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Flashcards in OB 1 Deck (93)
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1
Q

What OB do in business

A

understanding organisations through examining individual characteristics, drivers and behaviours, and understanding group dynamics and organisational processes which ultimately influence organisational effectiveness.

2
Q

What is the study of OB

A

The study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself

3
Q

3 focuses of OB and what they do with information gained

A

individuals, groups and structure, and applies the knowledge gained about individuals, groups and the effect of structure on behaviour in order to make organisations work more effectively.

4
Q

OB includes (10)

A
personality and values
attitude and perception
motivation (theory and practice)
work design and work stress
group structure and processes
communication 
conflict
leader behaviour and power
organisational culture
change processes
5
Q

idea of complementing Intuition with systematic study (3)

A

Behaviour is generally predictable. The systematic study of behaviour is a means to making reasonably accurate predictions.
We can improve our predictive ability by supplementing intuition with a more systematic approach.
Systematic study allows us to look at relationships, attempting to attribute causes and effects, and basing our conclusions on scientific evidence

6
Q

What to understand about people and what not to do (2)

A

Don’t generalise, bring in different perspectives

Different actions have different consequences and every individual is capable of producing different things

7
Q

Four factors of influence (on an individuals behaviour and performance) MARS model + e=

A
Motivation
Ability 
Role perception
-
Situational factors

->behaviour and results

8
Q

Internal forces within a person that affect voluntary behaviour 3

A

direction: where to steer effort
intensity: amount of effort
persistence: continuing effort

9
Q

Factors of employee ability 2

A
Natural aptitudes (talents) and learned capabilities (physical and mental skills and knowledge) required to successfully complete a task
Competencies - personal characteristics that lead to superior performance
10
Q

factors of Role Perceptions 3

A

How clearly people understand their job duties:
specific duties and consequences
relative importance of tasks and performance
preferred behaviours to accomplish tasks

11
Q

Factors of situational factors

A
Conditions beyond the employee’s immediate control that constrain or facilitate behaviour and performance:
time
budget
work facilities
situation
12
Q

types of individual behaviour (behaviour and results) 5

A
task performance
organisational citizenship
Counter productive behaviour 
Joining/staying with the organisation 
Maintaining attendance
13
Q

Predictor of most forms of behaviour +def

A

personality

Personality is most often described in terms of the measurable traits a person exhibits.

14
Q

Values v personality

A

Values
Evaluative
‘Ought to do’
Nurture

Personality
Subjective
‘Tend to do’
Nature & some nurture

15
Q

Ethics 2

A

the study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad.
Ethics or honesty is the most important characteristic that employees look for in a leader.

16
Q

OB is the study of

A

what people think, feel, and do in and around organizations. It is concerned with human behaviour at work and how aspects of the person (individual), the presence of others (team) and organisational systems (organisational) impact on behaviour.

17
Q

what is perception

A

A process by which individuals organise and interpret their sensory impressions in order to give meaning to their environment.

18
Q

perceptual process 3

A
  1. senses
  2. Selective attention and emotional marker response
  3. Attitudes and behaviours
19
Q

Common shortcuts in judging others 6

A
Selective Perception 
Stereotyping 
Halo Effect 
False-consensus Effect /‘similar to me’ Effect 
Primacy Effect 
Recency Effect
20
Q

Overconfidence bias

A

The tendency to overestimate the probability that one’s judgment in arriving at a decision is correct.

21
Q

Anchoring bias

A

A tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information.

22
Q

Confirmation bias

A

The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments.

23
Q

Availability bias

A

The tendency for people to base their judgments on information that is readily available to them.

24
Q

Escalation of commitment

A

An increased commitment to a previous decision in spite of negative information.

25
Q

Randomness error

A

The tendency of individuals to believe they can predict the outcome of random events.

26
Q

Risk aversion

A

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 pay-off.

27
Q

Hindsight bias

A

The tendency to believe falsely, after an outcome of an event is actually known, that one would have accurately predicted that outcome.

28
Q

Strategies to Improve Perceptions

A

Self-awareness of perceptual biases (by knowing that they exist)
Improving self-awareness (awareness training) – e.g. applying Johari Window
Meaningful interaction

29
Q

Emotions def

A

(Strong) feelings deriving from one’s mood / circumstances / relationships with others

30
Q

Stress def 2

A

An adaptive response to a situation that is perceived as challenging or threatening to the person’s wellbeing.
A physiological and psychological condition that prepares us to adapt to hostile or noxious environmental conditions.
Eustress (a motivator) versus distress (a negative experience).

31
Q

Stressors def

A

The causes of stress - any environmental condition that places a physical or emotional demand on the person.

32
Q

Attitudes are

A

Judgments about anattitude object (a person, object or event)
Based mainly onrational logic
Usually stable for daysor longer

33
Q

Emotions are

A

Experiences related to anattitude object
Based on innate and learned responses to environment
Usually experienced forseconds or less

34
Q

EQ hierarchy 4

A

Management of others’ emotions
Awareness of others’ emotions
Self-management
Self-awareness

35
Q

Stress management in a workplace 5

A
Remove the stressor
Withdraw from the stressor
Change stress perceptions
Control stress consequences
Receive social support
36
Q

EVLN: Responses to Job Dissatisfaction

4

A
Exit
• Leaving the situation
• Quitting, transferring
Voice
• Changing the situation
• Problem solving, complaining
Loyalty
• Patiently waiting for the situation to improve
Neglect
• Reducing work effort/quality
• Increasing absenteeism
37
Q

Building Organizational Commitment

5

A
Justice/ Support
• Apply humanitarian values
• Support employee wellbeing
Shared Values
• Values congruence
Trust
• Employees trust org leaders
• Job security supports trust
OrganizationalComprehension
• Know firm’s past/present/future
• Open and rapid communication
Employee
Involvement
• Employees feel part of company
• Involvement demonstrates trust
38
Q

list of content theories

A
Maslow’s hierarchy of needs theory 
Alderfer’s ERG theory 
Herzberg’s two-factor theory
McClelland’s acquired needs theory
Lawrence & Nohria’s four-drive theory
39
Q

Process Theories

A

Vroom’s expectancy theory
Goal-setting theory
Feedback Theory
Equity theory -> organizational justice

40
Q

Motivation Practices

A

Financial rewards practices x 4
Job design practices
Empowerment practices
Self-leadership practices

41
Q

Maslow hierarchy of needs order + eg

A
  • Physiological
    Hunger warmth thirst shelter
  • Safety
    Security safety protection stability
  • Social
    Involvement with others team working social atmosphere
  • Esteem
    Feeling wanted and valued respected status
  • Self actualisation
    Growth development achieving potential freedom to create and innovate
42
Q

Limitations of needs hierarchy models 2

A

Maslow’s theory lacks empirical support
Hierarchy models wrongly assume that everyone has the same needs hierarchy. Instead, needs hierarchies are shaped by a person’s own values and self-concept

43
Q

Four-drive theory of motivation - Lawrence & Nohria, 2002
order + eg

A
  • drive to acquire
    Drive to take/keep objects and experiences
    Basis of hierarchy and status
  • Drive to defend
    Need to protect ourselves
    Reactive (not proactive) drive
    Basis of fight or flight

Drive to bond
• Drive to form relationships and social commitments
• Basis of social identity

Drive to comprehend
• Drive to satisfy curiosity• To understand environment and self

44
Q

Four drive relation to maslow

A

Physiological  Drive to acquire

Safety  Drive to defend

Belongingness, Esteem  Drive to bond

Self-actualization  Drive to comprehend

45
Q

Expectancy theory of motivation

A

based on the idea that work effort is directed towards behaviours that people believe will lead to desired outcomes.

46
Q

Expectancy theory of motivation 4 factors and 3 relationships

A
  1. Individual effort
    effort and performance relationship
  2. Individual performance
    Performance and reward relationship
  3. Organisational rewards
    Rewards and personal goals relationship
  4. Personal goals
47
Q

Goal setting theory (SMarter)

A
Specific 
Measurable 
Achievable 
Relevant 
Time-framed
Exciting
Reviewed
48
Q

Feedback theory of motivation 5

A
Specific 
Relevant 
Timely 
Credible 
Sufficiently frequent
49
Q

Organisational justice theory of motivation 2

A

Procedural justice - perceived fairness of the procedures used to decide the distribution of resources

Distributive justice - perceived fairness in outcomes we receive relative to our contributions and the outcomes and contributions of others

50
Q

Equity theory of motivation

A

explains how people develop perceptions of fairness in the distribution and exchange of resources.

51
Q

What is the comparison of with the equity theory and what is the result

A

Own outcomes (Pay/ benefits, recognition, learning, promotions, workspace and interesting job) and Own inputs (skill, effort, performance, reputation, hours, experience) compared with others outcomes and inputs

With the result of perceptions of equity or inequity

52
Q

Process Theories 2

A

emphasise the fact that individuals will internally process the rewards on offer and calculate how much effort they need to expend if they value the reward.

highlight that motivation does not occur in a vacuum, in that employees will make comparisons with others and behave according to their internal assessment of fairness or value.

53
Q

Employee engagement 3

A

An individual’s emotional, cognitive, and behavioural motivation, particularly a focused, intense, persistent and purposive effort towards work-related goals
High absorption in the work
High self-efficacy

54
Q

Factors need to be considered in rewarding employees:

4

A

what to pay employees
how to pay employees
what benefits and choices to offer
how to construct employee recognition programs

55
Q

factors in the team effectiveness model

A
  1. Organizational and Team Environment
  2. Team Design
  3. Team Processes
  4. Team Effectiveness (outcomes)
56
Q
  1. Organizational and Team Environment 5
A
Rewards
Communication
Org structure
Org leadership
Physical space
57
Q
  1. Team Design3

2. Team Processes4

A

TD
Task characteristics
Team size
Team composition

TP
Team development
Team norms
Team cohesiveness
Team trust
58
Q
  1. Team Effectiveness (outcomes) 3
A

Accomplish tasks
Satisfy member needs
Maintain team survival

59
Q

Model of team development

A
Forming 
Storming
Norming
Performing 
Adjourning
60
Q

steps of communication model

A

form message > encode message > Transmit message > Receive encoded message > Decode message > Form feedback > encode feedback> Transmit feedback > receive encoded feedback > decode feedback

61
Q

Communication topic summary 5

A

Remember that your communication mode will partly determine your communication effectiveness.
Obtain feedback from your employees to make certain your messages are understood, however they are communicated,
Remember that written communication creates more misunderstandings than oral communication; communicate with employees through in-person meetings when possible.
Make sure you use communication strategies appropriate to your audience and the type of message you’re sending.
Keep in mind communication barriers such as gender and culture.

62
Q

Formal power

A

Formal power: Power based on an individual’s position in an organization.

63
Q

Personal (informal) power:

A

Ways in which individuals translate power bases into specific actions.

64
Q

Sources of power

A
legitimate 
Reward
Coercive
Expert
Referent
65
Q

Legitimate

3

A

Agreement that people in certain roles can request certain behaviours of others
Based on job descriptions and mutual agreement
Legitimate power range varies across national and organisational cultures

66
Q

Reward 2

A

Ability to control the allocation of rewards valued by others and to remove negative sanctions
Operates upwards as well as downwards

67
Q

Coercive 3

A

Ability to apply punishment
Exists upwards as well as downwards
Peer pressure is a form of coercive power

68
Q

Expert 3

A

The capacity to influence others by possessing knowledge or skills that they value
More employee expert power over companies in knowledge economy
Perceived ability to manage uncertainties

69
Q

Referent 2

A

Occurs when others identify with, like or otherwise respect the person
Associated with charismatic leadership

70
Q

Bases and sources of power linkage

A

Formal =
Legit
Reward
Coercive

Informal=
Expert
Referent

71
Q

Contingencies

of Power 4 + eg

A

Substitutability
Few or no alternatives to the resource
Increase non-substitutability by controlling the resource
Differentiate resource from others

Centrality
Degree and nature of interdependence between power-holder and others
Centrality is a function of:
how many others are affected by you
how quickly others are affected by you
Discretion
the freedom to exercise judgment
rules limit discretion, limit power
also a perception
varies across industries
Visibility
Symbols communicate your power source(s):
educational diplomas
clothing etc. 
 Salience:
location
72
Q

Hard influence tactics v soft influence tactics

A
H
Silent authority
Upward appeal
Coalition formation
Information control
Assertiveness
Leans to resistance and compliance
S 
Persuasion
Ingratiation &impression management
Exchange
Leans to commitment and compliance
73
Q

conflict process model

A

sources of conflict > conflict perceptions and emotions > manifest conflict (escalation potential) > conflict outcome

74
Q

sources of conflict 6

A
incompatible goals
Differentiation
Interdependance
Scarce resources
Ambiguos rules
Poor communication
75
Q

Manifest conflict 3

A

conflict style
Decisions
Overt behaviours

76
Q

conflict outcomes positive 3 and negative5

A

positive
Better decisions
Responsive organisation
Team cohesion

Negative
Stress/morale
Turnover
Politics 
Lower performance
Distorted information
77
Q

5 interpersonal conflict handling styles

A

High assertiveness, low cooperativeness forcing/competing = win-lose

High assertiveness, high cooperativeness, problem solving/collaborating = win-win

Middle ground, compromising = win win

Low assertiveness and cooperativeness, avoiding = lose-lose

Low assertiveness and high cooperativeness, yielding = Lose-win

78
Q

SIX Organizational Approaches to Conflict Resolution

A
Emphasize superordinate goals
Reduce differentiation
Improve communication
Reduce interdependence
Increase resources
Clarify rules and procedures
79
Q

5 leadership perspectives

A
competency
behavioural
contingency
Transformational 
Implicit
80
Q

competency perspective 8

A
personality
Self concept
Drive
Integrity
Leadership motivation
Knowledge of the business
Cognitive practical intelligence
Emotional intelligence
81
Q

behavioural perspective

A

Task-oriented behaviours
Assign work, clarify responsibilities
Set goals and deadlines, provide feedback
Establish work procedures, plan future work

People-oriented behaviours
Concern for employee needs
Make workplace pleasant
Recognize employee contributions
Listen to employees

Leadership studies at the University of Michigan’s Survey Research Center came up with two behavioural dimensions:

Employee-oriented leaders

Production-oriented leaders

Employee-oriented leadership is similar to consideration, and production-oriented leadership is similar to initiating structure.
In fact, most leadership researchers use the terms synonymously.

82
Q
  1. Contingency theories path goal theory 4 -6
A
Directive
Provide psychological structure to jobs
Task-oriented behaviors
Supportive
Provide psychological support
People-oriented behaviors
Participative
Encourage/facilitate employee involvement
Achievement-oriented
Encourage peak performance through goal setting and positive self-fulfilling prophecy
83
Q
  1. Transformational Perspective of Leadership

2

A

Transformational leaders - working with subordinates to identify needed change, creating a vision to guide the change through inspiration, and executing the change in tandem with committed members of a group
Transactional leaders - influencing followers through rewards, penalties, and negotiation

84
Q
  1. Implicit leadership perspective

2 - 3

A

Leadership prototypes
Preconceived beliefs about the features and behaviors of effective leaders.
Romance/Attribution of leadership
Amplify effect of leaders on organizational results
Fundamental attribution error

85
Q

3 levels of organisational culture

A
  1. shared assumptions
  2. shared values
  3. Artefacts of organisational culture
86
Q
  1. Shared assumtions 3
A

non conscious, taken for granted beliefs
implicit mental models, ideal prototypes of behaviour
most difficult to recognise

87
Q
  1. shared values 2
A

concious beliefs

Evaluate what is good or bad, right or wrong

88
Q
  1. Artefacts of organisational culture 5
A
physical structures
Language
Rituals and ceremonies
Stories and legends
easiest to recognise
89
Q

potential benefits of culture strength

A

organisation performance and individual well-being

90
Q

contingencies of culture strength

A
  1. whether culture content fits the environment
  2. Moderate, non cult like stength
  3. An adaptive culture
91
Q

Lewin’s Force field analysis 3

A

Force field analysis = outlines the process of determining which forces drive and which resist a
proposed change.
- Driving forces = the forces that support the change.
- Restraining forces = the forces that work against the change.

92
Q

Lewin’s 3 step model

A

Unfreeze
ensures that employees are ready for change

Change
Execute the intended change

Refreeze
Ensures that the change becomes permanent

93
Q

minimise resistance to change

A
communication
Learning 
Involvement 
Stress management 
Negotiation
Coercion