Organizational Behavior Test 2

Front 1

Instrumental Values

Back 1

alternative behaviors or means by which we achieve desired ends. Honesty, ambition, etc.

Front 2

Terminal Values

Back 2

desired end states or life goals. Happiness, success.

Front 3

Intra-personal Value Conflicts

Back 3

When highly ranked instrumental and terminal values pull an individual in different directions within one's self.

Front 4

Interpersonal Value Conflicts

Back 4

when combinations of instrumental and terminal values inevitably spark disagreements (with others)

Front 5

Individual-Organization Value Conflict

Back 5

Espoused or enacted by the organization collide with employee's personal values. Self versus company.

Front 6

MARS Model of behavior and performance

Back 6

Motivation: Desire and persistence within ourselves to pursue an interest.
Ability: Physical/Mental potential
Role: Perceptions
Situational Factors: Outside of our control

Front 7

Job Satisfaction

Back 7

An effective or emotional response toward various facets of one's job.
Varies across countries
One of the most frequently studied work attitudes by OB researchers.

Front 8

Organizational Commitment

Back 8

Extent to which an individual identifies with an organization and its goals
Strong relationship between organizational commitment, job satisfaction, and job performance. Also reduces turnover.

Front 9

Ways to Involve People

Back 9

Suggestion Plans and Rewards for ideas
Employee Surveys
Team and participative management
Open book management
Employee stock ownership plans
Total Quality Management

Front 10

Organizational Citizenship Behaviors

Back 10

Voluntary employee behaviors that exceed basic job expectations or work role requirements.

Front 11

Potential Outsourcing Effects

Back 11

Job commitment
Involvement and Productivity
Job Satisfaction and Quality
Motivation and Attitudes

Front 12

Perception Processing Model

Back 12

REVIEW IN POWER POINT SLIDES

Front 13

Schema

Back 13

Mental picture of an event, situation, or opportunity. Is there a perception of adversity or potential opportunity?

Front 14

Stereotypes

Back 14

individual's set of beliefs about the characteristics of a group of people. Based on inaccurate perceptions can limit the quality of our workforce.

Front 15

Characteristics of Stereotypes

Back 15

Not always Negative
May or may not be accurate
Can lead to poor decisions and discrimination.

Front 16

Perceptual Errors Description

Back 16

Faulty or inaccurate perceptions about what constitutes good versus poor performance results in inaccurate ratings of employee performance.

Front 17

Perceptual Errors Types

Back 17

Halo: A rater forms an overall impression about someone and then uses that impression to bias the rating
Leniency: A personal characteristic that leads an individual to consistently evaluate other people in an extremely positive fashion.
Central Tendency: The tendency to avoid all extreme judgments and rate people as average or neutral.
Recency Effects: the tendency to remember recent information. If the information is negative the person is evaluated negatively.

Front 18

Self-Fulfilling Prophecy

Back 18

peoples expectations or beliefs determine their behavior and performance, thus serving to make their expectations come true.

Front 19

Casual Attributions

Back 19

Suspected or inferred causes of behavior.
Do most managers try to find out what is causing a behavior or do they tend to just evaluate the behavior positively or negatively?

Front 20

Fundamental Attribution Bias

Back 20

Ignoring environmental factors that affect behavior

Front 21

Self-Serving Bias

Back 21

taking more personal responsibility for success than failure.

Front 22

Motivation

Back 22

psychological processes that arouse and direct goal directed behavior.

Front 23

Alderfer's ERG Theory

Back 23

Need Theory
Growth: desire to grow and use one's abilities to their fullest potential.
Relatedness Needs: desire to have meaningful relationships
Existence Needs: desire for physiological and materialistic well-being
His theory does not assume a stair step hierarchy as does Maslow
Contains a frustration-regression component.

Front 24

McClelland's Need Theory

Back 24

The need for Achievement to accomplish something difficult
the need for Affiliation to spend time with social relationships and activities.
the need for power to influence, coach, teach, or encourage others to achieve.
**Executives should have a need for socialized power, power directed at helping others rather than personalized power, power directed at helping one's self.

Front 25

Process Theories of Motivation

Back 25

Equity Theory: fairness in what is received for work that is done in comparison to similar others.
Expectancy Theory: effort to performance expectation; performance to outcome.
Goal Setting: management by objectives setting meaningful goals that help the organization perform better

Front 26

Motivation Through Job Design

Back 26

changing the content and or process of a specific job to increase job satisfaction and performance.

Front 27

Approaches to Job Design

Back 27

Mechanistic: very little cooperation between management and workers
employees underachieving by engaging in output restrictions.
Scientific Management using research and experimentation to find the most efficient way to perform a job.

Front 28

Motivation Approaches

Back 28

Job Enlargement: more variety not more responsibility
Job Rotation
Job Enrichment: more responsibility

Front 29

Motivator V Hygiene Factors Herzberg

Back 29

Motivators: Job characteristics associated with job satisfaction
Hygiene Factors: Job characteristics associated with job dissatisfaction

Front 30

Intrinsic Motivation

Back 30

being driven by positive feelings associated with doing well on a task or job.

Front 31

Extrinsic Motivation

Back 31

motivation caused by the desire to attain specific outcomes. Praise, recognitions, financial rewards etc.

Front 32

Organizational Justice

Back 32

Distributive Justice: The perceived fairness of how resources and rewards or distributed
Interactional Justice: Extent to which people feel fairly treated when procedures are implemented.
Procedural Justice: the perceived fairness of the process and procedure used to make allocation decisions.

Front 33

GOAL SETTING

Back 33

REVIEW SLIDES ON PAGE 2 GOAL SETTING ALL 6 BRO

Front 34

Feedback objective

Back 34

specific information about performance (should address both positive areas and negative aspects in need of improvement)

Front 35

Practical Lessons from Feedback Research

Back 35

Feedback is often misperceived or rejected (especially negative feedback)
Feedback needs to be tailored to the recipient
Should be interactive (2-way)
Don’t attack the person, tactfully address the area that needs improving
Higher level positions tend to receive less quality feedback

Front 36

Trouble Signs for Organizational Feedback Systems

Back 36

Feedback used to punish, embarrass or put down employees

Those receiving feedback see it as irrelevant to their work

Feedback information is provided too late to do any good

People receiving feedback believe it relates to matters beyond their control

Front 37

Tips for Giving Good Feedback

Back 37

Relate feedback to existing performance goals and expectations
Give specific feedback tied to observable behavior or measurable results
Channel feedback toward key result areas
Give feedback as soon as possible
Give positive feedback for improvement, not just final results
Focus feedback on performance, not personalities
Base feedback on accurate and credible information

Front 38

Feedback Consistency

Back 38

Verbal expression with a tone of respect
Written expression of feedback that matches one’s words.
Document key result and improvement areas
Evaluation rating consistent with above

Front 39

Nontraditional Feedback

Back 39

Upward Feedback (evaluate the boss)
360-Degree Feedback comparison of anonymous feedback from one’s superior, subordinates, and peers with self-perceptions
Self-assessment
Peer Review

Front 40

Team Based Pay and Pay for Performance

Back 40

Pay for Performance (linking a portion of pay to achieving a specified goal or set of goals, could be an individual, group or organizational wide type of reward system). Examples could include a merit raise plan, a profit-sharing plan, a gain-sharing plan, or some type of bonus system.

Front 41

Positive Reinforcement

Back 41

Using behavior modification (positive reinforcement) to help achieve desired levels of job performance. Using extrinsic rewards (praise, financial, etc.)
Thorndike’s Law of Effect (behavior with favorable consequences tends to be repeated, behavior with unfavorable consequences tends to disappear)

Front 42

Skinner's Model

Back 42

Respondent behavior (reflex action like touching a hot stove)
Operant behavior (learned behavior linked to getting a positive reward that reinforces a behavior)

Front 43

Types of Reinforcement Contingent Consequences

Back 43

Positive reinforcement ( making desired behavior occur more often with a pleasing consequence)
Punishment (undesired consequence aimed at reducing an undesired behavior)-receiving a disciplinary action from your supervisor for violating a company rule.

Front 44

Reinforcement Types

Back 44

Negative (making behavior occur more often by withdrawing something negative)-examples; a coach or drill sergeant stops yelling when you finally do something the right way.
Extinction (making a behavior occur less often by ignoring it or not reinforcing it)-avoid or stop talking to someone you do not like, so they will leave you alone.

Front 45

Schedules of Reinforcement

Back 45

Continuous (reinforcer follows every response)-Praising a new EE
Fixed Ratio (a certain number of responses followed by reinforcement)
Variable Ratio (random reinforcement, after so many times)
Fixed Interval (specific period of time)
Variable Interval (random length of time)

Front 46

Stages of Group/Team Development

Back 46

Forming Why are we here
Storming Arguing
Norming Agreeing to work together
Performing Accepting roles
Adjourning Project ends

Front 47

TEAMS

Back 47

High Trust
Cohesiveness
Time
Mutual Responsibility
Aligned on Purpose

Front 48

Groups

Back 48

Low trust
Minimal cohesiveness
Not enough time
individual pursuits
shared goal bot may not be aligned

Front 49

Roles Expected Behaviors

Back 49

Overload: other's expectations exceed one's ability.
Conflict: inconsistent expectations flip flopping, multiple supervisors.
Ambiguity: unknown or unclear expectations.

Front 50

Group/Team Process

Back 50

Maintenance Roles focus on building relationships and group dynamics, communication, conflict resolution.
Task roles focus on getting the job done effectively.

Front 51

Types of Teams

Back 51

Advice: Quality circles, review teams
Production: Work cycles, processes
Project: Research, engineering, development
Action: Military and Police.

Front 52

Primary Team defectiveness criteria

Back 52

Performance achieves goals gets results
Viability: members are satisfied and willing to contribute cohesive and sustained membership.

Front 53

Why do Teams Fail?

Back 53

Management Mistakes: Unrealistic expectations, fads, or lack of support.
Team Member Mistakes: take on too much to fast, personality conflicts impede progress.

Front 54

Team Building Blocks

Back 54

Trust
Cohesiveness- get along bt can disagree in a civil manner
Cooperation Collaboration
Problem Solving

Front 55

Two Kinds of Cohesiveness

Back 55

Socio-Emotional: sense of togetherness.
Instrumental: sense of urgency to get job done, interdependency develops to focus on task required

Front 56

Self Managed Teams

Back 56

Part of structure and culture with a participative management style
empowered
cross functional
facilitation rather than supervisor direct leadership

Front 57

TEAM BUILDING

Back 57

Developmental Practices designed to make teams more effective, faster, and to promote trust and cohesiveness.
Experiential applied practical situations or job related situations work best
Survival Courses, rafting adventures, high climbs

Front 58

Attributes of high Performance Teams

Back 58

Participative leadership
Shared Responsibility
aligned on purpose
effective communication
task and future focused
utilization of creative talents
rapid response.