Chapters 1 + 3

Worker

An individual who contributes to accomplishing work goals

Manager

An individual who achieves goals through other people

Organization

A consciosly coordinated social unit of two or more people that operates relatively continuously to achieve a common goal or set of goals

Organizational Behavior (OB)

The field that studies how individuals, groups, and organizational structure affect behavior within organizations, with the goal of using that knowledge to improve organizational effectiveness

Evidence-Based Management (EBM)?

Making managerial decisions based on the best available scientific evidence

Systematic Study

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

Intuition

An instinctive feeling that is not necessarily supported by research

Contingency Variables

Situational factors or variables that moderate the relationship between two or more variables

Planning, organizing, leading, and controlling

Four management activities

Planning

Defining goals, establishing strategy, and developing plans to coordinate activities

Organizing

Determining what tasks need to be done, who will do them, how tasks are grouped, who reports to whom, and where decisions are made

Leading

Motivating and directing employees, choosing effective communication channels, and resolving conflicts

Controlling

Monitoring activities to ensure they are proceeding as planned and correcting significant deviations

Interpersonal, informational, and decisional

Mintzberg’s three categories of managerial roles

Figurehead, leader, liaison

Interpersonal roles

Figurehead Role

Acting as the symbolic head and performing routine legal or social duties

Leader Role

Being responsible for motivating and directing employees

Liaison Role

Maintaining relationships and networks of contacts that provide information or assistance

Monitor, dessminator, spokesperson

Informational roles

Monitor Role

Gathering a wide variety of internal and external organizational information

Disseminator Role

Transmitting information received from outsiders or other employees to people within the organization

Spokesperson Role

Transmitting information about the organization to outsiders

Entrepreneur, disturbance handler, resource allocator, negotiator

Decisional Roles

Entrepreneur Role

Searching for opportunities and initiating projects that create organizational change

Disturbance Handler Role

Taking corrective action when unexpected and significant problems arise

Resource Allocator Role

Making or approving significant decisions about allocating organizational resources

Negotiator Role

Representing the organization in major negotiations

Technical, people, and conceptual skills

Three Management Skills

Technical Skills

The ability to apply specialized knowledge or expertise

People Skills

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

Conceptual Skills

The mental ability to analyze and diagnose complex situations

Inputs → Processes → Outcomes

Types of variables in the Basic OB Model

Individual → Group → Organizational

Three levels of analysis in the Basic OB Model

Inputs in the Basic OB Model

Variables that set the stage for later processes, such as personality, group structure, and organizational culture

Processes in the Basic OB Model

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

Outcomes in the Basic OB Model

The key variables OB seeks to explain or predict that are affected by other variables

Individuel-level input

Personality is what level and what type of variable in the Basic OB Model

group-level process

Leadership is what level and what type of variable in the Basic OB Model

organizational-level outcome

Productivity is what level and what type of variable in the Basic OB Model

Psychology

The science that seeks to measure, explain, and sometimes change human and other animal behavior

Social Psychology

A branch of psychology combining psychology and sociology to study how people influence one another

Sociology

The study of people in relation to their social environment or culture

Anthropology

The study of societies to learn about human beings and their activities

Workforce Diversity

The heterogeneous characteristics of workers within organizations, groups, and teams, including differences in gender, age, race, ethnicity, sexual orientation, and other characteristics

Workforce Inclusion

Creating and maintaining workplaces that support and leverage members' diversity

Model

An abstraction of reality—a simplified representation of a real-world phenomenon

Job Performance

The total value of a worker's contributions to an organization through their behaviors over time

Organizational Citizenship Behavior (OCB)

Discretionary behavior that contributes to the psychological and social environment of the workplace.

Withdrawal Behavior

Actions employees take to separate themselves from the organization

Team Performance

The quantity and quality of a team's work output.

Productivity

The combination of an organization's effectiveness and efficiency

Effectiveness

The degree to which an organization meets the needs of its clientele or customers

Efficiency

The degree to which an organization can achieve its ends at low cost

Organizational Survival

The degree to which an organization can exist and grow over the long term

Traditional management, communication, human resource management, and networking

Four activites in Luthans’ managerial activities framework

Networking

According to Luthans’ framework, what activity is most associated with successful managers?

Communication

According to Luthans’ framework, what activity is most associated with effective managers?

Attitudes

Judgments or evaluative statements—favorable or unfavorable—about objects, people, or events

Affective, behavioral, cognitive

Three components of an attitude (the ABCs)

Cognitive component

The opinion or belief segment of an attitude is what type of component

Affective component

The emotional or feeling segment of an attitude is what type of component

Behavioral component

An intention to behave in a certain way toward someone or something is what type of component of attitude

Yes. Research generally supports the idea that attitudes predict future behavior, but the strength of the relationship depends on several factors

Do attitudes generally predict behavior?

Cognitive Dissonance

Any incompatibility between two or more attitudes or between behavior and attitudes

Changing attitudes, changing behavior, or rationalizing the discrepancy

Ways people respond to cognitive dissonance

The importance of the elements creating the dissonance, perceived control/influence over them, and the rewards associated with the dissonance

What determines a person’s motivation to reduce cognitive dissonance

Organizational Identification

The extent to which employees define themselves by the same characteristics that define their organization

Job satisfaction, job involvement, organizational commitment, perceived organizational support (POS), and employee engagement

Major Job Attitudes

Job Satisfaction

A positive feeling about one's job resulting from an evaluation of its characteristics

Job Involvement

The degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth

Psychological Empowerment

Employees' beliefs about their impact on the work environment, competence, job meaningfulness, and autonomy

Organizational Commitment

The degree to which an employee identifies with an organization and its goals and wishes to remain a member

Affective = WANT, normative = SHOULD, and continuance commitment = NEED

Three Components of Organizational Commitment

Perceived Organizational Support (POS)

The degree to which employees believe their organization values their contributions and cares about their well-being

Employee Engagement

The degree of enthusiasm an employee feels for the job. Highly engaged employees have passion for their work and a deep connection to their organization

Job conditions, personality/individual differences, and pay

Three major categories of predictors of job satisfaction

Pay is related to satisfaction, but the relationship becomes weaker once someone reaches a comfortable standard of living; higher pay does not necessarily mean substantially higher job satisfaction

What is the relationship between pay and job satisfaction?

Job performance, organizational citizenship behavior (OCB), customer satisfaction, and life satisfaction

Major Outcomes of Job Satisfaction

Higher job satisfaction is associated with better individual performance, and organizations with more satisfied employees tend to be more effective

What is the relationship between job satisfaction and job performance?

More satisfied employees are more likely to engage in OCB, such as helping others and going beyond normal job expectations

What is the relationship between job satisfaction and OCB?

Particularly in jobs involving customer contact, satisfied employees tend to increase customer satisfaction and loyalty

What is the relationship between employee job satisfaction and customer satisfaction?

They are positively related because work is an important part of life and a source of meaning for many people

What is the relationship between job satisfaction and life satisfaction?

Exit, voice, loyalty, and neglect (EVLN)

Four responses to job dissatisfaction

Exit

Actively and destructively responding to dissatisfaction by leaving or attempting to leave the organization

Voice

Actively and constructively attempting to improve conditions

Loyalty

Passively and constructively waiting and hoping for conditions to improve

Neglect

Passively and destructively allowing conditions to worsen

Counterproductive Work Behavior (CWB)

Actions that actively damage the organization, such as stealing, aggression toward coworkers, tardiness, or absenteeism

Power Distance

The degree to which people in a country accept that power in institutions and organizations is distributed unequally.