Org Behavior Test 1

Org Behavior

What is personality

The sum total of ways in which an individual reacts to and interacts with others

Personality Dimensions- Jungian Theory

A model of personality based on innate psychological preferences: Extraversion–Introversion, Sensing–Intuition, Thinking–Feeling, and Judging–Perceiving

Big 5 Factors: Openness

People who are open to experience are intellectually curious and low scorers are likely to prefer the plain, straightforward, and obvious over the complex, ambiguous, and subtle

Big 5 Factors: Conscientiousness 

Tendency to be purposeful, show self discipline, act dutifully and aim for achievement. The trait shows a preference for planned rather than spontaneous behavior

Big 5 Factors: Agreeableness  

Tendency to be compassionate and cooperative rather than suspicious and antagonistic to others

Neuroticism

Tendency to experience negative effects and emotions such as anger, anxiety, fear or depression. High scorers are emotionally reactive and vulnerable to stress

Dark Triad

A set of three personality constructs that are socially aversive:

Machiavellianism (manipulation)

Narcissism (superiority)

Psychopathy (lack of empathy)

What is perception and what influences it

A process that involves sensing various aspects of a person, task or event and forming impressions based on selected inputs

enhanced through intensity of stimulus and frequency

Attribution Theory 

When we observe behavior, we attempt to determine whether it is internally or externally caused. An attribution of cause is based on the consensus, distinctiveness, and consistency of the observed behavior

Fundamental Attribution Error

The tendency to underestimate the influence of external factors
and overestimate the influence of internal factors when making
judgments about the behavior of others

We blame people first, not the situation

Self-Serving Bias

The tendency for individuals to attribute their own successes to
internal factors while putting the blame for failures on external
factors

 It is “our” success but “their” failure

Confirmation Bias

The tendency to seek and rely on information that will confirm what we already believe and to avoid data that will contradict our preexisting views

Lack of search for disconfirming evidence and focusing
mostly on confirming evidence

Availability Bias

Emphasizing information that is most readily at hand

Vivid or recent

Sunk Cost Bias/Escalation Commitment

Becoming more committed to a course of action in which there is already substantial prior investments of time, money, or other resources

Anchoring

Using early, first received information (“anchor”) as the basis for making judgments

Status Quo Bias

People have a tendency of “sticking with” the default option

Devil’s Advocacy

Surfacing and posing the unpopular option

Natural lens

taking time to reflect and use outside, unbiased parties as a sounding board

Affect

Broad range of feelings that people experience – can be in the form of Emotions or Moods

Moods

Feelings that tend to be less intense and that lack a contextual stimulus (cause is general, unclear / positive, negative affect / cognitive, not indicated by distinct expressions)

Emotions 

Intense feelings directed at someone or something

(specific event driven / brief duration / multiple / accompanied by distinct facial expressions / action oriented) 

Emotional Labor

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

Emotional Dissonance

Employees have to project one emotion while simultaneously
feeling another

Can be very damaging and lead to stress and burnout

7 categories of intelligence

Verbal/linguistic
 Logical/mathematics
 Visual/spatial
 Musical
 Bodily/kinesthetic
 Interpersonal
 Intrapersonal

Importance of El

the higher you go → the more El matters → the more SOCIAL COMPETENCE matters (El is prerequisite for effective leadership and requires high level of self-mastery and people skills) 

Amygdala Hijacking

The routes from sensation to action. The amygdala (emotional center of brain) overrides neocortex (rational thinking) creating intense emotional reaction before logic steps in

Emotional Regulations

Learning to postpone an outburst, managing components of emotions, changing thoughts after moments of arousal, constructing internal thoughts, productive behavior responses

Work Groups

Two or more individuals interacting and interdependent, who have come together to achieve particular objectives

Work Team

Two or more interacting people with complementary skills who are committed to a common purpose and goals for which they hold themselves mutually accountable (generates positive synergy through coordinated effort) (individual efforts result in performance greater than sum of individual input)

Work Group Output:

Share Information 

Neutral (sometimes negative)

Individual 

Random and Varied 

Work Teams Output:

Collective Performance

Positive
Individual and Mutual

Complementary

Tuckman’s Five Stage Model

Forming → Storming → Norming → Performing

Extended Tuckman’s Model

Performing → De-Norming → De-Storming → De-Forming

Punctuated Equilibrium Model

Temporary groups under deadlines go through transitions between inertia and activity—at the halfway point, they experience an increase in productivity

Group Decision Making Advantages 

Greater pool of knowledge / Different perspectives / Greater comprehension / Increased acceptance / Training ground 

Group Decision Making Disadvantages

Social pressure / Domination by a vocal few / May not be optimal / Goal displacement / “Group Think”

GroupThink

A mode of thinking that people engage in when they are deeply involved in a cohesive-in-group, when member’s strivings for unanimity override their motivation to realistically appraise alternative courses of action

Abilene Paradox

describes a situation where a group of people collectively decide on a course of action that none of them actually want, simply because each member mistakenly believes the others want it

Social Loafing 

The tendency for individuals to expend less effort when
working collectively than when working individually
→ Decreased individual effort as group size increases

Content theories

relate to built-in needs or motivators

Process theories

relate to processes and conscious choices that lead to a specific type of work behavior

Equity Theory

People compare the ratio of their inputs (what they give) to their outputs (what they get) with the ratios of others

Expectation Theory

It’s a motivation theory that explains how people decide how much effort to put into a task, based on the expected outcomes

1. Their effort will lead to good performance.

2. Good performance will lead to rewards.

3. Those rewards are valuable to them.

Cognitive Evaluation

It focuses on how extrinsic rewards (like money, grades, or recognition) affect intrinsic motivation (doing something because you enjoy it)

Herzbergs Two-Factor Theory

Satisfaction: Achievement / Responsibility / Work itself / Recognition / Advancement / Growth
Dissatisfaction: Working conditions / Supervision / Security / Salary / Company Policy / Status

Maslow’s Hierarchy of Needs

As each need is substantially satisfied, the next need becomes dominant 

Physiological → Safety → Social → Self-Esteem → Self-Actualization 

Alderfer’s ERG Theory

Divides needs into categories: Existence (E); Relatedness (R); Growth (G)
Unlike Maslow, assumes that all levels are important at the same
time

McClelland’s Three Needs Theory

Need for Achievement- The drive to excel, to achieve in relation to a set of standards, to strive to succeed

Need for Power- The need to make others behave in a way that they would not have behaved otherwise

Need for Affiliation- The desire for friendly and close interpersonal relationships

Cognitive Evaluation Theory

Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation

Goal Setting Theory 

That specific and difficult goals, with self-generated feedback, lead to higher performance

Equity Theory

Employees compare their ratios of outcomes-to-inputs of relevant others

Justice Theory

Distributive Justice- Fairness of outcome

Procedural Justice- Fairness of outcome process

International Justice- Being treated with dignity and respect

Job Characteristic Model

Jobs can be designed in ways that make them more motivating and satisfying.
Motivation comes from how meaningful, responsible, and aware employees feel about their work