319 Test 1

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jfaust56
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233897
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319 Test 1
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2013-09-09 21:23:29
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Organizational Behavior VCU
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Organizational Behavior Virginia Commonwealth University
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  1. Organizational Behavior
    a field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations
  2. Learn This Chart
  3. The Rule of 1/8
    • 1/2 of organizations don't believe in OB affects profits
    • 1/2 who see the connection don't take it seriously enough
    • 1/2 of those that make comprehensive changes will not stick with it long enough to see benefits
  4. Job Performance
    • the value of the set of employee behaviors that contribute, positively or negatively to organizational goal accomplishment
    • -Includes behaviors that are controlled by employees
    • -Places a boundary on behaviors that are and aren't relevant to job performance
  5. Task Performance
    • Employe behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces
    • -Citizenship behavior
    • -Counterproductive behavior
  6. Routine Task Performance
    • Well-known responses to demands that occur in a normal, routine or otherwise predictable way
    • -Publishing a weekly report
  7. Adaptive task performance
    • "adaptability". Employee responses to ask demands that are novel, unusual, or unpredictable
    • -Performing a special analysis based on data in report
  8. Creative task performance
    • The degree to which individuals develop ideas or physical outcomes that are both novel and useful
    • -Reforming weekly report to add value for audience
  9. Job Analysis (process)
    • -List of job activities
    •     -observation, interview, survey
    • -Each activity is rated by 'subject matter experts" according to importance and frequency of the activity
    • -Activities are rated in terms of their importance and frequency are retained and used to define task performance
  10. Citizenship Behavior
    • Voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting in which work takes place
    • Interpersonal- helping, courtesy, sportsmanship
    • Organization- voice, civic virtue, boosterism
  11. Interpersonal Citizenship Behavior
    • Behaviors that benefit coworkers and colleagues and involve assisting, supporting, and developing other organizational members in a way that goes beyond normal job expectations
    • Helping- involves assisting co-workers
    • Courtesy-keeping coworkers informed about matters that are relevant to them
    • Sportsmanship- involves maintaining a good attitude with coworkers, even when they've done something annoying
  12. Organizational Citizenship Behaviors
    • Behaviors that benefit the larger organization by supporting and defending the company, working to improve its operations, and being especially loyal to it
    • Voice-involves speaking up and offering constructive suggestions for change
    • Civic virtue- requires participating in the company's operations at a deeper-than-normal level
    • Bossterism-means representing the organization in a positive way out in public, away from the office and, away from work
  13. Counterproductive Behaviors
    • Employee behaviors are employee behaviors that intentionally hinder organizational goal accomplishment
    • Property deviance- behaviors that harm the organization's assets and possessions
    • Production deviance- directed against the organization but focuses specifically on reducing the efficiency of work output
    • Political deviance- behaviors that intentionally disadvantage other individuals rather than the larger organization
    • Personal aggression- hostile verbal and physical actions directed toward other employees
  14. Counterproductive Behaviors Chart
  15. Property Deviance
    • Sabotage- the purposeful destruction of physical equipment, organizational processes, or company products
    •      -laser discs, restaurants
    • Theft- costs organizations $14.6 billion
  16. Production Deviance
    • Wasting resources- the most common form of production deviance, when employees use too many materials or too much time to do too little work
    •      -working too slowly, taking too many breaks
    • Substance abuse- abuse of drugs or alcohol before coming to work or on the job
    • -compromises efficiency
  17. Political Deviance
    • Gossiping- casual conversations about people in which the facts are not confirmed as true
    •      -undermines morale
    • Incivility-represents communication that is rude, impolite, discourteous, and lacking in good manners
  18. Personal Aggression
    • Harassment- occurs when employees are subjected to unwanted physical contact or verbal remarks from a colleague
    • Abuse-when an employee is assaulted or endangered in such a way that physical and psychological injuries may occur
  19. Good Performer
    • Good at job tasks in job description
    • Engages in citizenship behaviors directed at coworkers and the organization
    • Refrains from engaging in counterproductive behaviors
  20. Good Performer Chart
  21. Application: Performance Management
    • Management by objectives (MBO)- philosophy that bases an employee's evaluations on whether the employee achieves specific performance goals
    •     -best suited for managing the performance of employees whose work performance can be quantified
    • Behaviorally anchored rating scales (BARS)-assess performance by directly assessing job performance behaviors
    • 360 degree feedback- involves collecting performance information not just from the supervisor but from anyone else who might have firsthand knowledge about the employee's performance behaciors
    •      -best suited to improving or developing employee talent
    • Forced ranking- forces managers to rank all of their people into one of three categories: the top 20 percent (A players), the vital middle 70 percent (B players), or the bottom 10 percent (C players)
  22. Jack Welch's Vitality Curve
  23. Organizational Culture
    • Culture is a social knowledge among members of the organization
    • Culture tells employees the rules, norms, and values within the organization
    • Culture shapes and reinforces certain employee attitudes and behaviors by creating a system of control over employees
  24. Culture Components
    • Observable Artifacts- symbols, physical structures, language, stories, rituals, ceremonies,
    • unobervable- espoused values, basic underlying assumptions
  25. The Components of Organizational Culture
  26. General Culture Types
    • Fragmented culture
    • Mercenary Culture
    • Networked Culture
    • Communal Culture
  27. Organizational Culture Chart
  28. Customer Service Culture
  29. Specific Culture Types
    • Safety Culture
    • Diversity Culture
    • Creativity Culture
  30. Culture Strength
    • Subcultures
    • Countercultures
  31. Attraction Selection Attrition (ASA) framework
    • Some applicants won't apply due to lack of fit
    • Orgs will select candidates based on personalities
  32. Socialization
    • Anticipatory Stage
    • Encounter Stage
    • Understanding and adaptation
  33. Dimensions Addressed in Most Socialization Efforts
  34. Effects of Person-Organization Fit on Performance and Commitment

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