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Managers
- Get things done through other people.
- They make decidsons, allocate resources, and direct activities of others to attin goals
- The people who oversee the activites or others and who are responsible for attainging goals in these organizations
- aka-administrators
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Organizations
Consciously coordinated social unit composed of two or more people that functions ona realitvell continuous basis to acheive a common goal or set of goals
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Managment Functions
- Planning
- Organizing
- Leading (commanding, coodination)
- controlling
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Planning
- Defining an organizations goals
- Establishing an overall strategy for achieveing those goals
- Developinga comprehnesive set of plans to integreate and coordinate activities
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Organizaing
- Determining what tasks are to be done
- Who will do them
- How the tasks are to be grouped
- Who reports to whom
- Where decisions are to be made
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Leading
- Motivating employees
- Direcct the activities of others
- Select the most effective communication channels
- Resolve confilicts amoung members
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Controlling
- Moniter the organizations performance
- Moniter, co,mparing and potential correcgting
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Managment Roles
- Interpersonal
- Informational
- Decisional
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Interpersonal Roles
- Figureheard: Symbolic head; required to perform a number of routine duties of a leagal or socialnature
- Leader: Responsible for the motivation and idrection of employees
- Liason: Maintains a network of ouside contacts who provide favors and information
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Informational roles
- Monitor: Recieves a wide variety of info; serves a snerve center of ineteral and exteral infor of the organizaton
- Disseminator: Transmits infromations recieve from outsiders or from other employees to members of the organization
- Spokesperson: Transmits infromation to outsiders on organizations plans, plicies, actions, and results
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Decisional Roles
- Entrepreneur: Searches organiztion and its enviroment for opportunines and intitias projects to being about change
- Disturbance handler: REsponsible fro correctivce acton when organizationg faces importatn unexpeced dirturbances
- Resouce Allocator: makes or approves significatn organization decisons
- Negotiator: Resoonsible for represendting the organizztion at major negotioatso
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Managerial Skills
- Technical: The ability to apply specialed knowlege or expertise
- Human: The ability to work with, understand, andmotivate other people aboth indivuidually and in groups
- Conceptual: THe mental abiltiy to analyze and diagnose complex situations
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Organiazional behavior
A field of study that invesstigares teh impact that individual, groups, and structure have on behaviro within organiztions for the purpose of applying such knowledge towrd imporving orangizatons effectivness
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Systematic Study
Looking at relationships, attempting to attribute causes and effects and drawing conclusinos based on scientific evidence.
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EBM
- Evidence-based Management
- BAsing managerial decisions on the best available scientfic evidence
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Intuition
A gut feeling not necesarily supported by reserach
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Contriubute to OB Field
- Psychology: the schince that seeks to measuere, explain, and somtimes change the behavior of humans and other animals
- Social Psychoology: an area of psychology that bklends concepts form pshychology abd socialogy and that focuses on the influence of people on one another
- Sociology: the study of peopl ein relation to their soical enviornment or culture
- Anthropology: the study of soicieties to learn about uman beings and their activities
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Challenges in OB
Globalizaion: Increased foreign assignments, Working with people from diff cultures, coping with anticapitalism, overseeing movement of jobs to countries with low-cost labor, managing people during the war on terror
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Workforce Diversity
The concpt that organizaionts are becomeing more heterogeneous interms of gender, age, race, ethnicity, sexual orientaton, and inclusion of other diverse groups.
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Improving Quality and Productivity
The success of any effore at imporving quality and productivity must include their employees
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Improving Customer Service
OB can help creat cultures in which employees are friendly and courteous, accessible, knowledgeable, prompt in responding to customers needs, and willing to do what;s necessary to please the customer
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OB opportunies
- Improving people skills
- Stimulationgn innovationa nd change
- Coping with temporariness
- Workin gin newtwokred organizations
- Helping employees balance work-life conflicts
- Creating a positive work enviornment
- Improving ethical behavior
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Positive Organizational scholarship
An areao f ob reserach that concers hwo organizations develop human strength, foster vitatliy and resilience, and unlock potential
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Ethical Dilemmas
Situations in which individuals are required to define right and wrong conduct
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The OB model
- Individual level
- Group level
- Orangainzation systmes level
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Dependent Variable
- The key factore that you wont to explain or predice tthast is affected by some other factor
- Productivity
- Absenteesm
- Turnover
- Devient workplace behavior
- Organizaitonal citizenship behavor
- Job satisfactions
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Productivity
A performance mearsure that includes effectivness and efficiencey
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Effectiveness
Achievement of goals
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Efficiency
The ratio of effecive outpu to the input required to achieve it
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Absenteeism
The failure to reprot to work
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Turnover
Volunary and involuntary permanent withdrawla from an organization
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Devient workplace behavior
Voluntary behavior that violaltes signifcant organizatonal norms and in so doing threatens teh well being of the organiaton or its members
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OCB
Discretionaly behavior that is not part of an employee's formal job requirments but taht nevertheless promotes the effective functionong of the organiuzation
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Job Satisfactions
A positive feelign about one;s job resulting from an evaluation of it characteristics
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The OB model values
Independent variable: the presumed cause of some change in a dependent variable
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Individual-Level
- Managers must work with used human beings
- They enter an organiazaiont with some intact characteristics that will effect their behavior.
- These are things biographical (age, gender, married), Personality(emotional framework), Values and attitudes, basic ability
- And perception, motivation, individual learning
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Group Level
- People act different in groups than individually
- Communication, conflict, leardership, power and politics,
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Organization system Level
- Just as groups are more than the sum of their individual members, so are organiztions more than the um of their member groups.
- The desing: the organizations internal cultute, human resourse and policies and practices, and organization stucture and design
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Ability
An individuals capacity to perfomr the various tase in a job
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Intellecutal abilkites
The capacityu to do mental acitivies- Thinking, reasoning, and problem solving
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Multiple intelligences
Intellegence contains four subparts: cognitive, social, emotional and cultureal
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GMA
General mental ability: an overal factor of intelligence, as suggested by the positive correlations amoung specific intellectual ability demiensions
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Physical Abilites
- The capacity to do tasks that demand stamin, dexterity, strength, and similar charactersistics
- Strangth
- Flexibility
- balance, stamina, body coordination
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Biographical Charcteristics
- Persoanl charactersistics such as age, gender, race and length of tenure- that are objective an easaliy obtained from personnel records
- Age
- Gender
- Race
- disability
- Tenor
- Religion
- Sexual orientaions
- Gender Identity
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Emotional Intelligence
- The ability to detect and to manage empotional cues and information
- 1) be self-aware 2) detect emotions in others 3) manage emotional cues and info
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Attitudes
Evaluative statements or judgments concering ogjects, people or events
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The main components of Attitudes
- Congintive component: evaluation, The opinion or belief segmen t of an attitude
- Affective: feeling, The emotional or feeling segment of an attitude
- Behavioral: action, An intntiona to behave in acertain way toward someion or something
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Cognitive dissonance
- Any incompatibility between two or more attitudes or etween behavior and attitudes
- People seek consistency amoung their attitudes and between their behavior.
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Job Attitudes
- The three main atttidudes are:
- Job satisfaction
- Job involovemtn
- organizaiontal commintment
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Job Satisfaction
Descrivea a positive ffeeling about a job, resluting from an evaluationm of its characteristics
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Job Involvment
- The degree to which a person indentifies whith a job actively participares in it, and considers performan ce inportant to self worth
- Psychological empowerment: Belief in the degree of influence over the job, competence, job meaningfulness and autonomy
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Oraganizational Commitment
- Identifying witha particular organization and it's goals while wishing to maintain membership in the organization
- Affective: emotiaonl attachment ot org
- Continuance commitment: economic value of staying
- Normative: moral or ethical obligations
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Employee Responses to Dissatisfaction
- Exit (leaving)
- Voice (improve condition)
- Neglect (get worse)
- Loyalty (passively waiting to imporve)
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Outcome of satisfaction
- Job performance more productive
- Org Citizenship behaior influcences OCB
- Customer satisfaction
- Show up to work
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Personality
The sum total of wys in which an individual reacts to and interacts with others
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Heredity
Factors determined at conceptiomn, ones bilogical physiological, an inherent psychological makeup
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Personality traits
Enduring characteristics that descrive an individuals behavior
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Myers-Briggs Type Indicator
- The most widely used personality-assessment insturment in the world
- Extraverted verses introverted'Sensing versus intuitive
- Thinking versus feeling
- Judging versus percieveing
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Big Five Personality Model
- A personality assessment model that taps five basic dmensions
- Extraversion: socialble, gregarious, assertive
- Agreeableness: good natured, ooperative, trusting
- Concientiousness: responible, dependable, persisitant, organized
- Emotional Stability: self-confident, secure, depressed, insecure
- Openness to experience: imagination, sensitiyty, curiosity
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Core Self-evaluation
- Degree to which an individual likes or dislikes himself
- If they see themself capable and effective
- Feels in control of envionment or plowerless
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Machiavellianism
The degree to which an individual is pragmatic, maintains emotianl distance, and belives that ends can justify means
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Narcissism
- The tendency to be arrogant, have a gradious sese of self inportance
- require excessive admiratoin
- sense of entitlement
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Self-monitoring
Measures an individuals ability to adjust his or her behaviro to external situational factors
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Risk Taking
- Takes more risk which can lead to more effective performancde
- It might be a major obstical as well.
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Type A personality
Aggrive involvment in a chronic, incessant styruggle to achieve moere and more in less and less time and iif necessary against the opposing efforts of other things or other people
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Proactive Personality
People who identify opportunities, show initiative, take action, and perserve until meaningful change occures
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Values
Basic convictions that a specifec mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end -state existence
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Hofstede's Framework
- Power Distance
- Individualism
- Collectivism
- Masculinity
- Femimininty
- Uncertianty avoidance
- Long-term orientation
- Shor-term orientation
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Power Distance
- The degree to which people in a country accept that power in institutions and organizatons in sidrisbuted uneqally.
- High: large inequalities and ealth are toleratied
- Low: societies that stress equlity and ooportunity
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Incividualism vs Collectivism
- Individualis: the degree to wich prople prefer to act as indiiduals rather than as members of groups and believe in dindivvualk righs above all esle
- collectiism: emphasias tight social frameowkr in which people expect others in groups of which they are a part to look atfet them and protect them
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Masc vs Fem
- Mas: degree to which culture favors traditional masculine roles such as power and conrole instead of as equals
- Fem: culture sees little difference betweenmale and femaile roles and treats as equals
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Uncertaunbty Avoidance
Culture attribute taht describes the extent to which a society feels threatened by uncertaun and ambiguous situations and tries to avoid them
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Long vs short term orientaion
- Long: culture emphasizes the future, thrift and persistence
- Short: emphasiss the past and present, respect for traditon and fulfillment of social obligaitons
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Perception
A process by which individualas organize and interpred their sensory impresssing in order to give meabubg to their environment
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Factores influence perception
- Factors in Situation: time, work setting, social setting
- Factore in Perceiver: attitudes, motives, intersts, experience, expectations
- Factors in Target: novelty, motion, sounds, size, background, similarity
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Perceptual readinesss
- Causes us to see things we expect to see
- Differnt people will select stimuli based on their needs and personalities
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Figure-ground Illusions
- Stimuli that contrast with the surrounding enviornment are more likely to be selected
- Repetition of stimulus makes it more likesly to be percieived
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Attributions Theory
- An attempt to determine wheather an individuals behavior is internally or externally caused
- Internal: we beielvie to be under the peronal control
- Externally: what we impagine the situation forced the individual to do
- Distinctiveness: if the individual displayes different behaviors in differnt situations
- Consensus: if everyone who faces a similar situation responds the same way
- Consistency: Does the person respond the same way over time?
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Self-Serving Bias
The tendendcy for individual to attribue their own successes to interal factore and put the balame for failues on external factores
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Fundamental attribtion erro
The tendency to underesteimate the influecne fo external lfactore and overestimae the influene of ointeral factors when making judgments about the behavior of others
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Halo Effect
Drawing a general inpressoin about an individual on the basis of a single characteristic
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Contrast effect
Evaluation of a person's characteristics that are affectec by comparisons with other peole recently encountered who rank high or lower on the same characteristics
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Selective perception
The tendency to selectively interpret what one sees on the basius of ones interset, background, experience, and attitudes
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Stereotyping
Judging someone on the basis of one's percepton of the group to which tht person belongs
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Profiling
A form of stereotyping in which a group of individuals is singled out, ypically on bsis of race, for intesnive inquiry, scurtiny, or investigation
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Employment Interview
Percdeptual biases of rater saffect the accurac y of interviews judgment of aplicants
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Performacne Expectaions
- Self-fulfilling prophecy (pygmalion efefect)
- The lower or higher perfomrance of employees relfects preconcieved leader expectaiuons about employee capabilities
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Performance Evaluations
Appraisals are aften the sujective perceptions of apprasiers of another employee's job performance
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Ethnic Profiling
A form of stereotypin in which a group of individuals is singled out-typically on the bais of race or ethnicity-for intensive inquiry, scrutinizing, or investigation
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Self-Fulfilling Prophecy
- Pygmalion Effect
- That people's expectaions or bleifs determin their behavior and performance thus erving to make their expectaions come true
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Decision Making in Orgs
- Rational model
- Bounded rationality
- Intution
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Rational Modle
- Rational: characterized by making consistent, value-maximizing choices within specifies constraints
- Model: Describes how indiviudal should behave in order to maximize some outcome
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Rational Decision Making model steps
- 1) Define problem
- 2) Identify decision criteria
- 3) Allocate weights to criteria
- 4) Develop the alternatives
- 5) Evaluate the alternatives
- 6) Select the best alternative
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Bounded RAtionality
Constuc simplifeed modesl that extract the essential featues from problems wiout capturinmg all their complexity
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Intuity decision making
An unconscious process craeted out of sitilled experiences
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Overconfidence Bias
Overconficence is stongest when individuals are considering issures or problkems that are outside their are of expertise
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Anchoring Bias
The tendency to fixate on intical information and fail to adequatly adjust to subsequent information.
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Confirmation Bias
- Represents a specfic case of selective perception.
- The tendency to seek out info that reaffims psat choices and to discoutn info that contractcs past judgments
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Avialability bias
Tendency for peole to base their judgment on info that is readily avialibe to them
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Excalation of Commitment
An increased commitment to precvious decisons in spite of negative information
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Randomness Error
The tendency of individual to believe that they can predict the outcome of random events
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Winner's curse
Argues taht the winning paricipant in competive auction typically pay too much for the intem
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Hindsight Bias
The tendency to believe fasely after the ouscome of an even is actually known, what we have accuratley predicted that outcome
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Organizational Constraints
- Organizations shape deciosn off of evaluatona dn reward systs to comply with the orgs formal regualtions and to meet oranizational imposed time constraints
- Performance Evaluation
- Rewards systems
- Formal Regulations
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