Org Behav.txt

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Org Behav.txt
2013-09-11 00:33:07
org beh

org beh
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    • author "KM"
    • tags "OB Exam 1"
    • description ""
    • fileName "Org Behav"
    • freezingBlueDBID -1.0
    • What is organization behavior
    • Study of what people think, feel, and do in and around organization
  1. What specifically is studied in org behavior
    Emp behavior, decisions, perceptions, and emotional response. How people and teams relate
  2. Name the four current perspectives of org effectiveness and ealry goal attainment perspective and Compare and contrast
    Open systems; org learning; high performance work practices; stake holders
  3. Describe the Open systems perspective
    • Earliest
    • well entrenched extensions
    • complex organisms
    • open describes permeability
    • depends on interaction with external envrionment
    • Depends on resources: materials, job applicants, captial, info, equipment
    • External rules and laws
    • Culture norms
    • Many subsystems
  4. What is organziational efficiency
    • Ratio of inputs to outcomes
    • More goods and services, less labor
  5. What is org environment fit
    Org effectiveness relative to external environment fit
  6. What is a good fit
    • Being adaptive and responsive to the needs of external environment
    • Using resources to adapt and align with need of external environment
    • Anticipate change
    • Reconfigure fluently control ext resource like patents
    • Move environments when appropriae
  7. How is success maintained in open systems
    Anticipating change and fluidly reconfiguring their subsystems
  8. What if success isn't maintained
    Environment must be changed by organizational moving
  9. Describe internal subsytems effectiveness
    • Effectiveness of internal ops and how well input to output
    • Adapts and innovates these processes
    • Innovation leads to superior work processes than competitor
  10. How does growth have an effect
    • Increase in info loss
    • Idea and resource hoarding
    • Misinterpreted messages
    • Unfair distribution of rewards
    • Interconnected subsystems can leadd to ripples to others underminding production
  11. Why is coordination and communication necessary
    To install procedures to minimize damage
  12. Describe the organizational learning perspective
    • knowledge as resource
    • 3 forms of intellectual capital
    • Org learn by knowledge acquisition, sharing, use, and storage
    • Unlearning archaic or unproductive things
    • Transferring knowledge through training apprenticeships
  13. Name the 3 forms of intellectual capital
    • Human capital
    • Structural capital
    • Relationship capital
  14. Describe human capital
    • KSA of skilled or seasonal employees
    • Valuable, care, and difficult to immitate, nonsubstitutible
    • Help discover ways to minimize threat from external enironment
    • Competitive advantage, as well as risk
  15. Describe structural capital
    Knowledge caputred and retained in org systems and structures sucah as documentation and previously implemented structural layouts
  16. Describe relationship capital
    With customers, supplilers, and added mutual value
  17. Describe the high-performance work practices perspective
    • Determining specific bundles of practices that offer competitive advantages
    • Employee involvement and autonomy (separate practices but synergistic to each other)
    • Strengthens performance and improves decision making
    • Improves responsiveness and commitment to change
    • Employer competence development
    • Linking performance and skill to rewards
  18. Describe the stakeholders perspective
    • Considering others effected by your performance
    • Values, ethics, and social responsibility
    • Individual values are most stable
    • Corporate social responsibility-actions to benefit society
  19. What is organizational behavior based on
    • Systematic research
    • Ask questions
    • Collect data
    • Test hypothesis
  20. Define organization
    Group of people who work individually towards the same purpose
  21. What is the ultimate dependant variable in OB
    • organization effectiveness
    • What most of OB tries to obtain
  22. What are some contemporary challenges
    • Globalization
    • Increasing workforce diversity
    • Surface level diversity-the observable demographic
    • Deep level diversity-psychological changes
    • Diverse employees take longer to perform to standard
    • Diversity creates innovation and more perspectives for customer care
  23. What is the value of employment relationships
    It lets you always be at work
  24. What are anchors
    • Beliefs or knowledge structures
    • Systematic research
    • Evidence based management
    • Multidisciplinary
    • Welcome knowledge and theories from other disciplines
    • Contingency anchor
    • Similar actions may have different consequences in different situations (no single solution is best all the time)
    • Multi levels of analysis
    • Individual, team, and organization
  25. What is a trade deficit and what happens because of it
    • Importing more from disciplines than it exports
    • This relationship causes laging instead of loading/lack of common identity
  26. Describe the MARS model
    • Early formula performance=person x situation
    • More recently role perception--what indiviual thinks his job entails
    • Motivation, ability, role perceptions, situational factors
    • Specific duties and consequences with proper accountability
  27. Define performance
    Ability X motivation - skill and will
  28. Define ability
    Natural aptitudes and learned skills
  29. Define competencies
    • Characteristics that result in superior performance
    • Look for already developed talent
    • Train
    • Suit job to employee skill level
  30. What do role perceptions do
    Guide employees flow of effort
  31. What do employees understand more: business objectives or their role?
    • Business objectives-76%
    • Role-39%
    • (Percentages don't add up to 100??)
  32. What is the order of priority for employee duties?
    • Situation
    • Proper tools
    • Market
    • Training
    • Skills
    • Resources
  33. Describe individual behavior performance
    • Goal directed behavior under the individuals control that supports objectives
    • Transferring raw materials into goods
  34. Describe org citizenship behavior
    Supporting behavior above and beyond job roles
  35. Describe counter productive work behaviors
    • Voluntary negative behavior
    • Employee retention
    • Maintaining attendance
    • Presenteeism- coming to work sick or exhausted is counterproductive
  36. Describe personality in organizaitons
    • Stable-implies psychological processess behind the characteristics
    • Bundle of characteristics that differentiates us
    • Form clearer and more rigid self perceptions over time
  37. What is the Five Factor Model of personality traits
    • Big Five
    • CANOE
    • Conscientiousness
    • Agreeableness
    • Neuroticism
    • Openness to experience
    • Extraversion
  38. Describe traits of conscientiousness
    • Organized
    • Dependable
    • Goal-focused
    • Thorough
    • Disciplined
    • Methodical
    • Industrious
  39. Describe traits of agreeableness
    • Trusting
    • Helpful
    • Good-natured
    • Copnsiderate
    • Tolerant
    • Selfless
    • Generous
    • Flexible
  40. Describe traits of neuroticism
    • Anxious, insecure
    • self-concious
    • Depressed
    • temperamental
  41. Describe traits of openness to experience
    • Imaginitive
    • Creative
    • Unconventional
    • Curious
    • Nonconformist
    • Autonomous
    • Perceptive
  42. Describe traits of extraversion
    • Outgoing
    • Talkative
    • Energetic
    • Sociable
    • Assertive
  43. Which two of the five factor model are best at predicting performance
    Conscientiousness and neuroticism
  44. Describe the Jungian/Myers-Briggs theory
    • Jungian theory measured through Myers-briggs type indicator (MBTI)
    • Personality from preferences regarding perceiving and judging sensing and intuition
    • Poorly predicts job performance

    • INTP
    • Introverted
    • Nintuitive
    • Thinking
    • Perceiving
  45. Descrive ethical behavior
    • Utilitarianism
    • Individual rights
    • Distributive justice
    • Collectivism
    • Power distance
    • Achievement orientation
  46. Define utilitarianism
    Greatest good for the most people
  47. Define individual rights
    Everyone has entitlements that let them act a certain way
  48. Define distributive justice
    Similar people should receive similar benefits
  49. Define collectivism
    How we value our responsibility to our group
  50. Define power distance
    How much people accept unequal power
  51. Define acheivement orientation
    Competitive vs cooperative
  52. Motivational job practices
    Job rotation, job enlargement - varying tasks, job enrichment - more responsibility in current job
  53. Rational choice paradigm
    Making choices that move you towards deisred goals
  54. Rational choice pradigm choice selection
    Choose goals with highest utility for lowest cost first
  55. Rational choice paradigm calculation
    Calculated by subjective expected utility and probability of satisfaction
  56. Rational choice paradigm decision making (process)
    Identify problem or recognize opportunity, choose best (meta) decision process, choose to solve alone or involve others, use programmed (sop) or non programmed (critical thinking) to form solution
  57. Rational paradigm problems
    Not practical, too much data for us to properly aggregate, ego and emotion effect choices
  58. Stakeholder framing
    Filtering info of reports to superiors to make you look good or manipulate their perceptions for your benefit
  59. Mental models
    Our mind creates a mental framing for our egos perception
  60. Decisive leadership
    Quick hard answers,seen as strong and efficient, often very poor due to lack of facts gathered or angles considered
  61. Solution focused problem
    Framing the solution as the problem and not appreciating the actual origin fully "the problem is we need more trucks" instead of "the problem is we cant get our product out of the warehouse fast enough
  62. Perceptual defense
    Blocking out bad news as a coping mechanism
  63. Implicit favorite
    The irrational favorite choice of the decision maker
  64. Biased decision heuristics
    Built in mechanisms that distort our ability to factual predict probabilty or value of outcomes
  65. Anchoring and adjustment heuristic
    We are infkuenced by our I itial impression and dont move away easily
  66. Availibilty heuristic
    How easily we remember something effects how stongly we feel it represents what it pertains to
  67. Representativeness heuristic
    Our perception of resemblance in spite of data that supports or refutes it
  68. Satisficing
    Choosing good enoughinstead of maximum effeciency
  69. Opportunity bias
    We perceive all opporunities as a solution and develop tunnelvision to other possible solutions for the same need
  70. Emotion bias
    Emotions pretend to be facts in our decision making process
  71. Intuition
    Ability to identify problems and opportunities
  72. Action scripts
    Programmed decision routines
  73. Confirmation bias
    Not accepting negative evidence about your decision
  74. Escalation of commitment
    Contuniuing to funnel resources to failed decisions in hopes of changing the outcome
  75. Self enhancement
    Feel better about yourself and your actions than you should
  76. Prospect theory
    Stronger emotion from loss than gain of equivalent thing
  77. Closing costs
    Price of conceiding failure and changing directions
  78. Who should evaluate decisions?
    Someone other than the person who made them
  79. Decision stoploss point
    Public declaration of the point at which you will abandon the decision, set before implementation
  80. Decision evaluation feedback criteria
    Use systematic and clear feedback
  81. Creative thinking activities
    Redefinig problem, associative play (art classes, story telling, etc), cross polination (mingling different groups to exchange ideas)