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147 Cards in this Set
- Front
- Back
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Chapter1) What is OB? |
OB is the study of People (Individuals, Groups, and Structure) In organizations and how they work and perform together to improve an organizations effectivness |
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Chapter1) What are the Four Management functions? |
Leading(Inspiring people), Planning Objectives, Controlling(Making sure it happens), Organizing(allocating resources) |
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Chapter1) What are the core OB themes |
Putting people first,Valuing Diversity, Life long learning & Organizational Learning, Commitment to QWL |
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Chapter1) What is the basic OB Model? |
1) Individual Level. 2) Group Level. 3)Organizational level |
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Chapter1) What are the challenges at an individual level? |
Individual Differences, Job Satisfaction, Motivation, Empowerment, Behaving Ethically |
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Chapter1) What are the challenges at the group level |
Working with others(Emotional Intelligence), Workforce Diversity |
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Chapter1) What are the challenges at the Organizational Level? |
Improving Customer Service, Stimulating Innovation/Change,Developing Effective Employees, Helping employees Balance Work-life balance, Creating a positive work environment |
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Chapter1) What are the scientifc Foundations of OB? |
Interdisciplinary(Behaivoural Sciences),Scientific Methods(Data collection, testing, looking for consistencency) Contigency Thinking (Few absolutes) |
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Chapter1) What is an open system? |
When an Organization interacts with the environment |
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Chapter1) What is Intellectual Capital? |
The sum of the work force's knowledge, dedication, expertise |
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Chapter1) What is an effective Manager and 2 Key results |
Someone who achieves high levels of goal accomplishment via capable and enthusiastic work groups. 1- Task performance 2- Job Satisfaction |
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Chapter1) What are Katz's 3 essential managerial skills |
1-Technical(ability to perform specialized tasks) 2-Human (Emotional Intelligence work with others) 3-Conceptual(Able to see the big picture) |
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Chapter1)What is the management Process |
Planning > Organizing > leading > controlling> |
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Chapter1) What is an ethical Dilemna |
Choosing between self/company benefit versus ethics in action taken (Right versus wrong) |
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Chapter1) Name the 4 levels of Social Responsibility |
Obstructionist(Fight any social demands, toxic waste dump) Defensive(Do minimum legally, ciggarretes) Accommodative(Do minimum eithically) Proactive(Take the lead, look for things) |
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Chapter3) What is the performance equation? * |
Individual Attributes x Work Effort x Organizational Support |
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Chapter3)What are competencies? |
Aptitude (Ability to learn) Ability(capacity to peform) |
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Chapter3)What is value congruence? |
Positive feelings towards others based on shared values |
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Chapter3) What is a bonafied Requirement? |
a genuine occupational qualification (Sight for bus drivers) |
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Chapter3) What are the 3 Components of Attitude |
Antecedents/Congnitive(Beliefs),Attitude/Affective(Feelings),Results/Behavioural(Intended Behaivours) Components |
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Chapter3) What are 4 Important Attitudes that affect performance? |
1)Job Satisfatction 2)Organizational Commitment 3)Job Involvement 4) Perceived Organizational Support |
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Chapter3) What is the EVLN model for Job Dissatisfaction? |
Exit, Voice, Loyalty, Neglect |
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Chapter2) What is perception? |
The process through which people recieve, organize, and interpret information to give meaing to their enviornmentl gathered from 5 senses. (Acts a filter, varied between people, not necessarily the same as reality) |
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Chapter2) What are influence factors on the perceptual process? (Perception) |
1)The perciever(Persons past expierences, needs, motives, values and attitudes) 2)The Perceived/Target (Charactteristics of the perceived person) 3) The Setting (physical, social, or organizational setting |
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Chapter2) What are the 4 stages of the Perceptual Process? |
1)Attention and Selecting, 2)Organization of Information, 3) Infomration Interpretation, 4) Information Retrieval |
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Chapter2) What is the Attribution Theory? And what are the 3 influences |
The attempt to determine/understand if atypical behaviour by an invdivudal is internally or externally caused. | Distinctiveness(Consistent across different situations), Consensus(How likely all those facing similar situation are to respond), Consistency(Involved wherer an individual responds the same way everytime |
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Chapter2) What is a self serving bias? |
The tedency to deny personal credit for performance problems but to take credit for success |
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Chapter2)What is the Fundamental Attribution Error? |
Tedency to overestimate personal factors in the performance equation (IA not OS) (The nanny story) |
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Chapter2) What is selective Perception? |
Peoples selective interpretations of what they see based on their own beliefs |
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Chapter2) What is Halo Effect? |
Occur when one single characteristic is used to develop general impression |
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Chapter2) What isContrast Effect? |
Occur when an individual's characteristics are compared to others recently met who rank higher or lower on the same characteristics |
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Chapter2) What is projection |
The assignemnt of one's beliefs to other individuals |
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Chapter2) What is a self fulfilling prophecy |
Tendency to creat/find what was expected. Pygamalion Effect. (Think it's going to be bad then it is) |
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Chapter2) What is Impression Management? |
A person's systematic attempt to behave in ways that will create and mantain desired impressions in the eyes of others |
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Chapter2) What is Distortion Management |
Balancing automatic and controlled information processing; focus more on controlled processing along with increased frequency of observation |
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Chapter2) How can you manage perceptions and attitudes? |
Be self aware, seek a wide range of differing information, See the situation as others would, be aware of perceptual distortions, |
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Chapter2) What is a personality? |
The overal profile that captures an indivudals unique nature as they react and interact with others; stable patterns of behaviour and consistent internal states |
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Chapter2) What are the Personality Determinants? (3) |
heredity, Enivornment, Situation |
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Chapter2) What are personality traits? |
Enduring characteristics that describe an indivudals behaviour |
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Chapter2) What are the descriptions of emotions? |
Effect = A broad range of feelings that people expierence, both emotions and moods Emotions = Intense feeling directied at someone or something, are more fleeting than moods Moods=Feelings that are less intense than emotions and lack a contextual stimulus All 3 intertwined |
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Chapter2) What is emotional labour? |
When an employee expressed organiztaional desired emotions during interpersonal interactions (pretending when with customers to be cheerful or something) |
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Chapter2) What is emotional Dissonance |
Inconsistency between the emotions felt and the emotions shown |
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Chapter2) What are felt emotions? |
A persons actual emotions |
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Chapter2) What are displayed emotions? |
Emotions that an organization requires employees to show |
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Chapter2) What is surface acting? |
Hiding ones innner feelings and emotional expressions |
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Chapter2) What is deep acting? |
Trying to modify ones true inner mood(Trying to smile to improve mood) |
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Chapter2) What are negative workplace emotions? |
Employee deviance(Production, Property, Political, and personal agression) |
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Chapter2) What is emotional intelligent and what does it include? |
The ability to manage one's self and ones relationships effectively,the ability to detect and manage emotional cues. 1-Self Awareness(understanding your own emotions) 2-Empathy (understanding others emotions) 3-Self Regulation (Thinking before you speak) |
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Chapter 4) What is motivation |
The intesnity, direction, and persistence of effort a person shows in reaching a goal |
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Chapter 4) What is McGregors Theory? |
People are Theory X(Dislike working and need to be motivated/controlled) or Theory Y (Take responsibility and are motivated to fulfill the goals they are given, enjoy working) |
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Chapter 4)What is Ethnocentrcity? |
The belief that your culture/you do things is better than other cultures |
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Chapter 4)What is a content Theory? |
Focus on specific needs (Phsiological or Psychological) |
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Chapter 4)What is a process theory? |
Focusing on the individual thought or cognitive process that take place in their minds of people and influence their behaviour |
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Chapter 4)What is a reinforcement Theory? |
Emphasize the process of controlling an individuals behaviour by manipulating conseuqeunces (rewards and punishements) |
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Chapter 4)What is Maslows Hierarchy of Needs? |
Physiogical, Safety, Social, Esteem, Self-Actualization |
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Chapter 4)What is Herzbergs 2-Factor Theory? |
Hygiene factors(Lower order needs) Versus Motivator (Job Content/higher needs); Job Satisfaction and Dissatisfaction are separate entities |
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Chapter 4) What is McClellands Acquired Needs Theory |
Need for Affiliation, Achievement, and power. |
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Chapter 4)what is Reinforcement? |
The adminstration of a consequence as a result of a behaviour |
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Chapter 4)What is a reward? What types are there? |
Outcomes which determine indivudal behaivour. 1-Extrinsic Rewards, given by other, can be planned 2-Intrinsic Rewards-Given to self, comes from interest, challenge, and personal satisfaction |
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Chapter 4)What is law of Effect |
Behaviours having pleasent outcomes are likely to be repeated while negative outcomes are not likely to be repeated |
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Chapter 4) What types of Conditioning are there? |
1-Classical Conditioning- Manipulation of stimuli to influence behaviour. (Pavlovs Dogs) 2-Operant Conditioning-The process of controlling behaviour by manipulating its consequences;people learn how to behave to get something they want or avoid something they dont want Behaviourism-Behaviour follows stimuli in a relatively unthinking manner |
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Chapter 4) What are the 4 basic reinforcement strategies? |
1-Positive Reinforcement(Positive consequences) 2-Negative Reinforcement(withdrawl of a negative consequence) 3-Punishment(Negative consequence or withdrawl of a positive one) 4-Extinction(Withdrawl of all reinforcing consqueneces)Not laughing at joke |
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Chapter 4)What is Distributive Justice |
Perceived fairness of amount and allocation of rewards |
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Chapter 4)What is procedural Justice |
Perceived fairness of process used to determine the distribution of rewards |
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Chapter 4) What is Informational Justice |
Degree to which employess are provived truthful explanations for decisions |
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Chapter 4)What is Interpersonal Justice |
Degree to which employees are treated with dignity and respect |
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Chapter 4) What is Self Concordance |
The degree to which a persons reasons for pursing a goal are consistent with the persons interest and core values |
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Chapter 4) What is Cognitive Evaluation Theory? |
the idea that extrinisc rewards with reduce intrinsic interest in a task. Pay makes work seem less like something they want to do rather than have to do |
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Chapter 5 What is Job Design? |
The way elemts in a job are organizedl the proecess of defining job tasks and the work arragenemtns needed to accomplish them. Offers a good fit with individual skills and needs, Provides oppurtunies for job satisfaction. |
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Chapter 5) What are the Job Design Approaches? (4) |
Job Simplification, Job Enlargement, Job Rotation, Job Enrichment |
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Chapter 5) What are Jackman and & Oldmans 5 Core job characteristics |
1-Skill Variety 2-Task Identity 3-Task Signifigance 4-Autonomy 5-Job Feedback |
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Chapter 5) What is flex time? |
1.Givesemployees daily choice in arrival anddeparture time from work; focus is on ‘CoreHours’ |
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Chapter 5) What is Job Sharing |
1.One fulltimejob (and benefits) is divided among 2 or more people;[NOTE: this differs from “worksharing” which is an across-the-board cut in hours worked as a protectionagainst layoffs] |
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Chapter 5) What is Telecomuting (Virtual Office) |
Working at home or remote locations using the computer |
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Chatper 5) Compressed Work Weeks |
Allowsa fulltime job to be completed in less than 5 full workdaysthlyPrompt |
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Chapter 5)Part time work? |
Requiresless than a 40 hour work week; includestemporary part-time, permanent part time,contract work |
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Chapter 5) What makes a good reward? |
1-Contingent(Given on occurence of specific and desirable behaivours) 2-Equitable - Given to all under equal circumstances |
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Chapter 5) What are the 4 basic emotional drives guide individuals? |
Drive to Acquire(Met through organizational rewards) Drive to bond(Met through Organizational Culture) Drive to Comprehend (Met Through job Design) Drive to Defend (Organizational Processes) |
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Chapter 5) What is Participative Management |
1.Aprocess in which subordinates share a significant degree of decision–makingpower with their immediate supervisors; those affected by decisions should haveinput to those decisions |
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Chapter 5) Representative Particpation |
Asystem in which employees participate in organizational decision-making througha small group of representative employees; puts labour on a more equal footing with theinterests of management and stockholders (i.e. Internal Directors on a Board);can be just symbolic |
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Chapter 6) What is a group? What is a team? |
A group is 2 or more people with a common relationship. A team is a small number of people with complementary skills, common purpose, collectively accountable (Not all groups teams, all teams are groups) |
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Chapter 6) What is the advantage of a team? |
Flexible and responsive, More Motivational, Greater Task Identity, Outperform Individuals |
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Chapter 6) What is a hot group? |
a lively, high-achieving, dedicated group, usually small, whose members are turned on to an exciting and challenging task. Work well together |
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Chapter 6) What is social loafing? |
When people slack due to group size. (Fly under the radar) |
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Chapter 6) What is Social Facilitation? |
Tendency for ones behaviour to be influence by the presence of others in a group or social setting. (Good or bad) |
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Chapter 6) What is a problem solving team? |
Employee Involvment process, 5-12 members |
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Chapter 6) What is a self managing or self directed team? |
Empowered and multi skill, typically 10-15 members |
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What is a cross functional team? Chapter 6) |
Different departments working together (Marketing + accounting + HR, operations etc) |
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Chapter 6) What is a virtual team? |
Use Technology for online collaboration |
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Chapter 6) What is a multi system team? |
2 or more interdependent teams working together for one goal |
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Chapter 6) What are the characteristics of a self managing team |
Replace traditional supervisoers and work groups, Members are collectively accountable for performance results, split up work, responsibility, time management |
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Chapter 6) What is a role? |
A set of expected behaviour patterns for a person in a given position in a social unit |
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Chapter 6) Role Expectations |
How others believe a person should act in a given situation |
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Chapter 6) Role Conflict |
Exists when an individual finds that complying with one role makes it hard to comply with another |
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Chapter 6) What is role ambiguity |
Unclear what your role and expecations |
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Chapter 6) Role Underload/Overload |
Expecting too much or too little |
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Chapter 6) What is a norm? |
Rules or standards for behaviour of group members |
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Chapter 6) What is a performance norm? |
Key expectations about how hard group members should work |
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Chapter 6) Conformity to norms? |
Adjusting ones behaviours to align with the norms of the group |
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Chapter 6) Cohesiveness |
Degree to which members are attracted to a group and motivated to stay part of it |
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Chapter 6) What are the 5 stages of group development |
Forming > Storming > Norming > Performing > Adjourning |
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Chapter 6) What is the punctuated equilibrium Model? |
When Temporrary groups meet, do nothing for a bit, go into a spur of work, stop for a bit, and then finish off the project |
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Chapter 6) What do effective groups achieve? |
1-Task performance 2-Member satisfaction 3-Team Viability (Wanting to work together stil) |
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Chapter 6) What are the foundations for team effectiveness |
Context, Composition, Process |
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Chapter 6) How do you improve Team Processes |
Task Activites-Things to do that directly contribute Maintenance Activites-Things done to support social relations Distributed Leadership-Shared responsibility |
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Chapter 6) 5 Important Actions in building trust |
Integrity, Competence, Consistence, Loyalty, Openess |
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Chapter 6) What are the 6 factors that harm the team? |
Refuse to share issues, Depend too much on the leader, Fail to follow through on decisions, hide conflict, failt at conflict resolution, form subgroups |
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Chapter 6) How to reduce team conflict? |
Work with more not less information, Develope Alternatives, Develop Commonly agreed goals, use humour, Mantain Balanced power structure, Resould issues without forcing consesus |
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Chapter 6) Why are teams not always the answer? (3 reasons to decide) |
Can the work be done better by more than one? Does the work create a common purpose or set of goals that is more than the sum of individual goals? Are members of the group interdependent(Soccer vs swimming) |
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Chapter 10) What is Organization culture? |
A system of shared meaning held by members that distinguishes the organization from others;represents a common perception that organization members hold |
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Chapter 10) What are the 7 Characteristics of culture |
Innovation and Risk Tasking Attention to Detail Outcome Orientation People Orientation Team Orientation Aggressiveness Stability |
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Chapter 10) Levels of cultural Analysis? 3 |
Observable Culture/Artifacts(The way we do things around here rituatls, stories, sagas, symbols) Share Values and Beliefs(Not seen by outside) Common Assumptions(Take for granted truths that no one sees unless violated) |
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Chapter 10) What are functions of culture ? 2 |
What precisely needs to be accomplished and how? (External Adaptation) How do members solve daily problems (Internal Integration) Commitmenet to something bigger than self, Sense of Identity,Social Glue |
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Chapter 10) What are Core Values? |
The Primary or dominant Values accepted throught the organization |
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Chapter 10) What is Organizational Climae |
"Team Spirit" at the Organizatial level. Refers to shared perceptions organizational memebrs have about their work environment and organization. |
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Chapter 10) What is ethical work climate |
The share concept of right and right behaviour in the work place |
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Chapter 10) What are the 3 types of cultures |
Dominant Culture - Expresses the core values share by majority Subculture - Distinct groups with 'in sync' values. Mini cultures reflect common problems Countercultures - Distinct groups which reject larger groups values |
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Chapter 10) What are artifacts |
Physical manifestations of culture, used to ifnorm both outsiders and employees of organizations underlying beliefs and values. |
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Chapter 10) What are stores & sagas |
heroics accounts of the story of the founding of an organization |
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Chapter 10) What are rituals |
Repetitbe sequences of activites used to influence member understanding & behaviours and to reinforce key values of the organization |
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Chapter 10) What are Material Symbols |
Any object act or event that serves to transmit cultural meanign and who/waht is important. Ranges from logos to corner offices |
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Chapter 10) What is Lanuage (Jargon) |
Something used to unite members. almost like an industry code |
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Chapter 10) Elements of Strong Corporate Cultures |
Concern for indivuduals, Reconition of Heroes, Belief in Ritual and ceremony, understood sense of infortam rules and expectations |
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Chapter 10) What are the 3 roles in creating & sustaining culture |
Selection - Identifying new hires with consistent values Top Management Actions - Filter through the organization Socialization - Adapts new employees to an organization |
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Chapter 10) What are the liablities of Organizational Culture |
Barrier to Change Barrier to Diversity Barrier to Mergers and Acquistions |
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Chapter 10) How do you change Organization Culture |
Difficult and long process, have to start top down. Be visible. |
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Chapter 13) What is an organization |
An entity with goals |
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Chapter 13) What is ORganizational Structure? |
How job tasks are formally divided, grouped and coordinated, depends on organizatinoal strategy and goals |
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Chapter 13) WHat is Organizational Strategy |
The process of positioning the organization in the competitive enviornmnet and implementing actions to complete successfully |
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Chapter 13) What are the 2 basic types of ORganization goals |
Societal Goals - Identifies how the organization intends to contribute to the broader society; refelcted in mission statement. System Goals - Conditions within the organization that are expected to icnrease survival potentional aka a road map |
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Chapter 13) What is the Formal Organizatinal Structure |
Skeleton of the Organization, consisent with Societal and System goals, shows division of work, levels of management, type of work performed (chain of command) |
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Chapter 13) Common Organizational Designs (3) |
Simple Structure - Low departmanliaztion, wide spans of control, authority in one person Bereaucracy - Highly routine operating tasks achieved through specialization, chain of command Matrix Structure - Unity of Command, one supervivosr stream |
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Chapter 13) What are the 2 extreme models of Organization Design |
Mechanistic - A structure with high specialization, rigid departmentalization, clear chain of command Organic - A structure that is flat and flexible, uses cross functional and croess-hierarchical teams |
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Chapter 13) Major Determinants of Structure |
Strategy Size Technology Environment |
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Stress) What is stress? |
A state of tension expeirenced by individuals facing extraordinary demands; it is a dynamnic condition helped by change |
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Stress) What is a stressor? |
Things that cause stress may be work related or personal. |
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Stress) what is a Challenge stressor |
Stressors associated with workload, pressure, time urgency |
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Stress) what is a Hidrance Stressor |
Stressors that keep a person from reaching goals(red tape, role ambiguity) |
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Stress) What are the causes of stress |
Enviornmental Factors - Ecnomic Uncertainties Organizational Factors - Role/Task Demands Personal Factors - Marital/Family issues, Finance |
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Stress) What are the consequences of stress? 3 |
Physiological - Blood pressure, heart attack, headaches Psychological Symptoms - Tension, Anxiety, Boredom, Procastination Behavioural Symptoms - Absense, Turnover, Abuse, Sleep disorders |
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Stress) Differences in Individual expierences of stress (4) |
perception Job Expierence Social Support Personality |
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Trust) What is Trust? |
A psychological state that exists when one person agrees to make themselves vulnerable to another because how they have positive expectations about how things are going to turn out. Fragile. Builed and accumulates incrementally. |
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Trust) What are the 3 key Determinants of Trust |
Integrity Benevolence - Your interest at heart Ability |
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Trust) 4 Key consequences of trust |
Encourages risk tasking Facilitates information sharing Trusting groups are more effective Trust enhances productivity |
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Trust) What are the basic principles of trust |
Mistrust drives out trust Trust begest trust mistrusting causes groups to self-destruct trust can be regained sometimes Trust holds people together Misttrust reduces productivity |
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Trust) How to Develop Candor (openess and trust) |
Tell The Truth Reward Contrarians Ecourange people to speak the truth to power Practise having unpleasent conversations Admist mistakes Set information free |
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What are the rules of trusting wisely? Trust) |
Know yourself Start Small Write and escape clause Send strong signals Look at roles as well as people Remain Vigiland and Always question |
