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47 Cards in this Set

  • Front
  • Back
Chap 1-- 2 Key Concepts
x
Two Key Outcomes (Fig. 1-1)
Increase job performance & Organizational Commitment
Why OB Matters (POSSIBLE ESSAY)
x
Why OB Matters-- Resource-Based View
Great people are rare
1.Imitability- great people are hard to imitate.
2.History- collective employees pool of experience, wisdom and knowledge benefit organizations.
3. Small decisions-little decisions can make a huge difference.
4.Complexity-socially complex (the people create this, culture, trust, reputation, not clear how they come about but very clear who has it).
--Research supports the idea- great place to work institute and fortune 100 best companies to work for.
Why OB Matters--1/8th Rule
½ people won’t believe it really makes a difference,
½ who do only make a 1 time attempt at a quick fix,
½ of those who commit long term will actually persist long enough to see a difference.
--Basically 12% will only see real results.
Job Performance
x
Steps in Job Analysis
1.Compile List of all Job Activities
2. Evaluate Importance and frequency of activities- SME’s(Subject Matter Experts)
3. Activities that are highly rated are retained and used to define task performance
Organizational Commitment--*3 Types(POSSIBLE ESSAY)
1. Affective (emotion based) - appreciate your job and are emotionally invested. Want to stay.
2. Continuance (cost based) - staying because of the money. You need to stay.
3. Normative (owe the company something) - feeling like you ought to stay.
Organizational Commitment--Responses to Negative Events
Exit - ends or restricts organizational membership
Voice - attempt to improve
Loyalty - Grin and bear it. Hoping that it will change on its own. Passive public support for situation while privately wishing for change
Neglect - mentally check out.
Organizational Commitment-- Withdrawal Behaviors (read)
Psychological withdrawal - Mentally check out (neglect)
1. Day Dreaming
2. Looking Busy
3. Socializing
4. Cyberloafing
5. Moonlighting
Physical Withdrawal - Physical Neglect (EXIT)
1. Tardiness
2. Missing Meetings
3. Quitting
4. Long Breaks
5. Absenteeism


1. Independent Form Model
- Withdrawal behaviors are uncorrelated and occur for different reasons.
2. Compensatory Form Model
- Withdrawal behaviors correlate in a negative way. After you do one you're less likely to do another.
3. Progression Model
- Behaviors correlate in a positive way. Doing one activity leads you to the next.
Team Development--Four Stage Theory
1. Forming - orient by trying to understand boundaries and who the leader is.
2.Storming - Unwillingness to accommodate others’ ideas triggers conflict; commitment to one’s own ideas.
3. Norming- work together to accomplish team goals
4. Performing - comfortable with roles, progress in goals.
5. Transforming - afterstep
Team Development--Punctuated Equilibrium
Process revision in the middle that remains for the rest of the project. A theory of team development in which teams quickly establish a routine, and then at the midpoint of a project, the team reassesses its approach and does much better.
Team Composition (READ)
The mix of people who make up a team in terms of their characteristics

1. Member roles - set of behaviors a person is expected to display
2. Member ability - cognitive abilities
3. Member Personality - agreeableness, extraverted, conscientiousness
4. Member Diversity - provides larger pool of knowledge to solve problems. Can cause problems
5. Team Size - greater # better for management and project teams but not for teams in production tasks. *Most satisfaction with teams between 4 and 5.
**2 pizza rule.
Team Composition-- Roles
1. Member roles - set of behaviors a person is expected to display
Team Composition-- Diversity
4. Member Diversity - provides larger pool of knowledge to solve problems. Can cause problems

-Surface level diversity-- Easily recognizeable attributes like age, sex, race, etc.
-Deep-level Diversity- Differences in attitudes, values, and personality.
Cohesiveness
-Emotional commitment to the team.
-Cohesiveness does not always lead to better performance. (hanging out mentality)
Leadership--Power – definition/key points
x
Leadership--*5 Types (or Sources) of Power(POSSIBLE ESSAY)
x
Leadership--Organizational & Personal
x
Leadership--Consequences (see slide)
x
Leadership--Influence Tactics (Big 3 – see slide)
x
Transformational Leadership
x
Transformational Leadership--Characteristics of TL (4 I’s)
x
Transformational Leadership--4-Step Process (see slide)
x
Kotter article--*8 Reasons Why Change Efforts Fail (POSSIBLE ESSAY)
x
Key ideas of Why Dream Teams Fail (Colvin)
x
Key ideas of War Over Unconscious Bias (Parloff)
x
*Collins chapter(POSSIBLE ESSAY)
x
Collins--Bring the Right People On Board
x
Collins--Characteristics of the Right People
x
Collins--Unload the Wrong People
x
Collins--Switching People to the Right Seats
x
Collins--3 Rigorous Practices
x
*Characteristics of High-Performance Teams(POSSIBLE ESSAY)(in-class model)
x
Overcoming Resistance to Change (3 I’s)(in-class model)
x
Leader-Member Exchange (LMX) Theory(in-class model)
x
Heart of Leadership (in-class model)
x
Importance of Mission Statements(in-class model)
x
Increasing Job Performance (in-class model)
x
Person-Job/Organization Fit Model (in-class model)
x
EVP – 4 Components(in-class model)
x
Diversity/EEO (in-class model)
x
Diversity/EEO--Protected Classes(in-class model)
x
Diversity/EEO--Key Laws(in-class model)
x
Lesson from SAS
x
Lesson from Google
x
Lesson from Home Depot
x