quizlet notes
Managerial activities
make decisions, allocate resources, direct activities of others to attain goals
organization
A coordinated social unit composed of 2 or more people that function under a common goal
Management Functions
planning, organizing, leading, controlling
Mitzberg's Managerial Roles
interpersonal, informational, decisional
Katz essential managerial skills
Technical skills, human skills, conceptual skills
4 types of managerial activity
Traditional management, communication, human resource, and networking
Organizational behavior
A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization's effectiveness.
Psychology
Individual study of behavior
Sociology
the systematic study of human society (group or organization system)
Anthropology
The study of humans (group or organization system)
contingency variables "it depends!"
situational factors: variables that moderate the relationship between two or more variables
workplace diversity
the ways in which people in an organization are different from and similar to one another
The dependent variables
Productivity, absenteeism, turnover, deviant workplace behavior, OCB, job satisfaction
Indipendent variables
Individual, group, and organizational system
surface-level diversity
differences such as age, sex, race/ethnicity, and physical disabilities that are observable, typically unchangeable, and easy to measure
deep-level diversity
differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better
Discrimination
Noting of a difference between things, unfair discrimination, making judgements about an individual
biographical characteristics
personal characteristics - such as age, gender, race, and ethnicity - that are objective and easily obtained from personnel records. these characteristics are representative of surface-level diversity
social psychology
the scientific study of how we think about, influence, and relate to one another (group)
Dimensions of Intellectual Ability
number aptitude, verbal comprehension, perceptual speed, inductive reasoning, deductive reasoning, spatial visualization, memory
physical abilities
the capacity to do tasks that demand stamina, dexterity, strength, and similar characteristics
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Nine Physical Abilities
Strength factors (dynamic, trunk, static, explosive)
Flexibility factors ( extent, dynamic)
Other factors ( body coordination, balance, stamina)
Diversity Management
the process and programs by which managers make everyone more aware of and sensitive to the needs and differences of others
Attitudes
evaluations of people, objects, and ideas
cognitive component (evaluation)
the opinion or belief segment of an attitude
affective component (feeling)
this involves a person's feelings / emotions about the attitude object. For example: "I am scared of spiders".
behavioral component (action)
an intention to behave in a certain way toward someone or something
cognitive dissonance
Incompatibility between 2 or more attitudes or between behavior and attitudes
A-B relationship
Attitudes predict behaviors
self-perception theory
the theory that when we are unsure of our attitudes, we infer them much as would someone observing us - by looking at our behavior and the circumstances under which it occurs
Dimensions of organizational commitment
Affective, continuance commitment, normative
Types of Attitudes
Job satisfaction, job involvement, organizational commitment, perceived organizational support (POS), employee engagement
Organizational citizenship behavior
Going beyond normal expectations to improve operations of the organization, as well as defending the organization and being loyal to it
Conscientiousness
how dependable, responsible, achievement-oriented, and persistent one is
affect
a broad range of feelings that people experience
Emotions
intense feelings that are directed at someone or something
Moods
feelings that tend to be less intense than emotions and that lack a contextual stimulus
emotional labor
a situation in which an employee expresses organizationally desired emotions during interpersonal transactions at work
Felt vs. Displayed Emotions
Felt: an individuals actual emotions
Displayed emotions: organizationally required and considered appropriate in a given job
Affective Events Theory (AET)
a model that suggests that workplace events cause emotional reactions on the part of employees, which then influence workplace attitudes and behaviors
emotional intelligence
self-awareness, self-management, social awareness, relationship management, empathy, social skills
Personality Determinants
heredity, environment, situation
Myers-Briggs Type Indicator
a personality test that taps four characteristics and classifies people into 1 of 16 personality types
Big 5 Model of Personality
extraversion, agreeableness, conscientiousness, emotional stability, openness to experience
High Risk-taking Managers
-Make quicker decisions
-Use less information to make decisions
-Operate in smaller and more entrepreneurial organizations
Low Risk-taking Managers
-Are slower to make decisions
-require more information before making decisions
-Exist in larger organizations with stable environments
Type As
Always on the Move, feel impatient, multitask, cannot cope with leisure time, obsessed with numbers
Type B
Never care about time urgency, doesn't display accomplishments or achievements, play for fun and relaxation, can relax without guilt
locus of control
The degree to which people believe they are masters of their own fate. Internal or external's
Machiavellianism
displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles
self-monitoring
being attuned to the way one presents oneself in social situations and adjusting one's performance to create the desired impression
value system
a hierarchy based on a ranking of an individual's values in terms of their intensity
terminal values
desirable end-states of existence; the goals a person would like to achieve during his or her lifetime
Instrumental values
preferable modes of behavior or means of achieving one's terminal values
Boomers
1965-1985, 50-70's,
Success achievement ambition dislike of authority loyalty to career
Xers
entered the workforce 1985-2000; 30-50's, work/life balance, team-oriented, dislike of rules, loyalty to relationships
Millennials
2000 to present to mid 30's, Confident, financial success, self-reliant but team oriented, loyalty to both self and relationships
personality-job fit theory
a theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover
personality types
realistic, investigative, artistic, social, enterprising, conventional
Organizational culture profile
Useful for determining person organization fit.
Hofstede's Cultural Dimensions
power distance, individualism vs collectivism, uncertainty avoidance, long-term orientation vs short term . Masculinity vs femininity
power distance
Degree to which societies accept the idea that inequalities in the power and well-being of their citizens are due to differences in individuals' physical and intellectual capabilities and heritage
Collectivism
giving priority to the goals of one's group and defining one's identity accordingly
long-term orientation
a value orientation in which people stress the importance of virtue
uncertainty avoidance
the degree to which societies are willing to tolerate uncertainty and risk
Factors that influence perception
situation, perceiver, target
attribution theory
the theory that we explain someone's behavior by crediting either the situation or the person's disposition
fundamental attribution error
the tendency for observers, when analyzing another's behavior, to underestimate the impact of the situation and to overestimate the impact of personal disposition
self-serving bias
the tendency for people to take personal credit for success but blame failure on external factors
selective perception
The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions.
halo effect
the tendency to draw a general impression about an individual on the basis of a single characteristic
Contrast effects
Evaluation of a person's characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics
Link between perception and decision making
Decision making occurs as a reaction to a perceived problem
Perception influences:
Awareness that a problem exists
The interpretation and evaluation of information
Bias of analysis and conclusions
Steps in the Rational Decision-Making Model
1. Define the problem
2. Identify the decision criteria
3. Allocate weights to the criteria
4. Develop the alternatives
5. Evaluate the alternatives
6. Select the best alternative
rational decision making
a systematic process of defining problems, evaluating alternatives, and choosing optimal solutions
bounded reality
The "real world" model: seeks satisfactory and sufficient solutions from limited data and alternatives
intuition
the ability to understand something immediately, without the need for conscious reasoning.
overconfidence bias
the bias in which people's subjective confidence in their decision making is greater than their objective accuracy
anchoring bias
a tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information
confirmation bias
Selecting and using only facts that support our decision
availability bias
Emphasizing information that is mostly readily at hand
escalation of commitment
an increased commitment to a previous decision in spite of negative information
randomness error
Creating meaning out of random events - superstitions
risk aversion
The tendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher expected payoff.
hindsight bias
After an outcome is already known, believing it could have been accurately predicted beforehand
The three component model of creativity
expertise, creative thinking skills, intrinsic task motivation
Perception
the ability to see, hear, or become aware of something through the senses.
Motivation
the processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal
Maslow's Hierarchy of Needs
physiological, safety, love/belonging, esteem, self-actualization. Low order needs: satisfied externally; physiological and safety needs. Higher- order needs: needs that satisfied internally: social, esteem, and self actualization needs.
Assumptions of Maslow's Theory
Individuals cannot move to the next higher level until all needs of the current lower level are satisfied.
Theory X managers
Having little ambition, disliking work, avoid responsibility
Theory Y managers
Self directed, enjoying work, accepting responsibility
Herzberg's Two-Factor Theory
hygiene factors and motivators. Satisfaction and dissatisfaction or not opposite ends of the same thing!
Hygiene Factors (Herzberg)
Salary, working conditions, interpersonal relations (extrinsic). Associated with dissatisfaction caused by discomfort or pain
Motivators (Herzberg)
Achievement, recognition, stimulating work, growth, advancement, positive culture
David McClellands theory of needs
need for achievement, need for affiliation, need for power. Individuals have different levels of needs in each of these areas, and those of us will drive their behavior.
Contemporary Theories of Motivation
-Self Determination Theory
-Job Engagement
-Goal Setting Theory
-Self Efficacy Theory
-Equity Theory
-Expectancy Theory
Cognitive Evaluation Theory
Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation
Goal Setting Theory
a theory that says that specific and difficult goals, with feedback, lead to higher performance
Management of objectives
A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress
self-efficacy
An individual's belief that he or she is capable of performing a task.
4 ways to increase self-efficacy
enactive mastery, vicarious modeling, verbal persuasion, arousal
Reinforcement Theory
attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated
Equity Theory
Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.
3 types of justice
distributive (perceived fairness) procedural (process used to determine the outcome) , interactional (degree to which one is treated Witt dignity and respect)
Reinforcement Theory
Consult equity theory to help understand productivity, satisfaction, absence, and turnover variables
Expectancy Theory
Offers A powerful exclamation of performance variable such as employee productivity, absenteeism, and turnover
Goal Setting Theory
Clear and difficult goals often lead to higher levels of employee productivity
Need theories (Maslow, mcclelland, herzberg)
Well known, but not very good predictors of behavior
Job Design Theory
Job characteristics model: identifies five job characteristics and their relationship to personal and work outcomes. Characteristics include: skill variety, task identity, task significance, autonomy
job rotation
the periodic shifting of an employee from one task to another
job enrichment
The vertical expansion of jobs, which increases the degree to which work or controls the planning, execution, evaluation of the work
Alternative work arrangements
flextime, job sharing, telecommuting, virtual offices
Telecummuting
Employees do their work at home at least two days a week on a computer that is linked to their office
participative management
subordinates share a significant degree of decision making power with their immediate superiors
Representative participation
Workers are represented by a small group of employees who actually participate in decision making. (Work councils, board rep)
4 major strategic reward decisions
What to pay, how to pay individuals, what benefits to offer, how to build recognition programs.
Skill-Based Pay Systems
Profit sharing, gain sharing, employee stock ownership plans
How to build recognition programs
Intrinsic rewards. Benefits of programs