RSM260

Midterm RSM260 Organizational Behaviour

Organizational Behaviour

The field of behavioural science is devoted to understanding,, and ultimately improving the attitudes and behaviour of individuals and groups in organizations. 

N of 1 Problems

Refers to the error of drawing general conclusions about people or organizations based on a single personal experience. 

Survivorship Bias

The error of focusing only on people or things that succeed while ignoring those that failed. 

Hypothesis Method 

The scientific method of understanding something 

Theory

Broad explanation for why something happens

Data

Collecting data to test hypothesis

Verification

Analyze the data to verify whether the evidence support or contradicts the hypothesis

Correlation 

Statistical relationship between two variables, when one changes, the other tends to change too but does not prove why

Causation

Means one variable directly causes the change in another

Three Factor Necessary for Causation

Correlation, Temporal Antecedence (The Cause Occurs Before The Effect)

The Myers-Briggs Test

Binary classification personality test; pseudoscience

The OCEAN Test 

Scientifically accurate personality test

Conscientiousness

The tendency to be organized, responsible, and dependable in pursuing goals

Agreeableness

The tendency to be cooperative, compassionate, and considerate.

Neuroticism

The tendency to experience negative emotions

Openness to Experience 

The tendency to be curious, imaginative, and open minded 

Locus of Control

The degree to which individuals believe that the outcomes in their lives are determined by their own actions or led by external forces.

Internal Locus

We are self-determining

External Locus

Luck or fate are the primary drivers

Weak Situations 

Ambiguous; There is no obvious way to behave 

Strong Situation

Concrete; it is expected you behave in specific ways

Dispositional Perspectives

Behavior is determined by an individual personality and internal traits

Situational Perspectives

Behavior is shaped mainly by external factors and the environment, not internal

Interactionist Perspective 

Behaviors result from the interactions of personality and situational traits 

Value-percept Theory

Job satisfaction on on whether your job supplies things that YOU value

Job Characteristics

5 main things that make you happy at a job

Skill Variety

The opportunity to do a variety of job activities using various skills and talents

Task Identity 

The extent to which a job involves doing a complete piece of work 

Task Significance

The impact a job has on other people

Autonomy

The freedom to schedule one’s own work activities and decide work procedures

Job Feedback

Information about the effectiveness of one’s work performance

Job Enrichment 

The process of redesigning a job to include more meaningful tasks, responsibility, and autonomy giving employees a greater purpose. 

Job Crafting

Redefining your job to incorporate your motives, strengths, and passions

Expectancy Theory

People are motivated to act in ways that they believe will lead to desired outcomes

Extrinsic Motivation

Motivation that comes from external stimuli

Intrinsic Motivation 

Motivation that stems from one self 

GOAL Setting Theory

SMART Goals: Specific, Measurable, Achievable, Relevant, Time-Based

Hedonic Adaptation

The tendency for humans to return back to a baseline level of happiness after positive or negative changes, making boosts in satisfaction temporary

Self-Efficacy

An individual’s belief in their ability to successfully perform specific tasks or achieve goals

Equity Theory 

Holds that motivation is a function of fairness in social exchanges 

Meaningfulness

The more meaningful the job, the better the performance and job satisfaction

Self-Determinism

The idea that employees are most motivated when their work supports their needs for autonomy, competence, and relatedness.

Social Loafing

Type of motivational loss resulting from members feeling less accountable for team outcomes

Group Think 

Behaviors that support conformity and team harmony at the expense of team priorities 

Transitive Memory

A shared experience within a team that allows members to know who has what knowledge or expertise, improving coordination and efficiency.

Process Loss

Team performance suffers due to coordination or motivation issues

Process Gain

When collaboration produces better results than working alone

Relationship Conflict 

Personal and emotional conflict between members 

Task Conflict

Disagreement about ideas or goals related to the team’s work

Group Synergy

When a team’s combined effort is better than the sum of individual contributions

Collective Intelligence (C-Factor)

A team’s general ability to perform well together

Psychological Safety 

A shared belief among team members that they can speak up and take risk without fear of embarrassment or punishment 

Naive Realism

The tendency to believe that one’s own view of the world is objective and rational, while those who disagree are uniformed, irrational, or biased.

Artifacts

The manifestation of an organization’s culture that employees can easily see or talk about

Socialization

The primary process by which individuals learn about and adapt to culture 

Effort Justification 

People tend to place greater value on outcomes that they had to put more effort in achieving 

Information Conformity

Conformity because group’s behavior helps you learn what’s right or true in an ambiguous situation

Normative Conformity 

Conformity to meet the expectation 

Strong Culture

Culture with intense and pervasive beliefs, values, and assumptions