2- Management Lesson 09 - Chapter 15

Front 1

An interdisciplinary field dedicated to the study of how individuals and groups tend to act in organizations.

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organizational behavior

Front 2

Work behavior that goes beyond job requirements and contributes as needed to the organization's success.

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organizational citizenship

Front 3

A cognitive and affective evaluation that predisposes a person to act in a certain way.

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attitude

Front 4

A positive attitude toward one's job.

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job satisfaction

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Loyalty to and heavy involvement in one's organization.

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organizational commitment

Front 6

A condition in which two attitudes or a behavior and an attitude conflict.

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cognitive dissonance

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The cognitive process people use to make sense out of the environment by selecting, organizing, and interpreting information.

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perception

Front 8

The process by which individuals screen and select the various stimuli that vie for their attention.

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perceptual selectivity

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Errors in perceptual judgment that arise from inaccuracies in any part of the perceptual process.

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perceptual distortions

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Judgments about what caused a person's behavior-either characteristics of the person or of the situation.

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attributions

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The tendency to underestimate the influence of external factors on another's behavior and to overestimate the influence of internal factors.

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fundamental attribution error

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The tendency to overestimate the contribution of internal factors to one's successes and the contribution of external factors to one's failures.

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self-serving bias

Front 13

The set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment.

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personality

Front 14

Dimensions that describe an individual's extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience.

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Big Five personality factors

Front 15

The tendency to place the primary responsibility for one's success or failure either within oneself (internally) or on outside forces (externally).

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locus of control

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The belief that power and status differences should exist within the organization.

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authoritarianism

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The tendency to direct much of one's behavior toward the acquisition of power and the manipulation of other people for personal gain.

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Machiavellianism

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The extent to which a person's ability and personality match the requirements of a job.

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person-job fit

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A change in behavior or performance that occurs as the result of experience.

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learning

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A physiological and emotional response to stimuli that place physical or psychological demands on an individual.

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stress

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A physiological response to a stressor, beginning with an alarm response, continuing to resistance, and sometimes ending in exhaustion if the stressor continues beyond a person's ability to cope.

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General Adaptation Syndrome (GAS)

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Behavior pattern characterized by extreme competitiveness, impatience, aggressiveness, and devotion to work.

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Type A behavior

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Behavior pattern that lacks Type A characteristics and includes a more balanced, relaxed lifestyle.

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Type B behavior

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Uncertainty about what behaviors are expected of a person in a particular role.

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role ambiguity

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Incompatible demands of different roles.

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role conflict

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1) Diagnosing or gaining insight into the situation
2) Adapting individual behavior and resources to meet the needs of the situation
3) Communicating in a way that others can understand and accept

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Leadership Skills For Solving People Problems

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Components of Attitudes

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1) Cognitive component
2) Affective component
3) Behavioral component

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is the person’s emotions or feelings about the object of the attitude

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Affective component

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of an attitude is the person’s intention to behave toward the object of the attitude in a certain way

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Behavioral component

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includes the beliefs, opinions, and information the person has about the object of the attitude

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Cognitive component

Front 31

Two Work Related Attitudes that may relate to high performance are:

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1. Job Satisfaction

2. Organizational Commitment

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supports the old truism that first impressions really do count, whether it be on a job interview, meeting a date's parents, or participating in a new social group

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Primacy

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reflects the reality that the last impression might be a lasting impression.

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Regency

Front 34

Important points of Perceptual Selectivity:

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1. Primacy

2. Regency

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Common Errors of Perceptual Distortions:

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1. Stereotyping

2. Halo effect

3. Projection

4) Perceptual defense

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says characteristics of the person led to the behavior.

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Internal Attribution

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says something about the situation caused the person’s behavior.

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External Attribution

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Three factors that influence whether an attribution will be
external or internal:

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1) Distinctiveness
2) Consensus
3) Consistency

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Whether the behavior is unusual for that person.

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Distinctiveness

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Whether other people tend to respond to similar situations in the same way.

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Consensus

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Whether the person being observed has a history of behaving in the same way.

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Consistency

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The Big Five Personality Factors

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Extroversion
Agreeableness
Conscientiousness
Emotional stability
Openness to experience

Front 43

Basic Components of Emotional Intelligence (EQ)

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1) Self-awareness
2) Managing emotions
3) Motivating oneself
4) Empathy
5) Social skill

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Problem Solving Styles

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Four functions:
1) Sensation
2) Intuition
3) Thinking
4) Feeling

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would rather work with known facts and hard data and prefer routine and order in gathering information

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Sensation-type people

Front 46

would rather look for possibilities than workwith facts and prefer solving new problems and using abstract concepts.

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Intuitive-type people

Front 47

base their judgments on impersonal analysis, using reason and logic rather than personal values or emotional aspects of the the situation

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Thinking-type individuals

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base their judgments more on personal feelings such as harmony and tend to make decisions that result in approval from others.

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Feeling-type individuals

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Four Learning Styles

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Diverger
Assimilator
Converger
Accommodator

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Learning Cycle

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1) Concrete Experience
2) Reflective Observation
3) Abstract Conceptualization
4) Active Experimentation ---and back to 1

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Causes of Work Stress

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1) Demands Associated with Job Tasks
2) Physical Demands
3) Role Demand (Sets of expected behaviors)
4) Interpersonal Pressures and Conflicts