MO221 Flashcards

Organizational Behavior (OB)

The study of what people think, feel, and do in and around organizations, including how employees behave, make decisions, relate to each other, and how organizations relate to their external environments.

Benefits of studying Organizational Behavior (OB)

Helps in understanding and predicting workplace events, adopting accurate personal theories, and influencing organizational events.

Kolb’s Experimental Learning Model

A model of experiential learning, focus on creating a learning cycle which includes concrete experience, reflective observation, abstract conceptualization, and active experimentation.

Organization

A group of people who work interdependently toward a common purpose.

Management

A process designed to achieve an organization’s objectives by using its resources.

Effectiveness vs. Efficiency

Effectiveness is figuring out what to do in an uncertain environment whereas efficiency is getting things done despite limited direct control.

Lewin's Formula (B = E(I))

Behavior (B) is the function of the individual (I) in the environment (E).

Influencing in Lewin's Formula

A manager can influence the environment but cannot directly change the individual.

Self-awareness in organizational behavior

Driven by assessments such as DANVA, Big 5, Global Motivation Scale, and TKI.

Benefits of high self-awareness in leaders

Leads to better decision-making, increased confidence and creativity, stronger relationships, and more effective communication.

DANVA assessment

Assesses emotional expression and perception, with findings that women tend to be more skilled than men at reading emotions.

Johari Window

Illustrates self-awareness through disclosure and feedback; a larger 'open' area indicates better self-awareness and trust.

Family environment influence on Emotional Intelligence

Shapes the ability to perceive, express, and manage emotions; higher emotional intelligence is linked to better job performance.

Four domains of Emotional Intelligence (E.I.)

1) Self-awareness, 2) Self-regulation, 3) Social awareness, 4) Relationship management.

Functional Fixedness

Being stuck in a particular way of thinking that can turn strengths into weaknesses when overused.

Implicit biases

Unconscious assessments favoring the 'in-group,' which are pervasive and malleable.

The Name-Pronunciation Effect

People with easier-to-pronounce names are judged more positively than those with difficult names.

Three steps to change behavior towards others

1) Visualize each person before meeting, 2) Examine your behavior critically, 3) Normalize exposure to the unexpected.

Big Five personality traits

1) Openness to Experience, 2) Conscientiousness, 3) Extraversion, 4) Agreeableness, 5) Neuroticism.

High conscientiousness

Organized, reliable, and focused on long-term goals.

Low conscientiousness

Easygoing, spontaneous, and less concerned with rules and plans.

Agreeableness in individuals

High agreeableness means trusting, helpful, good-natured; low agreeableness indicates less cooperation and more self-focus.

High neuroticism characteristics

Experiencing emotional reactions, anxiety, and negative emotions in stressful situations.

Openness to Experience

Curious, enjoys new ideas, and attentive to inner feelings; low openness is cautious and risk-averse.

Extraversion

Degree of sociability; high extraversion is outgoing while low extraversion is reserved.

Motivation in organizational behavior

The force within a person that affects the direction, intensity, and persistence of their efforts.

McGregor’s Theory X

Assumes people dislike work and need to be controlled to complete tasks.

McGregor’s Theory Y

Assumes people like to work and can be self-directed and creative.

Intrinsic vs. Extrinsic motivation

Intrinsic: Drive for personal growth; Extrinsic: Drive for rewards.

Global Motivation Scale

Examines the strength and balance of intrinsic vs. extrinsic motivations in life.

Supporting intrinsic motivation

Create an environment that fosters growth and personal achievement.

Daniel Pink's three key motivators

Autonomy, Mastery, Purpose.

Vroom’s Expectancy Theory

Motivation influenced by expectations of outcomes related to actions.

Key practices of Vroom’s Expectancy Theory

Increasing Expectancy, Instrumentality, and Valence.

Adams’s Equity Theory

Employees are motivated when treated fairly compared to others, focusing on social comparisons.

Motivational traps

1) Values mismatch, 2) Lack of Self-Efficacy, 3) Disruptive Emotions, 4) Attribution Errors.

Goal setting impact on motivation

Helps direct attention, increases self-efficacy, and sustains effort.

Team according to Katzenbach & Smith

A small group with complementary skills committed to a common purpose and mutual accountability.

Characteristics of a team (Tenenbaum & Salas)

More than two people who interact and rely on each other toward common goals.

S.M.A.R.T goal framework

Specific, Measurable, Attainable, Relevant, Timely.

Stages of team development (Tuckman)

Forming, Storming, Norming, Performing, Adjourning.

Task concerns in a team

Focus on what must be done to meet goals like timeline and quality.

Process concerns in a team

Focus on managing team members and tasks, including conflict management.

Diversity influence on team performance

Can lead to creative ideas but may increase conflict.

80/20 rule in team participation

80% of contributions made by 20% of members.

Social loafing

Tendency to exert less effort in a group than when alone.

Groupthink

Tendency to prioritize consensus over decision quality in cohesive teams.

Group polarization

Discussion within a group leads to more extreme positions.

Team norms

Informal rules and expectations to regulate members' behaviors.

Main message of Pecking Order TED Talk

Best collaborators achieve longer-term success through social capital and trust.

Robbins and Judge Model for team effectiveness

Includes Context, Composition, Process, and Work Design.

Barriers to team effectiveness (Lencioni)

1) Absence of Trust, 2) Fear of Conflict, 3) Lack of Commitment, 4) Avoidance of Accountability, 5) Inattention to Results.