representing the organization when in public
boosterism
core self-evaluation
bottom-line conclusions individuals have about their capabilities, competence, and worth as a person
Which of the following is a conflict-stimulation technique?
bringing in outsiders
The ________ network is a type of formal small-group network that rigidly follows the formal and hierarchical levels of command.
chain
which one or ones of the networks does a leader emergence
chain and networks wheel
The small common group networks have 3 types
chairn, networks wheel,all channel
with Fiedler's contingency model, since leadership style is fixed you have what two options to improve effectiveness?
change leader to fit situation; change situation to fit leader
Transformation Leasers
change the follower's awareness of issues by helping them look at old problems in new ways: and they excite and inspire followers to put out extra effort to achieve group goals.
What are the two ways to improve leader effectiveness, according to Fiedler
change the leader to fit the situation or change the situation to fit the leader
female leaders rely on
charisma, expertise, contact and interpersonal skills to influence others
voluntary employee behaviors that contribute to organizational goals by improving the context in which work takes place
citizenship behavior
participation in company operations at a deeper-than-normal level through voluntary meetings, readings, and keeping up with news that affects the comapny
civic virtue
path-goal theory is based on the belief that effective leaders
clarify the path to goal achievement by followers and make the path easier by reducing roadblocks
characteristics of effective teams
clear purpose; informality; participation; listening; civilized disagreement; consensus decisions; open communication; clear rules & assignments; shared leadership; external relations; style diversity; self-assessment
Which of the following types of power is most likely to be negatively related to employee satisfaction and commitment?
coercive power
Any incompatibility between two or more attitudes or between behavior and attitudes results in ________.
cognitive dissonance
Aboriginal cultures are more _____ in orientation
collectivist
male leaders tend to use a
command-and-control style
formal channels
communication channels established by an organization to transmit messages related to the professional activities of members
informal channels
communication channels that are created spontaneously and that emerge as responses to individual choices
Which of the following is not one of the key components of effective teams?
company reputation
Reward Power
compliance achieved based on the ability to distribute rewards that others view as valuable.
the conflict-handling strategy that represents the mid-range on both assertiveness and cooperativeness is
compromising
dysfunctional conflict
conflict that hinders group performance
affective conflict
conflict that is emotional and aimed at a person rather than at an issue
cognitive conflict
conflict that is task-oriented and related to differences in perspectives and judgments
functional conflict
conflicts that support a groups goals and improve its performance
Which of the following pairs of personality dimensions contribute to high team effectiveness?
conscientiousness and openness to experience
organization
consciously coordinated social unit, made up of a group that works together on common goals fairly regularly
contingency theories stress the importance of
considering the context when examining leadership
consensus
considers how an individual's behavior compares with that of others in the same situation
A Role Episode
consists of a snapshot of the ongoing interaction between two people. In any given role episode, there is a role sender and a focal person who is expected to act out the role. Within a broader social context, one may be simultaneously a role sender and a focal person. begin with the role sender's perception of the relevant organization's or group's behavioral requirements. Those requirements serve as a standard for formulating expectations for the focal person's behavior. The role sender then cognitively evaluates the focal person's actual behavior against those expectations. Appropriate verbal and behavioral messages are then sent to the focal person to pressure him or her into behaving as expected. On the receiving end of the role episode, the focal person accurately or inaccurately perceives the communicated role expectations and modeled behavior. The focal person then responds constructively by engaging in problem solving, for example, or destructively because of undue tension, stress, and strain. positive and negative peer pressure powerfully influence role performance. Significant productivity improvement could be achieved if organizations did a better job of communicating and enforcing role expectations
coaching offers the person being coached
constructive feedback on how to improve
Which of the following power tactics is more effective when the audience is highly interested in the outcomes of a decision process?
consultation
path-goal theory is participative: leader
consults with suboordinates, solicits suggestions, takes suggestions into consideration
Communication acts to __________member behavior in several ways.
control
self leadership is a set of processes through which individuals
control their own behavior
what are the 4 major functions within a group
control, motivation, emotional expression, and info
employee behaviors that intentionally hinder organizational goal accomplishment
counterproductive behavior
sharing important information with coworkers
courtesy
employees' feelings about their coworkers, including their abilities and personalities
coworker satisfaction
a manager acts within the established culture of the organization while a leader
creates vision and meaning for the organization
the degree in which individuals develop ideas or physical outcomes that are both novel and useful
creative task performance
leaders create self-leaders by encouraging self-evaluation and
criticism
individualism
cultural attribute describing degree to which people prefer to act as individuals rather than members of a group
power distance
cultural attribute describing extent a society accepts unequal distribution of power
masculinity
cultural attribute describing extent to which a society favors traditional male roles of achievement, power, and control and values characterized by assertiveness and materialism
collectivism
cultural attribute describing tight social framework in which people expect others in group to look after them and protect them
uncertainty avoidance
cultural attribute that describes extent to which society tries to avoid uncertainty
long-term orientation
cultural attribute that emphasizes the future, thrift and persistence
indulgence
cultural attribute that emphasizes the gratification of basic needs and desires to enjoy life
short-term orientation
cultural attribute that emphasizes the past and present, respect for tradition, and fulfillment of social obligations
femininity
cultural attribute that sees little differentiation between male and female roles
what are some challenges at the organizational level
customer service, stimulating innovation and change, use of temp. employees, improving quality and productivity, creating positive work environment
communication facilitates __________
decision making
Garbage Can Model
decision making is sloppy and haphazard decisions result from complex interaction of four independent streams of events: problems, solutions, participants and choice opportunities attempts to explain how problems, solutions, participants, and choice opportunities interact and lead to a decision. creates "a collection of choices looking for problems, issues and feelings looking for decision situations in which they might be aired, solutions looking for issues to which they might be the answer, and decision makers looking for work." 4 practical implications: 1 - this model of decision making is more pronounced in industries that rely on science-based innovations such as pharmaceutical companies. Managers in these industries thus need to be more alert for the potential of haphazard decision making. 2 - many decisions are made by oversight or by the presence of a salient opportunity. 3 - political motives frequently guide the process by which participants make decisions. It thus is important for you to consider the political ramifications of your decisions. 4 - important problems are more likely to be solved than unimportant ones because they are more salient to organizational participants.
social loafing
decrease in effort and productivity that occurs when an individual works in a group instead of alone
How do people respond to organizational politics?
decreased job satisfaction increased anxiety increased turnover reduce performance
group cohesiveness
defined as the "we feeling" that binds members of a group together
leader-member relations
degree of confidence, trust and respect members have for leader
job involvement
degree that one identifies with a job, actively participates in it, and considers performance important to self-worth
feedback
degree to which individuals obtain direct and clear information about the effectiveness of their performance
task significance
degree to which job has substantial impact on lives or work of other people
autonomy
degree to which job provides substantial freedom, independence, and discretion to the individual in scheduling the work and determining the procedures to be used in carrying in out
skill variety
degree to which job requires variety of different activities
task structure
degree to which jobs are structured
position power
degree to which leader has control over "power": hiring, firing, discipline, promotions, salary
core self-evaluation
degree to which one likes or dislikes oneself, whether one sees oneself as capable and effective; in control or powerless over one's environment
Hersey and Blanchard's Situational Leadership: able and willing
delegating
conscientiousness
describes someone who is responsible, dependable, persistent, and organized
five-stage model
describes stages that groups pass through: forming, storming, norming, performing and adjourning
terminal values
desirable end-states of existence; the goals a person would like to achieve during his or her lifetime. examples: prosperity and economic success, freedom, health, well-being, world peace, social recognition, meaning in life.
what is Inspirational appeals
developing emotional commitment by appealing to a target's values, needs, hopes, and aspirations
what are some challenges at the individual level
differences, job satisfaction, motivation, empowerment, behaving ethically
composition diversity in model of team effectiveness
different in functions and demographics
Name Hodgson's General Moral Principles
dignity of human life; autonomy; honesty; loyalty; fairness; humaneness; the common good
According to the situational leadership theory, if employees are unwilling and unable, the appropriate leadership style in this situation would be ________.
directive
The existence of dissimilar mental models is likely to lead to ________.
disagreements over the methods to be applied for task completion
organizational citizenship behavior
discretionary behavior that promotes the effective functioning of the organization
The three rules used to determine whether or not behavior is internally or externally caused are
distinctiveness, consensus, and consistency
consistency
does the person respond the same way over time
Which of the following is a kind of physical ability which refers to the ability to make rapid, repeated flexing movements?
dynamic flexibility
fielder contingency model
effective group performance depends upon the proper match between the leader's style and the degree to which the situation gives control to the leader. an individual's style is fixed
helps others achieve high levels of both performance and satisfaction.
effective manager
the idea that emotions can be transferred from one person to another
emotional contagion
Communications provides for the ____________of feelings and fulfillment of social needs.
emotional expression
Which of the following terms refers to a person's ability to detect and to manage emotional cues and information?
emotional intelligence
when employees manage their emotions to complete their job duties successfully
emotional labor
intense feelings, often lasting for a short duration, that are clearly directed at someone or some circumstance
emotions
displayed emotions
emotions that are organizationally required and considered appropriate in a given job
employee-oriented
emphasizes interpersonal relationships and is the most powerful dimension
production-oriented
emphasizes the technical aspects of the job
organizational commitment
employee identifies with organization and its goals and wants to stay in
Behavioral Theories: University of Michigan found what two key dimensions of leader behavior?
employee-oriented and production oriented
what are the most obvious applications of judgement shortcuts in the workplace
employment interviews; performance expectations; performance evaluations
Task roles
enable the work group to define, clarify, and pursue a common purpose keep the group on track
Personality traits
enduring characteristics that describe an individual's behavior
Coalitions
enlisting aid or support of others to persuade the target to agree
task-oriented roles in model of team effectiveness
ensure that tasks are completed
a charismatic leader is sensitive to
environmental constraints
contrast effect
evaluation of a person's characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics.
organizational culture is descriptive, whereas job satisfaction is _______
evaluative
Women being assigned marginal job roles that do not lead to promotion is an example of the ________ form of discrimination.
exclusion
Informal Group
exists when the members' overriding purpose of getting together is friendship
Which of the following theories discusses three relationships: effort-performance relationship, performance-reward relationship, and rewards-personal goals relationship?
expectancy theory
tone difference
expression differences
Tolerance for ambiguity
extent to which a person has a high need for structure or control in his life This individual difference indicates the extent to which a person has a high need for structure or control in his or her life. Some people desire a lot of structure in their lives (a low tolerance for ambiguity) and find ambiguous situations stressful and psychologically uncomfortable. In contrast, others do not have a high need for structure and can thrive in uncertain situations (a high tolerance for ambiguity). Ambiguous situations can energize people with a high tolerance for ambiguity.
Minority dissent
extent to which group members feel comfortable disagreeing with other group members, and a group's level of participation in decision making most innovative groups possessed high levels of both minority dissent and participation in decision making. How can you apply these results to your own group meetings at school or work? One way is to foster more discussion among group members during meetings. Research also confirms a side benefit to this recommendation. Group members' job satisfaction and performance are increased through group discussion. Another suggestion is to seek divergent views from group members during decision making, and do not ridicule or punish people who disagree with the majority opinion.
task structure
extent to which tasks are routine and easily understood
What is conscientiousness positively related too
extraversion
name the big 5 personality traits used in modern trait theories
extraversion, agreeableness, conscientiousness, emotional stability and openness to experience
five basic personality dimensions
extraversion, agreeableness, conscientiousness, emotional stability, openness to experience
Most Important Factor of traits
extraversion, but not too assertive, disciplined, keep commitments, creative and flexible
Myers-Briggs Type Indicator
extroverted vs introverted; sensing vs intuitive; thinking vs feeling; judging vs perceiving
hygiene factors
factors - such as company policy and administration, supervision, and salary - that, when adequate in a job, placate employees. When these factors are adequate, people will not be dissatisfied
distinctiveness, consensus, and consistency
factors that determine whether an individual's behavior was internally or externally caused
perceiver; in the object, or target, being perceived; or in the context of the situation in which the perception is being made
factors that operate to shape and sometimes distort perception
In a communication process, ________ is the check on how successful we have been in transferring our messages as originally intended.
feedback
in job characteristics theory, it refers to the degree to which the job itself provides information about how well the job holder is doing. in goal setting theory, it refers to progress updates on work goals
feedback
moods
feelings that tend to be less intense than emotions and that lack a contextual stimulus
what does it mean to say OB has few absolutes
few universal principles that explain OB; human beings very complex; humans not alike so can't make sweeping generalizations
name three contingency theories
fiedler contingency model; hersey and blanchards situational theory and the path-goal theory
what research methods are used in OB
field studies, surveys, lab studies, case studies, meta-analyses
Identify common barriers to effective communication
filtering- language selctive perception-silence info overload-lying emotionscoomm apprehension
adjourning
final stage in group development for temporary groups, where attention is directed toward wrapping up activities rather than task performance
During the "design" step of appreciative inquiry, participants ________.
find a common vision of how the organization will look in the future
phase one of punctuated equilibrium model
first meeting sets group's direction, group activity is inert
forming
first stage in group development, characterized by much uncertainty
why are self monitors good traits for training a good leader
flexibility to change their behavior
What does Generation X value
flexibility, life options, job satisfaction, teamwork
Individualized rewards by allowing each employee to choose the compensation package that best satisfies his or her current needs and situation are called ________.
flexible benefits plans
Which of the following is an example of a position in a service job?
flight attendant
a state in which employees feel a total immersion in the task at hand, sometimes losing track of how much time has passed
flow
a charismatic leader is sensitive to
follower's needs
with Hersey and Blanchard's Situational Leadership, a leader adapts to
followers readiness
a performance management system in which managers rank subordinates relative to one another
forced ranking
Advantage of written communication
forced to think more thoroughly
mentoring relationships can be
formal or informal
what are two different roads to the same destination?
formalization and strong culture
a manager engages in daily caretaker activities while a leader
formulates long-term objectives
Maintenance roles
foster supportive and constructive interpersonal relationships keep the group together
Key Social Skills Managers Need for Building Social Capital
found 15 reasons why managers fail in the face of rapid change. The top two reasons were "ineffective communication skills/practices" and "poor work relationships/interpersonal skills
performing
fourth stage in group development, when the group is fully functional
An informal group is characterized by the ________.
fulfillment of the need for social contact
Which of the following variable pay programs is free from dependence on company profits?
gainsharing
transformational leadership is charismatic leadership that goes further by
generating awareness and acceptance of a group's purpose and mission and by getting employees to see beyond their self-interest in favor of the good of the group
Generation Y has life goals oriented towards
getting rich and famous
empowerment
giving employees responsibility for what they do
Which of the following is a differentiating factor between power and leadership?
goal compatibility
terminal values
goals individuals want to achieve during their life
with the fiedler contingency model, the least preferred co-worker questionnaire is used to determine whether individuals are primarily interested in
good personal relations with co-workers, and thus relationship oriented, or productivity and thus task oriented
casual conversations about other people in which the facts are not confirmed as true
gossiping
Which of the following represents the informal communication network in an organization?
grapevine
Decision tree
graphical representation of the process underlying decisions and it shows the resulting consequences of making various choices the decision tree does provide a framework for considering the trade-offs between managerial and corporate actions and managerial and corporate ethics. can be applied to any type of decision or action that an individual manager or corporation is contemplating. A decision maximizes shareholder value when it results in a more favorable financial position (e.g., increased profits) for an organization. shows that managers still need to consider the ethical implications of the decision or action. According to the decision tree framework, managers should make the decision to engage in an action if the benefits to the shareholders exceed the benefits to the other key constituents. Managers should not engage in the action if the other key constituents would benefit more from the action than shareholders.
gainsharing
group incentive program that measures improvements in productivity and effectiveness and distributes a portion of each gain to employees
Formal Group
group is formed by a manager to help the organization accomplish its goals Formal groups typically wear such labels as work group, project team, committee, corporate board, or task force.
the degree to which employees desire to develop themselves further
growth need strength
channel richness is determined by the ability of the channel to
handle multiple cues at the same time, be personal, and allow rapid feedback
unwanted physical contact or verbal remarks from a colleague
harassment
a charismatic leader has a vision that
he or she can articulate
Performance evaluations are used to ________.
help management make HR decisions
assisting coworkers who have heavy workloads, aiding them with personal matters, and showing new employees the ropes when they are first on the job
helping
Nominal Group Technique
helps groups generate ideas and evaluate and select solutions. NGT is a structured group meeting that follows this format: -A group is convened. After the problem is understood, individuals silently generate ideas in writing. Each individual, in round-robin fashion, then offers one idea from his or her list. Ideas are recorded on a blackboard or flip chart; they are not discussed at this stage of the process. Once all ideas are elicited, the group discusses them. During this step, clarification is provided as well as general agreement or disagreement with the idea. The "30-second soap box" technique, which entails giving each participant a maximum of 30 seconds to argue for or against any of the ideas under consideration, can be used to facilitate this discussion. Alternatively, groups can create an effort/benefit matrix to facilitate this discussion. This is done by identifying the amount of effort and the costs required to implement each idea and comparing these to the potential benefits associated with each idea. Finally, group members anonymously vote for their top choices. The group leader then adds the votes to determine the group's choice. Prior to making a final decision, the group may decide to discuss the top-ranked items and conduct a second round of voting. The nominal group technique reduces the roadblocks to group decision making by (1) separating brainstorming from evaluation, (2) promoting balanced participation among group members, and (3) incorporating mathematical voting techniques in order to reach consensus.
Group versus Individual Performance
here are five important issues to consider when using groups to make decisions: 1 - Groups were less efficient than individuals. It thus is important to consider time constraints when determining whether to involve groups in decision making. 2 - Groups were more confident about their judgments and choices than individuals. Because group confidence is not a surrogate for group decision quality, this overconfidence can fuel groupthink and a resistance to consider alternative solutions proposed by individuals outside the group. 3 - Groups tend to make more moderate decisions. It appears that the need to reach consensus or compromise leads to less extreme decisions.58 4 - Decision-making accuracy was higher when (a) groups knew a great deal about the issues at hand and (b) group leaders possessed the ability to effectively evaluate the group members' opinions and judgments. Groups need to give more weight to relevant and accurate judgments while downplaying irrelevant or inaccurate judgments made by its members. 5 - The composition of a group affects its decision-making processes and ultimately performance. For example, groups of familiar people are more likely to make better decisions when members share a lot of unique information. In contrast, unacquainted group members should outperform groups of friends when most group members possess common knowledge.
what determines our personality
heredity, environment and the situation
surface acting
hiding one's inner feelings to display what is expected
According to Hofstede's dimensions, Canada scores relatively ______ on masculinity
high
what is needed to shape high ethical standards among members
high in risk tolerance low to moderate in aggressiveness focused on means as well as outcomes
Individuals scoring ________ have a strong ability to adjust his or her behavior to external, situational factors and can behave differently in different situations.
high on self-monitoring
task oriented leaders perform when they have ____ and _____ control
high or low
What trait makes the best leaders to train
high self monitors
Who is more likely to engage in political behavior as far as traits are concerned?
high self monitors internal locus of control high need for power high mach personality organizational investment preceived alternatives expectations of success
how is job satisfaction related to productivity?
higher productivity increases your recognition, your pay level and your likelihood of promotion which, in turn, increases your job satisfaction
organizational culture shows what
how employees perceive the characteristics of an organization., not whether they like them
Perceptions
how individuals organize and interpret what they experience, which may differ significantly from reality
role expectations
how others believe a person should act in a given situation
The ability to understand, communicate with, motivate, and support other people, both individually and in groups, may be defined as ________ .
human skills
What dimensions did the GLOBE framework add to Hofstede's?
humane orientation and performance orientation
In terms of the full range of leadership models, which leadership behavior represents the most active and effective approach for leaders?
idealized influence
Decision making
identifying and choosing alternative solutions that lead to a desired state of affairs You can use two broad approaches to make decisions. You can follow a rational model or various nonrational models.
the degree to which a job offers completion of a whole, identifiable piece of work
identity
consensus
if everyone who faces a similar situation responds in the same way
Who will pursue illegitimate political actions?
if there is favorable job market if they are in possession of a scarce skill or if they there is a low expectation of success
Aboriginal values are usually perceived by non-Aboriginals as an
impediment to economic development and organizational effectiveness
What trait in the organization do you see political skills played out?
in low levels of procedural and distributive justice
communication that is rude, impolite, discourteous, and lacking in good manners
incivility
female leaders lead through
inclusion
emotional dissonance
inconsistencies between the emotions people feel and the emotions they project
What is consultation as a power tactic
increasing the target's support by involving him or her in deciding how you will accomplish your plan.
Minimally Formalized
indicates jobs are unprogrammed and a lot of freedom to exercise discretion
name the five value dimensions of national culture according to Hofstede's Framework
individualism vs. collectivism; masculinity vs femininity; uncertainty avoidance; long-term vs. short-term orientation; indulgence vs. restraint
Anglophone managers tend be more ______ than francophone managers
individualistic
expectancy theory
individuals act on their evaluation of whether their effort will lead to good performance, whether good performance will be followed by a given outcome, and whether that outcome is attractive
self-efficacy
individuals belief that he or she is capable of performing a task
equity theory
individuals compare their job inputs and outcomes with those of others and then respond so as to eliminate any inequities
According to Hofstede, gratification of desires and wants is classified as
indulgence
referent power
influence based on identification with a personal trait
Expert power
influence based on special skills or knowledge
Person Power
influence derived from and individual's characteristics
a charismatic leader's personality and actions
influence others
Grapevine
informal communication network that involves word-of-mouth message conveyance
what things does the leader need to provide under the path-goal theory
information, support, or other resources necessary
with path-goal theory, the leader who is directive
informs subordinates of expectations, gives guidance
Behavioral Theories: Ohio State University found what two key dimensions of leader behavior?
initiating structure and consideration
When we rank an individual's values in order of their ________, we obtain the person's value system.
intensity
going beyond normal job expectations to assist, support, and develop coworkers and colleagues
interpersonal citizenship behavior
when does IM work?
interviews and performance evaluations
Which of the following refers to a kind of discrimination which refers to overt threats or bullying directed at members of specific groups of employees?
intimidation
case for emotional intelligence
intuitive appeal, predicts criteria that matter, biologically based
Optimizing
involves solving problems by producing the best possible solution and is based on a set of highly desirable assumptions—having complete information, leaving emotions out of the decision-making process, honestly and accurately evaluating all alternatives, time and resources are abundant and accessible, and people are willing to implement and support decisions.
with path-goal theory, the leader who is supportive
is friendly and approachable, shows concern for status, well-being, and needs of suboordinates
Non-sanctioned leadership
is the ability to influence that arises outside the formal structure of the organization
how does a strong culture relate to formalization?
it achieves the same end without the need for written documentation.
what does it mean to say OB looks beyond common sense
it involves systematic study and draws on scientific evidence
a process by which an organization determines requirements of specific jobs
job analysis
a theory that argues that five core characteristics (variety, identity, significance, autonomy, and feedback) combine to result in high levels of satisfaction with work itself
job characteristics theory
proactively shaping and molding the characteristics contained within one's job
job crafting
when job duties and responsibilities are expanded to provide increased levels of core job characteristics
job enrichment
employee behaviors that contribute either positively or negatively to the accomplishment of organizational goals
job performance
consideration
job relationships that reflect trust and respect
a pleasurable emotional state resulting from the appraisal of one's job or job experiences. it represents how a person feels and thinks about his or her job
job satisfaction
the four important attitudes that affect organizational performance
job satisfaction, organizational commitment, job involvement, employee engagement
Which of the following is a result of globalization?
jobs moving to nations with low-cost labor
heuristics
judgement shortcuts in decision making
stereotyping
judging someone on the basis of one's perception of the group to which that person belongs
the degree to which employees have the aptitude and competence needed to succeed on their job
knowledge and skill
a psychological state indicating the extent to which employees are aware of how well or how poorly they are doing
knowledge of results
jobs that primarily involve cognitive activity versus physical activity
knowledge work
which countries are high context culture
korea, japan, Vietnam
Communication that takes place among members of work groups at the same level is known as ________ communication.
lateral
name Fiedler's three contingency situations
leader-member relations; task structure; position power
what are the three contingency dimensions in the Fiedler Model
leader-member structure, task structure, and position power
Socialized Charismatic Leadership is what
leadership that conveys other- centered values by leaders who model ethical conduct.
What is the LPC
least preferred coworker questionnaire
negative emotions can lead to what negative workplace behaviors
leaving early, working slowly, stealing, sabotage, gossiping, sexual harassment, verbal abuse
what is legitimacy for a power tactic
legitimacy: relying on your authority position
Which of the following is a form of background check?
letters of recommendation
According to Mintzberg's classification of managerial roles, which of the following is a kind of interpersonal role?
liaison
leading teams requires what new roles
liaisons with external constituencies; troubleshooters, conflict managers and coaches
the degree to which employees feel a sense of happiness with their lives in general
life satisfaction
systematic study
looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence
what are some characteristics of OB
looks at consistencies, beyond common sense, has few absolutes, takes a contingency approach
According to Hofstede's dimensions, Canada is _____ in power distance
low
According to Hofstede's dimensions, Canada is relatively ______ on uncertainty avoidance
low
According to the attribution theory, if a behavior scores ________, we tend to attribute it to internal causes.
low on distinctiveness
Which of the following is a type of response to dissatisfaction that is constructive and passive?
loyalty
To perform effectively, what do groups need?
maintain control of group stimulate member to perform allow emotional expression make decisions
maintenance roles in model of team effectiveness
maintain good relations in group
The ________ view of conflict focuses on productive resolution of conflicts
managed
a management philosophy that bases employee evaluations on whether specific performance goals have been met
management by objectives (MBO)
Theory Y
managers believe that employees are internally motivated to do good work and policies should encourage this internal motivation
female leaders tend to be strong at
managing interpersonal relationships
high machs
manipulate more, win more, are persuaded less and persuade others more
a psychological state reflecting one's feelings about work tasks, goals, and purposes, and the degree to which they contribute to society and fulfill one's ideals and passions
meaningfulness of work
name some contemporary leadership roles
mentoring/coaching; self-leadership; team leadership
nonverbal communication
messages conveyed through body movements, facial expressions, and the distance between sender and receiver
subcultures
minicultures within the company, typically defined by department designations and geographical speration
What are some limitations of email
misinterpreting the message, communicating negative messages, time-consuming, emailing when emotional, privacy concerns
describes the organization's purpose for stakeholders and the public.
mission statement
factors leading to personality conflicts
misunderstandings based on outward differences; intolerance; perceived inequities; misunderstandings, rumors and falsehoods; finger pointing
job characteristics model (JCM)
model that identifies 5 core job dimensions and their relationship to personal and work outcomes
relationship oriented leaders perform when they have _____ control
moderate
states of feeling that are mild in intensity, last for an extended period of time, and are not directed at anything
moods
Describe some Canadian values
more free spirited, value diversity and hard work, less traditional than Americans, tolerate risk, short-term in orientation, individualistic, value traditional masculine work roles; don't accept built-in class differences among people
male leaders tend to be
more self-confident
name some things communication is a foundation for
motivating, providing information, controlling behavior, expressing emotion
Communication fosters_____by clarifying to employees what they must do.
motivation
extrinsic motivators
motivation that comes from outside the person and includes such things as pay, bonuses, and other tangible rewards
restraint
national cultural attribute that emphasizes the importance of controlling the gratification of needs
power distance
national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally
lower-order needs
needs satisfied externally, such as physiological and safety needs
higher-order needs
needs that are satisfied internally, such as social, esteem, and self-actualization needs
employees' feelings of fear, guilt, shame, sadness, envy, and disgust
negative emotions
integrative bargaining
negotiation that seeks one or more settlements that can create a win-win solution
which one or ones of the 3 networks is fastest
network wheel and all channel
Which of the following is a factor present in a target which may affect a person's perception?
novelty
an online database containing job tasks, behaviors, required knowledge, skills, and abilities
occupational information network (O*NET)
Role ambiguity
occurs when "members of the role set fail to communicate to the focal person expectations they have or information needed to perform the role, either because they do not have the information or because they deliberately withhold it people experience role ambiguity when they do not know what is expected of them. people in individualistic cultures have higher role ambiguity than people in collectivist cultures. In other words, people in collectivist or "we" cultures had a clearer idea of others' expectations. Collectivist cultures make sure everyone knows their proper place in society. People in individualistic "me" cultures, such as the United States, may enjoy more individual discretion, but comparatively less input from others has its price—namely, greater role ambiguity.
cognitive evaluation theory
offering extrinsic rewards for work effort that was previously rewarding intrinsically will tend to decrease the overall level of a person's motivation
the assertiveness dimension of the conflict-handling strategy is the degree to which
one party attempts to satisfy his/her own concerns
The conflict-handling techniques are characterized by two dimensions, cooperativeness and assertiveness. Cooperativeness indicates the degree to which ________.
one party attempts to satisfy the other party's concerns
continuance commitment
one's calculation to stay with an organization based on perceived costs of leaving
affective commitment
one's emotional attachment to and identification with an organization, and a belief in its values
profit-sharing plan
organization-wide plan in which the employer shares profits with employees based on a predetermined formula
going beyond normal expectations to improve operations of the organization, as well as defending the organization and being loyal to it
organizational citizenship behavior
what behaviors does initiating structure show
organized work , work relationships and goals, delegate assignments, define standards, emphaize meeting deadlines.
contrast effects
our reaction to one person is often influenced by other people we have recently encountered
Behavioral Categories of Sexual Harassment
out of seven female veterans of Afghanistan or Iraq who visit a Veterans Affairs center for medical care report being a victim of sexual assault or harassment during military duty sexual harassment compounded by ethnic discrimination. Women experienced more sexual harassment than men, minorities experienced more ethnic harassment than whites, and minority women experienced more harassment overall than majority men, minority men, and majority women. On-the-job harassment is persistent because it is rooted in widespread abusive behavior among teenagers (both face-to-face and electronically) increased social contact between women and men in work groups and organizations has led to increased sexualization (e.g., flirting and romance) in the workplace.
competing values framework
outlines skills needed by today's managers; helps identify strengths and weaknesses; a model for building high performance teams with complementary skills
Hersey and Blanchard's Situational Leadership: able and unwilling / aprehensive
participating
female leaders share leadership and encourage
participation
What can lead to potential distortion?
passing info through many different people
Laissez-Faire, Management by exception, contingent reward are what kind of Leadership Model, passive or active and what is it transactional or transformational
passive,transactional
exit-voice-loyalty-neglect 04: neglect
passively allowing conditions to worsen, including reduced effort and abenteeism
exit-voice-loyalty-neglect 03: loyalty
passively but optimistically waiting for conditions to improve
Hersey and Blanchard's Situational Leadership is a _____ model
paternal
what new skills does leading teams require?
patience to share information, trust of others, giving up authority and knowing when to intervene
skill-based pay
pay based on how many skills has or how many jobs he or she can do
employees' feelings about the compensation for their jobs
pay satisfaction
Positive core self-evaluations
people who have this like themselves and see themselves as effective, capable, and in control of their environment. they perform better in their jobs because they set more ambitious goals, are more committed to their goals, and persist longer in attempting to reach these goals. They provide better customer service, are more popular co-workers, and have careers that begin on better footing and ascend more rapidly over time.
negative core self-evaluations
people who have this tend to dislike themselves, question their capabilities, and view themselves as powerless over their environment
proactive personality
people who identify opportunities, show initiative, take action, and persevere until meaningful change occurs. they are more likely than others to be seen as leaders and to act as change agents. More likely to be satisfied with their work and help others more with their tasks, largely because they build more relationships with others.
proactive personality
people who identify opportunities, take action, and persevere until meaningful change occurs
high performing teams are likely to be composed of
people who prefer working as part of a team
When two people witness something at the same time and in the same situation yet interpret it differently, factors that operate to shape their perceptions reside in the ________.
perceivers
According to the Myers-Briggs Type Indicator (MBTI) classification, people belonging to the ________ type are flexible and spontaneous.
perceiving
coaching challenges the person being coached to
perform
Oscar is looking for a new job. He used to be the company's top sales representative and was eagerly expecting to be promoted. However, one of the regional manager's friends was promoted to district manager instead. According to the expectancy theory, Oscar's dissatisfaction with his current job stems from a breakdown in the ________ relationship.
performance-reward
hostile verbal and physical actions directed toward other employees
personal aggression
Which of the following modes of communication does not come under the purview of nonverbal communication?
personal emails
Big Five Model
personality assessment model that taps five basic dimensions that underlie all others and encompass most of the significant variation in human personality.
openness to experience
personality factor describing degree to which someone is imaginative, artistically sensitive, and curious
extraversion
personality factor describing degree to which someone is sociable, talkative, and assertive
type A personality
personality type that describes people who are competitive, driven, hostile, and ambitious
type B personality
personality type that is easy-going, relaxed, and patient
What are the gains from mentoring
phychological
________ may be referred to as the capacity to undertake tasks that demand stamina, dexterity, and strength
physical abilities
A paper sales company designs and offers a new method of purchasing and shipping commercial quantities of paper through their Web site. Earlier, the company used to do its business through its sales representative. This is an example of a(n) ________ change.
planned
Which of the following is an example of a sedentary activity that does not play a crucial role in increasing positive mood?
playing video games at home
the degree to which an employee is in a good versus bad mood
pleasantness
behaviors that intentionally disadvantage other individuals
political deviance
employees' feelings of joy, pride, relief, hope, love, and compassion
positive emotions
charismatic leadership creates a
positive image for the future that motivates members and provides direction for future planning and goal setting
attitudes
positive or negative feelings about objects, people, or events
Coercive Power
powder derived by fear of negative results from failing to comply
The deemphasizing of hierarchical authority and control in organizational development is referred to as ________.
power equalization
machiavellianism is the degree to which an individual is
pragmatic, maintains emotional distance, believes that the ends can justify the means
instrumental values
preferable modes of behavior or means of achieving one's terminal values. examples are self-improvement, autonomy and self-reliance, personal discipline, kindness, ambition, goal-orientation
instrumental values
preferable ways of behaving
group diversity
presence of a heterogeneous mix of individuals within a group
what is rational persuasion as a power tactic
presenting logical arguments and factual evidence
ways to manage conflict
problem solving, shared goals, smoothing, compromising, avoidance
perception
process of organizing and interpreting sensory information, enabling us to recognize meaningful objects and events
Creativity
process of using intelligence, imagination, and skill to develop a new or novel product, object, process, or thought Individual creative behavior is directly affected by a variety of individual characteristics. First off, creativity requires motivation. In other words, people make a decision whether or not they want to apply their knowledge and capabilities to create new ideas, things, or products. In addition to motivation, creative people typically march to the beat of a different drummer. They are highly motivated individuals who spend considerable time developing both tacit and explicit knowledge about their field of interest or occupation. creative people are not necessarily geniuses or introverted nerds. In addition, they are not adaptors. "Adaptors are those who ... prefer to resolve difficulties or make decisions in such a way as to have the least impact upon the assumptions, procedures, and values of the organization." In contrast, creative individuals are dissatisfied with the status quo. They look for new and exciting solutions to problems. Creative people tend to be curious. Further, research indicates that male and female managers do not differ in levels of creativity, and there are a host of personality characteristics that are associated with creativity.
intentionally reducing organizational efficiency of work output
production deviance
which terms are used synonymously with initiating structure
production oriented leadership
employees' feelings about how the company handles promotions
promotion satisfaction
behaviors that harm the organization's assets and possessions
property deviance
Rational Model
proposes that managers use a rational four-step approach to decision making. the rational model is based on the notion that managers optimize when making decisions. Stage 1 - Identify the Problem or Opportunity Problem - exists when the actual situation and the desired situation differ Opportunity - represents a situation in which there are possibilities to do things that lead to results that exceed goals and expectations Stage 2 - Generate Alternative Solutions For routine decisions alternatives are readily available through decision rules Stage 3 - Evaluate Alternatives and Select a Solution Is the potential solution ethical? Is it feasible? Will it remove the causes and solve the problem? Stage 4 - Implement and Evaluate the Solution After solution is implemented, the evaluation phase is used to evaluate its effectiveness Optimizing - producing the best possible solution 3 benefits: -The quality of decisions may be enhanced, in the sense that they follow more logically from all available knowledge and expertise. -It makes the reasoning behind a decision transparent -If made public, it discourages the decider from acting on suspect considerations (such as personal advancement or avoiding bureaucratic embarrassment)
mentors select
proteges
why do employees commit to companies?
proud of its legacy, know what's expected; in control of their destinies; they are recognized; enjoy supportive environment
How Charismatic Leaders Influence Followers?
providing a vision, a vision statement, set tone of cooperation , engage in emotion-inducing and often unconventional behavior to demonstrate courage, and conviction about the vision
building blocks of OB
psychology, sociology, social psychology, anthropology, political science
encoding
putting a message into a form that can be recognized and understood by the receiver
More than other generations, Generation Y tends to be
questioning, electronically networked, entrepreneurial, entitled, needy
efficiency
ratio of effective work output to input required to produce the work
Which of the following is a decision-making model that describes how individuals should behave in order to maximize some outcome?
rational decision-making model
What works as a tactic for upward pressure
rational persuasion
What is filtering
refers to a sender's purposely maniipulating infor so that the receiver will see it more favorably
distinctiveness
refers to whether an individual displays different behaviors in different situations
Decision-Making Styles
reflects the combination of how an individual perceives and comprehends stimuli and the general manner in which he or she chooses to respond to such information. styles vary along two different dimensions: value orientation and tolerance for ambiguity. When the dimensions of value orientation and tolerance for ambiguity are combined, they form four styles of decision making: directive, analytical, conceptual, and behavioral.
Value orientation
reflects the extent to which an individual focuses on either task and technical concerns or people and social concerns when making decisions Some people, for instance, are very task focused at work and do not pay much attention to people issues, whereas others are just the opposite.
what behaviors harm team effectiveness
refusing to share; depending too much on leader; failure to follow through, hiding conflict; failing at conflict resolution, forming sub groups
Which of the following must be avoided if one wants to create and maintain an effective team?
relationship conflicts
values tend to be
relatively stable and enduring
High context culture
rely heavily on non-verbal and subtile situational cues
male leaders tend to
rely on their formal position power
Evidence-based decision making (EBDM)
represents a process of conscientiously using the best available data and evidence when making managerial decisions Seven Implementation Principles: 1 - Treat your organization as an unfinished prototype 2 - No brag, just facts 3 - See yourself and your organization as others do_ Many managers are filled with optimism and inflated views of their talents and chances for success. This leads them to downplay risks and to commit an escalation of commitment bias. 4 - Evidence-based management is not just for senior executives - Research shows that the best organizations are those in which all employees, not just top managers, are committed to EBDM 5 - Like everything else, you still need to sell it - you will need to similarly use vivid stories and case studies to sell the value of EBDM 6 - If all else fails, slow the spread of bad practice - Because employees may face pressures to do things that are known to be ineffective, it may be necessary to engage in "evidence-based misbehavior." This can include ignoring requests and delaying action. Be cautious if you use this principle. 7 - The best diagnostic question: What happens when people fail?
Intuition
represents judgments, insights, or decisions that "come to mind on their own, without explicit awareness of the evoking cues and of course without explicit evaluation of the validity of these cues". Holistic hunch judgment that is based on a subconscious integration of information stored in memory. People using this form of intuition may not be able to explain why they want to make a certain decision, except that the choice "feels right." Automated experiences choice based on a familiar situation and a partially subconscious application of previously learned information related to that situation. For example, when you have years of experience driving a car, you react to a variety of situations without conscious analysis.
According to Mintzberg's classification of managerial roles, the role of a(n) ________ is to make or approve significant organizational decisions and assign human, physical, and monetary assets.
resource allocator
a psychological state indicating the degree to which employees feel they are key drivers of the quality of work output
responsibility for outcomes
variable-pay programs
reward programs in which a portion of an employee's pay is based on some individual and/or organizational measure of performance
how is exchanged used as a power tactic
rewarding the target with benefits or favors in exchange for following a request
WHAT IS A DRAWBACK TO EMAIL
risk of misinterpreting the message bad for sending negitive messages time consuming limited expression privacy concerns
task-oriented roles
roles performed by group members to ensure group tasks are carried out
individual roles
roles performed by group members to maintain good relations within the group
maintenance roles
roles performed by group members to maintain good relations within the group
well-known or habitual responses by employees to predictable task demands
routine task performance
Judgmental heuristics
rules of thumb or shortcuts that people use to reduce information processing demands. We automatically use them without conscious awareness. The use of heuristics helps decision makers to reduce the uncertainty inherent within the decision-making process. Because these shortcuts represent knowledge gained from past experience, they can help decision makers evaluate current problems. But they also can lead to systematic errors that erode the quality of decisions, particularly for people facing time constraints such as primary health care doctors.
purposeful destruction of equipment, organization processes, or company products
sabotage
employees' feelings about their actual work tasks
satisfaction with the work itself
Placing the blame for a negative outcome on external factors that are not entirely blameworthy is known as ________.
scapegoating
selective perception
screening out information that we are uncomfortable with
phase 2 in punctuated equilibrium model
second phase of intertia; last meeting characterized by accelerated activity
storming
second stage in group development characterized by conflict
selective perception
seeing only what we want to see
Who will engage in IM
self monitors
a charismatic leader is enthusiastic and
self-confident
coaching emphasizes
self-development and self-discovery
leaders create self-leaders by modelling
self-leadership
leaders create self-leaders by encouraging the use of
self-rewards to strengthen and increase desirable behaviours
Jane Allen, a campaign manager at a non-profit organization, often takes full credit for project successes even when her team members' contributions play a big role in achieving milestones. However, when projects receive setbacks, she blames her team members and sometimes states that the situation was beyond her control. Allen's behavior is an example of a(n) ________ bias.
self-serving
female leaders enhance follower's
self-worth
Hersey and Blanchard's Situational Leadership unable and willing
selling
what are baby boomers terminal values
sense of accomplishment and social recognition
providing a service that involves direct verbal or physical interactions with customers
service work
people with positive core-self evaluations perform better because they
set more ambitious goals, are more committed to their goals and persist longer at attempting to reach those goals
path-goal theory is achievement oriented: leader
sets challenging goals, expects subordinates to perform at highest level, seeks improvement in performance, has confidence in highest motivations of employees
groups become teams when they meet what conditions
shared leadership; accountability; purpose or mission; continuous work on problem solving; effectiveness measured by team's outcomes
According to Hofstede's dimensions, Canada tends to be ______ term in orientation
short
the degree to which a job really matters and impacts society as a whole
significance
Which of the following theoretical approaches in the study of leadership focuses on followers' readiness as a determinant of effective leadership?
situational leadership theory
ethical dilemmas and choices
situations in which individuals are required to define right and wrong conduct
ethical dilemma
situations where one is forced to choose between two alternatives
is an ability to turn knowledge into effective action.
skill
emotional intelligence
skills that influence ones ability to succeed in coping with environmental demands and pressures
composition in model of team effectiveness
skills, personality, roles, diversity, size, member's preference for teamwork
composition size in model of team effectiveness
smaller groups are faster at completing tasks; larger groups solve problems better
Which of following needs, as detailed by Maslow's hierarchy of needs, best corresponds to McClelland's need for affiliation?
social
Which of the following is a terminal value according to the Rokeach value survey?
social recognition
Which of the following fields of study is most likely to involve studying organizational culture, formal organization theory and structure?
sociology
Effective teams translate their common purpose into ________ goals.
specific
The role of a(n) ________, according to Mintzberg's classification of managerial roles, is to transmit information to outsiders about an organization's plans, policies, actions, and results and one which serves as an expert in the organization's industry.
spokeperson
maintaining a positive attitude with coworkers through good and bad times
sportsmanship
personality
stable patterns of behavior and consistent internal states that determine how an individual reacts to and interacts with others
The key concept that underlies all bureaucracies is ________.
standardization
a manager is a status quo supporter and stabilizer while a leader is a
status quo challenger and change creator
Deborah Tannen 2
status vs support, independence vs intimacy, advice vs understanding, information vs feelings, orders vs proposals, conflict vs compromise
An example of an input at an organizational level is ________.
structure
ethics
study of moral values or principles that guide behavior and inform us whether actions are right or wrong
the abuse of drugs or alcohol before coming to work or while on the job
substance abuse
During a selection process, the ________ selection stage immediately follows the initial selection stage.
substantive
employees' feelings about their boss, including his or her competency, communication, and personality
supervision satisfaction
Hersey and Blanchard's Situational Leadership is an intuitive model that does not get much
support from the research findings
How are managers in ethical companys supported
supported for taking risk discouraged from engaging in competion guided to heed not just what but how
multi-team systems
systems in which different teams need to coordinate their efforts to produce a desired outcome
transition in punctuated equilibrium model
takes place at end of first phase, exactly when group has used up half of its allotted time
Why would you choose to use written communication?
tangible and verifible
employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces
task performance
work design in model of team effectiveness
teams need to work together and take collective responsibility to complete significant tasks
virtual teams
teams that use computer technology to tie together physically dispersed members in order to achieve a common goal
skills in model of team effectiveness
technical expertise, problem making and decision making skills, interpersonal skills
Hersey and Blanchard's Situational Leadership: unable and unwilling/insecure
telling
Social Loafing
tendency for individual effort to decline as group size increases Reasons for Social Loafing -Equity of effort -Loss of personal accountability -Motivational loss due to sharing of rewards -Coordination loss as more people perform the task
Status is a characteristic under the social identity theory that reflects the ________.
tendency of people to link themselves to groups of higher social standing in an attempt to define themselves favorably
According to the Rokeach Value Survey, ________ values refer to desirable end-states
terminal
Attribution Theory of Leadership
that it is merely an attribution or feeling someone has about that individual; it suggests thats whats important is to project the appearance of being a leader rather than focusing on actual accomplishments.
Where are the trait theories found
the Big 5 Theory
Leadership
the ability to influence a group toward the achievement of a vision or goal
what is political skill
the ability to influence others to enhance their own objectives
effectiveness
the achievement of goals
channel richness
the amount of information that can be transmitted during a communication episode
A work team is characterized by ________.
the availability of complementary skills among members
fixed pie
the belief that there is only a set amount of goods or services to be divvied up between the parties
Who is more preferred in a work alone tech skill job?
the conscientious person
initiating structure
the defining and structuring of roles
Task structure
the degree in which the job assignments are procedurized
Leader-member relations
the degree of confidence, trust, and respect members have in their leader
Position power
the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases
task identity
the degree to which a job requires completion of a whole and identifiable piece of work
machiavellianism
the degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means
need for affiliation (nAff)
the desire for friendly and close interpersonal relationships
The Asch Effect
the distortion of individual judgment by a unanimous but incorrect opposition "perception test" Only 20% of Asch's subjects remained entirely independent; 80% yielded to the pressures of group opinion at least once! And 58% knuckled under to the "immoral majority" at least twice. Hence, the Asch effect, the distortion of individual judgment by a unanimous but incorrect opposition, was documented. Internationally, collectivist countries, where the group prevails over the individual, produced higher levels of conformity than individualistic countries. Functional conflict and assertiveness can help employees respond appropriately when they find themselves facing an immoral majority. Ethical codes focused on specific practices also can provide support and guidance.
self-actualization
the drive to become what a person is capable of becoming
need for attachment (nAch)
the drive to excel, to achieve in relation to a set of standards, to strive to succeed
Initiating structure
the extent to which a leader is likely to define and structure his or her role and those subordinates in the search for goal attainment.
Consideration
the extent to which a person's job relationships are characterized by mutual trust, respect for employee's ideas, and regard for their feelings
self-monitoring
the extent to which people are able to observe their own behavior and adapt it to external situations
cohesiveness
the extent to which team members are attracted to a team and motivated to remain in it
motivation
the intensity, direction, and persistence of effort a person shows in reaching a goal
The third step in the process of charismatic leadership involves ________.
the leader conveying a new set of values and setting an example for followers to imitate
what is semantics
the meaning of words, is a cultural comm barrier
with moral leadership, ethics and leadership interact in many ways. Leadership is not value free, and effective leaders must consider
the means they use to achieve their goals
need for power (nPow)
the need to make others behave in a way that they would not have otherwise
normative commitment
the obligation an individual feels to stay with an organization
Interactional justice
the perceived degree to which an individual is treated with dignity, concern, and respect.
distributive justice
the perceived fairness of the amount and allocation of rewards among individuals
procedural justice
the perceived fairness of the process used to determine the distribution of rewards
interactional justice
the perceived quality of the interpersonal treatment received from a manager
what is pre-arrival stage
the period of learning in the socialization process that occures before a new employee joins the organization
Legitimate Power
the power a person receives as a result of his or her osition in the formal hierarchy of an organization
core values
the primary or dominate values that are accepted throughout the company
What is impression management?
the process by which indivduals attempt to control the impression others form of them.
leadership
the process of influencing others to achieve group or organization goals
motivation
the processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal
workplace spirituality
the recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community
organizational climate
the shared perceptions organizational members have about their company and work environment
what is the metamorphosis stage
the stage in the socialization process in which a new employee changes and adjusts to the job, work group or company
what is the encounter stage
the stage in the socialization process in which a new employee see what the company is really like and confronts the possibility that expectations and reality may diverge
information overload
the state of being overwhelmed by the amount of information one takes in
kinesics
the study of body motions as a systematic mode of communication
organizational behavior
the study of individuals and groups in organizations so as to improve effectiveness
proxemics
the study of physical space in interpersonal relationships
ethics
the study of values that guide behavior and inform us whether we are right or wrong
self-serving bias
the tendency for individuals to attribute their own successes to internal factors and put the blame for failures on external factors
availability bias
the tendency for people to base their judgments on information that is readily available to them.
Narcissism
the tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement.
hindsight bias
the tendency to believe falsely, after an outcome of an event is actually know, that one would have accurately predicted that outcome
Halo effect
the tendency to draw a general impression about an individual on the basis of a single characteristic
risk aversion
the tendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher expected payoff.
confirmation bias
the tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments.
selective perception
the tendency to selectively interpret what one sees on the basis of one's interests, background, experience, and attitudes.
Fiedler contingenc model
the theory that effective groups depend on a proper match between leaders' style of interacting with subordinates and the degree to which the situation gives control and influence to the leader
stealing company products or equipment from the organization
theft
how to know if someone is using auto or controlled processing
their interest level prior knowledge the message itself personality
Behavioral Theories in leadership
theories proposing that specific behaviors differentiate leaders from non-leaders
behavioral theories
theories proposing that specific behaviors differentiate leaders from non-leaders
goal-setting theory
theory that says specific and difficult goals, with feedback, lead to higher performance
what does it mean to say OB looks at consistencies
there are certain fundamental consistencies underlying the behavior of individuals
What do low self monitors tend to present images of themselves?
they are consistent with their personalities, regardless of the beneficial or detrimental effects for them.
What do high self monitors do?
they are good at reading situations and molding their appearances and behavior to fit each situation.
why do satisfied employees increase customer satisfaction and loyalty?
they are more friendly, upbeat and responsive and less prone to turnover
Servant Leadership
they go beyond their own self-interest and focus on opportunities to help followers grow an develop. They don't use power to achieve ends; they emphaszie persuasion.
low context culture
they rely essentially on spoke and written words to convey meaning
norming
third stage in group development characterized by close relationships and cohesiveness
Who is likely to response to hard tactics
those who are extrinsically motivated and are more focused on getting along with others than on getting their way, action oriented
Who is likely to response with soft tactics?
those who are more reflective and intrinsically motivated, have high self-esteem and greater desire for control
What is an authentic leadership?
those who know who they are, what they believe in and value an act on those values and believes openly and candidly. There followers consider them ethical people
Team members who would prefer to work on their own
threaten the team's morale
Trait theories of leadership_____
thus focus on personal qualities and characteristics
Which of the following is a factor present in a situation which may affect a person's perception?
time
Drawback of written communication
time consuming , lack of direct feedback
fundamental attribution error
to overestimate the influence of personality and underestimate the influence of situations when attributing the cause of behavior
case against emotional intelligence
too vague, cannot be measured, validity suspect
According to Hofstede's dimensions, Canada is tied with the Netherlands as one of the
top five individualistic countries in the world
Which of the following is a substitute for leadership?
training
what are the 3 kinds of leadership theories
trait theories, behavioral theories and contingency theories
communication
transfer and understanding of a message between two or more people
Idea champions display characteristics associated with ________ leadership
transformational
female leaders tend to be more
transformational than males
what are Generation X's terminal values
true friendship, happiness and pleasure
identification-based trust
trust based on a mutual understanding of each other's intentions and appreciation of each other's wants and desires.
What are the 4 consequences of trust
trust encourages taking risks, facilitates info sharing, groups are more effective, and it enhances productivity
four cornerstones to a "moral foundation of leadership"
truth telling; promise keeping; fairness and respect for the individual
how do you apply Fiedler's contingency model
try to match leaders to a situation for which they are best suited
deep acting
trying to modify one's true inner feelings based on display rules
Group
two or more freely interacting people who share collective norms and goals and have a common identity -size of a group is limited by the possibilities of mutual interaction and mutual awareness ex. A total department, a union, or a whole organization would not be a group in spite of thinking of themselves as "we," because they generally do not all interact and are not all aware of each other. However, work teams, committees, subparts of departments, cliques, and various other informal associations among organizational members would fit this definition of a group
group
two or more people with a common relationship
The ________ theory is also called motivation-hygiene theory
two-factor
Piece-rate pay
type of pay where workers receive a fixed sum for each unit produced; Have been found to increase employee productivity
communication apprehension
undue tension and anxiety about oral communication, written communication, or both
prejudice
unfounded dislike of a person or group based on their belonging to a particular stereotyped group
email tips
unsubscribe, check email in batches, don't email when you should call or meet
a manager induces compliance in behavior using rewards, sanctions and authority while a leader
uses empowering strategies to make followers internalize values
a manager relies on control strategies to get things done by subordinates while a leader
uses empowering strategies to make followers internalize values
how can we understand values across cultures
using Hofstede's Framework and the GLOBE framework
ingratiation
using flattery, praise or friendly behavior prior to making a request
Cyber Loafing
using the Internet for nonwork-related activities such as communicating with friends via e-mail and social media, Web surfing, shopping, and gaming
Pressure as a power tactic
using warnings, repeated demands, and threats
is a sequence of activities that creates valued goods and services for customers.
value chain
valence
value or importance an individual places on a reward
a theory that argues that job satisfaction depends on whether the employee perceives that his or her job supplies those things that he or she values
value-percept theory
things that people consciously or unconsciously want to seek or attain
values
the degree to which a job requires different activities and skills
variety
What are the elements of transformational leadership?
vision, foresight, providing encouragement, trustworthiness, dynamism, positiveness, and proactiveness.
when an employee speaks up to offer constructive suggestions for change, often in reaction to a negative work event
voice
employee deviance
voluntary actions that violate established norms and threaten the organization, its members, or both
using too many materials or too much time to do too little work
wasting resources
attribution theory
we explain someone's behavior by crediting either the situation or the person's disposition
how is silence a communication barrier
we usually ignore silence because it is defined by the absence of information when sometimes the real message in a communication is buried in the silence
goal
what an individual is trying to accomplish
emotional labor
when an employee expresses organizationally desired emotions during interpersonal interactions
What are the orgainzational factors that contribute to political actions?
when companies downsizing or reallocation of resources promotion opportunites low trust role ambiguity unclear performance eval system zero-sum reward practices democratic decision making high performance pressures self serving senior managers
When does political skill work better?
when the stakes are high, when the individual is accountable for important organizational outcomes
When does pressure power tactic work?
when there is downward line of people
halo effect
when we draw a general impression about an individual on the basis of a single characteristic
distinctiveness
whether an individual acts similarly across a variety of situations
Women Face an Uphill Battle in Mixed-Gender Task Groups
women overcome the effects of weaker handshakes, such that on average they do not receive lower interview performance ratings from interviewers, and that women may actually benefit more than do men if they present a strong and complete grip when they shake hands. gender inequality was found in the way group members interrupted each other. Men interrupted women significantly more often than they did other men. Women, who tended to interrupt less frequently and less successfully than men, interrupted men and women equally.67 Another laboratory study involving Canadian college students found "both men and women exhibiting higher levels of interruption behavior in male-dominated groups. The attitude of the male majority changes from neutral to resistant, whereas the attitude of the female majority changes from favorable to neutral. In other words, men increasingly want to keep their domain for themselves, while women remain willing to share their domain with men
word connnotations
words imply differences in cultural
what are some challenges at the group level
working with others, workforce diversity
Are leaderships style fixed in Fiedler style theory
yes
Is political skill actually a negative to job performance ratings?
yes
leadership
you need to be able to set a clear course, something that is consistent so people understand where you're taking them
bargaining zone
zone between each party's resistance point, assuming there is overlap in this range
Among the ways that managerial work has been described and taught is through the four functions shown in Figure 1.4: planning, organizing, leading, and controlling. These functions describe what managers are supposed to do in respect to:
• Planning— defining goals, setting specific performance objectives, and iden-tifying the actions needed to achieve them • Organizing— creating work structures and systems, and arranging resources to accomplish goals and objectives • Leading— instilling enthusiasm by communicating with others, motivating them to work hard, and maintaining good interpersonal relations • Controlling— ensuring that things go well by monitoring performance and taking corrective action as necessary
The core elements in emotional intelligence are:
• Self- awareness— ability to understand your own moods and emotions • Self- regulation— ability to think before acting and to control disruptive impulses • Motivation— ability to work hard and persevere • Empathy— ability to understand the emotions of others • Social skill— ability to gain rapport with others and build good relationships
________ refers to a gut feeling not necessarily supported by research
Intuition
