Organizational Behavior and Theory Exam #2

360-feedback

Individuals compare perceptions of their own performance with behaviorally specific and usually anonymous performance information from their manager, subordinates, and peers

_____________ results when an individual gains satisfaction and self-praise from an assignment.

Intrinsic motivation

Marcy left a large Fortune 500 company to go to a small start-up technology firm. Earlier in her career, Marcy wanted a high salary and corporate position, but now she wants something different. She wants to be part of something that will grow and she enjoys the flexibility a small firm offers. In addition, she is involved in decision making, so she almost feels like it's her own company. These differing needs represent steps in

Maslow's need hierarchy.

Approaches to job design

Refers to any set of activities that alter jobs to improve the quality of employee experience and level of productivity

Restorative justice

Reflects a shared belief in the importance of resolving conflict multilaterally through the inclusion of victims, offenders, and all other stakeholders

Thorndike's Law of Effect

Says that behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear

Virtuous leadership

Virtuousness= represents what individuals and organizations aspire to be when they are at their very best

Work teams

Well defined purpose, typically permanent, and usually require full commitment from member's

performance management

a set of processes and managerial behaviors that include defining, monitoring, measuring evaluating, and providing consequences for performance expectations

Which of the following is an organizational function of a group? fulfilling the need for affiliation reducing anxieties building self-esteem implementiing complex decisions providing an opportunity to test perceptions of social reality

implementiing complex decisions

Which three roles are especially important to groups?

initiator, orienter, energizer

Outcomes of the Job Characteristics Model

intrinsic work motivation, job satisfaction, work effectiveness, growth satisfaction

Randall wants to put more variety into his assistant's job by combining specialized tasks of about the same level of difficulty. This is

job enlargement.

the two general categories of motivation theories are

content and process.

The idea behind the job characteristics model is that

core job characteristics lead to critical psychological states.

An expectancy of zero means that the person

does not feel confident in his or her ability to do the job.

An _______ is the person who promotes greater understanding through examples or exploration of implications for a group.

elaborator

Total Rewards

encompasses not only compensation and benefits, but also personal and professional growth opportunities and motivating work environment that includes recognition, job design, and work life balance

Positive OB

focuses on positive human characteristics that can be measured developed, and effectively managed for performance improvement

To enhance a worker's expectancy, a manager could

give feedback and coach the employee.

A _____ is a set of expected behaviors for members of the group as a whole.

group role

Inez was content with her job at Pieces Packaging until the company added two levels of supervision, lowered bonuses, and decreased breaks. Her current dissatisfaction reflects ______ factors.

hygiene

Organizational functions fulfilled by formal groups

- 1) Accomplish complex, interdependent tasks that are beyond the capabilities of individuals - 2) Generate new or creative ideas, and solutions - 3) Coordinate interdepartemental efforts - 4) Provide a problem solving mechanism for complex problems requiring information and assessments - 5) Implement complex decisions - 6) Socialize and train newcomers

Team competencies

- 1) Contributes to the teams work - 2) Constructively interacts with team members - 3) Keeps team on track - 4) Expects high quality work - 5) Possesses relevant knowledge, skills, and abilities (KSA's) for team's responsibilities

Benefits of mindfulness

- 1) Increased physical, mental, and interpersonal effectiveness - 2) More effective communications and decision making - 3) More balanced emotions - 4) Performance and satisfaction

Individual functions fulfilled by formal groups

- 1) Satisfy the individuals need for affiliation - 2) Develop, enhance, and confirm the individuals self esteem and sense of identity - 3) Give individuals an opportunity to test and share their perceptions of social reality - 4) Reduce the individuals anxieties and feelings of insecurity and powerlessness - 5) Provide a problem solving mechanism for personal and interpersonal problems

Characteristics of high performing teams

- 1) Shared Leadership - 2) Strong sense of Accountability - 3) Alignment on purpose - 4) Open Communication - 5) High trust - 6) Clear role and operational expectational expectations - 7) Early conflict resolution - 8) Collaboration

Performing:

- Activity focused on problem solving - Work done without hampering others - Climate of open communication and cooperation - Great deal of helping behavior

Project teams

- Assembled to address a specific problem, task, or project - Usually exist for duration in order to complete purpose - Members usually divide time between primary job and various team projects

Self Determination Theory:

- Assumes that three innate needs influence our behavior and well being, the needs for competence, autonomy, and relatedness - Competence - I need to feel efficacious: qualified, knowledgable, and capable to complete a goal - Autonomy- I need to feel independent to influence my environment: desire for freedom, and discretion - Relatedness- I want to feel connected to others: desire to feel part of a group, to belong, and be connected with others

Inhibitors of mindfulness

- Attention deficit= the inability to focus vividly on an object - Attentional hyperactivity= happens when our minds are racing or wandering, resulting in compulsive daydreaming or fantasizing - Rumination= the uncontrollable repetitive dwelling on causes, meanings, and implications of negative feelings or events in the past

Strategies to increase positivity

- Create high quality connections - 1) make someone the only person in the room - 2)support - 3)give trust - 4)goof off - Cultivate kindness - Develop distractions - Dispute negative self talk and thoughts

Maintenance roles and behaviors associated with each role described

- Encourager= fosters group solidarity by accepting and praising various points of view - Harmonizer= mediates conflict through reconciliation or humor - Compromiser= helps resolve conflict by meeting other halfway - Gatekeeper= encourages all group members to participate - Standard setter= evaluates the quality of group processes - Commentator= records and comments on group processes/dynamics - Follower= serves as a passive audience

Distinction between formal and informal groups

- Formal groups= assigned by an organization or its managers to accomplish specific goals - Informal groups= exists when the members overriding purpose in getting together is friendship or common interest

Goal Setting Theory:

- Goals that are specific and difficult lead to higher performance than general goals: goal specificity= means whether a goal has been qualified - Certain conditions are necessary for goal setting to work - Performance feedback and participation in deciding how to achieve goals are necessary but not sufficient for goal setting to work - Goal achievement leads to job satisfaction, which in turn motivates employees to set and commit to even higher levels of performance - 1) Goals direct attention 2) Goals regulate efforts 3) Goals increase persisitence 4) Goals foster the development and application of task strategies and action plans

Norming:

- Group more cohesive - Less conflict with increasing team member interactions and interdependence on work tasks

Self Managed Teams

- Groups of workers are given administrative oversight for their task domains such as planning, scheduling, monitoring, and staffing - Involves the revolutionary change in management philosophy, structure, staffing, and training practices as well as reward systems

Expectancy Theory:

- Holds that people are motivated to behave in ways that produce desired combinations of expected outcomes - Expectancy= represents an individuals belief that a particular degree of effort will be followed by a particular level of performance - Instrumentality= the perceived relationship between performance and outcomes - Valence= describes the positive or negative value people place on outcomes

Forming:

- Ice Breaking Stage - Group members uncertain about their role - Mutual trust is low - Good deal of holding back to see who is in charge - Conflict is beneficial and leads to increased creativity

Task roles and behaviors associated with each role described

- Initiator= suggests new goals or ideas - Information seeker/giver= clarifies key issues - Opinion seeker/giver= clarifies pertinent issues - Elaborator= promotes greater understanding through examples or exploration of implications - Coordinator= pulls together ideas and suggestions - Orienter= keeps groups headed toward its stated goal(s) - Evaluator= tests groups accomplishments with various criteria such as logic and practicality - Energizer= prods group to move along or to accomplish more - Procedural technician= performs routine duties (handling materials or rearranging seats) - Recorder= performs a "group memory" function by documenting discussion and outcomes

Functions of feedback - instructional and motivational

- Instructional= clarifies roles or teach new behavior - Motivational= serves as a reward or promises a reward

Types of rewards - intrinsic and extrinsic

- Intrinsic rewards= self granted - Extrinsic rewards= come from the environment

Characteristics of teams

- Leadership becomes a shared activity - Accountability shifts from strictly individual to both individual and collective - The group develops its own purpose or mission - Problem solving becomes a way of life, not a part time activity - Effectiveness is measured by the groups collective outcomes and products

Mindfulness and mindlessness

- Mindlessness= the state of reduced attention. It is expressed in behavior that is rigid or thoughtless - Mindfulness= the awareness that emerges through paying attention on purpose, in the present moment, and nonjudgmental to the unfolding of experience moment by moment

Difference between performances and learning goals

- Performance goals= targets a specific end result - Learning Goals= promotes enhancing your knowledge or skill

Types of pay for performance

- Popular term for monetary incentives that link at least some portion of pay directly to results or accomplishments - Piece Rate Pay= employee is paid a specified amount of money for each unit of work - Commissions= specified amount of money for each unit sold

Guidelines for writing S.M.A.R.T goals

- Specific= state goals in precise rather than vague terms - Measurable= you need to track progress and verify whether a goal is achieved or not - Attainable= goals should be realistic, challenging, and attainable - Results Oriented= corporate goals should focus on desired end results that support the organizations vision, and individual goals should directly support the accomplishment of corporate goals - Time Bound= specific target dates for goal completion

Maslow Need Hierarchy

- States that motivation is a function of five basic needs: physiological, safety, love, esteem, and self actualization - Needs are met sequentially

Steps in effective performance management system

- Step 1: Defining performance - Step 2: Monitoring and evaluating performance - Step 3: Reviewing performance - Step 4: Providing consequences

Equity Theory:

- The model of motivation that explains how people strive for fairness and justice in social exchanges or give and take relationships - Motivated to maintain consistency between their beliefs and their behavior

Herzbergs Motivation Hygiene Theory:

- Theory proposes that job satisfaction and dissatisfaction arise from two different sets of factors- satisfaction comes from motivating factors and dissatisfaction from hygiene factors - Hygiene factors-makes an employee feel dissatisfied- including company policy and administration, technical supervision, salary, interpersonal relationships with superiors, and working conditions-cause a person to move from a state of no dissatisfaction to dissatisfaction - Motivating factors- makes an employee feel satisfied- including achievement, recognition, characteristics of the work, responsibility, and advancement cause a person to move from a state of no satisfaction to satisfaction

McClellands Acquired Needs Theory:

- Three needs- for achievement, affiliation, and power: they are the key drivers of employee behavior - We are not born with needs, they are acquired as we go about living our lives - Need for achievement= the desire to excel, overcome obstacles, solve problems, and rival and surpass others - Need for affiliation= the desire to maintain social relationships, be liked, and join groups - Need for power= the desire to influence, coach, teach, or encourage others to achieve

Storming:

- Time of testing - Testing leaders policies and assumptions and how they fit into the power structure - Subgroups take shape - Subtle forms of rebellion occur

Top-down, Bottom-Up and Idiosyncratic Deals (also known as I-Deals)

- Top down= Management designs jobs (historical) - Bottom up= employee or work teams design jobs (recent) - Idiosyncratic deals (I-deals)=Employee and Management design Job (emerging)

Components of total rewards perspective

- Total Rewards= - Compensation - Benefits - Work-life Effectiveness - Recognition - Talent Development

Adjourning:

- Work completed, and group moves on to other activities - Opportunity for leaders to emphasize valuable lessons learned

Common uses of performance management data

- making employee related decisions - Used to justify a pay raise promotion, new assignments, and terminination - guiding employee development - Helps identify employees strengths, weaknesses, and development needs - signaling desired employee behavior - Signal and otherwise communicate what is expected from employees, such as job performance and career advancement

Key factors in organizational rewards

1) Types of rewards 2) Distribution criteria 3) Desired Outcomes

Job Characteristics Model

5 job characteristics, namely, skill variety, task identity, task significance, autonomy and feedback

________ theory holds that people are motivated to behave in ways that produce desired combinations

A) Equity B) Justice C) Expectancy D) Self-fulfilling prophecy E) Goal-setting

Process theories of motivation

Adam's Equity/Justice Theory; Vroom's Expectancy Theory; Locke and Latham's Goal Setting Theory

Norms

An attitude, opinion, feeling, or action shared by two or more people that guides behavior

Content theories of motivation

Are based on the idea that an employee's needs influence his or her motivation ex. Maslow's Need Hierarchy Theory, McClelland's Acquired Needs Theory; Deci and Ryan's Self-Determination Theory and Herzberg's Motivator-Hygiene Theory

______ teams are composed of specialists from different areas.

Cross-functional

Otto wants to develop a program to increase employee productivity. He suggests doubling each employee's production quota and providing a 2 percent bonus for meeting these expectations. According to expectancy theory, what result can Otto expect?

Employee efforts will probably decrease.

______ is not a content theory of motivation. Acquired needs theory Maslow's hierarchy of needs theory Self-determination theory Expectancy theory Correct Theory X and Theory Y

Expectancy theory

__________ are the three elements of expectancy theory.

Expectancy, instrumentality, and valence

_________ is one characteristic that would describe an organization without positive OB.

Focus on wealth

Tuckman's Five-Stage Model of Group Development

Forming, storming, norming, performing, and adjourning

Punctuated Equilibrium

Groups establish periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives. The group then establishes and maintains new norms of functioning, returning to equilibrium.

Different types of perceptual errors when evaluating performance

Halo, Central Tendency, Recency Effect, and Contrast

Cross Functional Teams

Occurs when specialists from different areas are put on the same team

Virtual Teams

Teams that work together over time and distance via electronic media to combine effort and achieve common goals

Social loafing

The tendency for individual effort to decline as the group size increases

Why rewards fail

Too much emphasis on monetary rewards, sense that they are entitlements, counterproductive behavior, long delay, one size fits all, one shot rewards, demotivating practices like lay off and increasing everyones wages

Which of the following statements about groups is not true?

a) People who do not conform to group roles are given high status by the group. b) People often play multiple roles in their lives. c) Both task and maintenance roles are important to group effectiveness. d) Leaders can help groups function effectively by stepping in to perform roles the group has not undertaken on its own. e) Individuals frequently play more than one role in a group.

Which of the following is an organizational function of a group?

a) fulfill the need for affiliation b) reduce anxieties c) build self-esteem d) coordinate interdepartmental efforts e) provide an opportunity to test perceptions of social reality

Carolyn is a very likable employee. Recently, her boss rated her at the highest level in all areas of performance, even though in some areas her performance did not warrant this judgment. This is an example of a ________ perceptual error.

a) halo b) leniency c) central tendency d) recency e) contrast

Of the approaches to job design, ________ is the most recently evolved and attempts to merge earlier perspectives.

a) job enlargement b) job enrichment c) job rotation d) bottom-up e) i-deals

Barry set himself a goal of bowling at least one game above 250 (out of 300 possible) before the end of the season. This is a ________ goal.

a) learning b) procedural c) performance d) equity e) project

Carol takes over as CEO of Sandstorm Jeans, a company on the verge of bankruptcy. She institutes radical changes and eliminates 35 percent of the positions. Even after this, the remaining employees resist her ideas. This represent the ________ stage; it is a time of testing.

a) norming b) conforming c) forming d) performing e) storming

When positive practices have an escalating effect on positive outcomes because of their association with positive emotions and social capital, a(n) _________ effect has occurred.

amplifying

Effects of positive practices

amplifying effect; buffering effect and positivity effect

Top down: Job Rotation

calls for moving employees from one specialized job to another

The _____ is the person who records and talks about group dynamics and processes.

commentator

Which of the following are the three Cs of team players?

committed, collaborative, competent

Trust of disclosure is _____ trust.

communication

Contrast Effect

evaluate people or objects by comparing them with characteristics of recently observed people or objects

Skill variety

extent to which jobs require an individual to perform a variety of tasks that require him or her to use different skills and abilitites

Santiago needs to study for an upcoming test in his business law course. His roommate is driving him crazy by singing and whistling. Santiago heads for the library and finds a quiet room in the back so he can study more effectively. Santiago is increasing his

mindfulness.

Top down: Job Enrichment

modifies a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement

Sources of feedback

others, task and self

In the recency perceptual error, a person

over-relies on information from the last portion of the review period.

Jack set himself a goal of shooting a 79 or better on his local golf course before the end of spring. This is a ________ goal.

performance

In which stage of the group development process are group members asking, "How can I best perform my role?"

performing

Which of the following is not a factor that affects perceptions of feedback? credible source fairness of the system personal relationship with the feedback giver reasonableness of the goals or standards accuracy

personal relationship with the feedback giver

Amplifying effect

positive practices from one individual result in additional positive practices by others, which spur positivity in others, which generate other positive outcomes

Buffering effect

positive practices, and resources reduce the impact of negative events and stressors

Job Characteristics

promote high intrinsic motivation by designing jobs that possess the five core job characteristics

The last step in effective performance management is

providing consequences.

Top down: Job Enlargement

puts more variety into a workers job by combining specialized tasks of comparable difficulty

Which of the following is not an example of a hygiene factor? supervision company policies salary working conditions recognition

recognition

Bottom-Up: job crafting

represents employees attempts to proactively shape their work characteristics

The three global values that are essential for promoting positive OB are

restorative justice, compassion, and temperance.

Distribution criteria

results; behavior and actions; non-performance consideration - Results= tangible for example quantity produced, quality, and individual, group or organizational performance - Behavior and Actions= for example teamwork, cooperation, risk taking, and creativity - Nonperformance considerations= for example rewards linked to seniority or job title

Gerry, one of your subordinates, seems to care so much about being liked that he rarely states strong opinions in meetings of your department. Based on this, Gerry probably has a

strong need for affiliation.

What kind of goal is best for jobs that are dynamic, but in which nearer-term activities and milestones can be defined?

task

Central Tendency

tendency to avoid all extreme judgements and rate people and objects as average or neutral

Halo

tendency to form a overall impression about a person or object and then use that impression to bias ratings about same

Recency Effect

tendency to over rely on the most recent information. If is negative, the person or object is evaluated negatively

Positivity effect

the attraction of all living systems toward positive energy and away from negative energy, or toward that which is life giving and away from that which is life depleting

Feedback

the extent to which an individual receives direct and clear information about how effectively he or she is performing the job

Task significance

the extent to which the job affects the lives of other people within or outside the organization

Autonomy

the extent to which the job enables an individual to experience freedom, independence, and discretion in both scheduling and determining the procedures used in completing the job

Task Identity

the extent to which the job requires an individual to perform a whole or completely identifiable piece of work

Top down: Scientific management

the kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning

In _________ job design, managers change employees' tasks with the intent of increasing motivation and productivity.

top-down

Samantha is ambitious and has taken a position with XYZ Corporation as a management trainee. She is looking forward to going through challenging projects as she rotates through several departments of the company over the next two years. However, she also just became engaged, and wants to spend time with her fiancé. Which of the following would best describe what Samantha is seeking?

total rewards

Types of teams

work teams, project teams, cross-functional teams, self-managed teams, virtual teams

Desired outcomes

you get more of what you intended and for which you are rewarding people