Organizational Behavior Exam 1

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Organizational Behavior (OB)

Study of how groups of people work interdependently towards common goals within organizations.

Organizational Effectiveness

Ideal state in which an organization effectively transforms inputs to outputs, satisfies stakeholders' needs, and fits with its external environment.

Three Levels of Analysis in OB

Individual, Team, and Organizational levels used to analyze behaviors and interactions within organizations.

Open Systems Perspective

View that organizations interact with and are influenced by their external environment, constantly exchanging resources.

Human Capital

Employees' skills and abilities that are essential for an organization's success, difficult to replicate or replace.

Deep-Level Diversity

Differences in personality and experiences that are not immediately visible, as opposed to surface-level diversity.

Task Behavior

Voluntary goal-directed behaviors that are proficient, adaptive, and proactive.

Counterproductive Work Behavior (CWB)

Voluntary actions that can harm the organization or its members.

Organizational Citizenship Behaviors (OCB)

Behaviors that promote the organizational context, such as cooperation and helpfulness.

Triple Bottom Line Philosophy

Focus on economic, social, and environmental outcomes rather than solely financial profits.

Direct Employment Relationship

A direct connection between employee and employer, often associated with higher satisfaction and quality.

Poor Role Perceptions

Misunderstandings about job expectations that lead to inefficiency and reduced workplace effectiveness.

Personality

Enduring patterns of thoughts, emotions, and behaviors that characterize an individual.

Big Five Personality Traits

OCEAN: Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism.

Dark Triad

Three personality traits: Narcissism, Machiavellianism, and Psychopathy that can predict workplace behavior.

Value Congruence

Alignment of personal values with organizational values leading to greater job satisfaction and commitment.

Ethics

Study of moral principles that determine right and wrong behaviors.

Utilitarianism

Ethical principle focused on achieving the greatest good for the greatest number.

Fundamental Attribution Error

Tendency to overvalue personal traits and undervalue situational factors when assessing others' behaviors.

Emotional Labor

Effort required to manage feelings and expressions to fulfill emotional requirements of a job.

Emotional Intelligence

Ability to recognize, understand, and manage one's own emotions and others' emotions.

Employee Engagement

The emotional and cognitive commitment employees have toward their work and organization.

Expectancy Theory

Theory explaining how individuals are motivated by the expected outcomes of their actions.

Satisficing

Choosing an option that is 'good enough' rather than the optimal one.

Cognitive Dissonance

Emotional discomfort arising from inconsistencies between beliefs, feelings, and behaviors.

Organizational citizenship

cooperation with or helpfulness, supports work context, may have negative work consequences

Counterproductive Work Behavior (CWB)

Voluntary behaviors that may harm the organization or its members.

Task Behavior

Voluntary goal-directed behaviors that are proficient, adaptive, and proactive

Individual Level of Analysis in OB

Focuses on the behaviors, attitudes, and motivations of individual employees within an organization.

Team Level of Analysis in OB

Examines how groups of people within an organization interact and work together to achieve a common goal.

Organizational Level of Analysis in OB

Analyzes the overall structure, culture, and processes of the entire organization.

Conscientiousness

Characteristics include being organized, dependable, and thorough.

Agreeableness

Traits include being trusting, helpful, and good-natured.

Neuroticism

Involves feelings of anxiety, insecurity, and self-consciousness.

Openness to Experience

Includes being imaginative, creative, and curious.

Extraversion

Characteristics of being outgoing, talkative, and energetic.

Narcissism

Obsessive belief in one's own superiority and entitlement, often linked to low self-esteem.

Machiavellianism

Strong motivation to achieve personal goals, often at the expense of others.

Psychopathy

Characterized by manipulation of others, superficial charm, antisocial behavior, impulsiveness, and a tendency to act according to one's desires regardless of consequences.

Utilitarianism

Ethical principle focused on achieving the greatest good for the greatest number.

Individual Rights

The belief that every individual has the same natural rights.

Distributive Justice

The principle that benefits and burdens should be distributed equally or proportionally among individuals.

Ethic of Care

Moral obligation that emphasizes the need to help others and be attentive to their needs.

Individualism

Value placed on personal freedom, self-sufficiency, control over one's life, and appreciation for unique qualities.

Collectivism

Value placed on group membership and maintaining harmonious relationships within the group.

Surface Acting

Pretending to be in a good mood when helping a customer.

Deep Acting

Involves cognitive effort to align one's feelings with the required emotions, resulting in a better emotional state for the individual.

Emotional Labor

The effort, planning, and control required to express emotions that align with organizational expectations, particularly in jobs that require prolonged emotional displays, intense emotions, and a variety of emotions.

Exit

Leaving the situation.

Voice

Changing the situation.

Loyalty

Patiently waiting for the situation to improve.

Neglect

Reducing work effort or quality.

Affective Commitment

Emotional attachment to, identification with, and involvement in an organization, resulting in lower turnover and higher motivation.

Continuance Commitment

Calculative attachment where leaving is difficult due to social or economic loss or lack of alternative employment opportunities.

Normative Commitment

The felt obligation or moral duty to remain with the organization, often influenced by the norm of reciprocity.

Drive to Acquire

The urge to seek, acquire, control, and retain objects or experiences.

Drive to Bond

The desire to form social relationships and develop mutual caring commitments with others.

Drive to Comprehend

The drive to satisfy our curiosity, know and understand ourselves and the environment.

Drive to Defend

The instinct to protect ourselves physically and socially.

Personalized Power

A type of power driven by self-interest, personal gain, and dominance over others.

Socialized Power

A type of power used to benefit others, contribute to the organization, and inspire positive change.

Definition of Organizational Behavior (OB)

Groups of people who work interdependently towards some purpose.

What OB knowledge improves our ability to do

Improves organizational effectiveness, including a good fit with the external environment, effectively transforming inputs to outputs, and satisfying the needs of key stakeholders.

Ultimate Dependent Variable in OB

Organizational effectiveness.

Corporate Social Responsibility

Activities intended to benefit society and the environment beyond the firm's immediate financial interests or legal obligations.

Open Systems Perspective

View that organizations are not isolated entities but rather interact with and are influenced by their external environment, constantly exchanging resources and adapting to changes.

Human Capital in OB

Essential for organizational success, difficult to replace with technology, and improves organizational effectiveness.

The Contingency Anchor

Recognizes that effectiveness can come from other disciplines, not just from OB research.

Deep-Level Diversity

Differences in personality and experiences that are not immediately visible.

Surface Level Diversity

Individual differences that are visible, such as age and race.

Definition of Motivation

Internal forces that affect the direction, intensity, and persistence of voluntary behavior.

Examples of Behaviors

Task behavior: voluntary goal-directed behaviors; Counterproductive work behavior: voluntary behaviors that may harm the organization; Organizational citizenship: cooperation and helpfulness that supports the work context.

Organizational Values

Core principles and beliefs that guide an organization's culture, decision-making, and actions.

Triple Bottom Line Philosophy

Focus on economic, social, and environmental outcomes, not just financial profits.

Benefits of Informationally Diverse Teams

Increased creativity, better decisions in complex situations, improved employee attitudes, and enhanced team performance.

Direct vs. Indirect Employment Relationships

Direct employment: employee directly works with employer resulting in higher quality and satisfaction; Indirect employment: involves outsourcing or agency work, often resulting in lower job satisfaction.

Impact of Poor Role Perceptions

Leads to confusion, inefficiency, stress, and disengagement, negatively affecting job performance.

When does Personality Stabilize?

Around the age of 30.

Big Five Personality Traits

Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism.

The Dark Triad

Includes Narcissism, Machiavellianism, and Psychopathy, predicting some workplace behavior.

Role of Personal Values in the Workplace

Influence workplace attitudes, motivation, ethical decision-making, and company culture.

Value Congruence

Alignment of personal values with organizational values, leading to higher job satisfaction and lower turnover.

Ethics

Study of moral principles that determine right and wrong behaviors.

Different Ethical Principles

Utilitarianism, Individual Rights, Distributive Justice, Ethic of Care.

Individualism vs. Collectivism

Individualism: value placed on personal freedom and self-sufficiency; Collectivism: value placed on group membership and harmony.

Self-Enhancement

Motivated by self-interest, leading to better mental health and higher motivation but riskier decisions.

Self-Verification

Stabilizes self-concept, affects perceptions and interactions.

Social Identity Theory

Defines ourselves by our groups.

Low Complexity

Resources develop fewer identities better, affecting tasks and decisions in an organization.

Self-Efficacy

Belief that one can successfully perform a task.

Self Concept Characteristics

Complexity, consistency, clarity.

Perception

Process of receiving and making sense of information about the world.

Selective Attention

Choosing to focus on certain sensory information while ignoring others.

Confirmation Bias

Nonconsciously screening out information that contradicts beliefs and values.

Categorical Thinking

Simplifying information by grouping it.

Stereotyping

Assigning traits based on social categories, often automatic and ingrained.

Stereotype Threat

Stress caused by fear of confirming a negative stereotype about one's group.

Prejudice

Negative attitudes toward individuals or groups based on characteristics.

Fundamental Attribution Error

Overemphasizing internal causes of others' actions while underestimating situational influences.

Self-Serving Bias

Attributing failures to external causes and successes to internal causes.