Organizational Behavior Exam 1 Study Guide

Scientific management

the systematic study of how people and tasks can be organized to make work more efficient

4 Principles of Scientific Management

1. Study how jobs are performed and find better ways

2. Create rules for the new methods and teach workers

3. choose workers whose skills fit the job

4. Set fair performance standards and reward higher performance

Frank Gilbreth, a management theorist who studied…

time and motion studies by breaking up each job action into its components (therabligs)

Weber’s Principles of Bureaucracy states that organization should have what three things

rules, structure, and hierarchy

Rules

Formal written instructions that tell employees what actions to take in different situations

Standard Operating Procedures (SOPs) are…

specific written instructions explaining how to perform a particular task

Norms

unwritten, informal rules about how people are expected to behave

Fayol’s 14 Principles of Management

unity of demand

chain of command

centralization

equity

initiative

esprit de corps

Fayol’s functions of management

planning

organizing

leading

controlling

Behavioral management

an approach that focuses on how managers can motivate and manage employees to achieve organizational goals

Robert Owen was a management thinker who believed…

managers should use rewards rather than punishment to motivate workers

Chester Barnard, a management theorist, is associated with the…

Acceptance theory of authority

Acceptance theory of authority

managers only have authority when employees accept that authority

administrative management

the study of how to create an organizational structure and control system that produces efficiency and effectiveness

What is this

Response to dissatisfaction

ethical decision making

process that requires striking a balance between science and morality

Hawthorne study studied

how work conditions affected workers fatigue and performance

Hawthorne study effects and why

workers modified their behavior because they were given special attention by management

Chris Argyris’ Ladder of Inference

the process people use to move from observations to actions

Systems theory

organizations work as systems where inputs are transformed into outputs

Fiedler’s model of the Contingency Theory

a leader’s success depends on how well their natural leadership style matches the specific situation, rather than using one universal approach

classical decision theory

considers options, gathers information, seek optimal solution

Mintzberg managerial role - managers perform 10 different, highly interrelated roles or sets of behaviors. What are the 3 main types

Decisional, informational, interpersonal

beliefs

cognitive statements without feeling

attitude

a stable feeling or evaluation toward something

3 dimensions of organizational commitment

continuance (I NEED to stay)

affective (I WANT to stay)

Normative (I SHOULD stay)

organizational commitment

identifying with an organization and its goals while wanting to remain a member

Job satisfaction can affect

job performance, customer satisfaction, life satisfaction, turnover, unionization, OCB

cognitive dissonance

your thoughts and actions don’t match

(example: you believe cheating is wrong, but you cheat on a test)

affective events theory

explains how specific workplace events trigger emotional reactions, which then influence employee attitudes and behaviors

Big Five Personality Traits

O: Openness

C: Conscientiousness - dependable, responsible, organized

E: Extraversion - social

A: Agreeableness - friendly, cooperative

N: Emotional Stability

OCEAN

Holland’s Job Fit Theory

people have different personalities and values, and jobs differ to. People whose personalities match their jobs tend to have a lower turnover

Holland’s 6 personality types

realistic

investigative

artistic

social

enterprising

conventional

6 steps to decision making

recognize

generate

assess

choose

implement

evaluate

Bounded rationality

cognitive limitations that restrict our ability to process, and act on information

Satisficing

Choosing an option that is good enough rather than searching for the absolute best option

Heuristics

Mental shortcuts to make decisions in complex situations

Availability heuristic

judging something based on how easily examples come to mind

representativeness

judging something based on how similar it seems to a typical type

anchoring heuristic

relying too heavily on the first piece of information received

Adjustment heuristic

changing your judgement away from the initial anchor

randomness error

creating meaning or patterns from events that are actually random

pluralism model

compare competing values, rank them, then decide