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28 Cards in this Set
- Front
- Back
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Definition of OB & interdisciplinry influences |
the study of individual behavior and group dunamics in organizations Interdisciplinary influences: - Kurt Lewin (psychology, sociology, engineering, anthropology, management, medicine) |
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Elements of organizations as an open system |
Look at the model by Katz and Kahn and Leavitt |
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formal organization |
goals and objectives policies and procedures job descriptions financial resources authority structure communication channels products and services |
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informal organization |
beliefs and assumptions perceptions and attiudes values feelings group norms informal leaders |
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changes in the global marketplace |
Silent Generation, baby boomers, generation X, Generation Y The EU China is the largest emerging economy- its relationship with the US Guanxi NAFTA |
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Hoftede's 5 cultural differences |
Mascuinity vs femininity Individualism vs collectivism Uncertainty Avoidance Time Orientation Power Distance |
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4types of diversity |
Cultural Gender Ability Age |
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Americans with Disabilities Act |
1992 Because of AIDS in America Employers are required to make reasonable accomodations to permit workers with disabilities to perform jobs A disabled person is "anyone possessing a physical or mental impairment that substantially limits one or more major life activities" |
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Pros of Diversity |
Better problem solving attract and retain best employees creative ideas and innovation improves marketing efforts enhances flexibility |
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Cons of Diversity |
communication problems slowed decisision making interpersonal conflict resisitence to change lack of cohesiveness focusing too much on diversity rather than other things |
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3 Types of Sexual Harassment |
Gender harassment Unwanted sexual attention Sexual Coersion |
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Interpersonal Communication Model & Its Elements |
communicator receiver perpetual screens message |
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Reflective Listening- its techniques |
the skill o carefully listening to another person and repeating back to the speaker the heard message to correct any inaccuracies. (personal, feeling oriented, and responsive) Verbal response: 1. affirming contact 2. paraphrasing 3. clarifying 3. reflecting "core" feelings Non Verbal: silence and eye conatct |
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5 keys to effective supervisory communication |
Expressive speakers empathetic listeners persuasive leaders sensitivity to feelings informative managers |
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barriers to communication |
Physical separation Status differences gender differences cultural diversity language |
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defensive tactics |
power play put down labeling raising doubts misleading scapegoating hostile jokes deception |
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groups |
2 or more people with common interests, objectives, and continuing interaction |
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work team |
a group of people in the work place |
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norms of behavior |
the standards that a work group uses to evaluate the behavior of its members written/unwritten verbal or non verbal implicit or explicit |
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group cohesion |
togethernerness. |
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social loafing |
one or more group members rely on the efforts of other group members and fail to contribute their own time, effort, thoughts, or other resources to the group |
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tuchman's 5 stage model of group formation |
1. forming 2. storming 3. norming 4. performing 5. adjourning |
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Mature group- its characteristics |
1. purpose and mission 2. behavioral norms 3. group cohesion 4. status structure |
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Decision-Making Process |
1. recognizing and defining the problem 2. identify alternatives 3. evaluate altneratives 4. implement the alternative 5. follow up and evaluate results |
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Decisions |
Programmed: simple, routine matter for which a manager has an established decision rule Non programmed: a new, complex decision that requires a creative decision |
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models of decisions (3) |
1. Rational Model - the outcome will be completely ratoinal - the decision maker has a consistent system of preferences, which is sued to choose the best alternative - the decision maker is aware of all the possible alternatives - the decision maker can calculate the probablitiy of succes for each alternative 2. Bounded Rationalist Model - managers select the first alternatvive that is satisfactory - managers recognize that their conception of the world is simple - managers are comfortable making decisions withou determining all the alternatives - managers make decisions by rules of thumb or heuristics 3. Garbage Can Model - decisions are random and unsystematic - problems, solutions, participants, and choice opportunities are floating arond randomly - quality of the decision depends on timing |
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risk |
Risk takers vs risk averse - women are more risk averse than men - more experienced managers are more risk averse |
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escalation of commitment |
continuing to support a failing course of action Why? - cognitive dissonance theory: humans dislike inconsistency |
