OB Quiz 2

What influences behavior?

Job, Work Group, Culture, Organization

Personality

Individual’s relatively stable characteristic patterns of thought, emotion, and behavior, and the psychological mechanisms that support and drive those patterns

Nature

Genes

Nurture

Environmental and situational aspects like family, culture and geographical location

The Big 5 Model

O-Openness to experience

C-Conscientiousness (Dependable/trustworthy)

E-Extroversion

A-Agreeableness

N-Neuroticism (emotional stability)

Myer-Briggs Type Indicator (MBTI, trait)

Extroversion/Introversion: Social Interaction

Sensing/Intuiting: Collection of Information

Thinking/Feeling: Evaluation of Information

Judging/Perceiving: Decision Making

What is behavior determined by?

Individual’s nature and personality and situational factors that influence their responses

Cognitive-Affective Processing (CAPS)

Interpretations of people and situations,, goals, expectancies, memories and feelings

Affected by genetic, cultural, societal and developmental factors

Conditional Reasoning Approach

A contingency model that assumes that individuals interpret what happens in their social environment differently based on their individual dispositions.

Levinson’s Adult Development Model

Task is to establish a life structure

Life structure remains stable for about 7 years

Transitions occur around 30, 40, and 50 years

Defined Career Anchors

Motivational, attitudinal, and value syndromes formed early in life that function to guide and constrain people’s career

Use of Mentors - Defined

A senior person within the organization who assumes responsibility for a junior person

Stress “Eustress” Good Stress

• The nonspecific response of an organism to demands that tax or exceed its  resources  

• Three Stages in the stress response: 

• Alarm 

• Resistance 

• Exhaustion 

Positive: When it motivates us to work harder 

Negative: exceeds our need 

Schein’s Model

Technical/Functional/Managerial Competence

Security and Stability

Creativity

Entrepreneurship

Positive Stress

When it motivates us to work harder

Negative Stress

When it exceeds our coping abilities and interferes with our ability to perform. When it results in illness

Three stages in stress response

Alarm

Resistance

Exhaustion

Career Progress

Linear: progress through series of jobs that increase in authority and responsibility

Steady-state/expert: committed to a field or specialty

Spiral: Move across disciplines from one field to a related one; builds on old skills but also require new skills

Transitory: Frequent unrelated job changes

Coping Strategies of Stress

Direct action

Cognitive reappraisal

Symptom management

Perception

The process by which we select, organize, and evaluate the stimui in our environment to make it meaningful for ourselves

Internal factors that Affect Perception

Motives

Values

Interests

Attitudes

Past experiences

Expectations

External factors that Affect Perception

Motion

Intensity

Size

Novelty

Salience

Distortions to Avoid

Stereotyping

The halo effect

Primacy and recency effects

Central tendency

Arena

Known to others, known to self

Blindspot

Unknown to self, known to others

Facade

Unknown to others, known to self

Unknown

Unknown to self, unknown to others

The D.I.E. Model

Teaches people to distinguish among

description, interpretation, and evaluation of

cultural behavior (esp. different cultures)

D.I.E.

D-Description: Observed fact

I-Interpretation: Inferences

E-Evaluation: Judgements/feelings

Description is the safest way to avoid errors and

misattributions

Attribution Theory

When people observe behavior, they attempt to determine whether it is internally or externally caused

Consensus

Do other behave similarly?

Consistency

Did the person act this way before?

Distinctiveness

Does the person behave this way in other contexts?

Casual Judgement

Internal Causation

or

External Causation

Self-serving bias

The tendency for people to attribute their successes to internal factors while blaming external factors for their failures

Error

Underestimating the influence of external factors and overestimate the influence of internal factors when making judgements about the behavior of others

Benefits of Teams

Faster decisions

More accurate decisions

Large tasks handled

Greater understanding of decisions

Greater commitment to decisions

Liabilities of Teams

Greater costs

Slower decisions

Less accurate decisions

Damaged relationships

More extreme decisions

Components of Team Effectiveness

Output

Social Processes

Learning

Output

Quantity, quality, and timeliness of the productive output of the team

Social Processes

Capability of members to work interdependently

Learning

Knowledge and well-being of members

Tasks (Content)

Output

Process

How you do it

Manage member motivation

Assign responsibility and make it public

Mange social loafing

Design effective reward systems

Content

Refers to WHAT the group is WORKING ON

Process

Refers to HOW the group IS FUNCTIONING

How can cohesion be increased?

Small group size

Group success

Common threat

Exclusivity

Perceived similarity among members

Intergroup competition

How do groups function to meet members’ psychological and relationship needs?

Leadership

Membership

Norms

Communication

Influence

Conflict Management

When to use Teams?

Task Characteristics

• Complex

• Uncertain

• Requires inputs from multiple sources

Member Characteristics

• Trusted to work toward organizational goals

• Motivated and willing to work on the tast

Team Characterisitics

• Resources to complete task

• Responsibility and authority to complete the task