Organiational Behavior Exam 1

Knowledge sharing

Involves distributing knowledge throughout an organization

Twice every year, a major car parts manufacturer brings together the production and engineering specialists from its eight divisions to discuss ideas, solutions, and concerns. This helps to minimize the silos of knowledge problem that exists in many organizations. This practice is primarily an example of

Deep-Level Diversity

Differences in the psychological characteristics of employees, including personalities, beliefs, values, and attitudes

create structural capital

A computer maintenance company wants to capture the knowledge that employees carry around in their heads by creating a database where employees document their solutions to unusual maintenance problems. This practice is trying to

human capital

Knowledge, skills, abilities, creative thinking, and other valued, resources that employees bring to the organization

A huge risk for most organizations. Employees remove valuable knowledge when they leave, which makes the company less effective. Fortunately, even if every employee left the organization, some intellectual capital remains as structural capital.

Ex: Jack has worked for Widgets, Inc. for 35 years, and he is the only employee who can decipher the old coding on products in the warehouse before computerization took place. Due to the economic downturn, Jack was forced into early retirement. What type of knowledge will Widgets lose?

Globalization

Refers to economic, social, and cultural connectivity with people in other parts of the world. Organizations globalize when they actively participate in other countries and cultures

Example: An American-based burger joint opens a new outlet in China

Relationship capital

A form of intellectual capital, which is the value derived from an organization's relationships with customers, suppliers, and others who provide added mutual value for the organization

includes the organization's goodwill, brand image, and combination of relationships that organizational members have with people outside the organization

A firm has good associations with its customers, suppliers, and others who provide added mutual value for the firm. Name the form of intellectual capital that is possessed by the firm due to its good associations.

increases its connectivity with people and organizations in other parts of the world.

As the owner and manager of Fantastic Toys, Roberto Baldwin is fascinated by all the changes occurring and transforming the workplace. Roberto is concerned about the important OB trends that he can understand and take advantage of in developing and positioning his company in the marketplace.

Roberto is interested in this trend of globalization. He should know that globalization occurs when an organization ____________________

High-performance work practices (HPWPs) perspective

Human capital, the knowledge, skills, and abilities that employees possess, is an important source of competitive advantage for organizations

Knowledge acquisition

Extracting information and ideas from the external environment as well as through discovery.

Grafting

Actively recruiting talented people and buying complementary businesses

conducive to increasing organizational memory

a high achievement orientation

International Manufacturing & Trading (IMT) is a medium-sized U.S. company rapidly expanding in the Asian and Middle Eastern markets. The company decides to open a manufacturing plant in Japan, Taiwan, and Malaysia. IMT will send key top managers from the U.S. office and will hire the lower-level managers and employees from the local markets. IMT managers realize that there will be some cultural differences.

IMT managers should make themselves aware that people in Japan tend to have ________________

MARS Model

It identifies ability as a factor located within an individual that influences his or her performance

Persistence

Refers to the length of time that the individual continues to exert effort toward an objective. Employees sustain their effort until they reach their goal or give up beforehand

Valerio was on a team with the goal of completing a marketing project. The other team members left work early, but Valerio stayed and finished the project himself. Valerio demonstrated which element of motivation?

Openness to change

Refers to the extent to which a person is motivated to pursue innovative ways

This quadrant includes the value categories of self-direction, stimulation, and hedonism.

Individual rights

Everyone has the same set of natural rights, such as freedom of speech, freedom of movement, right to physical security, and right to fair trial

Utilitarianism

The only moral obligation is to seek the greatest good for the greatest number of people. In other words, we should choose the option that provides the highest degree of satisfaction to those affected.

Ali was having a disagreement with his co-owner, Belinda. Ali felt that they should give smaller bonuses to more people instead of large bonuses to a few. What ethical principle does Ali adhere to?

Openness to experience

Refers to the extent to which people are imaginative, creative, unconventional, curious, nonconforming, autonomous, and aesthetically perceptive. Those who score low on this dimension tend to be more resistant to change, less open to new ideas, and more conventional and fixed in their ways

Barney is very conventional manager; he is resistant to change, habitual, and does not accept new ideas very easily. What dimension is Barney more likely to have a LOW score?

are more likely to know when unethical behavior occurs

People who have high moral sensitivity ____________________

Values

Perceptions about what is right or wrong, good or bad, important or trivial

Self-fulfilling prophecy effect

Stronger at the beginning of a relationship, such as when employees are first hired. These expectations are sometimes inaccurate because first impressions are usually formed from limited information\

Ex: David and Sean are at the beginning of a relationship.

Motivation to work

What internal factor that affects job performance?

The false-consensus effect (AKA similar-to-me effect)

Occurs when people overestimate the extent to which others have similar beliefs or behaviors to their own

Ex: Anya decided it was okay to borrow her roommate's clothes without asking because she said her roommate wouldn't mind; after all, she wouldn't care if her roommate borrowed her clothes.

Self-enhancement

When individuals tend to rate themselves above average, believe they have a better than average probability of success, and attribute their successes to personal motivation or ability while blaming the situation for their mistakes.

Ex: Joanie is an engineer at an architectural firm. She is very skilled at her job and confident in that fact. Joanie always attributes her successes to her high level of personal motivation. However, when she makes a mistake, she tends to blame the situation

we define ourselves by the groups to which we belong or have an emotional attachment.

Social identity theory states that _____________________________________

The ability to process complex information about familiar environments

Maya got a job transfer from Italy to New York. After working for some time in New York, she started to understand the mental models held by her colleagues from other cultures, as well as their emotional experiences in a given situation. Furthermore, she started to effectively use words and behaviors that were compatible with the local culture of New York. What feature of a global mindset occurred in Maya's life?

Stereotyping

The perceptual process by which we assign characteristics to an identifiable group and then automatically transfer those features to anyone we believe is a member of that group

The halo effect

Occurs when our general impression of a person, usually based on one prominent characteristic, distorts our perception of other characteristics of that person. If a supervisor who values punctuality notices that an employee is sometimes late for work, the supervisor might form a negative image of the employee and evaluate that person's other traits unfavorably as well.

increasing our open area by reducing our hidden area

In the Johari Window, disclosure of information to colleagues results in___________________

Organizational Behavior(OB)

Studies what people think, feel, and do in and around an organization

Organization

A group of people who work interdependently toward some purpose

Organizational effectiveness

An ideal state in which the organization has a good fit with its external environment

Stakeholders

Any entity who affects or is affected by the firms objectives and actions

Corporate Social Responsibility(CSR)

Activities intended to benefit society and the environment beyond the firm’s immediate monetary preferences or legal commitments

Systematic Research Anchor

Study organization using systematic research methods

Practical Orientation Anchor

Ensures that OB theories are useful in an organization

Multi-disciplinary Anchor

Import knowledge from other disciplines

Work-life Integration

Effectively engaged in work and nonwork roles with low role conflict

Problem: Depleting personal resources in one role starves other roles

Direct employment

Employee working directly with employer

Consequences: Higher work quality, innovation, agility

Indirect employment

Outsourced or agency work

Consequences: Lower job satisfaction, weaker social networks, less info sharing

Contract employment

Worker is one firm serving a client

Motivation

Internal forces that affect a person’s effort for voluntary behavior

Direction

Intensity

Persistence

Ability

Aptitudes and learned capabilities required to successfully complete a task

Person-job matching

Selecting

Developing

Redesigning

Role perceptions

Understanding the job duties expected of us

Clearer when we understand our tasks or accountable consequences, performance priorities, preferred behaviors and procedures

Organizational Citizenship Behaviors(OCBs)

Cooperation with or helpfulness, supports work context

Directed toward individuals and organizations

Some are discretionary, others implicit job requirements

Conscientiousness

Organized, dependable, through

Agreeableness

Trust, helpful, good-natured

Neuroticism

Anxious, insecure, self-conscious

Extraversion

Outgoing, talkative, energetic

Machiavellianism

Strong motivation to get what one wants at the expense of others

Believe that deceit is natural and acceptable to achieve goals

Take pleasure in misleading , outwitting, controlling others

Obsessive beliefs in one’s own superiority, entitlement

Psychopathy

Ruthlessly manipulate others without remorse

Antisocial, impulsive, and often fraudulent thrill-seeking behavior

Ethic of care

Moral obligation to help others

Moral intensity

The degree that an issue demands the application of ethical principles

Collectivism

The degree to which people value their group membership and harmonious relationships with the group

High Power Distance

Value obedience to authority

Accept superior’s commands

Prefer formal rules and authority to resolve conflict

Low Power Distance

Expect relatively equal power

View relationship with boss as interdependence not dependence

Self Concept

Our self-beliefs and self-evaluations

Complexity

The number of distinct/important identities

Self esteem

Extent to which people like, respect, and are satisfied with themselves

Self efficacy

Belief that we can successfully perform a task

Self verification

Motivation to confirm and maintain our self-concept

Stabilizes our self-concept

Recency effect

Most recent info dominates our perceptions

Primacy effect

Quickly form opinion of others based on first info received about them

Attribution theory

The perceptual process of deciding whether an observed behavior is cause mainly by internal or external factors

Internal Attribution

Perceiving that behavior event is caused mainly by the person

External Attribution

Perceiving that behavior event is caused mainly by factors beyond the person’s control

Self serving bias

Attributing failures to external causes, successful to internal causes

Fundamental attribution error

Tendency to overemphasize internal causes of other’s actions

Difficult to see external causes of other’s behaviors

Error may be less common than once thought