MANAGEMENT FINAL

Who am I, and who are you, really?

Understanding the personalities of ourselves and our coworkers can reduce conflict, increase harmony and maximize team and organizational effectiveness.

components of social learning theory

Verbal persuasion, enactive mastery, arousal, vicarious modeling

How can we become great leaders?

We will learn the science-based critical components of effective leadership, how managers can become successful leaders, and specific character traits that the most successful business leaders possess.

employee engagement

"a heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or coworkers that, in turn, influences him/her to apply additional discretionary effort to his/her work."

Which of the following are ways that organizational behavior impacts individuals' success? Check all that apply.

- Understanding organizational behavior helps people to be more effective at work. - Understanding organizational behavior principles helps people to better manage others as well as themselves. - Appropriately applying organizational behavior principles decreases destructive conflict. - Appropriately applying organizational behavior principles positively influences a firm's retention of valued employees. - Appropriately applying organizational behavior principles improves employee motivation.

Which of the following is an example of a realistic job preview (RJP)? Check all that apply.

- When Mary has her first interview for a job as a police officer, she is shown a video that tells her how rewarding policework can be, but it also outlines how difficult it can be to work night shifts. - When he is recruited to be a tax accountant at Deloitte, Hans is told that it is a great job and company with a lot of career opportunities but also warned that during March and April it is common to have to work some evenings and weekends to get all of the tax filing work done. - When he is interviewed for a delivery driver job at Coke, Tony is told that although most of the customers are very nice, some can be a little rude.

The Acquired Needs Framework

1. The Need for Achievement: The need for achievement arises from an individual's desire to accomplish a goal or task more effectively than in the past. Individuals who have a high need for achievement tend to set moderately difficult goals and to make moderately risky decisions. 2. The Need for Affiliation: the need for human companionship. Researchers recognize several ways that people with a high need for affiliation differ from those with a lower need. Individuals with a high need tend to want reassurance and approval from others and usually are genuinely concerned about others' feelings. 3.The Need for Power: the desire to control one's environment, including financial, material, informational, and human resources. People vary greatly along this dimension. Some individuals spend much time and energy seeking power; others avoid power if at all possible.

What are the 3 major job attitudes?

1. job satisfaction 2. organizational commitment 3. employee engagement

kinds of reinforcement

1. positive reinforcement: A reward or other desirable consequence that a person receives after exhibiting behavior 3. punishment: An unpleasant or aversive consequence that results from behavior 4. extinction: Decreases the frequency of behavior by eliminating a reward or desirable consequence that follows that behavior 5. negative reinforcement: The opportunity to avoid or escape from an unpleasant circumstance after exhibiting behavior

organization

A consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals.

individual and team performance

A person's productivity is a relatively narrow indicator of his or her efficiency and is measured in terms of the output created per unit of input. Performance is related to all of an individual's work-related behaviors: being on time, rarely missing work, dedicating outside time to the organization, etc. Another set of outcomes exists at the group and team level. Some of these outcomes parallel the individual-level outcomes just discussed. For example, if an organization makes extensive use of work teams, team productivity and performance are important outcome variables.

group performance factors

A. Group Composition: homogenous vs heterogenous B. Group Size: Larger groups & teams: Associated with lower satisfaction, Participation decreases, Social interaction increases Smaller groups & teams: Interact better, More motivated C. Group Norms: The standards against which the appropriateness of the behaviors of members are judged D. Group Cohesiveness: The extent to which a group is committed to staying together E. informal leaders: Engage in leadership activities without formal recognition; Can be a tremendous asset when working in the org's best interests. Can cause major disruption otherwise

The "Big Five" Framework

Agreeableness refers to a person's ability to get along with others. Agreeableness causes some people to be gentle, cooperative, forgiving, under-standing, and good-natured in their dealings with others. Conscientiousness refers to the extent to which a person can be counted on to get things done. Neuroticism refers to how neurotic people tend to experience unpleasant emotions such as anger, anxiety, depression, and feelings of vulnerability more often than do people who are relatively less neurotic. Extraversion reflects a person's comfort level with relationships. Finally, openness reflects a person's rigidity of beliefs and range of interests. People with high levels of openness are willing to listen to new ideas and to change their own ideas, beliefs, and attitudes in response to new information.

affect and mood

Although the cause of emotions tends to be obvious, the cause of mood tends to be more unfocused and diffused. Moods are short-term emotional states that are not directed toward anything in particular. Unlike instant reactions that produce emotion, and that change with expectations of future pleasure or pain, moods are harder to cope with and can last for hours or even days. Our mood at the start of a workday influences how we see and react to work events, which influences our performance.

Outcomes and Valences

An outcome is anything that might potentially result from performance. High-level performance conceivably might produce such outcomes as a pay raise, a promotion, recognition from the boss, fatigue, stress, or less time to rest, among others. The valence of an outcome is the relative attractiveness or unattractiveness—the value—of that outcome to the person. Pay raises, promotions, and recognition might all have positive valences, whereas fatigue, stress, and less time to rest might all have negative valences

6 basic emotions

Anger Fear Sadness Happiness Disgust Surprise

How Attitudes Are Formed

Attitudes are formed by a variety of forces, including our personal values, our experiences, and our personalities. For example, if we value honesty and integrity, we may form especially favorable attitudes toward a manager whom we believe to be very honest and moral. Similarly, if we have had negative and unpleasant experiences with a particular coworker, we may form an unfavorable attitude toward that person.

The Traditional View of learning

Classical Conditioning; a simple form of learning in which a conditioned response is linked with an unconditional stimulus. In organizations, however, only simple behaviors and responses can be learned in this manner.

dysfunctional behavior

Dysfunctional behaviors are those that detract from, rather than contribute to, organizational performance. Theft and sabotage, for example, result in direct financial costs for an organization. Sexual and racial harassment also cost an organization.

causes of job satisfaction

Compensation and Benefits: Fair pay and benefits drive job satisfaction. Relationships and Communication: Quality of workplace relationships and clarity in communication. Work-Life Balance: Ability to manage personal and work commitments. Job Design: Tasks, responsibilities, and autonomy in roles. Career Development and Recognition: Growth opportunities and feeling valued. Economic and Professional Stability: Security and consistency in job and industry. Work Environment and Culture: Overall vibe and health of workplace dynamics.

John, a manager for a large, overpriced electronics store, has a tendency to be careful, scrupulous, and persevering. What trait does this describe?

Conscientiousness

What is narcissism? How does it relate to employee/leader/organizational (in)effectiveness? How is it different from self-esteem?

Degree of sense of self- importance and arrogance 2 conflicting needs Need for acclaim (kiss up) Need to dominate (kick down)

the role of emotions in behavior

Emotions are short events or episodes. Emotions are relatively short-lived. Excitement about making a big sale or anxiety over a looming deadline subsides after a little while. Emotions are directed at something or someone. Emotions create a state of physical readiness through physiological reactions. Increased heart rate, adrenaline, and eye movements prepare our bodies to take action.

What is the connection between attitudes, emotions, and employees behavior?

Emotions shape an individual's belief about the value of a job, a company, or a team. Emotions also affect behaviors at work. Research shows that individuals within your own inner circle are better able to recognize and understand your emotions.

Is organizational effectiveness the same for every organization?

Essentially, managers and leaders generally try to direct the behaviors of people in their organizations in ways that promote organizational effectiveness. Effectiveness is not the same as organizations have different purposes and functions, thus making there effectiveness different

types of teams

Functional teams: members come from the same department or functional area Cross-functional teams: members come from different departments or functional areas Problem-solving teams: teams created to solve problems and make improvements Self-directed teams: set their own goals and pursue them in ways defined by the team Venture teams: teams that operate semi-autonomously to create and develop new products, processes, or businesses Virtual teams: teams of geographically and/or organizationally dispersed coworkers who communicate using telecommunications and information technologies Global teams: face-to-face or virtual teams whose members are from different countries

high levels of emotional intelligence

High levels help managers: Prevent their emotions from getting in the way of effective decisions Develop and maintain interpersonal relationships and roles Understand and relate well to other people

In addition to narcissism, Jeff Bezos would most likely score________

High on neuroticism.

positive reinforcement

Increasing behaviors by presenting positive stimuli, such as food. A positive reinforcer is any stimulus that, when presented after a response, strengthens the response.

kinds of locus of control

Internal: Tendency to locate responsibility for one's fate within oneself. Own actions and behaviors are major and decisive determinants of job outcomes. It helps to ensure ethical behavior and decision-making in an organization External: Tendency to locate responsibility for one's own fate in outside forces and to believe that one's own behavior has little impact on outcomes

job-fit, group-fit, organization-fit

Job - have the skills Group - work well with others Organization - share same values

types of attitudes

Job Satisfaction Org. Commitment Engagement Job Involvement Empowerment Perceived Support

Why do you want leaders/managers/employees to have high levels of EQ?

Leaders with high emotional intelligence can use their ability to recognize and understand their own emotions to make more informed and rational decisions. They can also use their ability to empathize with the emotions of their team members to take into account their perspectives and needs when making decisions

The Contemporary View of learning

Learning as a Cognitive Process; it assumes that people are conscious, active participants in how they learn. Suggests that people draw on their experiences and use past learning as a basis for their present behavior. These experiences represent knowledge, or cognitions.

understanding ob can result in

Less quitting Better recruits Better teamwork Better financial performance It can improve productivity How to empower their people How to stimulate innovation How to create an ethically healthy work climate

employee commitment and engagement

Levels of job satisfaction or dissatisfaction, organizational commitment, and employee engagement all play an important role in organizational behavior. Personal factors, such as an individual's needs and aspirations, determine this attitude, along with group and organizational factors, such as relationships with coworkers and supervisors, as well as working conditions, work policies, and compensation. A person with a high level of commitment is likely to see himself or herself as a true member of the organization, to overlook minor sources of dissatisfaction with the organization, and to see himself or herself remaining a member of the organization for a long time. In contrast, a person with less organizational commitment is more likely to see himself or herself as an outsider Heightened emotional and intellectual connection that an employee has for their job, organization, manager, or coworkers that, in turn, influences them to apply additional discretionary effort to their work. Basically, it's job satisfaction and organizational commitment from the employee perspective.

what is organizational behavior?

Management + Leadership, Trust/loyalty/cooperation, Diversity, Well-being - Organizational behavior (OB) is the study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself. - similarity: Birds of a feather are indeed more likely to flock together

intuition

Many people feel that they have a good understanding of other people from observing them all of their lives. We can certainly develop a good understanding of many of the norms, expectations, and behaviors of others by living and working with them

mood vs emotion

Moods (climate) - Feelings that are less intense than emotions and not directed at anything in particular Emotions (weather) - Intense feelings that are directed at someone or something

global replication

Much of the research on organizational behavior has been done in the United States; however, what is true for Americans working in the United States may not be true for anyone else, including non-Americans working in the United States. Assuming that everyone in the world shares the same values, norms, and expectations about work is incorrect. National boundaries no longer limit many organizations, and many U.S. companies employ people from around the world.

organizational citizenship behaviors

Organizational citizenship is the behavior of individuals that makes a positive overall contribution to the organization. Consider, for example, an employee who does work that is acceptable in terms of both quantity and quality. However, he or she refuses to work overtime, will not help newcomers learn the ropes, and is generally unwilling to make any contribution to the organization beyond the strict performance of his or her job. Although this person may be seen as a good performer, he or she is not likely to be seen as a good organizational citizen.

What type of fit is this? Amara is very happy with her work team. Everyone supports each other and is responsible about meeting both individual and team goals, making Rachel want to work hard to live up to their expectations of her.

Person-group fit

What type of fit is this? Peter has always been a social person and enjoys working with people. He recently got an Associate's degree in computer programming and spends his work day alone in a small cubicle. Peter is regretting his decision to go into programming as a career because he has very little social contact.

Person-job fit

Alley was hired as a call center representative three weeks ago, but has yet to learn the script for calls and is well below the company's metrics for job performance.

Person-job fit is low

How do organizations effectively use personality assessments?

Personality test results often reveal new personal insights to employees, helping them think differently about their emotional intelligence, strengths, weaknesses, and ambitions. This is a great mentality for business leaders to foster, as it lends to self-guided professional development

costs of teams (understanding benefits and costs of teams)

Probably the most dangerous cost is premature abandonment of the change to a team-based organization. If top management gets impatient with the team change process and cuts it short, never allowing teams to develop fully and realize benefits, all the hard work of employees, middle managers, and supervisors is lost. Another cost associated with teams is the slowness of the process of full team development. As discussed elsewhere in this chapter, it takes a long time for teams to go through the full development cycle and become mature, efficient, and effective.

self awareness, management, motivation, and empathy, and social skills

Self-awareness: being aware of what you are feeling; Self-motivation: persisting in the face of obstacles, setbacks, and failures; Self-management: managing your own emotions and impulses; Empathy: sensing how others are feeling; Social skills: effectively handling the emotions of others

self-efficacy and self-reinforcement

Self-efficacy: A person's belief about his or her ability to perform a behavior successfully Self-reinforcement: Rewarding one's self for motivation

SMART goals

Specific, Measurable, Attainable, Realistic, Timely They allow you to write goals that are clear, attainable and meaningful. Having clarity in your goal-setting provides the motivation and focus you need to be successful

types of fits

Supplementary - identical Complementary - 10% different

the basic expectancy model

The theory attempts to determine how individuals choose among alternative behaviors. The basic premise of expectancy theory is that motivation depends on how much we want something and how likely we think we are to get it.

the motivational framework

This framework provides a useful way to see how motivational processes occur. When people experience a need deficiency, they're motivated to satisfy it, which results in a choice of goal-directed behaviors. After performing the behavior, the individual experiences rewards or punishments that affect the original need deficiency

informal groups

Whereas formal groups and teams are established by an organization, informal groups are formed by their members and consist of friendship groups, which are relatively permanent, and interest groups, which may be shorter-lived.

workgroups, command groups, affinity groups

Workgroups are formal groups established by the organization to do its work. Workgroups include command (or functional) groups and affinity groups (as well as teams). A command group is relatively permanent and is characterized by functional reporting relationships such as having both a group manager and those who report to the manager. Affinity groups are relatively permanent collections of employees from the same level in the organization who meet on a regular basis to share information, capture emerging opportunities, and solve problems.

Effort-to-Performance Expectancy

a person's perception of the probability that effort will lead to successful performance

Performance-to-Outcome Instrumentality

a person's perception of the probability that performance will lead to certain other outcomes. If a person thinks a high performer is certain to get a pay raise, this expectancy is close to 1.0. At the other extreme, a person who believes raises are entirely independent of performance has an expectancy close to 0

operant conditioning

a type of learning in which behavior is strengthened if followed by a reinforcer or diminished if followed by a punisher

ambiguity vs risk

ambiguity: Reflects the tendency to view ambiguous situations as either threatening or desirable risk: The degree to which a person is comfortable with risk and is willing to take chances and make

emotional intelligence

an interpersonal capability that includes the ability to perceive and express emotions, to understand and use them, and to manage emotions in oneself and other people.

changes in attitude

attitudes are not as stable as personality attributes. For example, new information may change attitudes. A manager may have a negative attitude about a new colleague because of the colleague's lack of job-related experience. After working with the new person for a while, however, the manager may come to realize that he or she is actually very talented.

machianvellianism

behavior directed at gaining power and controlling the behavior of others. individuals tend to be rational and unemotional, may be willing to lie to attain their personal goals, put little emphasis on loyalty and friendship, and enjoy manipulating others' behavior.

3 attitude components

cognitive: The opinion or belief segment of an attitude affective: The emotional or feeling segment of an attitude behavioral: An intention to behave in a certain way toward someone or something

competitive advantage

competitive advantage is anything that gives a firm an edge over rivals in attracting customers and defending itself against competition. sources of competitive advantage including having the best-made or cheapest product, providing the best customer service, being more convenient to buy from, having shorter product development times, and having a well-known brand name.

Continuance commitment Affective commitment Normative commitment

continuance: A belief that leaving the job poses unacceptable costs or risks; employee stays because she feels she has to affective: Positive emotional attachment to the organization, its values, and its goals; employee stays because she wants to normative: A feeling of moral or ethical obligation to the organization; employee stays because she believes it would be wrong to leave

OCBs and CWBs

cwbs: stealing, lying ocbs: a person's voluntary commitment within an organization or company that is not part of his or her contractual tasks

self-efficiany and esteem

efficiancy: A person's belief about his or her ability to perform a behavior successfully. General Self-Efficacy - confidence for all tasks. Specific - confidence for a specific task (e.g. math self-efficacy, writing self-efficacy, studying self-efficacy Self-Esteem: A person's beliefs about themselves. High self-esteem makes a person feel competent, deserving, and capable. Persons with low self-esteem have poor opinions of themselves and their abilities

Two of the three types of individual differences are psychological and physical. The third type is _________ differences.

emotional

What makes Timon such a great manager is his ability to understand and manage his own moods and emotions and the moods and emotions of his coworkers. This trait is known as:

emotional intelligence

What are the 2 types of motivation?

extrinsic and intrinsic

other organizational benefits (understanding benefits and costs of teams)

increased innovation and flexibility; Use of teams can eliminate redundant layers of bureaucracy and flatten the hierarchy in large organizations. Employees feel closer and more in touch with top management. Employees who think their efforts are important are more likely to make significant contributions.

Enhanced Performance (understanding benefits and costs of teams)

increased productivity, improved customer service and quality

realistic job previews

involve the presentation of both positive and potentially negative information to job candidates. Goal is not to deter candidates, but to: Provide accurate information about job and organization Build trust Reduce turnover (especially from employees who quit because the job wasn't what they expected)

What is emotional labor? What is emotional contagion?

labor": An employee's expression of organizationally desired emotions during interpersonal transactions at work. contagion: people who observe the emotions and behaviors of another tend to copy those emotions and behaviors. For instance, when someone smiles happily around others, those around them are more likely to smile and feel happy

reduced costs (understanding benefits and costs of teams)

lower turnover, less injury, absenteeism

By its very nature, ____________ requires an understanding of human behavior to help managers better comprehend behaviors at different organizational levels, at the same organizational level, in other organizations, and in themselves.

management

What is the point of studying organizational behavior - what are we focused on linking management practices to - as far as organizational outcomes?

management that practices ob tends to have positive impacts on staff and organization goals/effectivness

Social Learning

occurs when people observe the behavior of others, recognize their consequences, and alter their own behavior as a result (some experts refer to social learning as social cognitive theory). A person can learn to do a new job by observing others or by watching videos.

the relationship between satisfaction and commitment

organizational commitment has a positive relationship to job satisfaction. This means that if employees have high job satisfaction, the organizational commitment will also be higher and vice versa

What type of fit is this? 3M has a strong culture of innovation, which Pam really likes. Pam previously feels that she is happier in a less bureaucratic, more innovative environment like the one at 3M that supports autonomy and smart risk taking.

person-organization fit

How Organizational Behavior Impacts Personal Success and Organizational Success

personal success: The core of OB is being effective at work. Understanding how people behave in organizations and why they do what they do is critical to working effectively with and managing others. OB gives everyone the knowledge and tools they need to be effective at any organizational level. organizational: Effectively implementing OB concepts and models is what creates effective and successful companies. OB is clearly important to organizations. By appropriately applying OB knowledge about individuals, groups, and the effect of organizational structure on worker behavior, the conditions can be created that make organizations most effective.

punishment reinforcement

process of weakening behavior by presenting something negative or withdrawing something positive

employee benefits (understanding benefits and costs of teams)

quality of work life and lower stress; teams give employees the freedom to grow and to gain respect and dignity by managing themselves, making decisions about their work, and really making a difference in the world around them

job satisfaction

reflects our attitudes and feelings about our job. The factors that have the greatest influence on job satisfaction are the work itself, attitudes, values, and personality. Satisfaction with the nature of the work itself is the largest influence on job satisfaction. If you do not like the work you are doing, it is hard to be satisfied with your job.

organizational commitment

reflects the degree to which an employee identifies with the organization and its goals and wants to stay with the organization.

timing of reinforcement

reinforcement should ideally come immediately after the behavior being influenced

reinforcement theory and learning

suggests that behavior is a function of its consequences. Behavior that results in pleasant consequences is more likely to be repeated (the employee will be moti-vated to repeat the current behavior), and behavior that results in unpleasant consequences is less likely to be repeated

multiple intelligences

suggests that there are several distinct forms of intelligence that everyone possesses in vary-ing degrees: Linguistic: words and language; Logical-mathematical: logic and numbers; Musical: music, rhythm, and sound; Bodily-kinesthetic: body movement and control; Spatial-visual: images and space; Interpersonal: other people's feelings; Intrapersonal: self-awareness

surface and deep level acting

surface - changing your face but not your emotions Deep - changing your emotions

What is more emotionally exhausting?

surface acting

behavior modification

the application of reinforcement theory to influence the behav-iors of people in organizational settings. One aspect of behavior modification is the use of various kinds of reinforcement when employees are observed behaving in desired or undesired ways.

general mental ability

the capacity to rapidly and fluidly acquire, process, and apply information. It involves reasoning, remembering, understanding, and problem solving. It is associated with the increased ability to acquire, process, and synthesize information and has been defined simply as the ability to learn

Strategic Execution

the degree to which managers and their employees understand and carry out the actions needed to achieve strategic goals

authoritarianism

the extent to which a person believes that power and status differences are appropriate within hierarchical social systems such as organizations.

locus of control

the extent to which people believe that their behavior has a real effect on what happens to them

Organizational behavior is the study of human behavior in organizational settings, the interface between human behavior and __________, and the organization itself.

the organization

social learning theory

the theory that we learn social behavior by observing and imitating and by being rewarded or punished

avoidance reinforcement

threatening to provide negative consequences for poor performance to encourage desirable behavior

emotional regulation

to identify and modify the emotions you feel. Strategies to change your emotions Thinking about more pleasant things Suppressing negative thoughts Distracting yourself Whatever feeling you talk and think about will get stronger

cognitive dissonance

unpleasant mental experience of tension resulting from two conflicting thoughts or beliefs or attitudes

Extinction Reinforcement

weakens undesired behavior by simply ignoring or not reinforcing that behavior