Organizational Behavior Quiz 1

organizational behavior

systematic study and application of knowledge about how individuals and groups act within the

organizations where they work

levels of analysis

organization, group, individual

why OB matters

orgs that value and understand their employees are more profitable, OB topics top the list of qualities desired by hiring managers

learning

relatively permanent change in knowledge or skill produced by experience.

retention

The ability to recall or recognize what has been learned over time

chunking

taking single pieces of information and grouping them into larger units.

overlearning

Continued studying and practice after initial proficiency has been achieved

kinesthetic (tactile) learner

One who processes information by actively engaging with the material.

effective notetaking

writing longhand improves retention compared to typing notes on a laptop

quizzing

active recall is an effective way to test which concepts are known

evidence based management

making managerial decisions on best available scientific evidence

qualitative studies

theory building via observations and interviews

quantitative studies

theory affirmation and development via surveys, archival data, interventions, and experiments

correlation vs causation

two variables can be correlated but not caused by one another if there are other factors involved

culture

needed to support strategy, determines whether employees will contribute to the strategy with clarity, energy, purpose, and effectiveness

organizational culture and the human resources management system (HRMS)

essential levers for enabling and executing business strategies. strategy begins with decisions about the business model, the sources of value, and how the business competes

strategy and culture misalignment example

if creativity is central to the business’s competitive advantage, but it is not rewarded well by HR

strategic planning

helpful, but markets are dynamic so leaders should be able to adjust on the spot

reactive HR system

when the only disruptors to existing HR systems are external shocks like Covid. instead, HR systems should chang eto fit company priorities

netflix example

originally DVD-by-mail company but pivoted to streaming. changed values and HR policies accordingly to have strong strategic alignment

aspects of organizational culture

head: strategic thinking, intellectual rigor

heart: values, principles, emotional commitments

hands: technical and operational capabilities

elements that shape culture

leadership behavior, communication tone, team rituals, performance metrics, symbols, industry sector, performance reviews, onboarding, recognition practices

effective HRMS policies and practices

tailored to reflect and enable the company’s business model, competitive strategy, and desired culture

strategic HRMS core practices

job design, recruitment and selection, training and development, compensation and benefits, performance evaluation and promotion, dismissal and downsizing

SAP autism at work initiative

started under the idea that if managed differently, those on the spectrum could be valuable employees

elements needed for an organization to survive and thrive

competitive advantage, operations, valuable assets, human capital

CEO’s 4 step strategy framework

define strategic priorities, identify strategic roles, define core competencies, design practices with strategic intent

dandelion principle

dandelions are viewed as weeds in a lawn but can thrive elsewhere, employees with atypical skills or neurodiverse traits can add significant value if they are in the right environment

context vs inherent value

Recognize that perceived deficits may be contextual rather inherent

strength based management

Focus on individual strengths than standardized job requirements

environmental adaptation

Modify the work environment rather than expecting employees to adapt

value cultivating

Deliberately access unique perspectives that drive innovation

costco case of strong culture leading to strong performance

provides professional development opportunities for employees, generous pay and benefits, good time off

organizational culture

refers to a system of shared assumptions, values, and beliefs that indicate what is appropriate and inappropriate behavior within a given organization

when do people become more aware of an org’s culture?

when they are comparing across different orgs that they have experienced

why does organizational culture matter

could be related to increased performance and could create a competitive advantage, also effective control mechanism for dictating employee behavior

assumptions

Taken for granted beliefs about human nature and reality.

values

shared principles, standards, and goals

artifacts

visible and tangible elements of culture (ex. walking to the sky monument)

innovative culture

flexible, adaptable, experiment with new ideas, incentivize innovation (ex. Snap). flat hierarchy

aggressive cultures

value outperforming competitors (ex. nike). may fall short in CSR

outcome oriented cultures

emphasize achievements, results, and and actions. rewards are tied to performance indicators such as commissions on sales

stable cultures

emphasize predictable, rule oriented, and bureaucratic processes, and adherence to rules and regulations. ill suited for changing and dynamic environment.

people oriented cultures

value fairness, supportiveness, and respecting individual rights. create an environment where work is fun. results in loow employee turnover

team oriented cultures

emphasize coordination and collaboration among employees

detail oriented culture

emphasize precision and attention to detail, data driven

service culture (not a dimension technically)

emphasizes hgi quality service to customers

safety culture

emphasizes safety as a strong workplace norm (ex. pilot, roofer, fisher)

strong culture

culture shared by organizational members. liabilities include difficulty changing established organizational behaviors and issues with mergers

subculture

set of values unique to a limited cross section of the org

counterculture

shared values and beliefs that are in direct opposition to the values of the broader organizational culture

aspects of culture creation

founder values and preferences, industry demands, early values, goals and assumptions

aspects of culture maintenance

attraction-selection-attrition, new employee onboarding, leadership, reward systems

attraction selection attrition

once new employees are hired, the company assimilates new employees and teaches them the way things are done in the organization

elements of employee onboarding

clarity: understanding roles and responsibilities of the job

confidence: learning new tasks and believing you can master them

connection: building relationships and feeling liked/accepted by others

newcomer adjustment

Refers to feelings of high levels of role clarity, confidence, and social acceptance.

actions of successful new employees

proactive, seek feedback, and build strong relationships

formal orientation program

Program that indoctrinates new employees to the company culture, and introduces them to their new jobs and colleagues.

reward systems

could reward results or behaviors or rankings/ratings

mission statement

statement of purpose, describing who the company is and what it does

rituals

repetitive activities within an organization that have symbolic meaning

rules and policies

Policies about issues such as

decision making, human resources, and employee privacy reveal what the company values and

emphasizes

physical layout

A company’s building, including the layout of employee offices, common areas, and other work

spaces, communicates important messages about a company’s culture

stories

how organizations communicate their culture to

new employees and organizational members

steps of culture change

1. create a sense of urgency

2. change leaders and other key plaeyrs

3. role model

4. train

5. change the reward system

6. create new stories and symbols

functional structure

groups based on job responsibilities (marketing, research, HR)

divisional structure

based on product or location (each division has an expert in one function)

functions of organizational culture

control systems: influences decisions and behaviors

social glue: connects and bonds people

sensemaking: helps people understnad what is happening in the org and why

vacuous culture

members understand what top management values but attach no strong approval or disapproval to these beliefs or behaviors can be characterized as having high consensus but low intensity.

warring functions

organization could exhibit high intensity but no consensus such that some sub-groups care deeply about a norm that is different from one that is intensely held by other subgroups.

leadership practices of virtual team leaders

articulate a vision, communicate it with passion, form coalition of believers, align othres behind the vision

centralization

the degree to which decision-making authority is concentrated at higher levels in

an organization

centralized company

many important decisions are made at higher levels of

the hierarchy, more efficient

decentralized company

decisions are made and problems are solved at

lower levels by employees who are closer to the problem in question, boosts employee independence and morale

formalization

the extent to which policies, procedures, job descriptions, and rules are written

and explicitly articulated

tall structures

several layers of management between frontline employees and

the top level

flat structure

Organizations with few layers, often with large numbers of employees reporting to a single manager.

span of control

number of emplyees reporting to a single manager

holacracy

employees work in self managing teams without having a formal manager

mechanistic structure

highly formalized and centalized

organic structures

flexible, decentralized structures with low levels of formalization

matrix organization

employees reporting to department managers are also pooled together to form project or product teams

unity of command

format where each person reports to only one manager

boundaryless org

eliminates traditional barriers between departments, as

well as barriers between the organization and the external environment

modular org

all the nonessen-

tial functions are outsourced

strategic alliance

two or more companies find

an area of collaboration and combine their efforts to create a partnership that is beneficial for both

parties

learning organization

acquiring knowledge and changing behavior as a result of

the newly gained knowledge is part of an organization’s design