Organizational Behavior Midterm 2

Front 1

Job rotation

Back 1

-Also called cross training
- makes work less routine with periodic shifiting of tasks to another job, usually at the same level, that has similar sills.

Front 2

strenghts of job rotation

Back 2

reduces boredom, increases motivation through diversifying the employee's activities.

Management has more flexibility in schedualing.

Front 3

Drawbacks of job rotation

Back 3

-training costs increase
-lowers efficiency
-disruptions

Front 4

Variable Pay programs

Back 4

piece-rate
merit-based pay
bonuses
profit-sharing
gainsharing
employee stock ownership plans

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Piecerate pay

Back 5

workers are paid a fixed sum for each unit of production completed.

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Merit-based pay

Back 6

Based on performance appraisal ratings.
- allows employers to differentialte pay based on performace so that people though tto be high performers are given bigger raises.
good for motivation.

Front 7

bonuses

Back 7

reward for recent performance rather than historical performace.

Front 8

skill based pay

Back 8

competency-based pay
Knowledge-based pay

basis is on how many skills or how man jobs they can do.
Increases flexibility of the workforce.

Front 9

profit-sharing

Back 9

organizationwide programs that distribute compensation based on some established formula designed around a company's profitability.

stock options

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gainsharing

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formula-based group incentive plan. improvements in group procductivity from pone period to another determine the total mamount of money allocated.
employees can gain even when the compnay is not profiting.

Front 11

ESOP. Employee stock ownership plans.

Back 11

Employees acquire stock at below market prices as part of their benefits.

It definetly increases satisfaction. but motivation is unclear

Front 12

Employee recognition programs.

Back 12

Important work rewards that range from spontaneous and private to widely publicized formal programs in which specific types of behavior are encrouaged.

Front 13

advantage of employee recogntions programs

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they are inexpensive.

Front 14

affect

Back 14

broad range of feelings that people experience.
emotions or moods.

Front 15

Emotions

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caused by specific events
very brief in duration
specfific and numerous in nature
unusually sccompanied by destinct facial expressions
action oriented in nature.

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Moods

Back 16

cause is often general and unclear
last longer than emotions
more general (positive or negative)
enerally not indicated by distinct expressions
cognitive in nature

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six essentially universal emotions

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anger
fear
sadness
happiness
disgust
surprise

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High Negavitive affect emotions

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Tense
Nervous
stressed
upset

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Low postive affect emotions

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sad
depressed
bored
fatigued

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High positive affect emotions

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alert
excited
elated
happy

Front 21

Low Negative Affect

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Content
Serene
Relaxed
Calm

Front 22

Do emotions make us irrational

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if you exhibit emotion you are likely to act irrationally.

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Affect intensity

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how strongly you expirience your emotions. Affectly intnese people experience both positive and negative emotions more deeply. When their sad, their really sad, when their happy their really happy!

Front 24

Sources of emotions and moods

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Personality
Day/time of the week
Weather
stress
social activities
sleep
exercise
age
gender

Front 25

Felt emotions

Back 25

individuals actual emotions.

Front 26

emotional intelligence

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persons ability to be self aware
detect emtions in others
manage emotional cues an infomation.
reading emotional cues.

Front 27

six qualities of emotional intelligence

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communication
organization
political skill
vision
cognitive style
emotional intelligence

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arguments in favor of emotional intelligence behavior being legit

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intutive appeal- it is good to process street smarts and social intelligence.

emotional intelligence predicts criteria that matter, like job performance.

EI is biologically based. People with damage to part of the brain score lower on EI tests.

Front 29

Arguements against EI

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too vague
cant be measured
the validity is suspect.

Front 30

Formal groups

Back 30

Groups defined by the organizations structure, with designated work assignments establishing tasks. in formal groups, the behaviors that team members should engage in are stipulated

Front 31

informal groups

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alliances that are neither formally structure nor organizationally determined.

Front 32

norms

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acceptable standards of behavior shared by the group members. norms tell members what they ought and ought not to do under certain circumstances.

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performance norm

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most common group norm, work groups typically provide their group members with explicit cues to how hard they should work , how to get the job done, and what level of output should be.

Front 34

appearance norm

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dress codes
unspoken rules about when to look buzy

Front 35

social arrangement norms

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with whom group members eat lunch, weather to form freindships on and off the job.

Front 36

resource allocation norms

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assignment of difficult jobs, distribution of resources like pay or equipment.

Front 37

social loafing

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the tendency for individuals to expend less effort when working collectively than when working individually. .

Front 38

ways to prevent social loafing

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1. set group goals so that the group has a common purpose to strive toward.
2. increase intergroup competitioion, which focuses the group on a shared outcome
3. engage in peerevaluation so that each persons contribution to the group is evaluate by each grop member
distribute group rewards.

Front 39

cohesiveness

Back 39

the degree to which members are attracte to each other and are motivated to stay in the group.

Front 40

Increasing group cohesiveness

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1. smaller groups
2. encourage agreement with group goals.
3. increase the time members spend together
4. increase the status of the group and the perceived difficulty of attaining membership in the group.
5. stimulate competition with other groups
6. give group awards instead of individuals
7. physically isolate the group.

Front 41

High cohesiveness high performance norms

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high productivity

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low cohesivness high perfomance norms

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moderate productiveity

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High cohesiveness but low performance norms

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low productivity

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Low cohesiveness low performance norms

Back 44

moderate to low productivity

Front 45

group decisions

Back 45

generally more accurate than decisions of the average individual in a group.

Front 46

Types of teams

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Problem-solving teams
Self-managed work teams
cross-functional teams
virtual teams

Front 47

Problem-solving teams

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Typically composed of 5 to 12 hourly employees from the same department who met for a few hours each week to discuss ways of improving quality, efficiency, and the work environment.

Front 48

Self - managed work teams

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groups of employees(typically 10 to 15) who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors.

Front 49

Cross - functional teams

Back 49

Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task.

Front 50

Virtual Teams

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Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.

Front 51

Skills of team members

Back 51

Need people who have technical expertise, problem solving and decision making skills

Front 52

Personality

Back 52

A significant influence on individual employee behavior

Front 53

Common plan and purpose

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Provides direction, momentum, and commitment for members. This purpose is a vision or master plan.It borders their specific goals

Front 54

Social loafing

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They can engage in social loafing and coast on the group's effort because their individual contributions cant be identified.
Effective teams undermine this tendency by holding themselves accountable at both the individual and team levels

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Sender

Back 55

initiates a message by encoding a thought. The message is the actual physical product from the sender's encoding. When we speak, the speech is the message. When we write, the writing is the message

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Channel

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Is the medium through which the message travels. It is selected by the sender.

Front 57

Formal Channel

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Established by organization and transmit message that are related to the professional activites of members.

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Informal Channel

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Communication channels that are created spontaneously and that emerge as responses to indivdual choices

Front 59

Nonverbal communication

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Includes body movements, the intonations or emphasis we give to words, facial experssions, and the physical distance between the sender and receiver

Front 60

Grapevine

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An organization's informal communication network

Front 61

High context cultures

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Cultures that rely heavily on nonverbal and subtle situational cues in communication. Countries such as China, Korea, Japan, and Vietnam

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Low - context cultures

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Cultures that rely heavily on words to convey meaning in communication. Europe and North America

Front 63

Trait theories of leadership

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Theories that consider personal qualities and characteristics that differentiate the leaders from nonleaders

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Managerial Grid

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A nine by nine matrix outlining 81 different leadership styles.

Front 65

Fiedler contingency model

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The theory that effective groups depend on proper match between a leader's style of interaction with subordinates and degree to which the situation gives control and influence to the leader.

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Path Goal theory

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A theory taht states that it is the laders's job to assist the followers in attaining their goals and provide the necessary direction and/or support to ensure that their goals are compatible with the overall objective of the group or organization

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Framing

Back 67

A way of using language to manage meaning

Front 68

Charismatic leadership

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a leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.

Front 69

Transformational Leaders

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Leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers

Front 70

transactional leaders

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Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements

Front 71

Key dimensions of trust

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Integrity
competence
consistency
loyalty
openness

Front 72

Mentor

Back 72

A senior employee who sponsors and supports and supports a less - experienced employee, called protege.

Front 73

Training Leaders

Back 73

Organizations in aggregate spend billions of dollars, yen, and euros on leadership training and development.