Ob Test 1

Front 1

• Understand the role of OB in organizations (e.g. what does understanding the principles and content of OB allows managers and decision makers to do?)

Back 1

• Organizational behavior (OB) is a field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations.
allows managers to predict and control bevahior

Front 2

•Understand the key OB issue of job performance

Back 2

• Job performance is the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment.
oIncludes behaviors that are within the control of the employees.

Front 3

-Different types of performance

Back 3

Two categories are task performance and citizen behavior, counterproductive behavior- which contributes negatively to the organization

Front 4

Task performance

Back 4

includes employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces
routine and adaptive task performance (unusual)

Front 5

Citizenship behavior

Back 5

Voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting in which work takes place.

Front 6

wht are the two types of citizenship behavior

Back 6

Interpersonal- Helping, courtesy, sportsmanship
Organizational -Voice, civic virtue, boosterism

Front 7

Organizational citizenship behavior

Back 7

Behaviors that benefit the larger organization by supporting and defending the company, working to improve its operations, and being especially loyal to it.
voice-offer constructive suggestions
civic virtue- participating deeper then expected
boosterism- rep. the org in a positive way

Front 8

Counterproductive behaviors (different types of deviance)

Back 8

property, production, political, personal

Front 9

define Counterproductive behaviors

Back 9

employee behaviors that intentionally hinder organizational goal accomplishment.

Front 10

property devieance

Back 10

Property deviance refers to behaviors that harm the organization’s assets and possessions.
sabotage and theft

Front 11

production deviance

Back 11

deviance is also directed against the organization but focuses specifically on reducing the efficiency of work output
(working too slowly, taking too many breaks, substance abuse)

Front 12

political deviance

Back 12

refers to behaviors that intentionally disadvantage other individuals rather than the larger organization
(gossiping-undermines moral-rude, lack of good manners)

Front 13

personal aggression

Back 13

refers to hostile verbal and physical actions directed toward other employees

Front 14

Understand job commitment

Back 14

Organizational commitment influences whether an employee stays a member of the organization (is retained) or leaves to pursue another job (turns over).

Front 15

wht happens when employees are not committed?

Back 15

Employees who are not committed to their organizations engage in withdrawal behavior, defined as a set of actions that employees perform to avoid the work situation— behaviors that may eventually culminate in quitting the organization

Front 16

The different types of commitment-a desire to remain a member because

Back 16

Affective (emotional attachment), continuance (awareness of costs associated with leaving), and normative commitment (feelings of obligation)

Front 17

withdrawal behaviors

Back 17

1.Exit is an active, destructive response by which an individual either ends or restricts organizational membership.
2.Voice is an active, constructive response in which individuals attempt to improve the situation.
3.Loyalty is a passive, constructive response that maintains public support for the situation while the individual privately hopes for improvement.
4.Neglect is a passive, destructive response in which interest and effort in the job declines.
5. taken togeth the exit-voice-loylalty-neglect framework captures most of the possible responses to a negaive work event

Front 18

Four types of employees (using task performance/commitment framework)

Back 18

see pg. 39
(stars, citizens, lone wolves, and apathetics)

Front 19

Understand attitudes

Back 19

Attitudes are evaluative statements-favorable or unfavoriable—concerning objects, people, or events. Attitudes predict behavior

Front 20

three key components of an attitude

Back 20

cognitive, affective, behavioral

Front 21

cognitive

Back 21

what we know or believe, our opinion about a person, event, or object

Front 22

affective

Back 22

how we feel

Front 23

behavioral

Back 23

inclination to behavior in a certain way

Front 24

dissonance results from..

Back 24

inconsistency between attitudes, or inconsistency between attitudes and behaviors. Generally, we attempt to reduce dissonance by either changing attitudes or behavior

Front 25

Factors affecting dissonance

Back 25

1. intensity/sailence of attitudes- if attitudes are unimportant then dissonance will be low
2.perceived control-if dissonance results from behavior that cannot be controlled, the pressure to change will be reduced 3.rewards

Front 26

to reduce dissonance

Back 26

change behavior, rationalize the behavior, and change the attitude

Front 27

Relationship between attitudes and behavior

Back 27

attitudes influence behavior

Front 28

Characteristics of attitudes impacting behavior

Back 28

1.importance- important attitudes more likely to influence behaviors
2.specificity-stronger link between specific attitudes and specific behaviors
3.accessibility-easily remembered attitudes have stronger impact on behavior
4.social pressures-strong social pressures may weaken the link between attitudes and behaviors
5.direct experience

Front 29

The most important job-related attitude

Back 29

job satisfaction is a pleasurable emotional state resulting from the appraisal of one’s job or job experiences.

Front 30

Components of job satisfaction

Back 30

Pay, promotions, suspension, coworkers, work itself, altruism, status, and enviroment

Front 31

Value-precept theory

Back 31

argues that job satisfaction depends on whether you perceive that your job supplies the things that you value. People evaluate job satisfaction according to specific “facets” of the job. Dissatisfaction = (Vwant - Vhave) X (Vimportance)

Front 32

peoples satisfaction refers th their feelings about their..

Back 32

pay

Front 33

promotional satisfaction

Back 33

feelings about the company’s promotion policies and their execution

Front 34

job characteristic model

Back 34

slide 22 in chapter 3- graphic not in book
also check out surronding slides

Front 35

job moderators

Back 35

knowledge and skill 2. Growth need strength ** both of these increase the strength of the relationships within the model

Front 36

Impact of job satisfaction on performance

Back 36

- It is moderately correlated with task performance. Satisfied employees do a better job of fulfilling the duties described in their job descriptions.
Job satisfaction is correlated moderately with citizenship behavior. (satisfied employees go the extra mile to help coworkers)

Front 37

Job satisfaction influences organizational commitment

Back 37

- Job satisfaction is strongly correlated with affective commitment, so satisfied employees are more likely to want to stay with the organization.

Front 38

stress

Back 38

psychological response to demands for which there is something at stake and coping with those demands taxes or exceeds a person’s capacity or resources.

Front 39

stressors

Back 39

The particular demands that cause people to experience stress are called stressors.

Front 40

what are the two types of stressors

Back 40

hindrance and challenge

Front 41

hidrance stressors

Back 41

stressful demands that are perceived as hindering progress toward personal accomplishments or goal attainment.
(trigger neg. emotions such as anger and anxiety)

Front 42

challenge stressors

Back 42

stressful demands that are perceived as opportunities for learning, growth, and achievement.
(pos. emotions and enhanced motivation

Front 43

what are the dif. types fo stressors

Back 43

role conflict (conflicting expectations)-call center operator
role ambiguity (lack of info.-new employees)
role overload (cant perform all roles
daily hassals (day-to-day demands that get in the way)- unnecssary paperwork
time pressures
work complexity
work responsibilty

Front 44

Impact of stress on performance and commitment

Back 44

Strains have a moderately negative effect on job performance-reduce overall level of energy
2.Strains have a strong negative effect on organizational commitment.

Front 45

motivation

Back 45

o Set of energetic forces that originates both within and outside and employee, initiates work-related effort, and determines its direction, intensity, and persistence.

Front 46

two key “misconceptions” about motivation

Back 46

Motivation is individual specific and can also be situational
-Motivated worker is a high performing employee
High performance requires ability and support as well as motivation.

Front 47

Know WELL the three major motivational approaches

Back 47

expectancy theory, equity theory, and goal setting theory

Front 48

expectancy theory

Back 48

Cognitive process that employees go through to make choices among different voluntary responses
Represents the belief that exerting a high level of effort will result in the successful performance of some task.
Self-efficacy- belief that a person has the capabilities needed to execute the behaviors required for task success
Instrumentality- set of subjective probabilities, each ranging from 0 to 1 that successful performance will bring a set of outcomes.
Valence- anticipated value of the outcomes associated with performance.
Outcomes are deemed more attractive when they help satisfy needs.
Extrinsic- motivation controlled by some contingency that depends on task performance.
Intrinsic- motivation that is felt when task performance serves as its own reward.
Meaning of Money- degree they view money as having symbolic not just economic value.

Front 49

goal setting theory

Back 49

Views goals as the primary drivers of the intensity and persistence of effort.
Assigning employees specific and difficult, achievable goals will result in higher levels of performance.
 Setting goals causes people to work harder.
 Goal must be difficult yet achievable.
• Shapes people’s own self goals
 Goals trigger the creation of task strategies.

Front 50

equity theory

Back 50

acknowledges that motivation doesn’t just depend on your own beliefs and circumstances but also what happens to others
 Compare ratio of outcomes and inputs.
• Output= promotion
• Input = experience and education.
 Cognitive Calculus- ratio of outcomes to inputs is balanced between you and your comparison other.

Front 51

Link between motivation and performance

Back 51

o Strongest performance effect is self-efficacy/competence; people who feel a sense of internal self-confidence tend to outperform those who doubt their capabilities.

Front 52

trust and the three kinds

Back 52

Willingness to be vulnerable to an authority based on positive expectations about the authority’s actions and intentions- justice reflects fairness and ethics reflects the degree to which behaviors are accepted norms
disposition, cognitive, and affect-based

Front 53

dispostion

Back 53

personality traits include a general propensity to trust others.
 Less to do with authority and more to do with the trustor.

Front 54

cognitive

Back 54

trust is rooted in a rational assessment of authority’s trustworthiness.
 Based on cognitions we’ve developed about the authority, as opposed to our own personality or disposition

Front 55

affect-based

Back 55

depends on feelings toward to authority that go beyond any rational assessment.
 More emotional than rational
 Acts as a leap of faith in the face of uncertainty
 And emotional bond develops, and our feelings for the trustee increase our willingness to accept vulnerability.

Front 56

o Distributive Justice

Back 56

reflects the perceived fairness of decision making outcomes.

Front 57

procedural justice

Back 57

 Voice concerns giving employees a chance to express their opinions and views during the course of decision making
 Provides employees with a chance to request an appeal when a procedure seems to have worked ineffectively.

Front 58

interpersonal justice

Back 58

perceived fairness of the treatment received by employees from authorities.
Occurs when authority’s bad mouth employees.

Front 59

informational justice

Back 59

o Informational Justice- Perceived fairness of the communications provided to employees from authorities

Front 60

Understand the key elements of ethical decision making including

Back 60

The four-component model: moral awareness, moral judgment, moral intent, ethical behavior

Front 61

moral awareness

Back 61

occurs when an authority recognizes that a moral issue exists in a situation or that an ethical standard or principle is relevant to the circumstance.

Front 62

moral judgment

Back 62

Moral judgment- authority accurately identifies that morally right course of action.

Front 63

moral intent

Back 63

Moral intent- authority’s degree of commitment to the moral course of action.

Front 64

Know the two general categories of decisions

Back 64

o Programmed decisions are decisions that become somewhat automatic because a person’s knowledge allows him or her to recognize and identify a situation and the course of action that needs to be taken.
o Nonprogrammed decisions are those in which decision makers face a situation/problem that is new, complex or not recognized
o As employees move up the corporate ladder, a larger percentage of their decisions become less and less programmed.

Front 65

Rational Decision making Model

Back 65

 Define the problem
 Identify the decision criteria
 Allocate weights to the criteria
 Develop the alternatives
 Evaluate the alternatives
 Select the best alternative

Front 66

Rational Decision making Model assumptions

Back 66

 The problem is clear and unambiguous
 Options are known
 Clear preferences
 Constant preferences
 No time or cost constraints
 Maximum payoff

Front 67

bonded rationality

Back 67

oThe limited information-processing capability of human beings makes it impossible to assimilate and understand all the information necessary to optimize
oSo people seek solutions that are satisfactory and sufficient, rather than optimal
oBounded rationality is constructing simplified models that extract the essential features from problems without capturing all their complexity

Front 68

saticficing

Back 68

 Pick the first acceptable alternative

Front 69

Understand the common decision making problems

Back 69

o Social identity theory holds that people identify themselves by the groups to which they belong and perceive and judge others by their group memberships.
o When confronted with situations of uncertainty that require a decision on our part, we often use heuristics —simple, efficient, rules of thumb that allow us to make decisions more easily.
o The availability bias is the tendency for people to base their judgments on information that is easier to recall.
o Escalation of commitment refers to the decision to continue to follow a failing course of action.
o People have a tendency, when presented with a series of decisions, to escalate their commitment to previous decisions, even in the face of obvious failures.

Front 70

perception

Back 70

Process by which individuals organize and interpret sensory impressions in order to give meaning to the environment

Front 71

impact of perception

Back 71

Decision making occurs as a reaction to a problem
o Perception influences:

Front 72

Perception influences

Back 72

o Awareness that a problem exists
o The interpretation and evaluation of information

Front 73

what are the 7 attributions

Back 73

Distinctiveness—unusualness of behavior; different/similar behaviors in different situations
Unusual behaviors are explained externally
Usual behaviors are explained internally
Consensus—do others behave the same way?
High consensus leads to external attribution
Low consensus leads to internal attribution
Consistency—does individual behave the same way in the same situation over time?
More consistency leads to internal attributions

Front 74

types of errors

Back 74

 Fundamental attribution error
 When making judgments about the negative behavior/performance of others we have a tendency to underestimate the influence/ impact of external factors and overestimate the influence of internal factors
 Self-serving bias
 Attribute individual success to internal causes and failures to external causes

Front 75

key elements of operant conditioning

Back 75

o Operant conditioning says that we learn by observing the link between our voluntary behavior and the consequences that follow it.
o Social learning theory argues that people in organizations have the ability to learn through the observation of others.
o Behavioral modeling happens when employees observe the actions of others, learn from what they observe, and then repeat the observed behavior