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254 Cards in this Set

  • Front
  • Back

Chp. 1-INTRO TO OB & MGMT

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Organizations

Social inventions for accomplishing common goals through group effort.

Organizational behaviour

The attitudes and behaviours of individuals and groups in organizations.

Goals of OB

prediction, explanation, and management

Human resources management

Programs, practices, and systems to acquire, develop, and retain employees in organizations.

Management

The art of getting things accomplished in organizations through others.

Evidence–based management

Translating principles based on the best scientific evidence into organizational practices.

Classical viewpoint

An early prescription on management that advocated high specialization of labour, intensive coordination, and centralized decision making.

Scientific management

Frederick Taylor's system for using research to determine the optimum degree of specialization and standardization of work tasks.

Bureaucracy

Max Weber's ideal type of organization that included a strict chain of command, detailed rules, high specialization, centralized power, and selection and promotion based on technical competence.

Hawthorne studies

Research conducted at the Hawthorne plant of Western Electric near Chicago in the 1920s and 1930s that illustrated how psychological and social processes affect productivity and work adjustment.

Human relations movement

A critique of classical management and bureaucracy that advocated management styles that were more participative and oriented toward employee needs.

Contingency approach

An approach to management that recognizes that there is no one best way to manage, and that an appropriate management style depends on the demands of the situation.

Managerial Roles

Informational, Interpersonal, and Decisional Roles

Managerial Activities

Routine Communication, Traditional Mgmt, Networking, Human Resource Mgmt

Routine communication

This includes the formal sending and receiving of information (as in meetings) and the handling of paperwork.

Traditional management

Planning, decision making, and controlling are the primary types of traditional management.

Networking

Networking consists of interacting with people outside of the organization and informal socializing and politicking with insiders.

Human resource management

This includes motivating and reinforcing, disciplining and punishing, managing conflict, staffing, and training and developing employees.

Agendas

–Managers set agendas of what they wanted to accomplish for the organization.


–Establish a wide of network of formal and informal contacts in and outside.


–Use networks to implement agendas.

Workplace spirituality

A workplace that provides employees with meaning, purpose, a sense of community, and a connection to others.

Psychological Capital

An individual’s positive psychological state of development that is characterized by self–efficacy, optimism, hope and resilience.

Talent Management

An organizations processes for attracting, developing, retaining and utilizing people with the required skills to meet current and future business needs.

Work Engagement

A positive work–related state of mind that is characterized by mental strength (vigour), dedication, and absorption.

Corporate Social Responsibility

An organization taking responsibility for the impact of its decisions and actions on its stakeholders.

Chp. 7-GROUPS & TEAMWORK

Group

Two or more people interacting interdependently to achieve a common goal.

Formal work groups

Groups that are established by organizations to facilitate the achievement of organizational goals.

Informal groups

Groups that emerge naturally in response to the common interests of organizational members.

Stages of Development

Forming, Storming, Norming, Performing, Adjourning

Forming

At this early stage, group members try to orient themselves by "testing the waters."

Storming

At this second stage, conflict often emerges.

Norming

At this stage, members resolve the issues that provoked the storming, and they develop social consensus.

Performing

With its social structure sorted out, the group devotes its energies toward task accomplishment.

Adjourning

Some groups, such as task forces and design project teams, have a definite lifespan and disperse after achieving their goals.

Punctuated equilibrium model

A model of group development that describes how groups with deadlines are affected by their first meetings and crucial midpoint transitions. Punctuated equilibrium applies to groups with a deadline. Some groups may experiences storming and norming after the midpoint.

Additive tasks

Tasks in which group performance is dependent on the sum of the performance of individual group members.

Disjunctive tasks

Tasks in which group performance is dependent on the performance of the best group member.

Process losses

Group performance difficulties stemming from the problems of motivating and coordinating larger groups.

Conjunctive tasks

Tasks in which group performance is limited by the performance of the poorest group member.

Norms

Collective expectations that members of social units have regarding the behaviour of each other. Norms are collectively held expectations, depending on two or more people for their existence.

Dress norms

Social norms frequently dictate the kind of clothing people wear to work.

Reward allocation norms

Dictate the distribution of rewards, etc: Equity, Equality, Reciprocity, Social Responsibility

Equity

based on seniority, input, effort, etc.

Equality

everyone equally

Reciprocity

reward people the way they reward you

Social Responsibility

reward those who need it

Performance norms

Members provide others with cues about appropriate performance levels.

Roles

Positions in a group that have a set of expected behaviours attached to them.

Role ambiguity

Lack of clarity of job goals or methods.

Role conflict

A condition of being faced with incompatible role expectations.

lntrasender role conflict

A single role sender provides incompatible role expectations to a role occupant.

lntersender role conflict

Two or more role senders provide a role occupant with incompatible expectations.

lnterrole conflict

Several roles held by a role occupant involve incompatible expectations.

Person–role conflict

Role demands call for behaviour that is incompatible with the personality or skills of a role occupant.

Status

The rank, social position, or prestige accorded to group members. Status and the symbols connected to it serve as powerful magnets to induce members to aspire to higher organizational positions.

Group cohesiveness

The degree to which a group is attractive to its members. Ie. Jumping on the bandwagon for a sports team that seems to be doing well.

Bigger groups…

should have a more difficult time becoming and staying cohesive.

Groups that are tough to get into attract more.

Like Harvard

Cohesive groups have better participation, conformity and success

Social loafing

The tendency to withhold physical or intellectual effort when performing a group task.

Fight Social loafing by

–Make individual performance more visible.


–Make sure that the work is interesting.


–Increase feelings of indispensability.


–Increase performance feedback.


–Reward group performance.

Collective efficacy

Shared beliefs that a team can successfully perform a given task.

Self–managed work teams

Work groups that have the opportunity to do challenging work under reduced supervision. Assembled based on stability, size, expertise, and diversity. Help by training, rewards, and management.

Cross–functional teams

Work groups that bring people with different functional specialties together to better invent, design, or deliver a product or service.

Superordinate goals

Attractive outcomes that can only be achieved by collaboration.

Shared mental models

Team members share identical information about how they should interact and what their task is.

Virtual teams

Work groups that use technology to communicate and collaborate across time, space, and organizational boundaries.

Chp. 8- SOCIAL INFLUENCE & ORG CULTURE

Information dependence

Reliance on others for information about how to think, feel, and act.

Social information processing theory

Information from others is used to interpret events and develop expectations about appropriate and acceptable attitudes and behaviours.

Effect dependence

Reliance on others due to their capacity to provide rewards and punishment.

Compliance

Conformity to a social norm prompted by the desire to acquire rewards or avoid punishment.

Identification

Conformity to a social norm prompted by perceptions that those who promote the norm are attractive or similar to oneself.

Internalization

Conformity to a social norm prompted by true acceptance of the beliefs, values, and attitudes that underlie the norm.

Socialization

The process by which people learn the attitudes, knowledge, and behaviours that are necessary to function in a group or organization.

Person–job fit

The match between an employee's knowledge, sl@s, and abilities and the requirements of a job.

Person–organization fit

The match between an employee's personal values and the values of an organization.

Organizational identification

The extent to which individuals define themselves in terms of the organization and what it is perceived to represent.

Anticipatory Socialization

Going to college to try and learn how to act in the workplace.

Encounter

Learning the ropes of the organization.

Role Management

Moving up the ranks, becoming more in tune with the workplace.

Psychological contract

Beliefs held by employees regarding the reciprocal obligations and promises between them and their organization.

Psychological contract breach

Employee perceptions that his or her organization has failed to fulfill one or more of its promises or obligations in the psychological contract.

Realistic job previews

The provision of a balanced, realistic picture of the positive and negative aspects of a job to applicants.

Employee orientation programs

Programs designed to introduce new employees to their job, the people they will be working with, and the organization.

Realistic Orientation Program for Entry Stress (ROPES)

An orientation program that is designed to teach newcomers coping techniques to manage workplace stressors.

Socialization tactics

The manner in which organizations structure the early work experiences of newcomers and individuals who are in transition from one role to another.

Institutionalized socialization

involves a more formalized and structured program of socialization that reduces uncertainty and encourages new hires to accept organizational norms and maintain the status quo. On the other hand, individualized socialization reflects a relative absence of structure that creates ambiguity and encourages new hires to question the status quo and develop their own approach to their role.

Mentor

An experienced or more senior person in the organization who gives a junior person guidance and special attention, such as giving advice and creating opportunities to assist him or her during the early stages of his or her career.

Formal mentoring programs

Organizationally sponsored programs in which seasoned employees are recruited as mentors and matched with proteges.

Developmental networks

Groups of people who take an active interest in and actions toward advancing a protege's career by providing developmental assistance.

Proactive socialization

The process through which newcomers play an active role in their own socialization through the use of a· number of proactive socialization behaviours.

Organizational culture

The shared beliefs, values, and assumptions that exist in an organization.

Subcultures

Smaller cultures that develop within a larger organizational culture that are based on differences in training, occupation, or departmental goals.

Strong culture

An organizational culture with intense and pervasive beliefs, values, and assumptions.

Chapter. 10- COMMUNICATION

Communication

The process by which information is exchanged between a sender and a receiver.

Effective communication

Communication whereby the right people receive the right information in a timely manner.

Chain of command

Lines of authority and formal reporting relationships.

Downward communication

Information that flows from the top of the organization toward the bottom.

Upward communication

Information that flows from the bottom of the organization toward the top.

Horizontal communication

Information that flows between departments or functional units, usually as a means of coordinating effort.

Filtering

The tendency for a message to be watered down or stopped during transmission.

Voice

The constructive expression of disagreement or concern about work unit or organizational practices.

Silence

Withholding relevant information.

Psychological safety

A shared belief that it is safe to take social risks.

Mum effect

The tendency to avoid communicating unfavourable news to others.

Grapevine

An organization's informal communication network.

Rumour

An unverified belief that is in general circulation.

Jargon

Specialized language used by job holders or members of particular occupations or organizations.

Non–verbal Communication

The transmission of messages by some medium other than speech or writing.

Body language

Non–verbal communication by means of a sender's bodily motions, facial expressions, or physical location.

Cultural context

The cultural information that surrounds a communication episode.

Information richness

The potential information– carrying capacity of a communication medium.

Computer mediated communication (CMC)

Forms of communication that rely on computer technology to facilitate information exchange.

Congruence

A condition in which a person's words, thoughts, feelings, and actions all contain the same message.

Active listening

A technique for improving the accuracy of information reception by paying close attention to the sender.

360–degree feedback

Performance appraisal that uses the input of supervisors, employees, peers, and clients or customers of the appraised individual.

Employee survey

An anonymous questionnaire that enables employees to state their candid opinions and attitudes about an organization and its practices.

Suggestion systems

Programs designed to enhance upward communication by soliciting ideas for improved work operations from employees.

Ch. 11

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Decision making

The process of developing a commitment to some course of action.

Problem

A perceived gap between an existing state and a desired state.

Well–structured problem

A problem for which the existing state is clear, the desired state is clear, and how to get from one state to the other is fairly obvious. Typically use a standardized method (program)

Program

A standardized way of solving a problem.

Ill–structured problem

A problem for which the existing and desired states are unclear and the method of getting to the desired state is unknown.

Many of the problems encountered in organizations are well structured

Typically use of a standardized method (program) provides a useful means of solving these problems.

Perfect rationality

A decision strategy that is completely informed, perfectly logical, and oriented toward economic gain.

Rational Decision Making Process

–Identify Problem
–Search for Relevant Info
–Develop Alternative Sol.
–Evaluate Alternatives
–Choose Best Sol.
–Implement Chosen Sol.
–Monitor and Eval. Sol

Bounded rationality

A decision strategy that relies on limited information and that reflects time constraints and political considerations.

Framing

Aspects of the presentation of information about a problem that are assumed by decision makers.

When framed as a possible loss, decision makers tend to be more risky...

when framed as a gain, or saving, decision makers often choose the less risky option.

Cognitive biases

Tendencies to acquire and process information in an error–prone way.

Confirmation bias

The tendency to seek out information that conforms to one's own definition of or solution to a problem.

Information overload

The reception of more information than is necessary to make effective decisions.

Info Overload can be harmful to decision making but...

Decision makers seem to think that more info is better.

Maximization

The choice of the decision alternative with the greatest expected value.

Anchoring effect

The inadequate adjustment of subsequent estimates from an initial estimate that serves as an anchor.

Satisficing

Establishing an adequate level of acceptability for a solution to a problem and then screening solutions until one that exceeds this level is found.

Decision makers working under bounding rationality often use "satisficing" rather than maximization

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Sunk costs

Permanent losses of resources incurred as the result of a decision.

Escalation of commitment

The tendency to invest additional resources in an apparently failing course of action.

Hindsight

The tendency to review the decision–making process to find what was done right or wrong.

Research Reveals

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People in a positive mood tend…

to remember positive information. Those in a negative mood remember negative information.

People in a positive mood tend to evaluate objects, people, and events more positively. Those in a negative mood provide more negative evaluations.

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People in a good mood tend to overestimate the likelihood that good events will

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occur and underestimate the occurrence of bad events. People in a bad mood do the opposite.

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People in a good mood adopt simplified, shortcut decision–making strategies, more likely violating the rational model. People in a negative mood are prone to approach decisions in a more deliberate, detailed way.

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Positive mood promotes more creative, intuitive decision–making.

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Diffusion of responsibility

The ability of group members to share the burden of the negative consequences of a poor decision.

Groupthink

The capacity for group pressure to damage the mental efficiency, reality testing, and moral judgment of decision–making groups.

Risky shift

The tendency for groups to make riskier decisions than the average risk initially advocated by their individual members.

Conservative shift

The tendency for groups to make less risky decisions than the average risk initially advocated by their individual members.

Devil's advocate

A person appointed to identify and challenge the weaknesses of a proposed plan or strategy.

Brainstorming

An attempt to increase the number of creative solution alternatives to problems by focusing on idea generation rather than evaluation.

Electronic brainstorming

The use of computer–mediated technology to improve traditional brainstorming practices.

Nominal group technique

A structured group decision–making technique in which ideas are generated without group interaction and then systematically evaluated by the group.

Delphi technique

A method of pooling a large number of expert judgments by using a series of increasingly refined questionnaires.

Ch. 12 – POWER

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Power

The capacity to influence others who are in a state of dependence.

Legitimate power

Power derived from a person's position or job in an organization.

Reward power

Power derived from the ability to provide positive outcomes and prevent negative outcomes.

Coercive power.

Power derived from the use of punishment and threat.

Referent power

Power derived from being well liked by others.

Expert power

Power derived from having special information or expertise that is valued by an organization.

Highest employee commitment comes from what type(s) of power?

Expert and Referent Power

Resistance or lowest employee commitment comes from what type(s) of power?

Coercive Power

People obtain power in organizations by doing the right things and cultivating the right people.

:)

Empowerment

Giving people the authority, opportunity, and motivation to take initiative and solve organizational problems.

Influence tactics

Tactics that are used to convert power into actual influence over others.

Subunit power

The degree of power held by various organizational subunits, such as departments.

Strategic contingencies

Critical factors affecting organizational effectiveness that are controlled by a key subunit.

Organizational politics

The pursuit of self–interest in an organization, whether or not this self– interest corresponds to organizational goals.

Political skill

The ability to understand others at work and to use that knowledge to influence others to act in ways that enhance one's personal or organizational objectives.

Networking

Establishing good relations with key organizational members and outsiders to accomplish one's goals.

Machiavellianism

A set of cynical beliefs about human nature, morality, and the permissibility of using various tactics to achieve one's ends. (Taking advantage of others, inconsiderate, self–interested)

Ethics

Systematic thinking about the moral consequences of decisions.

Stakeholders

People inside or outside of an organization who have the potential to be affected by organizational decisions.

Whistle–blowing

Disclosure of illegitimate practices by a current or former organizational member to some person or organization that may be able to take action to correct these practices.

Ch. 14 – ORGANIZATIONAL STRUCTURE

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Organizational structure

The manner in which an organization divides its labour into specific tasks and achieves coordination among these tasks.

Differentiation

The tendency for managers in separate units, functions, or departments to differ in terms of goals, time spans, and interpersonal styles.

Functional departmentation

Employees with closely related skills and responsibilities are assigned to the same department.

Matrix departmentation

Employees remain members of a functional department while also reporting to a product or project manager.

Geographic departmentation

Relatively self–contained units deliver an organization's products or services in a specific geographic territory.

Customer departmentation

Relatively self–contained units deliver an organization's products or services to specific customer groups.

Hybrid departmentation

A structure based on some mixture of functional, product, geographic, or customer departmentation.

Coordination

A process of facilitating timing, communication, and feedback among work tasks.

Integration

The process of attaining coordination across differentiated departments.

Liaison role

A person who is assigned to help achieve coordination between his or her department and another department.

Task forces

Temporary groups set up to solve coordination problems across several departments.

Integrators

Organizational members permanently assigned to facilitate coordination between departments.

Span of control

The number of subordinates supervised by a manager.

Flat organization

An organization with relatively few levels in its hierarchy of authority.

Tall organization

An organization with relatively many levels in its hierarchy of authority.

Formalization

The extent to which work roles are highly defined by an organization.

Centralization

The extent to which decision– making power is localized in a particular part of an organization.

Complexity

The extent to which an organization divides labour vertically, horizontally, and geographically.

Mechanistic structures

Organizational structures characterized by tallness, specialization, centralization, and formalization.

Organic structures

Organizational structures characterized by flatness, low specialization, low formalization, and decentralization.

Ambidextrous organization

An organization that can simultaneously exploit current competencies and explore emerging opportunities.

Network organization

Liaisons between specialist organizations that rely strongly on market mechanisms for coordination. (Video Game Creation)

Virtual organization

A network of continually evolving independent organizations that share skills, costs, and access to one another's markets. (Book Publishers)

Modular organization

A network organization that performs a few core functions and outsources other activities to specialists and suppliers.

Boundaryless organization

An organization that removes vertical, horizontal, and external barriers so that employees, managers, customers, and suppliers can work together, share ideas, and identify the best ideas for the organization.

As size increases

complexity increases, centralization decreases, formalization increases

Downsizing

The intentional reduction in workforce size with the goal of improving organizational efficiency or effectiveness.

Ch. 16 – CHANGE

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All organizations face two basic sources of pressure to change

external sources and internal sources.

Organizations can change

Goals and strategies, Technology, Job design, Structure, Processes, Culture, and People

Unfreezing

The recognition that some current state of affairs is unsatisfactory.

Change

The implementation of a program or plan to move the organization or its members to a more satisfactory state.

Refreezing

The condition that exists when newly developed behaviours, attitudes, or structures become an enduring part of the organization.

Organizational learning

The process through which an organization acquires, develops, and transfers knowledge throughout the organization.

Learning organization

An organization that has systems and processes for creating, acquiring, and transferring knowledge to modify and change its behaviour to reflect new knowledge and insights.

Diagnosis

The systematic collection of information relevant to impending organizational change.

Change agents

Experts in the application of behavioural science knowledge to organizational diagnosis and change.

Resistance

Overt (not secret) or covert (secretive) failure by organizational members to support a change effort.

Resistance can be caused by

Politics and Self–interest, Low individual tolerance for change, Lack of trust, Different assessments of the situation, Strong emotions,

Organizational development (OD)

A planned, ongoing effort to change organizations to be more effective and more human.

Team building

An effort to increase the effective– ness of teams by improving interpersonal processes, goal clarification, and role clarification.

Survey feedback

The collection of data from organizational members and the provision of feedback about the results.

Total quality management (TQM)

A systematic attempt to achieve continuous improvement in the quality of an organization's products or services.

Reengineering

The radical redesign of organizational processes to achieve major improvements in such factors as time, cost, quality, or service.

Organizational processes

Activities or work that have to be accomplished to create outputs that internal or external customers value.

Innovation

The process of developing and implementing new ideas in an organization.

Creativity

The production of novel but potentially useful ideas.

Idea champions

People who recognize an innovative idea and guide it through to implementation.

Creative deviance

Defying orders by management to stop working on a creative idea.

Gatekeepers

People who span organizational boundaries to import new information, translate it for local use, and disseminate it.

Diffusion

The process by which innovations move through an organization.

GUEST LECTURE

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Employee Engagement

a phenomenon in which employees fully express themselves physically, cognitively and emotionally in their roles at work.

Advantages of increasing employee engagement

Increase productivity, less absenteeism, become personally invested

Communication Skills Model

-Job Responsibilities


-Performance feedback


-Individual needs


-Department objectives/results


-Visions, Mission, and strategy


-Engagement

LABS/CASES/STAR MODEL

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5 Parts of the Star Model

Strategy, Structure, Processes, Rewards, People (policies)

Strategy

Determines Direction

Structure

Determines the location of decision-making; Power

Processes

The flow of info, means to responding to informational technologies

Rewards

influence motivation to perform and address organizational goals

People (policies)

influence and frequently define the employees’ mindsets and skillsets

Structure policies fall under four areas

-Specialization -Shape -Distribution of Power -Departmentalization

Specialization

the type and numbers of job specialties

Shape

Span of control and organizational flatness

Distribution of Power

Vertical dimensions

Departmentalization

How organizations organize their departments (product, functions, workflows, etc.)

People

HR policies and job selection

Culture

Centre of of Star Model

Star Model considers both

The Givens and the Design elements

The Given

Environment, Strategy, Culture

Design Elements

Info & Decision Making, Rewards, People/HR, Structure