org behavior- exam 1

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95 Terms

1

organizational behavior definition

A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organization’s effectiveness.

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____ CFOs across 20 industries indicated that a lack of interpersonal skills is the top reason employees fail to advance. 

2,100

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define manager

 someone who gets things done through other people in organizations

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define organization

a consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals.

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Systematic Study of Behavior

Behavior generally is predictable if we know how the person perceives the situation and what is important to the person.

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Evidence-Based Management (EBM)

Complements systematic study.

Argues for managers to make decisions based on evidence.

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Intuition

  • Systematic study and EBM add to intuition, or those “gut feelings” about “why I do what I do” and “what makes others tick.”

  • If we make all decisions with intuition or gut instinct, we’re likely working with incomplete information.

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8

true or false: OB concepts are common sense, everyone “reads” people

true

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9

management skills

technical, people, conceptual

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technical management skills

the ability to apply specialized knowledge or expertise. All jobs require some specialized expertise, and many people develop their technical skills on the job.

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people management skills

the ability to work with, understand, and motivate other people

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conceptual management skills

the mental ability to analyze and diagnose complex situations.

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management activities

traditional, communication, HR management, networking

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Traditional Management

decision making, planning, and controlling

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communication management

exchanging routine information and processing paperwork.

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HR management

motivating, disciplining, managing conflict, staffing, and training.

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networking management

socializing, politicking, and interacting with outsiders

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define inputs

Variables like diversity, personality, and values are shaped by nature and nurture

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define processes

actions that individuals, groups, and organizations engage in as a result of outputs and that lead to certain outcomes

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define outcomes

Key variables that you want to explain or predict, and that are affected by some other variable

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21

examples of inputs at the individual, group and organizational level

individual level include: motivation, skills, knowledge, attitude, personality, perception

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examples of processes at the individual, group, and organizational level

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examples of outcomes at the individual, group, and organizational level

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surface level diversity

gender, age, race, ethnicity,

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deep level diversity

values, personality, work preferences

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Biographical Characteristic

such as age, gender identity, race, and ethnicity are some of the most obvious ways employees differ.

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27

Define Prejudice

an attitude representing broad, generalized feelings toward a group or its members that maintains a hierarchy between that group and other groups. (sexism, racism, ageism)

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Define Discrimination

involves actions or behaviors that create, maintain, or reinforce some groups’ advantages over other groups and their members

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Disparate impact

occurs when employment practices have a discriminatory effect on a legally protected group of people.

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Disparate treatment

is intentional and represents employment practices intended to have a discriminatory effect on a legally protected group of people.

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31

social categorization

a process through which people make sense of others by constructing social categories, or groups sharing similar characteristics. (ingroups and outgroups)

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stereotyping

judging someone based on our perception of the group to which the person belongs.

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stigma

represents attributes that cannot be readily seen, are concealable, and convey an identity that is devalued in certain social contexts.

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group composition

Building a team consider surface level, deep level and functional diversity.

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fault lines

perceived divisions that split groups into two or more subgroups based on individual differences such as sex, race, age, work experience, language, and education.

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diversity management

diversity, equity, inclusion

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diversity

celebrate rather than attack differences

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equity

strive to provide access to the same opportunities for all workers.

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inclusion

create an environment in which all people feel valued, welcomed, and included.

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define attitude

judgments or evaluative statements—either favorable or unfavorable—about objects, people, or events.

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3 components of attitude

Cognitive: opinion or belief

Affective: emotional of feeling

Behavioral: intention to behave a certain way

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Cognitive dissonance

any incompatibility an individual might perceive between two or more attitudes or between behavior and attitudes.

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Organizational Identification:

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

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Job Satisfaction:

A positive feeling about the job resulting from an evaluation of its characteristics

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Job involvement:

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

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Psychological empowerment:

Belief in the degree of influence over one’s job, competence, job meaningfulness, and autonomy.

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Organizational commitment:

Identifying with a particular organization and its goals and wishing to maintain membership in the organization.

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Perceived organizational support:

Degree to which employees believe the organization values their contribution and cares about their well-being.

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Employee engagement:

The individual’s involvement with, satisfaction with, and enthusiasm for the work.

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Job conditions:

The intrinsic nature of the work itself, social interactions, and supervision are important predictors of satisfaction and employee well-being.

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Personality and individual differences:

People who have positive core self-evaluations, who believe in their inner worth and basic competence, are more satisfied with their jobs than those with negative core self-evaluations.

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dissatisfaction:

voice, loyalty, exit, neglect

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54

voice

active, contructive

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Loyalty:

passive, constructive

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Exit:

active, destructive

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neglect

passive, destructive

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Counterproductive work behavior

abseenteesim, turnover

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Absenteeism

the more satisfied you are, the less likely you are to miss work.

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turnover

a pattern of lowered job satisfaction is the best predictor of intent to leave

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affect

broad range of feelings that people experience

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emotions

caused by a specific event, very brief (seconds or minutes)

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moods

cause is often general and unclear, lasts hours or days

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universal emotions

anger, fear, sadness, happiness, disgust, surprise

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positively offset

Most individuals experience a positive mood when nothing is going on

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Negative emotions lead to negative moods

People think about strong negative emotional events 5 times as long as strong positive emotional events.

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67

does emotion vary across culture?

yes

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Affect intensity

Moods and emotions have a trait component.

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time of day

Happier in the midpoint of the daily awake period

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Days of week

Happier toward the end of the week

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weather

hotly debated

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illusory correlation

The tendency of people to associate two events when there isn't a connection

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stress

Even low levels of constant stress can worsen moods

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social interactions

Negative interactions at work not only can affect your emotions at work, they can “spill over” into family life

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75

sleep

Poor sleep quality increases negative affect. 62% of adults in 12 countries do not sleep well or enough

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exercise

Does improve mood, especially for depressed people.

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77

define emotional labor

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

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types of emotional labor: felt

the individual’s actual emotions.

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types of emotional labor: displayed

required or appropriate emotions

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surface acting

hiding feelings and foregoing emotional expressions in response to display rules.

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deep acting

trying to modify true inner feelings based on display rules.

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Emotional dissonance:

Inconsistencies between the emotions people feel and the emotions they project.

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Emotional Intelligence

the ability to detect and to manage emotional cues and information

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emotional regulation

identifying and modifying the emotions you feel

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85

emotional regulation techniques

o Surface acting

o Deep acting

o Emotional suppression: best used in a crisis

o Cognitive reappraisal: best used in uncontrollable situations

o Social Sharing/Venting

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86

Which are effective and ineffective:

Some people might argue or perceive that controlling your emotions is unethical because it requires a degree of acting. Other people might argue that all emotions should be controlled so you can take a dispassionate perspective.

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Emotions and Moods on OB Issues

selection, decision making, motivation, customer service, work life conflict, unethical workplace behaviors

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selection

Emotional intelligence should be a hiring factor, especially for social jobs.

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decision making

Positive emotions can lead to better decisions.

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motivation

Positive mood affects expectations of success.

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customer service

Authentic emotions influence customer service.

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emotional contagion

catching emotions

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work life conflict

A good day at work tends to be followed by a good mood at home and vice versa.

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unethical workplace behaviors

Negative emotions lead to deviant behaviors.

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