Exam 1 Study Guide PDF

Preview

Summary

Exam 1 Study Guide...

Description

Exam 1 Study Guide

Chapter 1 1. The definition of organizational behavior. Organizational behavior is Study of individual behavior and group dynamics in organizations. The foundation of organizational behavior is human behavior, so the study of OB involves understanding workers’ behavior in terms of their history and personal value systems and examining the external factors to which a person is subject. Organizational behavior has grown out of contributions from psychology, sociology, engineering, anthropology, management, and medicine. 2. The difference between internal and external explanations for behavior.  Internal: ascribe the causes of behavior to personal dispositions, traits, abilities, and feelings Studies a worker’s mind to understand their behavior Focuses on thoughts, feelings, past experiences, and needs of the individual Example: "I am responsible for my success or failure"  External: ascribe the causes of behavior to situational demands and environmental constraint Focuses on factors outside the person to understand behavior Includes external events, consequences, and environmental forces Example: "Circumstances outside of my control are responsible for my success or failure" FOR BOTH: Example: If a friend's business fails, you might attribute it to his or her lack of business acumen (an internal, personal factor) or to negative trends in the nation's economic climate (an external, situational explanation.)

3. The parts of the external task environment.  External task environment composed of different constituents such as suppliers, customers, and federal regulators. 4. Examples of types of inputs and outputs.  inputs are human, informational, material, and capital (financial resources) used by the organization.  Once the transformation is complete, they become outputs for customers, consumers, and clients. (Products and services)

5. The difference between the formal and informal aspects of an organization. Formal organization The official, legitimate, and most visible part of the system (overt) Goals and objectives Policies and procedures Job descriptions Financial resources Authority structure Communication channels Products and services Informal organization The unofficial and less visible part of the system. (covert) Beliefs and assumptions Perceptions and attitudes Values Feelings, such as fear, joy, anger, trust, and hope Group norms Informal leaders 6.

7. Which force is the main one driving business today.  Global competition, which is a leading force driving change at work, has increased significant during the past few decades, especially in industries such as banking, finance, and air transportation 8. What Six Sigma and Total Quality Management (TQM) are.  Six Sigma: is a philosophy for companywide quality improvement developed by Motorola and popularized by General Electric. 

Defect free to within six standard deviations from the mean (99.99966% of the time)   

It has a customer-driven approach It places an emphasis on using quantitative data to make decisions It places a priority on saving money

 Total quality management (TQM) is the total dedication to continuous improvement and to customers so that the customers’ needs are met, and their expectations exceeded. 9. The difference between what psychology and sociology study.  psychology The science of human behavior.  sociology The science of society.

10. Generally, what factors you need to know in order to understand organizational behavior.  Internal perspective factors: thoughts, feelings, past experiences, needs  External perspective factors: external events, consequences, environmental forces  11. The definition of an open system. Organizations are open systems composed of people, structure, and technology committed to a task. The organization as a system also has an external task environment composed of different constituents, such

as suppliers, customers, and federal regulators. The organization system takes inputs, converts them into throughputs, and delivers outputs to its task environment. the task of the organization is its mission, purpose, or goal for existing. The people are the human resources of the organization. The technology is the wide range of tools, knowledge, and/or techniques used to transform inputs into outputs. The structure involves the systems of communication, authority and roles, and workflow.

Chapter 2 1. The three main types of ethical theories and how each may apply to a given ethical situation.  Rule-based theory  Emphasizes legality, social rules  Does not allow for exceptions  Consequential theory  Emphasizes the results of the behavior  Character Theory  Emphasizes the character, intent, and virtues of the person doing the behavior 2. What whistleblowing is.  Whistle-blowers are employees who inform authorities of wrongdoings by their companies or coworkers. 3. Lists of the danger signs that an organization may have ethical issues now or in the future.  Short-term revenues over longer-term considerations.  No written code of ethics.

 Money valued over ethics.  Ethics only a legal issue or public relations tool  Simple, “quick fix” solutions  No clear procedures for handling ethical problems.  Shareholders are most important 4. The ways that diverse work forces provide competitive advantage to organizations. (2-3)  Recruiting: attracts and retains the best available human talent  Marketing: improves marketing efforts. Just as workforces are diversifying so are markets. A diverse workforce, therefore, can improve a company’s marketing plans by drawing on insights from various employees’ cultural backgrounds.  Problem Solving & Creativity: promotes creativity and innovation. The most innovative companies, such as Hewlett-Packard, deliberately build diverse teams to foster creativity. Diverse groups bring more expertise and experience to bear on problems and decisions, and they encourage higher levels of critical thinking.  Adaptability: diversity enhances organizational flexibility because it makes an organization challenge old assumptions and become more adaptable.

 Performance: 5. How prejudice, stereotypes, ethnocentrism, and discrimination differ from each other.  Prejudice: Adverse feeling or opinion formed without regard for the facts  Stereotypes: Rigid, exaggerated, and irrational belief or image associated with a particular group of people  Ethnocentrism: Belief that one’s own culture and subculture are inherently superior to other cultures  Discrimination: Treating people differently based on prejudicial attitudes and stereotypes 6. Which minority group has the highest rate of unemployment and the lowest pay relative to other people doing the same job.  Disability: Largest unemployed minority in the U.S. - over 50% 7. The main reason that women give for leaving high-level management jobs.  discriminatory company culture 8. What the “glass ceiling” is.  A transparent barrier that keeps women from rising above a certain level in organizations.  Few women above middle management  Hold 15% of seats on corporate boards. 9. The difference between aversive racism (a.k.a. implicit bias) and micro-aggressions.

 Aversive Racism Unintentional racial bias.. Unintentional discrimination based on preconceived notions Example: 9/11 aftermath against middle eastern people

 Micro-aggressions Subtle behaviors against minority group members Subtle yet deliberate discriminatory behaviors Example: So what language do you speak in Japan? Asian 10. Ways that aversive racism can be reduced. 5 Strategies (1.) see self as part of a larger group (2.) DON'T try to be colorblind (3.) Be self-aware (4.) Creativity focus @ work (encourage creativity) (5.) Have intergroup contact (example- w/ people from other countries)

11. What NAFTA is and does, and which countries are part of it.

 NAFTA Free trade agreement between the U.S., Canada, and Mexico World’s largest free trade agreement Eliminates most tariffs

12. How Hofstede’s cultural dimension of masculinity versus femininity is. defined and what “masculinity” and “femininity” in Hofstede’s dimensions each include.  In cultures characterized by traditional masculinity, assertiveness and materialism are valued. Men, the idea goes, should be assertive, tough, and decisive, whereas women should be nurturing, modest, and tender. Money and possessions are very important in this viewpoint, and performance is what counts. Achievement is admired.  Quantity: achievement, heroism, assertiveness and material rewards  Cultures characterized by traditional femininity emphasize relationships and concern for others. Men and women are expected to assume both assertive and nurturing roles. Quality of life is very important, and people and the environment are emphasized.  Quality: cooperation, modesty, caring for the weak, work-life balance

13. How the US and Japan would be plotted on Hofstede’s dimensions of culture (individualism vs. collectivism; uncertainty avoidance; power distance; masculinity vs. femininity).

 Individualism vs. collectivism:  In Individualist societies people are supposed to look after themselves and their direct family only. In Collectivist societies people belong to ‘in groups’ that take care of them in exchange for loyalty.

 uncertainty avoidance  The dimension Uncertainty Avoidance has to do with the way that a society deals with the fact that the future can never be known: should we try to control the future or just let it happen? This ambiguity brings with it anxiety and different cultures have learnt to deal with this anxiety in different ways. The extent to which the members of a culture feel threatened by ambiguous or unknown situations and have created beliefs and institutions that try to avoid these is reflected in the score on Uncertainty Avoidance.

 power distance  This dimension deals with the fact that all individuals in societies are not equal – it expresses the attitude of the culture towards these inequalities amongst us. Power Distance is defined as the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally.

 masculinity vs. femininity

 A high score (Masculine) on this dimension indicates that the society will be driven by competition, achievement and success, with success being defined by the winner / best in field – a value system that starts in school and continues throughout organizational life.  A low score (Feminine) on the dimension means that the dominant values in society are caring for others and quality of life. A Feminine society is one where quality of life is the sign of success and standing out from the crowd is not admirable. The fundamental issue here is what motivates people, wanting to be the best (Masculine) or liking what you do (Feminine). 14. The difference between a parent-country, host-country, and third-country national.  Parent-country national: from the country where the organization is headquartered ex: Vietnam  Host-country national: from the country where the subsidiary is located. Ex: american  Third-country national: from neither the headquarters or the subsidiary location.. ex: mexian works for me in the us

Chapter 3 1. The two major types of behavior theories.  Trait theory: Break down behavior patterns into series of observable traits  Integrative approach: Describes personality as composite of individual’s psychological processes 2. The parts of the Big Five personality Traits.

a. Neuroticism/Emotional Stability 3. The difference between internal and external locus of control.  Internal: more job satisfaction, better performance  External: like structure and rules, need ongoing praise 4. The difference between general self-efficacy, locus of control, self-monitoring, and self-esteem.  Self-esteem: An Individual’s general feeling of self-worth  General self-efficacy: An individual’s general belief that he or she is capable of meeting job demands in a wide variety of situations.  Self-monitoring: Extent to which an individual bases his/her behavior on external cues i. Self-monitoring is the act of observing and regulating one's own behavior in a social context. ... Those who monitor themselves in a highly meticulous manner are considered high self-monitors. They tend to project a particular image of themselves in order to fit in or impress others.  locus of control An individual’s generalized belief about internal control (self-control) versus external control (control by the situation or by others). 5. How to recognize high and low self-monitoring.

6. The difference between the four basic types of personality tests.  Projective test: Elicits individual response to abstract stimuli (e.g. Rorschach Ink Blot test). React according to personality. Low reliability.  Behavioral measure: Observe behavior in controlled setting. Need observer to be accurate, unbiased. Hawthorne Effect skews. Low reliability.  Self-report questionnaire: Person responds to questions about self.

 Myers-Briggs Type Indicator (MBTI): Based on Carl Jung’s theory of individual differences. Selfreport. Downside: hard to be objective about self. Good reliability and validity. No “good” or “bad” types.

7. The parts of the Social Perception Model. Familiarity with target or perceptual lenses Multiple observations? Attitudes About other subgroups Mood Shapes interpretation Self-concept Judge others as do self Cognitive structure What pay attention to

8. The types of barriers to social perception.

 Selective: looking something about to confirm what u have thought … like think this guy is lazy u wanna talk and observe to confirm their bahavior  Frist- impression: bad restaurant in the first time then start hating it  Projection: assume everybody agree with you 9. The definitions of fundamental attribution error (biases) and self-serving bias and how to recognize an example of each.  Fundamental attribution error: The tendency to make attributions to internal causes when focusing on someone else’s behavior (Tendency to explain someone’s behavior based on their internal control)  Affects how evaluate performance.

 Self-serving bias  Attributing one’s successes to internal causes and one’s failures to external causes

 (Attribute my success to internal causes, while blaming my failures on external causes)  In other words, when we succeed, we take credit for it; when we fail, we blame the situation on other people.

Chapter 4 1. How affect, attitude, emotions, and moods differ from each other.

 Attitude: Psychological tendency expressed by evaluating something with a degree of favor or disfavor.  Affect: The Emotional component of an attitude.  Emotions: Mental states that include feelings, physiological changes, and the inclination to act  Moods: on the other hand, are typically classified as positive or negative and are made up of various emotions. 2. The difference between terminal and instrumental values and how to recognize examples of each.  Terminal values: influence the goals to be achieved or the end states of existence. Rokeach identified happiness, love, pleasure, self-respect, and freedom among the terminal values.( In our personal lives, Terminal Values are those things that we can work towards or we think are most important and we feel are most desirable – terminal values are desirable states of existence.)  Instrumental values: shape the acceptable behaviors that can be used to achieve some goal or end state. Instrumental values identified by Rokeach include ambition, honesty, self-sufficiency, and

courage. (inclination to act core values, permanent in nature, comprise personal characteristics and character traits.) 3. The definition of Machiavellianism and how to recognize characteristics of high and low Machiavellianism.  Machiavellianism: A personality characteristic involving one’s willingness to do whatever it takes to get one’s own way.  A high-Mach individual operates from the notion that it is better to be feared than loved. High-Machs believe that the desired ends justify any means, so they feel it’s fine to manipulate oth- ers in order to achieve a goal.Employ- ees can counter Machiavellian individuals by focusing on teamwork instead of one-on-one relationships 4. The difference between the stages of Kohlberg’s Moral Development.

5. Examples of the components of the ABC Model of Attitude.

6. What cognitive dissonance is, what causes it, and why managers should be able to recognize it.  A state of tension produced when an individual experiences conflict between attitudes and behavior  Should be understood by the managers  Employees often find themselves in situations in which their attitudes conflict with their behavior  (Believe something to be true but tell yourself differently)  Ex: lie to people about the loan but he has a high ethical but not choice at work place  How employees deal with cognitive dissonance:  Change beliefs  Change behaviors: She might change her behavior by refusing to sell the defective TV sets.  Justify behaviors:need to feed my family.. They will pay their loan, they will be fine  Leave the company

7. The two influences on attitude formation and which one is typically more powerful.

 Direct experience is more powerful 8. Circumstances under which an attitude is more likely to predict behavior.

Attitude relevance: something involves in self-interest will result in behavior consistent

Social: you hv negative about st but u cant express it at the workplace Degree of attitudes are going to match the behavior

9. What Organizational Citizenship Behavior (OCB) is, and how to recognize the five types of OCB.

 OCB  Is above and beyond the call of duty  Is observed in satisfied workers  Results in lower turnover and higher productivity rates at the organizational level

 how to recognize the five types of OCB.  Altruism: helping a coworker with a work-specific problem  Courtesy: being polite, thinking of others  Conscientiousness: carefully adhere to rules, regulations, policies, procedures  Civic Virtue: deep concern for the organization; go to meetings, keep up with how the organization is doing  Sportsmanship: cheerful tolerance of less-than-ideal work situation 10. The difference between the four types of organizational commitment.  Organization commitment: Strength of an individual’s identification with an organization  Affective commitment: Based on an individual’s desire to remain in an organization  Continuance commitment: Happens when an individual cannot afford to leave  Normative commitment: Based on perceived obligation to remain with an organization 1. (Affective: love the place.. U wanna stay 2. Continuance: like me (cant leave) 3. Norma: treat them good but they don’t like the job but I feel guilty to leave) 11. The definition of emotional intelligence and its components.  Ability to recognize and manage emotions in oneself and in others. a. Mixed Model: Daniel Goleman  Self-awareness

b. Ability model

 Self-regulation

 Perceive

 Motivation

 Understand

 Empathy

 Use

c. Outcomes

 Social Skills

 Manage

 Leadership  Achievement

 Performance 12. What emotional labor is and examples of jobs that are known to involve a lot of emotional labor....