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31 Cards in this Set
- Front
- Back
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3 levels of OB Analysis
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Organizational
Group Individual |
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Resource-Based View
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the value of resources depends on two things, is it - RARE or INIMITABLE
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1/8th Rule
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rule of why few firms are effective in managing their people
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Steps in Job Analysis
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1) list of all the activities involved
2) importance and frequency 3) define essential job activities |
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Citizenship Behavior (two types)
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Interpersonal- voluntary behavior that benefits coworkers ex: helping, courtesy, sportsmanship
Organizational- voluntary behavior that benefits the larger organization ex: voice, civic virtue, boosterism |
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Organizational commitment
3 types |
Affective- desire to remain because of emotional attachment
Continuance- desire to remain because of cost associated with leaving Normative - desire to remain because of feeling of obligation |
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Responses to Negative Events
(4 things) |
Exit- remove self from situation
Voice- meet with member to instill change Loyalty- grin and bear it despite unhappiness Neglect-"check out" effort and interest in job decline |
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Withdrawal behaviors ( two type)
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Psychological- daydreaming, cyberloafing , looking busy
Physical- tardiness, missing meeting, absent, long breaks |
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Big 5 Model (CANOE)
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Conscientiousness-reliable hardworking
Agreeableness- kind, helpful Neuroticism- Nervous, moody Openness- curious, creative Extraversion- talkative, bold |
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Hofstede"s Research
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Power distance
Uncertainty Avoidance Individualism/Collectivism Masculinity/Femininity |
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Cognitive Ability
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application of knowledge and problem solving
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Emotional Intelligence (4 things)
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1) Self awareness
2) Other awareness 3) Emotion regulation 4) Relationship awareness |
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Team Development
(Four Stage Theory) |
Forming-
Storming Norming Performing |
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Punctuated Equilibrium
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Team establishes a routine then half way through they reassess the approach
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Team Composition
(Roles) |
Team task roles
Team building roles Individualistic roles |
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Team Composition
(Diversity) |
Surface Level- observable attributes
Deep Level- not easily observed attitudes, personality, values |
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Brainstorming (3 problems)
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1) people might social loaf not work as hard
2) afraid of criticism 3)production blocking of ideas |
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NGT (Nominal Group Technique)
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generate ideas and solutions in with both individual and group work and meetings
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Cohesiveness
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emotional attachment that tends to foster high level of motivation and commitment, problems are to much harmony that can cause "groupthink" or to much conformity
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Characteristics of High Performing Teams (Common Mass)
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Common
-purpose -performance & goals - working approach Mutual Accountability Complementary Skills Size |
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Kotter-8 reasons why change fails
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1) Establish a sense of urgency
2) Create a powerful guiding coalition 3) Develop a compelling vision 4) Communicate the vision 5) Remove Obstacles 6) Plan for and create short term wins 7) Avoid complacency 8) Anchor changes in the culture |
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Colvin- Why dream teams fail
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- TRUST
- Time to gel - Team success not greater than Individual |
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BUS basics
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Bring right people on board
Unload the wrong people Switch Seats (when necessary) |
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3 Circles
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1) World class skill
2) Economic drivers 3) Passion |
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3 Rigorous Practices
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1) When in doubt don't hire-keep looking
2) When you know you need to make a people change act 3) Put your best people in the biggest opportunities |
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Overcoming resistance to change
(3 I's) |
1) Incentives
2) Involvement 3) Information |
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Person Job Fit Model
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Motives
Skills Demands Incentives |
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EVP (Employee Value Proposition) *4 things
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1) Exciting Work
2) Company 3) Ample Rewards 4) Growth & Development |
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Equal Pay Act (1963)
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Male/Female equal work equal pay
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CRA Title VIII (1964)
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Illegal to discriminate
Equal playing field |
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Protected Classes
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Age-above 40
Sex Race Religion Color Pregnancy Sexual Harassment |
