Mgmt 324 Exam 1

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Hawthorne Studies (Appendix A)

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(1925-1932 - Cicero, IL.) The foundational behavior of organizational studies.

-Organizations are social networks where people give & receieve acceptance from co-workers.

-Favorable supervision tends to increase productivity

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Uncertainty Avoidance

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The extent to which people will tolerate uncertainty

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Masculinity

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Values assertiveness and materialism

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Femininity

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Values relationships and concern for others

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Cultural theories of ethics

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Respect for different cultural values

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Distributive Justice

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Fairness of the outcome punishment that is given

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Social Responsibility

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Going beyond the call of duty to protect society/environmental issues

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Reinvention

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Managers have the responsibility for teaching employees about new technology and showing employees how to effectively use it

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Rule Based Theories of Ethics

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Emphasizes the character of the act

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Character Theory of EThics

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Emphasizes the character of the person and their intent

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Procedural Justice

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Fairness of the person to reach an outcome

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Personaility

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A relatively stable set of characteristics that identify similarities among people

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First Impression Error

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Basing your opinions about someone/something based on your first encounter

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Internal Attribution (Attribution Theory)

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Attribute behavior to internal sources (drive/ambition/consciousness)

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Fundamental Attribution Error

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Attribute other people's situations to internal causes

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Stereotype

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Generalization or characterization about a group of people based on the actions of one or few.

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Impression Management

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Manipulating other people's opinion about us

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Organizational Citizenship Behavior

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When a person goes beyond the cal of duty to help the organization accomplish its goals

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Selective Perception

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Selective Perception- seeing and hearing what you want to see and hear

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Self-Fulfilling Prophecy

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When you act toward a person based on how you believe they will respond to you

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Big 5 Model

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(The 5 personalities that underlie all others)

1. Extroversion

2. Agreeableness (Good natured/Cooperative)

3. Conscientiousness (Dependable/Responsible/Achievement Oriented/Persistent)

4. Emotional Stability (Calm/Enthusiastic/Secure/Emotional Intelligence)

5. Openness to Experience (Being imaginative/ Artistically Intellectual)

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Affective Component

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How you feel toward the attitude object

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Behaviorial Intention Component

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Our actions toward the attitude object

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Job Satisfaction

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Feeling favorably or unfavorably about our job

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Affective Commitment

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Staying with the organization b/c you have a string desire to stay

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Ethical Behavior

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WHat is considered moral or immoral behavior. Behavior that is consistent with our values

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Cognitive Moral Development

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We move through stages of maturity in terms of ethical decision making.

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Cognition Component

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What we believe about the attitude object

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Cognitive Dissonance

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When our actions are contrary or are not in line with out attitude

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Organizational commitment

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Strength of the person's identification with the organization

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Normative Commitment

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They feel obligated to stay with the organization

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Machiavellianism

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Reach your goals by whatever means necessary. The ends justify the means

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Adam Smith's Assumption

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People are motivated by SELF INTEREST and ECONOMIC GAIN

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Alderfer's ERG Theory

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Existence- Physiological, Security, Belonging

Relatedness- Esteem, Self-Actualization, Belonging

Growth- Self-Actualization, Esteem, Security, Belonging

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Herzberg's Motivator Factor

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Motivator- Achievement, recognition,responsibility, the work itself, growth.

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Douglass McGregor Theory X & Y

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X- people are lazy, do not want responsibility, are not creative and must be highly supervised.

Y- people want responsibility, are creative, and need little supervision

Douglass McGregor: 1961

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Continuance Commitment

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You cannot afford to leave

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Self-Efficacy

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the belief that you have the ability to accomplish a task.

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Locus of Control

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the extent to which people perceive outcomes as internally controllable by their own efforts and actions or externally controlled by chance or outside forces

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The Hawthorne Effect-

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When people know they're being watched, productivity tends to increase.

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Self-Serving Bias-

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their successes are because of their own efforts and their failures are blamed on someone else

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Herzberg's Hygiene Factor

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Associated with job dissatisfaction. They dont motivate but when they're satisfactorily maintained they prevent performance deterioration.

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External Attribution (Attribution Theory)

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Attribute behavior/consequences to external source

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Internal Locust of Control

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You are in control of your destiny. You control what happens to you

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External Locus Of Control

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What happens is a matter of luck and/or fate

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Victor Vroom's Expectancy Theory

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Valence- desire for a particular outcome/reward

Expectancy- belief that effort correlates to performance

Instrumentality- performance correlates to desired outcome/reward

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Self-Monitoring

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Guiding your behavior based on pictures you get from others. You follow others successes, but you do not do what others have done that has gotten them fired or just in trouble.

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Individualism

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Concerned with themselves and their families

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Collectivism

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Society as a whole is important

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Consequential Theories of Ethics

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Behavior is a function of the consequences associated with that behavior. Therefore there are somethings you will not do because of the consequences behavior

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The Organizational Iceberg

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1. Formal organization. The part of the organization for iceberg that is above the water and is easily seen. Example: Performance appraisal, lines of authority,

2. The informal organization. This is the part of the organization that is below the water and is hidden. example: personal values, attitudes, interpersonal relationships

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Glass Ceiling

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An invisible barrier that keeps women and minorities from the upper levels of management

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Positive Affect

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a person who is optimistic and sees possibilities.

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Negative Affect

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a person who is pessimistic and always sees problems