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105 Cards in this Set
- Front
- Back
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Organizational Mechanisms (2) |
Organizational Culture Organizational Structure |
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Group Mechanisms (4) |
Leadership: Styles and behaviors Leadership: Power and negotiation Teams: Processes and communication Team: Characteristics and Diversity |
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Three tiers of Organizational Behaviors (OB) |
1) Organizational Mechanisms, group mechanisms, Individual characteristics 2) Individual mchanisms 3) Individual outcomes. |
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Individual characteristics (2) |
Ability Personality and Cultural values |
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Individual Mechanisms (5) |
Job Satisfaction
Stress Motivation Trust, Justice, and ethics Learning and decision making |
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Resource Based View |
Rare inimitable valuable |
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Rule of 1/8 |
1/8 of organizations that exist will take a serious, long-term perspective on effective resource management |
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Organizational Perspective |
Firms who do a good job of organizational behavior management because more profitable as a result |
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Most important predictor of business success |
Management effectiveness |
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What 3 skills are important in business world, but not effective in business school curricula |
Interpersonal Leadership Communication |
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Most important skill for business |
one to one interpersonal skills |
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scientific method model |
Theory hypothesis data verification |
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Type of research methods (5) |
Surveys
field studies laboratory studies case studies meta-analysis |
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Survey |
- one of the primary methods for collecting information for OB research - basic answer the question - open ended or close ended |
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Field studies |
may involve experimental design A particular population will be divided into a treatment group and a control group |
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Laboratory Studies |
- Consist of manipulation group and control groups -usually for casual instead of correlational relationships -high internal validity but potentially low generalizability |
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Case studies |
- in-depth description of a single company or industry -involve a great deal of detail about the topic being studied, but difficult to generalize to other areas |
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Meta-Analysis |
- Summarize others findings on a subject
- Variables are weighed and analyzed to determine if the effect holds or not |
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Strong correlation vs. weak correlation |
-1,1 = strong 0= weak |
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Correlation Definition |
Levels of strength of relationships; how different than causation |
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Three categories of job performance |
task performance citizenship behaviors counterproductive behaviors |
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Job Performance definition |
Value of the set of behaviors that contribute, either positively or negatively, to the organizational goal accomplishment |
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Task Performance |
Behaviors directly involved in transforming organizational resources into the goods or services an organization produces in the job description |
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Categories of task performance |
routine-normal, habitual, predictable adaptive-response to novel, unique or unique or un predictable demands creative- idea development that is novel and useful |
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Job Analysis |
Determining the relevant behaviors that are for a given job |
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5 ways to do job analysis |
divide a job into major dimensions list key tasks within each dimensions rate tasks on frequency and importance most recent and important tasks occupational information network (o-net) |
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7 major groups of managerial tasks |
supervising individuals 1. managing individual performance 2. instructing subordinates Linking groups 3. planning and allocating resources 4. coordinating interdependent groups 5. managing group reformance 6. monitoring the business environment 7. representing ones staff |
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Citizenship behaviors |
voluntary employee activities that may or may not be rewarded, but contribute to the organization by improving the overall quality of the setting in which the work takes place |
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categories of citizenship behavior |
interpersonal helping - courtesy - sportsmanship organizational voice - civic virtue - boosterism |
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voice |
suggestions for improvement |
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civic virtue |
extra participation |
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Boosterism |
external PR |
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Helping |
assist coworkers |
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Courtesy |
keep co-workers informed
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Sportsmanship |
positive attitude |
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why does citizenship behaviors matter? |
impacts bottom line and individual performance evals holds across cultures/countries as well |
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Counterproductive work behaviors |
employee behaviors that intentionally hinder organizational goals accomplishment |
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Categories and dimensions of counter productive behaviors |
- categories interpersonal organizational - dimensions productive deviance property deviance political deviance personal aggression |
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learning styles model |
visual - aural - kinesthetic - read/write middle multimodal |
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Learning styles: visual |
maps, diagrams, charts, graphics, internet (pictures) |
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Learning styles: Aural |
lectures, stay groups, discussions, tape recordings |
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Learning Styles: Kinesthetic |
experiences, videos, simulations, case studies |
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Learning Styles: read/write |
textbook, manuals, reports, interent (text)
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do counterproductive work behaviors |
yes, there are strong correlations between the strong categories |
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Forced Ranking |
Managers are forced to place ratings for those being evaluated into a pre-set ranking system bell graph system |
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360 degree feedback |
feedback from anyone |
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BARS behaviorally A_____ ranting Scale |
direct assessment of specific job performance behaviors contains recency bias |
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Management by objectives (MBO) |
Evaluations based on specific and measurable performance goals Mutual agreed upon objectives timely information (status updates) |
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What tools of organizations use the manage jobs among EEs in Managing Performance |
management by objectives (MBO) behaviorally anchored rating scales 360 degree feedback forced rankings social networking systems |
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How do counter productive work behaviors relate to task performance and citizenship behaviors |
strong negative relationship with citizenship behaviors weak negative relationship with task performance |
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Counterproductive behaviors model |
TOP DOWN : Organizational - Interpersonal LEFT RIGHT : Minor - Serious Organizational minor - Productive deviance -wasting resources -substance abuse Organizational Serious - Property Deviance -sabotage -Theft Interpersonal minors - political deviance -gossiping -ineivility Interpersonal serious - personal aggression -harassment -abuse |
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Social media, you are protect from recourse if? |
posting off-dutyactivities, political opinions, or religious beliefs Concerted activity about workplace -must involve more than one employee -focused on improving workplace conditions. (i.e. better pay, safety, unfair practices, etc.) |
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individual Mechanisms |
Job satisfaction stress motivation trust, justice, ethics learning and decision making |
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individual outcomes |
Job performance organizational commitment |
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commitment vs. Withdrawal |
(commitment) Perfect green - low withdrawal behavior, high commitment (Withdrawal) not perfect res - High withdrawal behavior, low organizational commitment |
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Why focus on commitment |
Cost -to the employer (rehiring, training, lost production) -to the employee (job searching, retraining, stress) |
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Affective Commitment |
Desire by the employee to remain a member of the org. emotional attachment to, or involvement in, that organization You stay because you want to. |
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Affective commitment examples |
friends at work purpose/mission of the organization like the job duties/responsibilities |
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Affective commitment, who is most likely to leave |
the person who is only connected to one person |
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Continuance commitment |
Desire of the employee, awareness of the costs associated with leaving. You stay because you need to |
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Continuance commitment examples |
due for a promotion salary/benefits community - need to relocate skills for a new job? |
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Normative Commitment |
Desire by employee to remain, because of a feeling of obligation
you stay because you ought to (avoid guilt) |
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Normative commitment examples |
manager/organization investment in you team/project would fall apart without you you've recruited others to join the organization |
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Organizational commitment |
Affective - continuance commitment - normative commitment all goes though felt in reference to ones: company - top management - department - manager - work teams - specific coworkers ends at: Overall organizational commitment |
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Withdrawal behavior (4 types) |
Voice - Active/constructive response to improve the situation loyalty - passive response; remains supportive, but hope for improvement Neglect - check out; interest and effort in the job is reduced exit - get out; ending or restricting organizational membership (i.e. quit) |
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Commitment - Behavior Organizational Commitment |
High - Hight; Stars
High - Low; Citizens Low - High; lone wolves Low - Low; Apathetics Think: Who is most likely to exhibit? Loyalty? Voice? Neglect? Exit? |
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Psychological Withdrawal (neglect) |
Daydreaming socializing looking busy moonlighting cyberloafing |
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Physics Withdrawal (exit) |
Tardiness longbreaks missing meetings absenteeism quitting |
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Trends that impact commitment |
Diversity Employer-employee relationship |
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Perceived Organizational support |
employees believe that the organization values their contribution and cares about their well-being |
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How to foster perceived organizational support |
increased links within the organization protects job security provide what employees desire take action for individuals cases of withdrawal |
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Overall organizational commitment feeds from three things |
affective commitment continuance commitment normative commitment |
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Overall organizational commitment feeds to two things |
psychological withdrawal physical withdrawal |
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organizational commitment is complicated and not driven by the same things for all people |
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3 types of commitment |
Affective normative continuance |
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fostering commitment and keeping high performers is getting harder and harder to achieve |
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Individual Mechanisms |
Job satisfaction Stress motivation trust, justices, and ethics leanring and decision making |
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Individual outcomes |
Job performance organizational commitnment |
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Job satisfaction |
Pleasurable emotional state resulting from the appraisal of one's job or job experience Based on both cognition (calculated opinions of your job) and affect (emotional reactions to your job) Affect colors cognition and vice versa |
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Dissatisfaction
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=(Vwant - Vhave) x (Importance) V want reflects how much of a value an employee wants V have indicated how much that value the job supplies V importance reflects how important the value is to the employee |
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Meaningfulness of work, three items play into. |
Skill variety task identity task significance |
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Job Characteristics theory Autonomy |
Responsibility for outcomes |
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Job Characteristics theory Feedback |
Knowledge of results |
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Job Characteristics theory three things that go into job satisfaction |
Meaningfulness of work Responsibility for outcomes knowledge of results |
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Job Characteristics Theory Between feedback and job satisfaction |
Knowledge and skill growth need strength |
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Moderation effect |
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Job satisfaction |
Job performance organizational commitment |
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Mood |
mild intensity last for a whole not directed at/caused by anything in particular |
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Emotions |
ofter intense lasts only for a few minutes clearly directed at/caused by something particular |
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Flow |
High focus - low energy 20% of managers are disengaged at work High - High 10% managers engage in purposeful work Low - low 30% of managers are procrastinators Low focus- high energy 40% of managers are distracted at work |
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Key to FLOW |
engaging at work, yet research shows that most managers do not feel engaged in purposeful work |
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Designing work the flows |
Challenge ------ Meaningfulness Competence---- Choice |
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Affective events theory |
Specific events trigger discreet emotions during the course of the work day |
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Showing vs. feeling |
Emotional labor
emotional contagion |
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Emotional labor |
Surface acting deep acting genuine acting |
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Surface acting |
displaying physical signs such as a smile that reflects emotions (without actually feeling the emotions) |
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Deep acting |
Pretending to experience emotions |
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Genuine acting |
Displaying emotions that are aligned with emotions that are actually felt |
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Emotional labor |
When it comes to acting the closer the the middle of the circle that your actions are the less emotional labor your job demands. The further away from the middle the more emotional labor the job demands |
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emotional contagion |
Frustration carries to next customer - customer argues with you - you argue back - customer leaves in a huff keeps repeating |
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Why are some employees more satisfied than others |
Satisfaction with work itself coworker satisfaction promotion satisfaction pay satisfaction supervision satisfaction |
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Job characteristics have a large influence on overall job satisfaction |
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On average pay and promotion satisfaction have less of an impact on job satisfaction than supervisor and co worker satisfaction |
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Job satisfaction is not a constant - moods, emotions and the day to day ups and downs at work can have significant effects |
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How much you have to pretend at work can have an impact as well |
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