Mgmt 311: Chapter 4 -- Organizational Behavior: Foundations, Realities, & Challenges

Front 1

Attitude

Back 1

a psychological tendency expressed by evaluating an entity with some degree of favor or disfavor

Front 2

Affect
[ABC Model of an Attitude]

Back 2

Physiological indicators I don’t like my
Verbal statements boss.
about feelings

Front 3

Behavioral Intentions
[ABC Model of an Attitude]

Back 3

Observed behavior I want to
intentions Verbal statements transfer to
about intentions another dept.

Front 4

Cognition
[ABC Model of an Attitude]

Back 4

Attitude scales I believe my
Verbal statements boss plays
about beliefs favorites.

Front 5

Cognitive Dissonance
[Cognitive Dissonance]

Back 5

A state of tension that is produced when an individual experiences conflict between attitudes and behavior

Front 6

Two Influences on 
Attitude Formation

Back 6

Direct Experience

Social Learning

Front 7

Social Learning

Back 7

the process of deriving attitudes from
family, peer groups, religious
organizations, and culture

Front 8

Four Processes for Social Learning through Modeling

Back 8

The learner must:
Focus on the model
Retain what was observed
Practice the behavior
Be motivated

Front 9

Attitude–Behavior Correspondence Requirements

Back 9

Attitude Specificity – a specific attitude
Attitude Relevance – some self-interest
Measurement Timing – measurement close to observed behavior
Personality Factors – ex. self-monitoring
Social Constraints – acceptability

Front 10

Attitude Specificity
[Attitude–Behavior Correspondence Requirements]

Back 10

a specific attitude

Front 11

Attitude Relevance
[Attitude–Behavior Correspondence Requirements]

Back 11

some self-interest

Front 12

Measurement Timing
[Attitude–Behavior Correspondence Requirements]

Back 12

measurement close to observed behavior

Front 13

Personality Factors
[Attitude–Behavior Correspondence Requirements]

Back 13

ex. self-monitoring

Front 14

Social Constraints
[Attitude–Behavior Correspondence Requirements]

Back 14

acceptability

Front 15

Job Satisfaction
[Work Attitudes: Job Satisfaction]

Back 15

a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience

Front 16

Organizational Citizenship Behavior
[Work Attitudes: Job Satisfaction]

Back 16

Behavior that is above and beyond duty
Related to job satisfaction

Front 17

Normative
Commitment

[Work Attitudes]

Back 17

Perceived
obligation
to remain

Front 18

Affective
Commitment

[Work Attitudes]

Back 18

Desire
to
Remain

Front 19

Organizational
Commitment
[Work Attitudes]

Back 19

The strength of an
individual’s
identification with
an organization

Front 20

Continuance
Commitment
[Work Attitudes]

Back 20

Cannot afford
to leave

Front 21

Process of Persuasion

Back 21

Source
individual
influences
target => NEW Attitude of the
target individual

Front 22

Persuadable Target –
[Process of Persuasion]

Back 22

**lower self esteem
**moderate attitudes
**good mood

Front 23

Message –
[Process of Persuasion]

Back 23

**non-threatening
**acknowledging

Front 24

Influential Source –
[Process of Persuasion]

Back 24

**trustworthy
**attractive
**expertise

Front 25

High Message
Elaboration (Central Route)

Back 25

Careful
Processing=> Attitude change depending on quantity of arguments

Front 26

Low Message Elaboration (Peripheral Route)

Back 26

Absence of
Careful processing=> Attitude change depending on source characteristics or non-substantial aspect of the message

Front 27

Values

Back 27

Enduring beliefs that a specific mode of conduct or end state of existence is personally or socially preferable to an opposite or converse mode of conduct or end state of existence

Front 28

Instrumental
[Values]

Back 28

Values that represent the acceptable behaviors to be used in achieving some end state

Examples: honesty, politeness, courage

Front 29

Terminal
[Values]

Back 29

values that represent the goals to be achieved, or the end states of existence

Examples: happiness, salvation, prosperity

Front 30

Work Values

Back 30

Achievement (career advancement)
Concern for others (compassionate behavior)
Honesty (provision of accurate information)
Fairness (impartiality)

Front 31

Chinese value...
[Cultural Differences in Values]

Back 31

an
individual’s contribution
to relationships
in the work team

Front 32

Americans value...
[Cultural Differences in Values]

Back 32

an individual’s contribution to task accomplishment

Front 33

Handling Cultural Differences

Back 33

Learn about others’ values
Avoid prejudging business customs
Operate legitimately within others’ ethical points of view
Avoid rationalizing “borderline” actions with excuses
Refuse to violate fundamental values
Be open and above board

Front 34

Ethical Behavior

Back 34

Acting in ways consistent with one’s personal values and the commonly held values of the organization and society

Front 35

2 types of Influences of Ethical Behavior:
[Individual/Organizational Model of Ethical Behavior]

Back 35

1. Individual Influences
2. Organizational Influences

Front 36

Individual Influences
[Individual/Organizational Model of Ethical Behavior]

Back 36

Value systems
Locus of control
Machiavellianism
Cognitive moral development