Organizational Behavior Exam 2

Surface acting

Pretending that they feel the expected emotion even though they actually experience a different emotion

Ex: Employees at House of Pancakes pretend that they like their boss even though most of the time they do not.

Emotional intelligence

A set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others.

Highest level includes consoling people who feel sad, emotionally inspiring your team members to complete a project on time, getting strangers to feel comfortable working with you, and managing dysfunctional emotions among staff who experience conflict with customers or other employees.

Leads to better:

Teamwork

Emotional labor performance

Leadership

Decisions involving others

Creativity mindset

Continuance commitment

An employee's calculative attachment to an organization, whereby the employee is motivated to stay because leaving would be costly. It occurs when a company offers high pay, benefits, and other forms of economic exchange in the employment relationship, or where quitting forfeits a large deferred financial bonus.

Beliefs

Established perceptions about an attitude object or what you believe to be true.

deep acting

Involves visualizing reality differently, which then produces emotions more consistent with the required emotions

Ex: Susan is a flight attendant for a large airline. She exclusively works a long flight from Chicago to Vienna, and is expected to constantly maintain a positive attitude no matter what situation arises. Over the years, Susan has noticed that when dealing with Americans, their emotions tend to run higher in stressful situations, as opposed to Austrian passengers who tend to be more reserved in stressful or unhappy situations, and she often feels frustrated. If Susan wants to reduce the amount of psychological damage caused by the emotional dissonance her job creates, she should engage in _______________

Attitudes

Represent the cluster of beliefs, assessed feelings, and behavioral intentions toward a person, object, or event

job performance

Job satisfaction is positively related to ______________

Alarm reaction

1st stage of general adaptation syndrome

Occurs when a threat or challenge activates the physiological stress responses. Resistance activates biochemical, psychological, and behavioral mechanisms that give the individual more energy and engage in coping mechanisms to overcome or remove the source of stress.

Employee engagement

An individual's emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals. It is typically described as an emotional involvement in, commitment to, and satisfaction with the work.

Ex: Every Day Shoes recently held a "Vision Day" event in which all of its employees formed teams to develop 60-second videos for the management about how the company was making lives better. Shortly after, their CEO was quoted as saying "We try to get the best out of everybody." "Vision Day" was an exercise attempting to increase ______________________

specialized jobs

Employees can become proficient more quickly in __________________. There are fewer physical and mental skills to learn and therefore less time to train and develop people for high performance.

Job rotation

Adds some skill variety into the workday, and many companies have found that it improves employee motivation and satisfaction to some extent. A second benefit of _________________ is that it minimizes health risks from repetitive strain and heavy lifting because employees use different muscles and physical positions in the various jobs.

power

The need for ___________ is a learned need in which people want to control the environment, including people and material resources, to benefit either themselves or others.

equity

In the _________ condition, people believe that their outcome-input ratio is similar to the ratio of the comparison other.

Creativity

The development of original ideas that make a socially recognized contribution.

At work when imagining opportunities, such as how a company's expertise might be redirected to untapped markets. Present when developing alternatives, such as figuring out new places to look for existing solutions or working out the design of a custom-made solution.

Also helps us choose alternatives because we need to visualize the future in different ways and to figure out how each choice might be useful or a liability in those scenarios.

Is an essential component of decision making as well as a powerful resource for corporate competitive advantage and individual career development.

Ex: Justin is a manager at InnoApp Inc., a web-based applications company. In an attempt to promote new ideas, Justin decides to allow his engineering team to devote 15 percent of their work time to whatever projects they would like to work on and reduces their assigned workload. He then institutes a 30-minute period each morning where the team members are asked to look over their current project list for the day and develop more knowledge about a task before they move on to work on their assigned tasks. Justin is attempting to promote _________________

Illumination

The 3rd stage of creativity, refers to the experience of suddenly becoming aware of a unique idea

Employees, suppliers, customers, and other stakeholders

Presents (or hide) information in ways that makes the decision maker see the situation as a problem, opportunity, or steady sailing.

sequentially

Decision makers have a natural tendency to evaluate alternatives _____________ , not all at the same time. They evaluate each alternative against the implicit favorite when evaluating decision alternatives.

Convergent thinking

Calculating the conventionally accepted right answer to a logical problem.

Ex: Sansa and Shuki are managers at ABC Corporation. Shuki is having problems in his department due to lack of innovation. In response, he consults the corporate procedures manual and speaks with his boss about the right way to solve the problem. Sansa is also having a similar problem in her own department but decides to confront it by hosting team luncheons where she can learn new perspectives and discuss new "outside the box" ways to deal with the problem. Shuki is an example of a(n) ________ thinker.

veiled solutions

Decision makers tend to define problems as _____________ . Decision makers engage in solution-focused problem identification because it provides comforting closure to the otherwise ambiguous and uncertain nature of problems, but it fails to fully diagnose the underlying causes that need to be addressed.

Employee involvement

Has become a natural process in every organization, but the optimal level of involvement depends on the situation.

Low: People ask for specific info, but the issue is not described

Medium low: Problem is described, employees are asked for info

Medium high: Problem is described, employees develop recommendations

High: Employees identify problem, discover alternatives, choose the best alternatives, and implement their choice

have a reasonable level of job security.

People tend to be more creative when they ________________

Cognitive dissonance

Emotional experience caused by the perceived incongruence of our beliefs, feelings, and behavior

Violates image of being rational

Emotion motivates consistency

Emotional labor

Effort, planning, and control to express organizationally desired emotions

Higher in jobs requiring:

Frequent/lengthy emotional display

Variety of emotions displayed

Intense emotions display

Varies across cultures

Exit

Leaving the situation, quitting, transferring, being absent

Voice

Changing the situation, problem-solving, complaining

Loyalty

Patiently waiting for the situational to improve

Neglect

Reducing work effort to quality, increasing absenteeism

Affective commiment

Emotional attachment to identification with and involvement in an organization

Lower turnover, higher motivation, and organizational citizenship

Normative commitment

Felt obligation or moral duty to the organization

Applies the norm reciprocity

Shared values

Employees believe their values are congruent with firm’s value

Organizational comprehension

How well employees understand the organization

Need a clear mental model of organization to identify with it

Stress

An adaptive response to situations received as threatening to well-being

Prepares us to adapt to hostile environmental conditions

Interpersonal conflict

Interferes with goals, other’s behavior or threatening

Includes psychological and sexual harassment

Employee motivation

The forces within a person that affect the direction, intensity, and persistence of voluntary behavior

Intrinsic Motivation

Fulfilling needs for competence and autonomy by engaging in the activity itself rather than from an externally controlled outcome of that activity

Extrinsic Motivation

Occurs when people want to engage in an activity to receive something that is beyond their control

Learned Needs Theory

Needs can be strengthened/weakened through past experience

Training can change a person’s need strength through reinforcements and altering their self-concept

Needs for achievement(nAch)

Want to accomplish goals, clear feedback, moderate risk tasks

Needs for affiliation(nAff)

Seek approval from others, conform to others wishes, and avoid conflict

Need for power(nPow)

Seek ________ for social or personal purposes

E to P expectancy

Probability that a specific effort level will result in a specific performance level

Ex: Hiring/training staff and adjusting job duties to skills; provide coaching and behavioral modeling to build self-efficiency

P to O expectancy

Probability that a specific performance level with result in a specific outcomes

Ex: Measuring performance accurately; explaining how rewards are linked performance

Valance

Anticipated satisfaction from the outcome

Ex: Ensure that rewards are valued; individualize rewards

Antecedents

What happens before the behavior

Behavior

What the person says or does

Consequences

What happens after the behavior

Positive reinforcement

When reinforcement is introduced, the behavior increases or is maintained

Punishment

When introduced, the behavior decreases

Extinction

When no consequence, the behavior decreases

Negative reinforcement

When a consequence is removed, the behavior increases

Specific

What, how, where, when, and with when tasks needs to be accomplished

Measurable

How much, how well, at what cost

Achievable

Challenging, yet accepted (E to P)

Relevant

Within employee’s control

Strengths-based coaching process

Employee identifies area of strength/potential

Coach helps employee discover how leverage strengths

Discussion of situational barriers and solutions

Non social sources

Feedback not conveyed direct by people

Social sources

Feedback directly from others

Multisource feedback

Full circle of people around employee

Preferred feedback

Use nonsocial feedback for goal progress feedback

Use social sources for conveying positive feedback

Organization’s goal

Design jobs that can be performed efficiently and employees are motivated and engaged

Job enrichment

Give employees more responsibility for scheduling, coordinating, and planning work

Natural grouping

Stitching highly interdependent tasks into one job

Frequent job rotation

Moving from one job to another

Benefits: More skill variety, more multi-skilled workforce, better quality awareness, fewer repetitive strain injuries

Job enlargement

Adding tasks to existing job

Similar to frequent job rotation

Social feedback

Verbal, nonverbal, cues from others

High task variability

Job duties have high variation, low predictability-motivating because of higher info processing demand

High task analyzability

Use known procedures rules-less motivating because low info demand

Maximization

Choosing the highest value alternative

Anchoring and adjustment

Adjusting expectations/standards around an initial anchor point

Availibity heuristic

Estimating probabilities by how easily is recalled, even ease of recall is due other factors

Representativeness heuristic

Estimating the probability something by its similarity to known others rather than by more precise statistics

Intuitive decision making

Ability to know when a problem or opportunity exists and to select the best course of action without conscious reasoning

Intuition

An emotional experiences

Gut feeling

Confirmation bias

Distorting info to favor the preference

Preparation

1st stage of creativity

Understanding the problem or opportunity

Investigate info that seems relevant to the issue

Incubation

2nd stage of creativity

Period of reflective thought

Active divergent thinking process

Nonconscious or low-level awareness not direct attention to the issue

Verification

Detailed logical and experimental evaluation of the illuminated idea

Independent imagination

High openness to experience

Moderately low need need for affiliation

Strong self-direction value

Strong stimulation value

Cognitive and practical intelligence

Ability to synthesize analyze and apply ideas

Ability to evaluate potential usefulness of ideas

Persistence

High need for achievement

Strong task motivation

Moderately high self-esteem and optimism

Associative play

Playful activities, creative challenges, morphically analysis

Cross-pollination

Exchange ideas across the firm

Design thinking

Human-centered, solution-focused creative process

Relies on creative thinking, logical analysis, empathy, and intuition

Decision structure

Less involvement for programmed decisions

Resistance Stage

2nd stage of general adaptation syndrome

The body attempts to adapt, repair, and normalize functions if a stressor resolves; if stress continues, it stays on high alert with elevated hormone levels and a weakened immune system

Exhaustion Stage

3rd stage of general adaptation syndrome

Depletion of physical, emotional, and mental resources from chronic, unmitigated stress, leading to burnout, anxiety, depression, and high vulnerability to illness.