org behavior- exam 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.

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

2,100

define manager

 someone who gets things done through other people in organizations

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.

Systematic Study of Behavior

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

Evidence-Based Management (EBM)

Complements systematic study.

Argues for managers to make decisions based on evidence.

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.

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

true

management skills

technical, people, conceptual

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.

people management skills

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

conceptual management skills

the mental ability to analyze and diagnose complex situations.

management activities

traditional, communication, HR management, networking

Traditional Management

decision making, planning, and controlling

communication management

exchanging routine information and processing paperwork.

HR management

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

networking management

socializing, politicking, and interacting with outsiders

define inputs

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

define processes

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

define outcomes

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

examples of inputs at the individual, group and organizational level

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

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

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

surface level diversity

gender, age, race, ethnicity,

deep level diversity

values, personality, work preferences

Biographical Characteristic

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

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)

Define Discrimination

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

Disparate impact

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

Disparate treatment

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

social categorization

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

stereotyping

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

stigma

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

group composition

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

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.

diversity management

diversity, equity, inclusion

diversity

celebrate rather than attack differences

equity

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

inclusion

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

define attitude

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

3 components of attitude

Cognitive: opinion or belief

Affective: emotional of feeling

Behavioral: intention to behave a certain way

Cognitive dissonance

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

Organizational Identification:

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

Job Satisfaction:

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

Job involvement:

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

Psychological empowerment:

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

Organizational commitment:

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

Perceived organizational support:

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

Employee engagement:

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

Job conditions:

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

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.

dissatisfaction:

voice, loyalty, exit, neglect

voice

active, contructive

Loyalty:

passive, constructive

Exit:

active, destructive

neglect

passive, destructive

Counterproductive work behavior

abseenteesim, turnover

Absenteeism

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

turnover

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

affect

broad range of feelings that people experience

emotions

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

moods

cause is often general and unclear, lasts hours or days

universal emotions

anger, fear, sadness, happiness, disgust, surprise

positively offset

Most individuals experience a positive mood when nothing is going on

Negative emotions lead to negative moods

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

does emotion vary across culture?

yes

Affect intensity

Moods and emotions have a trait component.

time of day

Happier in the midpoint of the daily awake period

Days of week

Happier toward the end of the week

weather

hotly debated

illusory correlation

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

stress

Even low levels of constant stress can worsen moods

social interactions

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

sleep

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

exercise

Does improve mood, especially for depressed people.

define emotional labor

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

types of emotional labor: felt

the individual’s actual emotions.

types of emotional labor: displayed

required or appropriate emotions

surface acting

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

deep acting

trying to modify true inner feelings based on display rules.

Emotional dissonance:

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

Emotional Intelligence

the ability to detect and to manage emotional cues and information

emotional regulation

identifying and modifying the emotions you feel

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

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.

Emotions and Moods on OB Issues

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

selection

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

decision making

Positive emotions can lead to better decisions.

motivation

Positive mood affects expectations of success.

customer service

Authentic emotions influence customer service.

emotional contagion

catching emotions

work life conflict

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

unethical workplace behaviors

Negative emotions lead to deviant behaviors.