Download MGMT 3000 Midterm Exam: Organizational Behavior Concepts and Theories and more Exams Business Management and Analysis in PDF only on Docsity!
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Organizational Behavior - ANSWER A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization's effectiveness.
Core topics of organizational behavior - ANSWER -motivation
-leader behavior and power
-interpersonal communication
-group structure and processes
-attitude development and perception
-change processes
-conflict and negotiation
-work design
Systematic Study - ANSWER looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence.
- Scientifically looking at issues
- look at cause-and-effect relationships
- Act on better conclusions
Practical Applications for Organizational Behavior - ANSWER 1. helps with globalization
- increases workplace productivity through things like innovation and customer service
- improves employee well-being
- improves ethics
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Contingency Variables - ANSWER situational factors or variables that moderate the relationship between two or more variables that could impact the outcome positively or negatively. Ex: the leadership of an org. can either make them more productive or more hostile
Attitude - ANSWER evaluative statements or judgments concerning objects, people, or events.
Cognitive Component - ANSWER the opinion or belief segment of an attitude
Affective Component - ANSWER the emotional or feeling segment of an attitude
Behavioral Component - ANSWER an intention to behave in a certain way toward someone or something
Components of an attitude - ANSWER -Cognitive
-Affective
-Behavioral
Cognitive Dissonance - ANSWER any incompatibility between two or more attitudes or between behavior and attitudes. Ex: you want to lose weight, but you don't change your diet or exercise.
Organizational Identification - ANSWER the extent to which employees define themselves by the same characteristics that define one's organization, forming the basis for which attitudes are engendered
Job Involvement - ANSWER the degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth
Psychological Empowerment - ANSWER employees' belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their perceived autonomy in their work
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Moods - ANSWER feelings that tend to be longer-lived and less intense than emotions and that lack a contextual stimulus
Factors that influence emotion and moods - ANSWER -personality
-time of day
-day of the week
-weather
-stress
-sleep
-exercise
-gender
Emotional Dissonance - ANSWER inconsistencies between the emotions people feel and the emotions they project
Emotional Intelligence (EI) - ANSWER the ability to detect and to manage emotional cues and information
Factors of Emotional Intelligence - ANSWER Conscientiousness - Perceiving emotions in self and others
Cognitive - Understanding the meaning of emotions
Emotional Stability - Regulating Emotions
As a manager, what can you do to improve employees' moods? - ANSWER 1. recognize emotions are a natural part of the workplace
- Foster effective decision-making, creativity, and motivation in employees by modeling positive emotions/moods as much as authentically possible
- Provide positive feedback
- Encourage positive displays of emotion
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- Understand the roles of emotions and moods
Motivation - ANSWER the processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal
Maslow's Hierarchy of Needs - ANSWER 1. physiological needs
- safety
- Social/belonging
- esteem
- self-actualization
Two-Factor Theory - ANSWER A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. Also called motivation-hygiene theory.
Hygiene Factors - ANSWER Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, appease workers. When these factors are adequate, people will not be dissatisfied.
McGregor's Theory X and Theory Y - ANSWER Theory X (negative)- the assumption that employees dislike work, are lazy, avoid responsibility, and must be controlled to perform.
Theory Y (positive)- the assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction.
McClelland's Theory of Needs - ANSWER a theory that states achievement, power, and affiliation are three important needs that help explain motivation
Cognitive Evaluation Theory (CET) - ANSWER a sub-theory of self-determination theory in which extrinsic rewards for behavior tend to decrease the overall level of motivation, if the rewards are seen as controlling or reduce their sense of competence
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- Need leadership support/training
AND
- Goal-setting theory
Reinforcement Theory - ANSWER a theory that says that behavior is a function of its consequences.
-positive reinforcement = behavior will occur more frequently
-negative reinforcement = behavior will occur less often
Equity Theory - ANSWER a theory of motivation that suggests that employee motivation at work is driven largely by their sense of fairness when comparing inputs/efforts to rewards.
Basaed on the Equity Theory, employees who perceive inequality will make 1 of 6 choices: - ANSWER 1. Change inputs/efforts
- Change outcomes (produce more with less quality)
- Distort perceptions of self ("I work harder than everyone here")
- Distort perceptions of others ("They are lazy")
- Choose different reference (person they are comparing self to)
- Quit
Expectancy Theory - ANSWER A theory that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.
Ex:
If I work hard, I will get a good review, which leads to a reward that is meaningful to me.
Job Characteristics Model (JCM) - ANSWER a model that proposes that any job can be described in terms of five core job dimensions:
-skill variety
-task identity
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-task significance
-autonomy
-feedback
Skill Variety (JCM) - ANSWER the degree to which a job requires a variety of different activities
Task Identity (JCM) - ANSWER the degree to which a job requires the completion of a whole and identifiable piece of work
Task Significance (JCM) - ANSWER the degree to which a job has a substantial impact on the lives or work of other people
Autonomy (JCM) - ANSWER the degree to which a job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out
Feedback (JCM) - ANSWER the degree to which carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his or her performance
Job Redesign - ANSWER involves the restructuring of a job to make work more interesting, satisfying and challenging. Includes:
- Job Rotation
- Job Enlargement
- Job Arrangement
Job rotation (cross training) - ANSWER training that requires an individual to learn several different jobs in a work unit or department and perform each job for a specified time period
Job Enlargement - ANSWER Adding challenges or new responsibilities to an employee's current job to increase intrinsic motivation. (growth opportunity)
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Profit-Sharing Plan - ANSWER an organization-wide program that distributes compensation based on some established formula designed around a company's profitability
Employee Stock Ownership Plan (ESOP) - ANSWER a company-established benefits plan in which employees acquire stock, often at below-market prices, as part of their benefits
Flexible Benefits - ANSWER a benefits plan that allows each employee to put together a benefits package individually tailored to his or her own needs and situation
Employee Recognition Program - ANSWER a plan to encourage specific employee behaviors by formally appreciating specific employee contributions
Pay-for-Skill Pay Plan - ANSWER a pay plan based on schooling, certifications, or experience
Group - ANSWER two or more individuals, interacting and interdependent, who have come together to achieve particular objectives
formal group - ANSWER a designated work group defined by an organization's structure
informal group - ANSWER a group that is not defined by an organization's structure; such a group appears in response to other needs, such as social clubs or interest groups
Social Identity Theory - ANSWER perspective that considers when and why individuals consider themselves members of groups
Ingroup - ANSWER The members of a group we belong to. We tend to play favorites with our ingroup.
Outgroup - ANSWER a group that one does not belong to or identify with. we tend to view members of an outgroup as "all the same" and can treat them as if they have little worth.
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Stages of Group Development (Punctuated Equilibrium Model) - ANSWER 1. The first meeting sets the group's direction
- The first phase of group activity is one of inertia and thus makes slower progress.
- A transition takes place when the group has used up half its allotted time.
This transition initiates major changes.
A second phase of inertia follows the transition.
The group's last meeting is characterized by markedly accelerated activity.
Deviant Workplace Behavior - ANSWER Voluntary behavior that violates significant organizational norms and, in so doing, threatens the well-being of the organization or its members. Also called antisocial behavior or workplace incivility.
Social Loafing - ANSWER the tendency for people in a group to exert less effort when working collectively than when working individually.
Groupthink - ANSWER A situation in which group members seek unanimous agreement despite their individual doubts
Groupshift - ANSWER A change between a group's decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk but it generally is toward a more extreme version of the group's original position.
Hawthorne Studies - ANSWER A series of studies during the 1920s and 1930s that provided new insights into individual and group behavior
Work Groups vs. Work Teams - ANSWER Work groups:
Goal: share information
Synergy: Neutral (sometimes negative)
Accountability: Individual
Skills: Random and varied
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lateral communication - ANSWER communication that takes place among any employees on the same organizational level
grapevine - ANSWER an organization's informal communication network
Barriers to effective communication - ANSWER 1. Filtering
- Selective perception
- Information overload
- Emotions
- Language
- Silence
- Communication apprehension
- Lying
filtering - ANSWER the manipulation of info so that it will be seen more favorably by the receiver.
selective perception - ANSWER The process by which individuals perceive what they want to in media messages.
communication apprehension - ANSWER the fear or anxiety associated with real or anticipated communication with another or others (social anxiety)
Conflict - ANSWER process in which one party perceives that its interests are being opposed or negatively affected by another party
functional conflict - ANSWER conflict that supports the goals of the group and improves its performance
dysfunctional conflict - ANSWER conflict that hinders group performance
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The 3 historical views of conflict - ANSWER -Industrialist View (1900s)
-Human Relations View (40s-70s)
-Interactionist View (80s-now)
Industrialist view (1900s) - ANSWER avoid conflict at all costs
Human Relations View (40s-70s) - ANSWER Don't have to love conflict, but need to accept
Interactionist View (80s-now) - ANSWER Accept and embrace conflict
Relationship conflict - ANSWER conflict based on interpersonal relationships
Task Conflict - ANSWER conflict over content and goals of the work
Process Conflict - ANSWER conflict over how work gets done
Loci of Conflict - ANSWER where the conflict occurs
-Dyadic
-Intergroup
-Intragroup
Dyadic Conflict - ANSWER conflict that occurs between two people
intergroup conflict - ANSWER conflict that occurs between two or more groups
intragroup conflict - ANSWER conflict that occurs within a group or team
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BATNA (Best Alternative to a Negotiated Agreement) - ANSWER the alternative left if a negotiated agreement is not reached. The least the individual should accept.
Mediator - ANSWER A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives.
Arbitrator - ANSWER A third party to a negotiation who has the authority to dictate an agreement.
