Organizational Behavior

Front 1

Motivation

Back 1

The set of processes that arouse, direct, and maintain human behavior toward attaining some goal.

Front 2

3 Motivation components

Back 2

Arousal--Drive energy behind our actions
Direction--Options, paths people make to satisfy their motives
Maintaining--Level of persistence

Front 3

Maslows Needs Hierarchy

Back 3

People will not be healthy and well adjusted in life unless their needs are met

Front 4

5 Levels of Maslows Hierarchy (Lowest to Highest)

Back 4

--Physiological needs
--Safety Needs
--Social Needs
--Esteem Needs
--Self-Actualization Needs

Front 5

Physiological Needs

Back 5

Air, food, water, and shelter

Front 6

Safety Needs

Back 6

Need for a physically and psychologically safe and secure environment

Front 7

Social Needs

Back 7

The need to be affiliative, liked, and accepted by others

Front 8

Esteem Needs

Back 8

The need to achieve success and have others recognize our accomplishments

Front 9

Self-Actualization Needs

Back 9

When all other needs are met, they will work to become all they can be

Front 10

Motivating Potential Score (MPS)

Back 10

Summary index of a jobs potential for motivating people

Front 11

Goal-Setting Theory

Back 11

Some insight into the question of how people respond to assigned goals

Front 12

Goal-Setting Guidelines

Back 12

1. Assign specific goals
2. Assign difficult, but acceptable, performance goals
3. Provide feedback

Front 13

1. Assign Specific Goals

Back 13

People perform at higher levels when asked to meet a specific high-performance goal

Front 14

2. Assign Difficult, but Acceptable, Performance Goals (Stretch Goals)

Back 14

A goal that is too easily attained will not bring about the desired increments in performance

Front 15

3. Provide Feedback

Back 15

--Helps people determine how well they are doing
--Helps people determine the nature of the adjustments to their performance that are required to improve

Front 16

Expectancy Theory

Back 16

People are motivated to work when they expect that they will be able to achieve the things they want from their jobs

Front 17

Stretch Goals

Back 17

Unobtainable goals

Front 18

Vertical stretch Goals

Back 18

More speed, More profit

Front 19

Horizontal Stretch Goals

Back 19

Challenging managers to perform tasks they have never done

Front 20

Elements of Expectancy Theory

Back 20

1. Expectancy
2. Instrumentality
3. Valence

Front 21

Expectancy

Back 21

The belief that ones effort will result in performance

Front 22

Instrumentality

Back 22

The belief that ones performance will be rewarded

Front 23

Valence

Back 23

The perceived value of the rewards

Front 24

Expectancy Theory Extras

Back 24

--Skills and Abilities contribute to performance
--Role Perceptions-What is expected

Front 25

Equity Theory

Back 25

People are motivated to maintain equitable relationships and avoid inequitable ones

Front 26

Equity Theory (Outcomes and Inputs)

Back 26

Outcomes--What we get out of our jobs
Inputs--The contributions made

Front 27

Equity Theory (3 Different States)

Back 27

1. Overpayment inequity
2. Underpayment inequity
3. Equitable payment

Front 28

Overpayment Inequity

Back 28

The ratio of outcomes/inputs is higher
(Feel Guilty)

Front 29

Underpayment Inequity

Back 29

The ration of outcomes/inputs is lower
(Feel Angry)

Front 30

Equitable payment

Back 30

Outcome/input ratios are equal
(Feel Satisfied)

Front 31

Group

Back 31

--Two or more interacting individuals with a stable pattern of relationships
--Share common goals
--Perceive themselves as a group

Front 32

4 Key Characteristics of Groups

Back 32

1. Social Interaction
2. Stability
3. Common Interests or Goals
4. Recognition as being a group

Front 33

2 Types of Groups

Back 33

1. Formal Groups
2. Informal Groups

Front 34

Formal Groups

Back 34

Created by the organization to direct members toward an organizational goal

Front 35

Types of Formal Groups

Back 35

--Command Group-who reports to who
--Task Group-Formed around specific task
--Standing Committees-Temporary
--Ad Hoc Committees or Task Force

Front 36

5 Stages of Group Formation

Back 36

1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning

Front 37

Stage 1--Forming

Back 37

--Get acquainted
--Set ground rules
--Once they think of themselves as a group, forming stage is complete

Front 38

Stage 2--Storming

Back 38

--Conflict within group
--When conflicts are resolved and leadership is accepted, storming stage is complete

Front 39

Stage 3--Norming

Back 39

--Members work together, developing close relationships and feelings of camaraderie
--Co

Front 40

Stage 4--Performing

Back 40

--Group members work toward getting their jobs done
--Acceptance of leadership helps group perform well

Front 41

Stage 5--Adjourning

Back 41

Groups cease to exist

Front 42

3 Types of Roles in Groups

Back 42

1. Task Oriented Roles
2. Relations Oriented Roles
3. Self Oriented Roles

Front 43

Task Oriented Roles

Back 43

--Initiator-Contributers
--Information Seekers
--Opinion Givers
--Energizers

Front 44

Relations Oriented Roles

Back 44

--Harmonizers
--Compromisers
--Encouragers
--Expediters

Front 45

Self Oriented Roles

Back 45

--Blockers
--Recognition Seekers
--Dominators
--Avoiders

Front 46

Prescriptive Norms

Back 46

Dictates the behaviors that should be performed

Front 47

Proscriptive Norms

Back 47

Dictates the behaviors that should be avoided

Front 48

What promotes group cohesion?

Back 48

--Severity of initiation
--Time spent together
--Group size
--History of success
--Conditions of external competition

Front 49

Concequences of Group Cohesion

Back 49

--May Be Counterproductive if Group’s Goals Are Contrary to Organization’s Goals
--May lead to Groupthink

Front 50

Groupthink

Back 50

A distorted style of thinking that renders group members incapable of making rational decisions

Front 51

Symptoms of Groupthink

Back 51

Pressure to conform, Self censorship, Mindguards, Anonymity, Feelings of invulnerability, Superior morality, Discredits outside information

Front 52

Mindguards

Back 52

Group members who take on a role to enforce group decisions

Front 53

Anonymity

Back 53

You are a member of a group and feel you have no responsibility for the decision

Front 54

Feelings of invulnerability

Back 54

the group is always right

Front 55

Superior morality

Back 55

No one else is as good,everyone will benefit from your decision because you have such a talented and expert group.

Front 56

Discredits outside information

Back 56

Members refuse to listen to anyone’s input outside the group, they have all the answers

Front 57

Self-censorship

Back 57

You keep quiet versus breaking a group norm.

Front 58

Social Loafing

Back 58

The more individuals who are contributing to a task, the less each individuals contribution tends to be

Front 59

4 Ways to overcome Social Loafing

Back 59

--Make Each Performer Identifiable
--Make Work Tasks More Important and Interesting
--Reward individuals
--Use Punishment Threats

Front 60

Communication (Diagram Pg. 334)

Back 60

The process by which a person, group, or organization (the sender) transmits some type of information (the message) to another person, group, or organization (the receiver).

Front 61

4 Informal Communication Channels

Back 61

1. Old Boys Network
2. The Snowball effect
3. The Grapevine
4. Rumors

Front 62

How to Improve Communication Skills

Back 62

--Use Jargon Sparingly
--Consistent in what You Say &Do
--Become Active, Attentive Listener
--Understand before reply
--Avoid Overload

Front 63

Nominal Group Decision Technique

Back 63

Small group gathers and privately votes

Front 64

Delphi Group Decision Technique

Back 64

Use of experts to fix problem

Front 65

Rational Group Decision Technique

Back 65

8 Step model pg 381

Front 66

Individual Biases in Decision Making

Back 66

--Implicit Favorite
--Hindsight Bias
--Person Sensitivity Bias
--Escalation of Commitment Bias

Front 67

Empowered Decision Making

Back 67

Allowing employees to make decisions

Front 68

4 Decision Making Styles

Back 68

1. Directive
2. Analytical
3. Conceptual
4. Behavioral

Front 69

Directive

Back 69

--Prefer simple clear solutions
--Rapid decisions
--Not many alternatives considered
--Rely on existing rules

Front 70

Analytical

Back 70

--Prefer complex problems
--Carefully analyze alternatives
--Enjoy solving problems
--Use innovative methods

Front 71

Conceptual

Back 71

--Socially Oriented
--Humanistic and Artistic
--Creative problem solver
--Enjoy new ideas

Front 72

Behavioral

Back 72

--Concern for organization
--Likes to help others
--Open to suggestions
--Rely on meetings

Front 73

Leadership

Back 73

One individual influences other group members toward the attainment of defined organizational goals

Front 74

Managerial Grid

Back 74

Top L--Country Club style
Top R--Team Management
Bottom L--Impoverished Management
Bottom R--Task Management

Front 75

Leader Member Exchange (LMX)

Back 75

--In Group
--Out Group

Front 76

5 Qualities of Charismatic Leaders

Back 76

1. Self-Confidence
2. A Vision
3. Extraordinary Behavior
4. Recognized as change agents
5. Environmental sensitivity

Front 77

4 Qualities of Transformational Leadership

Back 77

1. Charisma
2. Intellectual Stimulation
3. Individualized Consideration
4. Inspirational Motivation

Front 78

Great Person Theory

Back 78

Great leaders possess key traits that set them apart from most other humans

Front 79

Substitutes for Leadership

Back 79

--Individual Characteristics-Experts
--Jobs dont need direction
--Characteristics of Organization

Front 80

Substitutes for Leadership Definition

Back 80

High levels of skill among subordinates or certain features of technology and organizational structure sometimes serve as substitutes for leaders

Front 81

4 Assumptions of the Administrative Model of Decision-Making

Back 81

1. Bounds to Rationality
2. Satisficing Decisions
3. Bounded Discretion
4.Descriptive (Proscriptive)
Approach

Front 82

Bounds to rationality

Back 82

Organizational, social, and human limitations lead to the making of satisficing rather than optimal decisions

Front 83

Satisficing Decisions

Back 83

Decisions made by selecting the first minimally acceptable alternative as it becomes available

Front 84

Bounded Discretion

Back 84

Tendency to restrict decision alternatives to those that fall within prevailing ethical standards

Front 85

Descriptive/Proscriptive Approach

Back 85

Examining the actual, imperfect behavior of decision makers