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Flashcards in OB Final Exam Deck (57)
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1

What’s OB?

Structural dimensions (jobs, org. Structure)
Group processes (interpersonal, interactional)
Individual behavior (psychosocial)

2

Cognitive dissonance?

Original beliefs- dissonance introduced: change behavior, justify behavior, change attitude, ignore/deny.

3

Definition of ethical behavior?

Acting in ways consistent with personal, organizational, and societal values

4

What is motivation?

Forces that influence direction, intensity, and presence of effort.

5

McClelland’s need theory? (3 needs theory )

nAch (need for achievement) motivated by competition and goal achievement.
nPow (need of power) motivated by the desire to influence others or events
nAff (need for affiliation) motivated to establish and maintain close relationships

6

Techniques for group decision making

brainstorming,
nominal group technique,
devil’s advocacy,
dialectical inquiry,
quality circles & quality teams,
self-managed teams.

7

Define defensive communication

An attempt to avoid the process of communication. individual perceives a threat and behaves to protect themselves.

Threat physical: criticism, rejection of a person. Non-physical: ideas can threaten their sense of self and behave defensively. Passive/ withdraw (threat) aggressive/ hostile

8

2 things that define group behavior:

1. Norms of behavior: members should or should not do, social or productive, implicit/ informal, explicit/ formal.
2. Group cohesion: “interpersonal glue”, control over members, enforce norms of behavior.

9

Approaches to Conflict:

Zero-sum: win-lose situations, whatever is won by one side is lost by the other.

Win-win: resolved with both sides improving their position.

10

Conflict management style:

Competing (fighting),
Avoiding (withdrawing),
Collaborating (mutual problem solving),
Accommodating (self-sacrificing),
Compromising (negotiating).

11

Competing?

(fighting) [unreasonable and confrontive]

12

Avoiding?

(withdrawing) [unreasonable and avoidant]

13

Collaborating?

(mutual problem solving) [resonable and confrontive]

14

Accommodating?

(self-sacrificing), [resonable and avoidant]

15

Compromising?

(negotiating)

16

what is Power?

Power
(the ability to direct or influence the behavior of other people, or the course of events)

Dependence (Degree of reliance on someone else to achieve goals)

Context (Situational- the circumstances that form the relationship or the event in which power is being exercised)

17

Bases of Power

Legitimate
Reward
Coercive
Informational

18

Organizational politics

The use of power and influence in organizations. Used to reach organizational goals.

19

Political Behavior

Actions not sanctioned by an organization that are taken to influence others in order to meet personal goals. Undertaken for personal gain, and its objective is to displace or manipulate the legitimate power that may be exercised in an organizational setting.

20

Reduce Political Behavior

-Open communication
-Participative management
-encourage cooperation
-manage resources
-supportive climate

21

Empowerment?

sharing power within an organization by giving employees the authority or power to make their own decisions with respect to their work role or task

22

Leadership

Process of motivating, influencing, and enabling others to contribute towards the achievement of organizational goals
(change)
1) Setting the direction for the organization
2) Aligning people with that direction
3) Motivating people to action

23

Management

controlling resources to accomplish tasks
(stability)
1) Planning and budgeting
2) Organizing and staffing
3) Controlling and problem solving

24

Situation leadership model

Telling (give specific instructions and supervise closely)
Selling (clarify and explain decisions as needed)
Participating (share ideas with followers and facilitate decision making)
Delegating (empower followers to make the decisions)

25

Transformational Leaders ?
theories of leadership

appeal to ideals and moral values, rely on their personal attributes instead of their official position.

26

Charismatic Leaders
theories of leadership

use the force of personal abilities and talents to inspire profound commitment in followers, inspire major changes in attitude, assumptions, and commitment.

27

Servant Leaders
theories of leadership:

serve employees, customers, and the community

28

Organizational Culture

is the consistent, shared, observable patterns of behaviour in organizations. It describes the expectations and perceptions that affect decisions and behaviours within an organization, and defines what behaviours are appropriate and expected (and what behaviours are not) for members.

29

levels of culture

artifacts
values
assumptions

30

Maintaining Culture

-What leaders pay attention to
-How leaders react to change
-How leaders behave
-how leaders hire and fire individuals
-how leaders allocate rewards