organizational behavior exam 3

Extroversion

the degree to which an individual experiences positive emotional states and interacts with the world. Individuals high on this are more likely to have high job satisfaction and perform well in jobs requiring social interaction

Neuroticism

The degree to which the individual tends to feel distressed and experience negative emotional states and generally views themselves and the world around them negatively (dimension is also called “negative affectivity” and “emotional stability”). Individuals high on neuroticism are more likely to get stressed at work

Agreeableness

The degree to which individuals tend to get along with other people-agreeableness helps smooth group dynamics, but disagreeableness helps with devil advocacy

Conscientiousness

The degree to which an individual is careful, scrupulous, and persevering. A good predictor of performance in many jobs

Openness to experience

the degree to which a person is original, has broad interests, and is willing to take risks (good for organizational change).

Extraverted vs. introverted (E/I)

social vs. quiet (extraverts are oriented primarily toward the outer world focusing on people and objects; introverts are oriented primarily toward the inner world focusing on concepts and ideas

Sensing vs. Intuiting (S/N)

practical, detail-oriented vs. big picture, visionary (sensors focus on upon the process of sensing (S), meaning, observable events through one or more of the five senses (taste, sight, touch, smell, and hearing.)); intuits focus on meanings, relationships and/or possibilities

Thinking vs. feeling

logic/reason vs. values/emotions (thinkers decide impersonally based on logic (ex: effects, consequences), feelers make decisions more based on feelings and personal or social values

Judge vs. perceiving

order/planning vs. flexibility/spontaneity (judgers use judgments in dealing with the external world - ex how things should be; judgers are more likely to be organized and plan but are more rigid; perceivers use perception in dealing with the outer world-ex how things are and are more likely to be adaptable to existing conditions

Emotional intelligence

 the ability to be self-aware (ex: own emotions), detect emotions in others, and manage emotional cues and information

Self-efficacy

the degree to which a person believes in his/her ability to do a task. Correlated with performance. (self-esteem is a more general feeling of value). 

TITLE VII, Civil Rights Act of 1964

 prohibits discrimination based on sex, race, ethnicity, color, and religion; also prohibits reverse discrimination

-the majority of court cases are sex discrimination cases

-Customer preference is not a good defense; the purpose of the organization (if religious) is a defense

-In 2020 the supreme court ruled that Title VII will cover discrimination based on gender identity

Americans with Disabilities Act of 1990

Must provide reasonable accomadations for those with disabilities

-what is reasonable depends on the size of the country

-current drug use is not protected, in recovery from drug use is protected

The Age Discrimination in Employment Act of 1967

Prohibits discrimination against people who are 40 and older

Challenges of Managing Diversity

-Resistance to change

-Similar to me bias and conscious and unconscious stereotypes

-competition for jobs

Managing Diversity

-Establish a corporate culture that values diversity

-Provide human resources programs tailored to a diverse workforce

-Provide ongoing diversity training programs

-Provide support groups for diverse employees

-Manage implicit bias by allowing sufficient time to review applicants

1. Alderfer's ERG model (derived from Maslow’s needs hierarchy and better supported by research)

1. Existence needs: physical and safety needs

2. Relatedness needs: love and belonging

3. Growth needs: self-esteem and self-actualization

1. McClelland’s Needs

1. Need for achievement

2. Need for affiliation

3. Need for power

Expectancy model (vroom)

 motivation is thought to be a result of individual expectancies that effort will lead to valued outcomes (first and second order) (“expectancy theory”)

Expectancy

the perceived link between effort and first-order outcomes (probability)

First-order outcomes

direct consequences of effort (ex: performance)

Second-order outcomes

Follow first order outcomes (raise)

Instrumentalities

the perceived link between first-order outcomes (ex: performance) and second-order outcomes (ex: rewards)

what people will do to reduce inequity, according to Adam's equity model of work motivation

1. Distributive justice 

2. Procedural justice

3. Interactional justice

Distributive justice

fairness of allocations of resources and rewards

Procedural justice

fairness of the process used to make allocation decisions

Interactional justice

whether people feel they were told the truth, treated respectfully, etc.

five job characteristics that affect motivation

• Task identify

• Feedback

• Autonomy

• Task significance

• Skill variety

goals that lead to the highest performance, according to Locke's goal setting model of motivation

 Accepted, Specific, Moderately Difficult, and Followed with feedback in same units as goals

 principle tenet (motto/principle) of operant conditioning

Behavior is a function of its consequences (behavior rewarded will be repeated)

Types of consequences in organizations

1. informational (ex: feedback) 

2. Social (ex: supervisory approval)

3. organizational (ex: raises, promotions)

 each of the four major contingencies used in operant conditioning

Positive reinforcement

Negative reinforcement

Punishment

Extinction

Positive reinforcement

 arrange for positive consequences to follow behavior

Negative reinforcement

 arrange for aversive stimulus to stop following a desired behavior

Punishment

arrange for an aversive stimulus to follow an undesired behavior or withdraw a positive stimulus

Extinction

remove the positive consequences that is following the behavior 

 Locke's Goal Setting model of work motivation

specific, challenging, and achievable goals enhance motivation and performance.

Operant Conditioning model

Behavior is a function of its consequences

Vroom's Expectancy Model

Motivation is thought to be a result of individual expectanciess that effort will lead to

Traditional Tuckman Model

• Forming: structuring, behavior testing (polite)

• Storming: subgroups, jockeying for leadership (conflict)

• Norming: roles, norms accepted; performing but still awkward

  • Task related roles (ex: coordinator)

  • Maintenance roles (ex: mediator)

• Performing: mutual support, high trust levels, smooth coordination

Gersick (Punctuated Equilibrium) Model

• Phase 1: initial activity, structuring

• Midpoint transition: reassessment, new methods, energy level

• Phase 2: image on slides

Escalation of commitment

Groups tend to escalate more and longer to a failing course of action than do individuals

Preventing escalation of commitment

having a different group or individual make subsequent decisions

Groupthink

pressure to conform, not express doubts, ignore negative feedback

Preventing Groupthink

creating diverse groups, using subgroups, the neutral stance taken by the leader, using paper votes, using devil’s advocacy, consulting nonmembers, and using brainstorming or NGT

Social loafing

 the tendency of group members to decrease effort in larger groups 

Preventing social loafing

Increasing individual accountability

psychological safety

Refers to the degree to which members feel free to be themselves, including the freedom to speak up and express concerns

Need psychological safety in groups for the most effective performance

Affected by leadership support, organizational support, and peer relationships 

Benefits of Conflict

• Focuses attention to the problem and brings out new ideas (devil's advocate)

• Enhances group loyalty

• Improves performance monitoring

Disadvantages of Conflict

• Decreased communication

• Reduced empathy and increased negative stereotyping

• Shift from a participative to authoritarian style of management

Causes of Conflict

• interdependence of jobs (ex: reciprocal or sequential)

• Competition for resources, goals, and rewards, (win-lose situation)

• Unclear communication, threat,s and criticism

 team mental models are needed for the effective functioning of a group

• Team mental models

  • Shared mental models of team interactions

  • Shared mental models of how to do the task

preventing conflict regarding people skills

• Use and foster interpersonal skills

  • Use mediators, and arbitrators to help resolve conflict

  • Rotate workers through groups (for increased empathy and perspective)

  • Train people in interpersonal skills, and conflict management techniques (ex: negotiation)

• Facilitate communication in additional ways beyond mediators, liaisons, and defining things clearly

5 conflict response types

-forcing

-avoiding

-compromising

-accomadating

-collaborating