Organizational Behavior Final Exam
Which of the following is an ability representing the highest level of emotional intelligence
managing dysfunctional emotions among staff
Which of the following is a major advantage of having moderate levels of organizational conflicts?
more responsiveness to the changing business environment
Which of the following types of resistance to change could cause employees to "prove" that the decision is wrong?
not-invented-here syndrome
extrinsic motivation
occurs when people are motivated to engage in an activity for instrumental reasons, that is, to receive something that is beyond their personal control
intrinsic motivation
occurs when people fulfill their needs for competence and autonomy by engaging in the activity itself, rather than from an externally controlled outcome of that activity
remote teams
teams whose members operate across space, time, and organizational boundaries and are linked through information technologies to achieve organizational tasks
intuition
the ability to knwo when a problem or opportunity exists and to select the best course of action without conscious reasoning
win-lose orientation
the belief that conflicting parties are drawing from a fixed pie, so the more one party receives, the less the other party will receive
win-win orientation
the belief that conflicting parties will find a mutually beneficial solution to their disagreement
Best Alternative to a Negotiated Agreement (BATNA)
the best outcome you might achieve through some other course of action if you abandon the current negotiation
power
the capacity of a person, team, or organization to influence others
countervailing power
the capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship
referent power
the capacity to influence others on the basis of an identification with and respect for the power holder
attitudes
the cluster of beliefs, assessed feelings, and behavioral intentions toward a person, object, or event (called an attitude object)
team efficacy
the collective belief among team members in the team's capability to successfully complete a task
decision making
the conscious process of making choices among alternatives with the intention of moving toward some desired state of affairs
team cohesion
the degree of attraction people feel toward the team and their motivation to remain members
Work-life integration
the degree that people are effectively engaged in their various work and nonwork roles and have a low degree of role conflict across those life domains
task significance
the degree to which a job has a substantial impact on the lives or work of other people
task identity
the degree to which a job requires completion of a whole and identifiable piece of work
role perceptions
the degree to which a person understands the job duties assigned to or expected of him or her
moral intensity
the degree to which an issue demands the application of ethical principles
Centralization
the degree to which formal decision authority is held by a small group of people, typically those at the top of the organizational hierarchy
Formalization
the degree which organizations standardize behavior through rules, procedures, formal training, and related mechanisms.
creativity
the development of original ideas that make a socially recognized contribution
organizational structure
the division of labor as well as the patterns of coordination, communication, workflow, and formal power that direct organizational activities
emotional labor
the effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions
sychronicity
the extent to which a channel allows for immediate feedback
skill variety
the extent to which employees must use different skills and talents to perform tasks within their jobs
task interdependence
the extent to which team members must share materials, information, or expertise in order to perform their jobs
Five Factor (Big Five) Model
the five broad dimensions representing most personality traits: conscientiousness, emotional stability, openness to experience, agreeableness, and extraversion
motivation
the forces within a person that affect his or her direction, intensity, and persistence of effort for voluntary behavior
motivation
the forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior
exit-voice-loyalty-neglect (EVLN) model
the four ways, as indicated in the name, that employees respond to job dissatisfaction
norms
the informal rules and shared expectations that groups establish to regulate the behavior of their members
social capital
the knowledge and other resources available to people or social units (teams, organizations) from a durable network that connects them to others
human capital
the knowledge, skills, abilities, creative thinking, and other valued resorces that employees bring to the organization
human capital
the knowledge, skills, abilities, creative thinking, and other valued resources that employees bring to the organization
refreezing
the latter part of the change process, in which systems and structures are introduced that reinforce and maintain the desired behaviors
ability
the natural aptitudes and learned capabilities required to successfully complete a task
emotional contagion
the nonconscious process of "catching" or sharing another another person's emotions
span of control
the number of people reporting directly to a given manager
surface-level diversity
the observable demographic or physiological differences in people, such as their race, ethnicity, gender, age, and physical disabilities
Artifacts
the observable symbols and signs of an organization's culture
Distributive Justice
the perception that appropriate decision criteria rules were applied to calculate how various benefits and burdens are distributed
procedural justice
the perception that appropriate procedural rules were applied throughout the decision process
Interactional Justice
the perception that appropriate rules were applied in the way the people involved were treated throughout the decision process
self-fulfilling prophecy
the perceptual process in which our expectations about another person cause that person to act more consistently with those expectations
attribution process
the perceptual process of deciding whether an observed behavior or event is caused largely by internal or external factors
job enlargement
the practice of adding more tasks to an existing job
job enrichment
the practice of giving employees more responsibility for scheduling, coordinating, and planning their own work
evidence-based management
the practice of making decisions and taking actions based on research evidence
Scientific Management
the practice of systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency
Brooks's law
the principle that adding more people to a late software project only makes it later
social loafing
the problem that occurs when people exert less effort (and usually perform at a lower level) when working in teams than when working alone
organizational socialization
the process by which individuals learn the values, expected behaviors, and social knowledge necessary to assume their roles in the organization
Communication
the process by which information is transmitted and understood between two or more people
conflict
the process in which one party percieves that its interests are being opposed or negatively affected by another party
Stereotyping
the process of assigning traits to people based on their membership in a social category
selective attention
the process of attending to some information received by our senses and ignoring other information
mental imagery
the process of mentally practicing a task and visualizing its successful completion
perception
the process of receiving information about and making sense of the world around us
confirmation bias
the process of screening out information that is contrary to our values and assumptions and to more readily accept confirming information
self-talk
the process of talking to ourselves about our own thoughts or actions
negotiation
the process whereby two or more conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence
confirmation bias
the processing of screening out information that is contrary to our values and assumptions, and to more readily accept confirming information
rituals
the programmed routines of daily organizational life that dramatize the organization's culture
personality
the relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics
Job Specialization
the result of division of labor in which work is subdivided into separate jobs assigned to different people
reality shock
the stress that results when employees perceive discrepancies between their preemployment expectations and on-the-job reality
Organizational behavior (OB)
the study of what people think, feel, and do in and around organizations
self-serving bias
the tendency to attribute our favorable outcomes to internal factors and our failures to external factors
escalation of commitment
the tendency to repeat an apparently bad decision or allocate more resources to a failing course of action
fundamental attribution error
the tendency to see the person rather than the situation as the main cause of that person's behavior
Persuasion
the use of facts, logical arguments, and emotional appeals to change another person's beliefs and attitudes, usually for the purpose of changing the person's behavior
oranizational politics
the use of influence tactics for personal gain at perceived expense of others and the organization.
organizational politics
the use of influence tactics for personal gain at the perceived expense of others and the organization
All rational decisions rely primarily on two pieces of information: the probability that each outcome will occur and
the valence or expected satisfaction of each outcome.
organizational culture
the values and assumptions sharted within an organization
authentic relationships
the view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept
servant leadership
the view that leaders serve followers, rather than vice versa; leaders help employees fulfill their needs and are coaches, stewards, and facilitators of employee development
shared leadership
the view that leadership is a role, not a position assigned to one person; consequently, people within the team and organization lead each other
job satisfaction
a person's evaluation of his or her job and work context
locus of control
a person's general belief about the amount of control he or she has over personal life events
self-verification
a person's inherent motivation to confirm and maintain his/her existing self-concept
self-enhancement
a person's inherent motivation to have a positive self-concept (and to have others perceive him or her favorably), such as being competent, attractive, lucky, ethical, and important
Mindfulness
a person's receptive and impartial attention to and awareness of the present situation as well as to one's own thoughts and emotions in that moment
empathy
a person's understanding of and sensitivity to the feelings, thoughts, and situations of others
charisma
a personal characteristic or special "gift" that serves as a form of interpersonal attraction and referent power over others
openness to experience
a personality dimension describing people who are imaginative, creative, unconventional, curious, nonconforming, autonomous, and aesthetically perceptive
Conscientiousness
a personality dimension describing people who are organized, dependable, goal-focused, thorough, disciplined, methodical, and industrious
extraversion
a personality dimension describing people who are outgoing, talkative, sociable, and assertive
Agreeableness
a personality dimensiondescribing people who are trusting, helpful, good-natured, considerate, tolerant, selfless, generous, and flexible
Machiavellianism
a personality trait of people who demonstrate a strong motivation to achieve their own goals at the expense of others, who believe that deceit is a natural and acceptable way to achieve their goals, who take pleasure in outwitting and misleading others using crude influence tactics, and who have a cynical disregard for morality
psychopathy
a personality trait of people who ruthlessly dominate and manipulate others without empathy or any feelings of remorse or anxiety, use superficial charm, yet are social predators who engage in antisocial, impulsive, and often fraudulent thrill-seeking behavior
narcissism
a personality trait of people with a grandiose, obsessive belief in their superiority and entitlement, a propensity to aggressively engage in attention-seeking behaviors, an intense envy of others, and tendency to exhibit arrogance, callousness, and exploitation of others for personal aggrandizement
Machiavellianism
a personality trait that describes people who are manipulative, distrustful of others, and egocentric
positive organizational behavior
a perspective of organizational behavior that focuses on building positive qualities and traits within individuals or institutions as opposed to focusing on what is wrong with them
strengths-based coaching
a positive organizational behavior approach to coaching and feedback that focuses on building and leveraging the employee's strengths rather than trying to correct his or her weaknesses
implicit favorite
a preferred alternative that the decision maker uses repeatedly as a comparison with other choices
action research
a problem-focused change process that combines action orientation (changing attitudes and behavior) and research orientation (testing theory through data collection and analysis)
bicultural audit
a process of diagnosing cultural relations between companies and determining the extent to which cultural clashes will likely occur
Employee Stock Ownership Plan (ESOP)
a reward system that encourages employees to buy company stock
profit-sharing plan
a reward system that pays bonuses to employees on the basis of the previous year's level of corporate profits
self-concept
an individual's self-beliefs and self-evaluations
prospect theory
an innate tendency to feel stronger negative emotion from losing a particular amount than positive emotion from gaining an equal amount
Myers-Briggs Type Indicator (MBTI)
an instrument designed to measure the elements of Jungian personality theory, particularly preferences regarding perceiving and judging information
Appreciative Inquiry
an organizational change strategy that directs the group's attention away from its own problems and focuses participants on the group's potential and positive elements
adaptive culture
an organizational culture in which employees are receptive to change, including the ongoing alignment of the organization to its environment and continuous improvement of internal processes
team-based organizational structure
an organizational structure built around self-directed teams that complete an entire piece of work
divisional structure
an organizational structure in which employees are organized around geographic areas, outputs (products or services), or clients
functional structure
an organizational structure in which employees are organized around specific knowledge or other resources
mechanistic structure
an organizational structure with a narrow span of control and a high degree of formalization and centralization
organic structure
an organizational structure with a wide span of control, little formalization, and decentralized decision making
grapevine
an unstructured and informal communication network founded on social relationships rather than organizational charts or job descriptions
Third Party Resolution
any attempt by a relatively neutral person to help conflicting parties resolve their differences
influence
any behavior that attempts to alter someone's attitudes or behavior
stressors
any environmental conditions that place a physical or emotional demand on the person
As an owner and manager of Tricky Toys, Bob Baldwin has been facinated by all the changes occuring and trandforming the workplace. Bob is concerned about the important OB trends that he can understand and take advantage of in developing and positioning his company in the marketplace. Which of the following refers to the natural talents that help employees learn specific tasks more quickly and perform them better?
aptitude
In most organizations, the majority of employees
are not very engaged.
As organizations grow larger, they tend to
become more formalized.
The ________ area in the Johari Window refers to information that is known to others but not to you.
blind
Which attribution factor is high for both internal and external attributions?
consistency
Cross-cultural differences suggest that a more ________ perspective is required for organizational change to work effectively in this era of globalization.
contingency-oriented
self-directed teams (SDTs)
cross-functional work groups that are organized around work processes, complete an entire piece of work requiring several interdependent tasks, and have substantial autonomy over the execution of those tasks
Organizational stories are most effective at communicating organizational culture when they
describe real people and are assumed to be true.
The main objective of force field analysis is to help change agents to
diagnose a situation better by understanding the driving and restraining forces for change.
deep-level diversity
differences in the psychological characteristics of employees, including personalities, beliefs, values, an attitudes
social media
digital communication channels that enable people to collaborate in the creation and exchange of user-generated content.
The greater the variety of products, services, clients, or regions an organization serves, the more it needs to use a(n) ________ structure aligned with that diversity.
divisional
Self-awareness is the lowest level of
emotional intelligence
parallel learning structure
A highly participative arrangement composed of people from most levels of the organization who follow the action research model to produce meaningful organizational change.
Neuroticism
A personality dimension describing people with high levels of anxiety, hostility, depression, and self-consciousness.
inoculation effect
A persuasive communication strategy of warning listeners that others will try to influence them in the future and that they should be wary about the opponent's arguments.
stock options
A reward system that gives employees the right to purchase company stock at a future date at a predetermined price
Attraction-Selection-Attrition (ASA) theory
A theory which states that organizations have a natural tendency to attract, select, and retain people with values and personality characteristics that are consistent with the organization's character, resulting in a more homogeneous organization and a stronger culture.
matrix structure
An organizational structure that overlays two structures (such as a geographic divisional and a functional structure) in order to leverage the benefits of both.
global mindset
an individual's ability to perceive, appreciate, and empathize with people from other cultures, and to process complex cross-cultural information
continuance commitment
an individual's calculative attachment to an organization
Why is the strategy of assimilation rare?
Employees resist change when they are asked to adopt significantly different personal and corporate values.
T/F: Most emotions are high-intensity events that we are very aware of
F
T/F: Our personality is determined mostly by our socialization (upbringing) rather than by our genetic origins
F
T/F: The individual rights principle of ethical decision making states that individual rights cannot conflict with another
F
Force Field Analysis
Kurt Lewin's model of system-wide change that helps change agents diagnose the forces that drive and restrain proposed organizational change
dark triad
Machiavellianism, Narcissism, Psychopathy
As an owner and manager of Tricky Toys, Bob Baldwin has been facinated by all the changes occuring and trandforming the workplace. Bob is concerned about the important OB trends that he can understand and take advantage of in developing and positioning his company in the marketplace. ________ represent(s) the forces within a person that affect the direction, intensity, and persistence of voluntary behavior.
Motivation
evaluation apprehension
Occurs when individuals are reluctant to mention ideas that seem silly because they believe (often correctly) that other team members are silently evaluating them
stereotype threat
an individual's concern about confirming a negative stereotype about his or her group
Elvira is an engineer at an architectual firm. She is very proud of this fact and often defines herself in terms of her work to family and friends. She is very skilled at her job and confident in the fact, but often has trouble adapting to changing job duties and environmental conditions. Although Elvira occasionally has trouble adapting to new conditions and job tasks, she exhibits __________ by believing that she can do almost anything and always maintaining a "can do" attitude.
Self-efficacy
self-leadership
Specific cognitive and behavioral strategies to achieve personal goals and standards through self-direction and self-motivation
job evaluation
Systematically rating the worth of jobs within an organization by measuring their required skill, effort, responsibility, and working conditions.
T/F: High-Mach individuals believe that deceit is a natural and acceptable way to achieve their goals
T
T/F: Personality is an important reason why people experience different levels of stress when faced with the same stressor
T
T/F: Systematic research investigation produces evidence-based management, which involves making decisions and taking actions based on this research evidence.
T
Which of the following is not part of a stage in general adaptation syndrome
The body increases resources to the immune system
social presence
The extent to which a communication channel creates psychological closeness to others, awareness of their humanness, and appreciation of the interpersonal relationship
psychological contract
The individual's beliefs about the terms and conditions of a reciprocal exchange agreement between that person and another party (typically an employer).
task performance
The individual's voluntary goal-directed behaviors that contribute to organizational objectives
achievment-nurturing orientation
a cross-cultural value describing the degree to which people in a culture emphasize competitive versus cooperative relations with other people
Collectivism
a cross-cultural value describing the degree to which people in a culture emphasize duty to groups to which they belong and to group harmony
Individualism
a cross-cultural value describing the degree to which people in a culture emphasize independence and personal uniqueness
affective organizational commitment
an individual's emotional attachment to, involvement in, and identification with an organization
People arrange values into a hierarchy of preferences called a value system.
True
Stakeholders of an organization are shareholders, customers, suppliers, governments, and any other groups that affect or are affected by the company's objectives and actions.
True
__________ is a psychological state that refers to the positive expectations of the other person in situations involving risk.
Trust
Which of the following statements about values is true?
Values guide our decisions and actions
goal
a cognitive representation of a desired end state that a person is committed to attain
media richness
a communication channel's data-carrying capacity—that is, the volume and variety of information that can be transmitted during a specific time
management by wandering around (MBWA)
a communication practice in which executives get out of their offices and learn from others in the organization through face-to-face dialogue
information overload
a condition in which the volume of information received exceeds the person's capacity to process it
Centrality
a contingency of power pertaining to the degree and nature of interdependence between the power holder and others
power distance
a cross-cultural value describing the degree to which people in a culture accept unequal distribution of power in a society
uncertainty avoidance
a cross-cultural value describing the degree to which people in a culture tolerate ambiguity (low uncertainty avoidance) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance)
norm of reciprocity
a felt obligation and social expectation of helping or otherwise giving something of value to someone who has already helped or given something of value to you
electronic brainstorming
a form of brainstorming that relies on networked computers for submitting and sharing creative ideas
Brainstorming
a freewheeling, face-to-face meeting where team members aren't allowed to criticize but are encouraged to speak freely, generate as many ideas as possible, and build on the ideas of others
structural hole
a gap between two or more social networks that lack network ties
coalition
a group that attempts to influence people outside the group by pooling the resources and power of its members
design thinking
a human-centered, solution-focused creative process that applies both intuition and analytical thinking to clarify problems and generate innovative solutions
Job Characteristics Model
a job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties
managerial leadership
a leadership perspective stating that effective leaders help employees improve their performance and well-being toward current objectives and practices
Transformational Leadership
a leadership perspective that explains how leaders change teams or organizations by creating, communicating, and modeling a vision for the organization or work unit and inspiring employees to strive for that vision
path-goal leadership theory
a leadership theory stating that effective leaders choose the most appropriate leadership style(s), depending on the employee and situation, to influence employee expectations about desired results and their positive outcomes
need for affiliation (nAff)
a learned need in which people seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation
need for achievement (nAch)
a learned need in which people want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success
need for power (nPow)
a learned need in which people want to control their environment, including people and material resources, to benefit either themselves (personalized power) or others (socialized power)
Realistic Job Preview (RJP)
a method of improving organizational socialization in which job applicants are given a balance of positive and negative information about the job and work context
MARS Model
a model depicting the four variables- motivation, ability, role perceptions, and situational factors- that directly influence an individual's voluntary behavior and performance.
Johari Window
a model of mutual understanding that encourages disclosure and feedback to increase our own open area and reduce the blind, hidden, and unknown areas
General Adaptation Syndrome
a model of the stress experience, consisting of three stages: alarm reaction, resistance, and exhaustion
Expectancy Theory
a motivation theory based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes
four-drive theory
a motivation theory based on the innate drives to acquire, bond, learn, and defend that incorporates both emotions and rationality
Maslow's needs hierarchy theory
a motivation theory of needs arranged in a hierarchy, whereby people are motivated to fulfill a higher need as a lower one becomes gratified
anchoring and adjustment heuristic
a natural tendency for people to be influenced by an initial anchor point such that they do not sufficiently move away from that point as new information is provided
availibility heuristic
a natural tendency to assign higher probabilities to objects or events that are easier to recall from memory, even though ease of recall is also affected by nonprobability factors (EG emotional response, recent events).
representativeness heuristic
a natural tendency to evaluate probabilities of events or objects by the degree to which they resemble (are representative of) other events or objects rather than on objective probability information
psychological empowerment
a perceptual and emotional state in which people experience more self-determination, meaning, competence, and impact regarding their role in the organization
recency effect
a perceptual error in which the most recent information dominates our perception of others
false consensus effect
a perceptual error in which we overestimate the extent to which others have beliefs and characteristics similar to our own
primacy effect
a perceptual error in which we quickly form an opinion of people based on the first information we receive about them
halo effect
a perceptual error whereby our general impression of a person, usually based on one prominent characteristic, colors our perception of other characteristics of that person
moral sensitivity
a person's ability to recognize the presence of an ethical issue and determine its relative importance
self-efficacy
a person's belief that he or she has the ability, motivation, correct role perceptions, and favorable situation to complete a task successfully
Emotional Intelligence (EI)
a set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others
role
a set of behaviors that people are expected to repeatedly perform becuase they hold formal or informal positions in a team and organization.
learning orientation
a set of beliefs and norms in which people are encouraged to question past practices, learn new ideas, experiment putting ideas into practice, and view mistakes as part of the learning process
psychological safety
a shared belief that it is safe to take social risks
scenario planning
a systematic process of thinking about alternative futures and what the organization should do to anticipate and react to those environments
gainsharing plan
a team-based reward that calculates bonuses from the work unit's cost savings and productivity improvement
service profit chain model
a theory explaining how employees' job satisfaction influences company profitability indirectly through service quality, customer loyalty, and related factors
equity theory
a theory explaining how people develop perceptions of fairness in the distribution and exchange of resources
leadership substitutes theory
a theory identifying conditions that either limit a leader's ability to influence subordinates or make a particular leadership style unnecessary
social identity theory
a theory stating that people define themselves by the groups to which they belong or have an emotional attachment
implicit leadership theory
a theory stating that people evaluate a leader's effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviors of effective leaders (leadership prototypes) and that people tend to inflate the influence of leaders on organizational events
contact hypothesis
a theory stating that the more we interact with someone, the less prejudiced or perceptually biased we will be against that person
organizational behavior modification (OB Mod)
a theory that explains employee behavior in terms of the antecedent conditions and consequences of that behavior
social cognitive theory
a theory that explains how learning and motivation occur by observing and modeling others as well as anticipating the consequences of our behavior
production blocking
a time constraint in team decision making due to the procedural requirement that only one person may speak at a time
relationship conflict
a type of conflict in which people focus on characteristics of other individuals, rather than on the issues, as the source of conflict
task conflict
a type of conflict in which people focus their discussion around the issue while showing respect for people who have other points of view
upward appeal
a type of influence in which someone with higher authority or expertise is called on in reality or symbolically to support the influencer's position
brainwriting
a variation of brainstorming whereby participants write (rather than speak about) and share their ideas
nominal group technique
a variation of brainwriting consisting of three stages in which participants (1) silently and independently document their ideas, (2) collectively describe these ideas to the other team members without critique, and then (3) silently and independently evaluate the ideas presented
inclusive workplace
a workplace that values people of all identities and allows them to be fully themselves while contributing to the organization
impression management
actively shaping through self-presentation and other means the perceptions and attitudes that others have of us
Being good-natured, trusting, helpful, and tolerant are characteristics of people with which personality trait? A. openness to experience B. agreeableness C. locus of control D. emotional stability E. extraversion
agreeableness
stress
an adaptive response to a situation that is perceived as challenging or threatening to the person's well-being
legitimate power
an agreement among organizational members that people in certain roles can request certain behaviors of others
network structure
an alliance of several organizations for the purpose of creating a product or serving a client
cognitive dissonance
an emotional experience caused by a perception that our beliefs, feelings, and behavior are incongruent with one another
organizational effectiveness
an ideal state in which an organization has a good fit with its external environment, effectively transforms inputs to outputs through human capital, and satisfies the needs of key stakeholders
Employees are more likely to comply with a supervisor's legitimate power when the
employees have high power distance.
A deculturation strategy of merging two corporate cultures should be applied when
employees in the acquired firm want to hold on to their firm's culture even though it is dysfunctional.
Practical orientation anchor
ensure that OB theories are useful in organizations
team building
formal activities designed to improve the development and functioning of a work team
Main Market, a wholesale grocery business, operates in one city and provides one service—stocking retailers with fresh produce. The company wants to ensure that employees develop expertise in their skill specialization and that these specializations are used efficiently. What form of departmentalization would be most appropriate here?
functional structure
needs
goal-directed forces that people experience
superordinate goals
goals that the conflicting parties value and whose attainment requires the joint resources and effort of those parties
Orgainizations
groups of people who work interdependently toward some purpose
teams
groups of two or more people who interact and influence each other, are mutually accountable for achieving common goals associated with organizational objectives, and perceive themselves as a social entity within an organization
Drives
hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions to energize individuals
Senior executives at CyberForm must make a decision that will affect many people, and the decision may produce good or bad consequences for those affected. This decision...
has a high degree of moral intensity
When people__________, they are motivated to confirm and maintain their existing self-concept.
have self-verification
Multidisciplinary anchor
import knowledge from other disciplines, not just create its own knowledge
employee engagement
individual emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals
stakeholders
individuals, groups, and other entities that affect, or are affected by, the organization's objectives and actions
leadership
influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members
Which coordination mechanism has liaison roles?
informal communication
The drive to bond and the dynamics of social identity theory both explain why people
join informal groups.
mental models
knowledge structures that we develop to describe, explain, and predict the world around us
Elvira is an engineer at an architectual firm. She is very proud of this fact and often defines herself in terms of her work to family and friends. She is very skilled at her job and confident in the fact, but often has trouble adapting to changing job duties and environmental conditions. Most likely, Elvira has
low complexity
The recency effect is most common when
making an evaluation involving complex information.
corporate social responsibility (CSR)
organizational activities intended to benefit society and the environment beyond the firm's immediate financial interests or legal obligations
The open systems view of an organizational behavior states that
organizations affect and are affected by their external environments
categorical thinking
organizing people and objects into preconceived categories that are stored in our long-term memory
Which of the following determine the course of action one chooeses based on intentions?
past experience, personality, and social norms
Proficient task performance
performing the work efficiently and accurately
As an owner and manager of Tricky Toys, Bob Baldwin has been facinated by all the changes occuring and trandforming the workplace. Bob is concerned about the important OB trends that he can understand and take advantage of in developing and positioning his company in the marketplace. The elements of motivation can be viewed from the metaphor of a driving car. In this metaphor, how long you drive the vehicle towards your destination refers to the motivation element of...
persistence
emotions
physiological, behavioral, and psychological episodes experienced toward an object, person, or event that create a state of readiness
Emotions are defined as
physiological, behavioral, and psychological episodes experienced toward an object, person, or event that create a state of readiness.
ceremonies
planned displays of organizational culture, conducted specifically for the benefit of an audience
trust
positive expectations one person has toward another person in situations involving risk
Contingency anchor
recognize that the effectiveness of an action may depend on the situation
adaptive task performance
refers to how well employees modify their thoughts and behavior to align with and support a new or changing environment
Proactive taks performance
refers to how well employees take the initiative to anticipate and introduce new work patterns that benefit an organization
divergent thinking
reframing a problem in a unique way and generating different approaches to the issue
According to the force field model, what occurs when the organization's systems and structures are aligned with the desired behaviors?
refreezing
self-reinforcement
reinforcement that occurs when an employee has control over a reinforcer but doesn't "take" it until completing a self-set goal
values
relatively stable, evaluative beliefs that guide a person's preferences for outcomes or courses of action in a variety of situations
process losses
resources (including time and energy) expended toward team development and maintenance rather than the task
As organizations pass milestones towards the strategic vision, leaders build commitment through
rewards
Satisficing
selecting an alternative that is satisfactory or "good enough," rather than the alternative with the highest value (maximization)
When a person exhibits a "can-do" attitude, they have high
self-efficacy
Evidence shows that executives in the acquiring firm have a hard time keeping their hands off the acquired firm for which merger strategy?
separation
The sender and receiver encode and decode more effectively when they have
similar codebooks.
social networks
social structures of individuals or social units that are connected to each other through one or more forms of interdependence
Which of the following tend to create an ownership culture and align employee behaviors more closely to organizational objectives?
stock option plans and employee share-ownership plans
Systematic research anchor
study organizations using systematic research methods
open systems
the view that organizations depend on the external environment for resources, affect that environment through their output, and consist of internal subsystems that transform inputs to outputs
bounded rationality
the view that people are bounded in their decision-making capabilities, including access to limited information, limited information processing, and tendency toward satisficing rather than maximizing when making choices
organizational strategy
the way the organization positions itself in its setting in relation to its stakeholders, given the organization's resources, capabilities, and mission
The unfreezing process requires that participants disconfirm their existing beliefs, sometimes including their own competence at certain tasks or interpersonal relations, thus creating an ethical dilemma of
undermining an individual's self-esteem.
Multiple levels of analysis anchor
understand OB events from three levels of analysis: individual, team, organization
Organizational citizenship behaviors (OCBs)
various forms of cooperation and helpfulness to others that support the organization's social and psychological context
counterproductive work behaviors (CWBs)
voluntary behaviors that have the potential to directly or indirectly harm the organization
