Mgmt & Org Behavior Final Review

Organizational Change

Adapting to new conditions or environments

Innovation

Creating new ideas or processes

Reactive Change

Change made in response to problems

Proactive Change

Planned change made ahead of time

Adaptive Change

Reuse of a familiar solution

Innovative Change

New solution for the organization

Radically Innovative Change

New solution for the entire industry

Lewin’s Change Model

Unfreezing (create awareness) • Changing (implement new behavior) • Refreezing (make change permanent)

External Forces for Change

Technology, market changes, social/political pressure

Internal Forces for Change

Employee dissatisfaction, management issues

Force-Field Analysis

Thrusters = push change forward • Counterthrusters = resist change

Personality

Stable traits that influence behavior

Organizational Behavior (OB)

Study of how people act at work

Big Five Personality

Extraversion • Agreeableness • Conscientiousness • Emotional Stability • Openness

Values vs Attitudes

Values = core beliefs • Attitudes = feelings toward something

Perception

Process of interpreting and understanding surroundings

Stereotyping

Judging based on group membership

Halo Effect

Judging based on one trait

Recency Effect

Focusing on recent events

Implicit Bias

Unconscious bias

Fundamental Attribution Bias

Blaming behavior on personality instead of situation

Self-Serving Bias

Taking credit for success, blaming outside factors for failure

Self-Fulfilling Prophecy

Expectations influence behavior and outcomes

Motivation

Psychological processes that direct goal behavior

Extrinsic vs Intrinsic Rewards

Extrinsic = external (money) • Intrinsic = internal (satisfaction)

Maslow’s Hierarchy

Physiological → Safety → Love → Esteem → Self-Actualization

McClelland’s Needs

Achievement • Affiliation • Power

Self-Determination Theory

Competence (capable) • Autonomy (independent) • Relatedness (connected)

Herzberg’s Two-Factor Theory

Hygiene factors = prevent dissatisfaction • Motivators = create satisfaction

Equity Theory

People are motivated by fairness

Expectancy Theory

Effort leads to performance and reward

Goal-Setting Theory

Clear goals improve performance

Group vs Team

Group = individual work • Team = shared goal

Team Development Stages

Forming → Storming → Norming → Performing → Adjourning

Conflict

Perceived disagreement

Task vs Relationship Conflict

Task = about work (can help) • Relationship = personal (harmful)

Conflict Management Styles

Avoiding • Accommodating • Competing • Compromising • Collaborating (best)

Cohesiveness

Strength of group bonds

Groupthink

Pressure to agree, leading to poor decisions

Leadership

Influencing others toward goals

Six Sources of Power

Legitimate • Reward • Coercive • Expert • Referent • Informational

Influence Tactics

Rational persuasion • Inspirational appeals • Consultation • Ingratiation • Personal appeals • Exchange • Coalition • Pressure • Legitimating

Outcomes of Influence

Commitment (best) • Compliance • Resistance

Leadership Traits

Positive: intelligence, emotional intelligence • Negative: narcissism, Machiavellianism, psychopathy

Leadership Skills

Cognitive • Interpersonal • Business • Conceptual

Communication

Transfer of information and understanding

Communication Process

Sender → Message → Channel → Receiver → Feedback

Types of Communication

Verbal • Nonverbal • Formal • Informal

Communication Flow

Downward • Upward • Horizontal

Barriers to Communication

Physical • Personal • Semantic • Cultural

Nonverbal Communication

Body language, tone, facial expressions