MHR3020

Stero

Organizations

coordinated social unit composed of 2 or more people, that function on a relatively continuous basis to achieve a common goal  or set of goals

Organizational behavior (OB):

• is a field of study that investigates the impact that individuals, groups, and structure have on behavior within an organization to apply such knowledge toward improving an organization’s effectiveness

• Application of scientific knowledge from several social sciences to understand, predict, and manage human behavior in an organization

Evidence-Based Management (EBM)

proven information that when applied allows managers and organization to achieve their goals effectively and efficiently 

Intuition

an instinctive feeling not necessarily supported by research

Systematic study and BM add to it, “why I do what I do”

Managers

An individual who achieves goals through other people

Main Manager Activites

1. Planning: process that includes defining goals, establishing strategy, and developing plans to coordinate activities 

2. Organizing: determining what tasks are to be done, who is to do them, how the tasks are grouped, who reports to whom, and where decisions are to be made 

3. Leading: a function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts 

4. Controlling: monitoring activities to ensure that they are being accomplished as planned and correcting any significant deviation.

Interpersonal

ceremonial and symbolic in nature

Ex: figurehead, leadership, liaison

Informational

1. collect information from outside organizations and institution by scanning outside sources and people 

• Monitor, disseminator, and spokesperson

Decisional

the ability to apply specialized knowledge or expertise

Ex: entrepreneur roles, disturbance handlers, resource allocators, and negotiator

Technical skills

the ability to apply specialized knowledge or expertise

Learnt through extensive formal education or training

Human skills

ability to work with, understand, and motivate other people, both individually and in groups 

Good listener, motivator, etc

Conceptual Skills

mental ability to analyze and diagnose complex situations

• Identify a problem, develop alternative solutions, and evaluate those solutions 

• Integrate new ideas with existing processes and innovate on the job

Psychology

Seeks to measure, explain, and sometimes change the behavior of humans and other animals

understand invdiddual behavior

Social psychology

An area of psychology that blend concepts from psychology and sociology to focus on the influence of people on one another

understand the group behavior, focuses on collective (group dynamic and team building)

Sociology

 studies people in relation to their social environment or culture

to understand the norms, rules, and social order people create

Anthropology

study of societies to learn about being and their activities

study of culture, all human group create culture, studies these cultures

Contingency variable

situational factors or variable that moderate the relationship between 2 or more variables

Workforce diversity

organization are becoming more heterogeneous in terms of gender identity, age, race, ethnicity, sexual orientation ,and other characteristic

Workforce inclusion

creating and maintaining workplace that support and leverage their members diversity

Expatriate

person who works outside their native country

Ethical dilemmas and ethical choices:

 situations in which individuals are required to define right and wrong conduct.

Emotion regulation

involves identifying and modifying the motion you feel:

Emotional Intelligence

The ability to detect and to manage emotional cues and information.

Affective Events theory (AET):

A model suggesting that workplace events cause emotional reactions on the part of employees, which then influence workplace attitudes and behaviors

Emotional Labor

 an employee’s expression of organizationally desired emotions during interpersonal transactions at work

Surface acting

 hiding one’s feeling and forgoing emotional expression in response to display rules

Deals with displayed emotions

Deep Acting

trying to modify true inner feeling based on display rules

Deal with felt emotions

Felt

the individual's actual emotion

Displayed

required or appropriate emotions:

Affect Intensity

individual differences in the strength with which individuals experience their emotions.

Illusory correlation

The tendency of people to associate two events when in reality there is no connection

Positivity Offset

The tendency of most individuals to experience a mildly positive mood at zero input (when nothing in particular is going on)

Positive affect

A mood dimension that consists of specific positive emotions such as excitement, enthusiasm, and elation at the high end

Excitement, enthusiasm, and elation

Negative Affect

 A mood dimension that consists of emotions such as nervousness, stress, and anxiety at the high end

Stress, nervous, tense, upset

Diversity Management

The process and programs by which managers make everyone more aware of and sensitive to the needs and differences of others

Moral emotions

 Emotions that have moral implications

Affects

A broad range of feeling that people experience. Include emotions + moods

Emotions:

Intense, discrete, and short-lived feeling experience that are often caused by a specific event. Anger, fear, sadness, happiness, disgust, and surprise 

Moods

Feeling that tends to be longer-lived and less intense than emotion and that lack a contextual stimulus

Physical Abilities

capacity to do tasks that demand stamina, dexterity, strength, and similar characteristic

Intellectual abilities

 the capacity to do mental activities- thinking, reasoning, and problem solving 

General Mental Ability (GMA):

 An overall factor of intelligence, as suggested by the positive correlations among specific intellectual ability dimensions

Positive diversity climate

 In an organization, an environment of inclusiveness and an acceptance of diversity 

Biographical Characteristic

 Personal characteristics—such as age, gender, race, and length of tenure—that are objective and easily obtained from personnel records. These characteristics are representative of surface-level diversity.

Stereotype Threats

 The degree to which we agree internally with the generally negative stereotyped perceptions of our groups

Discrimination

Noting of a difference between things; which means making judgments about individuals based on stereotypes regarding their demographic group.

Stereotyping

is judging someone on the basis of our perception of the group to which that person belongs. Based on Generalization on limited informations

Hard to change b/c reflect life experience, it will eventually lead to discrimination

Deep-level diversity

Differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better.

• Share characteristic such as personality of values 

• Ex: values, personality, work preferences 

Surface-level diversity

• Difference in easily perceived characteristics, such as gender, race, ethnicity, age, or disability that do not necessarily reflect the way people think or feel but may activate certain stereotypes 

  Leads to stereotypes 

• Ex: gender, age, race, ethnicity

Formal group

A designated work group defined by an organization structure

Informal group

• A group that is neither formally structured nor organizationally determined; such as group appears in response to the need for social contact 

Group

two or more individuals, interacting and interdependent who have come together to achieve particular objective

Social Identity Theory

•  a conceptual perspective on group processes and intergroup relations that assume that group influence their members' self-concepts and self-esteem, particularly when individual categorize themselves as group members and identify strongly with the group 

• Individual develop a sense of self, by defining people who belong to their groups by similar characteristics (ingroups), and by differing people with different characteristics (outgroups)

Self-fulfilling prophecy

•  A situation in which a person inaccurately perceives a second person and the resulting expectations cause the second person to behave in ways consistent with the original perception

• Expectations become reality. Found to affect the performance of students, soldiers, accountants, and a number of other occupations.

Horns Effect

•  The tendency to draw a negative general impression about an individual based on a single characteristic.

Halo Effect

•  The tendency to draw a positive general impression about an individual based on a single characteristic.

Selective perception

 the tendency to choose to interpret what one sees based one’s interest, background, experience, and attitudes

Self-serving bias

•  the tendency for individuals ot attribute their own successes to internal factor and put the blame for failure on external factors 

Fundamental attribution error:

tend to underestimate the influence of external factors and overestimate the influence of internal or personal factors.

Externally caused behavior:

•  is what we imagine the situation forced the individual to do

• employee is late for work, and you attribute his lateness to a traffic snarl,it’s external 

Internally caused behavior:

• those an observer believe to be under the personal behavioral control of another individual 

• employee is late for work, you might attribute that to his oversleeping

Attribution Theory

tries to explain the ways we judge people differently depending on the meaning we attribute to a behavior, such as determining whether an individual’s behavior is internally or externally caused

• Depends on 3 factors (CDC)
  - Consensus

  -Distinctiveness

  - Consistency 

Model:

An abstraction of reality, a simplified representation of some real-world phenomenon

Input:

Variable that lead to processes

personality, group structure, and organizational culture that lead to processes

Processes:

 Actions that individuals, groups, and organizations engage in as a result of inputs and that lead to certain outcomes.

Emotions and moods, motivation, perception, and decision making. At the group level, they include communication, leadership, power and politics, and conflict and negotiation.

Outcomes:

Key factors that are affected by other variables

• such as attitudes and stress, task performance, citizenship behavior, and withdrawal behavior.

• List Below: Stress, task Performacne, Organizational citizen behavior:

Stress

psychological process that occurs in response to environmental pressure 

Attitudes: Employee attitudes are the evaluations that employees make, ranging from positive to negative, about objects, people, or events. 

Task Performance:

The combination of effectiveness and efficiency at doing core job tasks.

types of performance relate to the core duties and responsibilities of a job and are often directly related to the functions listed on a formal job description.

Organizational citizenship behavior (OCB)

The discretionary behavior that is not part of an employee’s formal job requirements, and that contributes to the psychological and social environment of the workplace

Successful organizations have workers who provide performance beyond expectations.

Withdrawal Behavior

The set of actions employees take to separate themselves from the organization.

Group Cohesion

 The extent to which members of a group support and validate one another while at work.

Grouping functioning

The quantity and quality of a group’s work output.

Similar to how the performance of a sports team is more than the sum of individual players’ performance, group functioning in work organizations is more than the sum of individual task performances.

Productivity

The combination of the effectiveness and efficiency of an organization.

Organizational Survival

The degree to which an organization is able to exist and grow over the long term. Depends not just on how productive the organization is but also on how well it fits with its environment.

 relies on perceiving the market successfully, making good decisions about how and when to pursue opportunities,

Mindfulness

Reception, attention, and awareness of the present moment, events, and experiences

Separate oneself from the moment, decrease the use of automatic thoughts, and increase awareness of one’s own body

Emotional contagion

The process by which peoples’ emotions are caused by the emotions of others.

Workplace deviant behavior

actions that violate norms and threaten the organization

Emotional Dissonance

Inconsistencies between the emotions people feel and the emotions they project

Systematic Study

Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence

Perception

is a process by which individuals organize and interpret their sensory impression to give meaning to their environment

Person Perception

Perception people form about each other

the meaning and value we create about one another, based on our perceptual filters

Contrast Effect

We do not evaluate a person in isolation. Our reaction to one person is influenced by other perosons we have recently encountered

Evaluation of a person’s characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics

Social Categorization

An explanation of the cognitive processes that align people’s self-conceptions with the groups to which they belong. According to the theory, perceivers not only classify others into social categories but also recognize their own membership in such categories and apply stereotypes pertaining to those categories to themselves.