Organizational Behavior Exam 1 Study Guide PDF

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Study guide created off book content, lecture, and Powerpoint slides in class...

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Organizational Behavior Exam #1 Study Guide

Readings CH. 1, CH. 2, CH. 10, CH. 6, CH. 7, CH. 3, CH. 4

9/26 class slides – Introduction

Why study OB? Self-awareness + Interpersonal awareness and understanding = Serving Others Organization – A social structure created by individuals to support the collaborative pursuit of specific goals Organizational Behavior – A discipline that aims to explain human behavior within organizations OB 1. 2. 3.

is accomplished through: Three Levels – Individual, Group or Team, Organization Identifying cause and effect Being explicit about influencing factors on decisions and behavior

Leadership Skills: (C.R.T. – Cathode Ray Tube) 1. Conceptual Skills – Capability to understand complex issues and underlying causes and to solve problems with broad implications 2. Relational Skills – Talent for getting along with and motivating people 3. Technical Skills – Expertise in a particular task or field Two Approaches to OB (C.S. – Lewis) Conventional – Emphasis on financial well-being, focus on a narrow range of stakeholders, proximal focus Emphasizes the importance of organization-specific responsibility

Management is ethically obligated to the organization’s owners Sustainable – Emphasis on multiple forms of well-being, focus on a broad range of stakeholders, both proximal and distal focus Corporate Social Responsibility focuses on the welfare of multiple stakeholders Why study both? 1. Helps us understand differing types of orgs. Helps us understand where we are on the continuum. 2. Enhances critical thinking, which is super important for business students! 3. Exploring two approaches highlights that actions and practices of organizational members are not value-neutral.

Conventional Approach

Sustainable Approach

Planning Setting Goals, designing strategies to set goals (practical wisdom)

Working alongside others and strategies

Organizing whom?

Organizing human and other resources For the sake of what and for (courage)

Leading (self-

Leading people towards maximum productivity

Leading to develop others control and service)

Controlling

Monitor work, ensuring quality and productivity

Ensuring Fairness (justice)

Management – the process of planning, organizing, leading, and controlling human and other org resources toward the achievement of org goals.

9/28 class slides –History of OB – ch2 History of OB Scientific Management: (1910-1930) management scholars wanted to study behavior for the purpose of maximizing individuals’ productivity and efficiency in service of the overall org’s productivity (maximization). Frederick Taylor – father of scientific management Frank and Lillian Gilbreth – efficiency in work processes (best way to perform task) Max Weber – scientific management approach helped birth the bureaucracy. Human Relations: 1930-1950) a response to the previous era, human relations looks at the social environment of work (human versus mechanistic factors). Mary Parker Follett – mother of human relations era focusing on social environment of work (advocated that authority should not always go to a person who holds a managerial position) Mayo and Roethlisberger study on GE lightbulb workers – productivity increased just because workers got special attention from managers. Hawthorne effect – improvement in work productivity resulting from people receiving attention from observers. Systems: (1950-1970) Industrial productivity and new management techniques needed to help the war effort. Complex systems! (managers should adopt an open system perspective)

Context - WWII Highlights complex interdependencies between individuals, features of org, and broader org context --> systems theory develops (look at the org and beyond; org as closed and open system). Beliefs: (1970-1990) Cultural upheaval, questioning of the status quo. Institutionalization – org practices or rules provide scripts for org members. Rules are accepted and perpetuated without regard to rationality Social construction of reality – the ideas and meanings we attach to things are constructed by people Philip Selznick – concept of Institutionalism – sociological view of institutions, the way they interact and the effects of institutions on society Sustainability: (1990-present) Progress today but not at the expense of future generations! Ghoshal – we ought to build “delightful organizations” that contribute positively to people and societies. Ecological sustainability Societal well-being Holistic concerns

People are increasingly acting with regard to less tangible concerns such as aesthetics and spirituality. People around the world are increasingly more interested in the quality of life and a sense of community. Obstructionist stance - Organizational members do as little as possible to address

environmental problems. Defensive strategy - organizational members do only as much as is legally required and may even try to use the law to their own advantage Market approach – organizational members show concern for environmental concerns in response to demands or opportunities in the marketplace. Accommodation approach - goes beyond the market approach and responds to the environmental concerns of various stakeholder groups, including customers, the local community, business partners, and special-interest groups. OB as a science – the examination of factors that help explain, predict, and ultimately influence behavior. Dependent Variable – the variable we want to predict Independent Variable – the variable that will influence the DV Correlation – a casual relationship between two events

Causation – indicates that one event is the result of the occurrence of the other event

Negative Correlation: is a relationship between two variables in which one variable

increases as the other decreases, and vice versa.

Positive Correlation: exists when one variable decreases as the other variable decreases, or one variable increases while the other increases.

Does correlation equal causation? NO

Steps in research process: 1. Question expressed in terms of a theory: OB researcher identifies the variables of interest and states a hypothesis. 2. Testing the hypothesis: Gathers measurements by observation, assessment, interviews, surveying, etc. 3. Analyzing the data: Explores the relationship between the variables (correlation or causation; and these are not the same!). Meta-Analysis – combining evidence from numerous studies to draw conclusion

Many conventional OB research designs have a quantitative or positivistic orientation. Stakeholder – any group within or outside the org that has a vested interested in that org’s performance: • Customers • Members (employees) • Owners • Other organizations (suppliers) • Community members For discussion: who are the stakeholders at SPU? What do these stakeholders want? · Customers (students, parents) · Employees (faculty, staff) · Owners (employees) · Other orgs (other universities and colleges, business partners and vendors, neighboring businesses) · Community members (residents of Queen Anne) Globalization – the increased interdependence and integration among people and organizations around the world.

Multinational corporation – one that derives 25% of total sales revenue from outside its home country. Global Environment – (P.E.E.) (Conventional) Polycentric orientation – believes host country knows best management practices. An org that takes a polycentric approach will adapt to the host country. (Conventional) Ethnocentric orientation – believes that home country knows best mgmt practices. An org that takes this approach expects others to adapt. (Sustainable) Egalicentric orientation – recognizes the need to learn from each other An org taking this approach emphasizes cross-cultural relationships and communication. National culture – shared values, beliefs, knowledge, and general patterns of behavior that characterize a country’s citizens. Hofstede’s 5 dimensions: Cultural dimensions that highlight differences in culture 1. Individualism – strength of ties that people have within community 2. Materialism – low -High - Placing a high value on assertiveness, higher position and

wealthy lifestyle 3. Short-term time orientation 4. Power distance – Low – flat organization, supervisors/employees equal. Highhierarchal, centralized organization 5. Uncertainty avoidance – how well people cope with anxiety Low-relaxed, open and inclusive High- life predictable and controllable (emphasis on conformity and stability.)

Sustainable Development - is the type of development that meets the needs of the present without compromising the ability of future generations to meet their own needs. 10/3 class slides – Leading Groups & Teams

“If you’re not making mistakes, then you’re not doing anything. I’m positive that a doer makes mistakes.” – John Wooden Group · Two or more people · Share interest or association Real · · · · ·

Team Two or more people Work independently as unit Task-Orientated Work towards common goals Accountable to one another

Differences: teams - focuses on how members achieve tasks groups - focuses on affiliation, nature of interpersonal relationships The ability for a team to achieve its goals depends on how the members of that team work together. (That is the one of the biggest differentiators between a group and a team. ) Types of teams in an organization: Permanent TeamsProject TeamsHierarchal TeamsSelf-Managed TeamsFunctional TeamsCross-Functional TeamsOn-site TeamsVirtual TeamsStages of Team Development: · · · ·

Forming (creating the group, early stage of group life cycle) Storming (experiencing obstacles) Norming (establishing group “rules”) Performing (achieving goals)

The fifth stage (Adjourning) is when the team disbands “Forming” – role clarification has large impact on success of team at this stage Considerations: · Team diversity (good or bad for a team? What kind of diversity are we talking about?) · Task cohesion - members’ shared commitment to achieve a goal. · Social cohesion – attachment and attraction of team members to one another. Team conflict and Management • Scare resources –> increase resources • Task interdependence –> redesign structures and systems • Conflicting goals –> appeal to superordinate goal • Personal conflicts –> help members work through issues (work through them; don’t ignore them!) “Storming” - In this stage, group members may experience conflict, feelings of discouragement. Team conflict – real or perceived difference in interests between two or more members Relational conflict (interpersonal) Task conflict (task-related)

“Norming” – shared beliefs about social and task behavior in a group.Beliefs may be shared informally or formally. Free riding - (doing less than one’s best or contributing less than one’s fair share). Tends to occur when: • Lack of commitment to team’s goals • Beliefs that one’s contribution doesn’t really impact the team’s goals • When individual contributions are hard to monitor/measure • When team is thought to be highly capable • When team members are low in consciousness Withholding information (intentional or otherwise). Tools to combat: • Brainstorming • Nominal group technique (info-sharing technique where leader asks participants to silently and individually write down all ideas related to question) • Delphi technique (questions posed remotely and responses returned to leader) Conventional approach – monitor free ridership Sustainable approach – promote positive effects of “consistent contributors,” or those who contribute regardless of what their teammates are doing. (Three kinds of team members – free riders, conditional contributors, consistent contributors) “Performing”– this fourth stage of team development is reached after teams have been together for a time, fine-tuning their processes (task and interpersonal). In order for a team to reach a high level of performance, members have had to make key inputs. · Inputs (e.g., team membership, norms) · Processes (e.g., information-sharing, dealing with conflict, accountability) · Outputs (e.g., performing) John Wooden’s definition of success 1. Never try to be better than someone else. 2. Always learn from others. 3. Never cease trying to be the best you can be (that’s under your control).

10/3 class slides – Teamwork & Group Decision making

Review- Group or Team?? Two or more people – Group and TEAM Work independently - TEAM Task orientated - TEAM Shared interests – Group Accountable to one another - TEAM Shared goals- TEAM

REVIEW MORNING STAR CASE – WILL BE ON TEST (taken from notes in slides) No boss, no supervisors? What?! “Morning Star can pay 15 percent more in salaries and 35 percent more in benefits than the industry average because it's not paying managers and productivity is so high.” “Those commitments are embedded in peer-to-peer contracts known as colleague letters of understanding, or CLOUs. The keystone of each CLOU is a "personal commercial mission," crafted by each employee to describe her contribution to Morning Star's success. (Rufer's PCM is "to advance tomato technology to be the best in the world and operate these factories so they are pristine.") The terms of how everyone will work with everyone else are negotiated by the people doing the work. Are managers integral to a business/org? Not necessarily! Morning Star has created a self-managed organization that is profitable. Self-management does not mean there are no structures or processes in place. When actions counter the mission of MS: Colleague to colleague conversation. If no resolution is reached, a third person is brought in. Then a group of 3 – 10 people who are affected by the dispute. A solution is proposed. Parties must agree to that solution. Issues that reach the pres’s desk: “If the issue is not resolved to the satisfaction of both parties, a summary of the issue, verification that the colleague process for gaining agreement was followed, and potential resolutions supported by named colleagues shall be immediately prepared, signed by both parties and the local CLOU Colleague, and forwarded to the President of Morning Star. The President with either (a) decide the issue and provide a written summary of the decision to both parties; (b) call a meeting with both parties and the panel; or (c) designate a person to decide the issue. In attempting to resolve differences, the following shall be given careful consideration: A) our Mission and any specific objective; B) the relevant facts, assumptions and values; and C) the method used to determine the proper direction. Other courses of action, upon mutual agreement among the affected Colleagues are encouraged; however, either party has the option of requiring the above steps to be taken at their request. Hiring and firing process: determined by employees.

Cognitive conflict is good Affective conflict is not good and needs to be mitigated/dealt with.

Decision – a choice among a number of alternatives Script – learned guidelines or procedures that help people interpret and respond to what is happening around them 1. Identify need – what are the underlying issues and relevant stakeholders? 2. Develop alternative responses – do nothing; follow a programmed response; develop a non-programmed response 3. Choose the appropriate alternative – goal consensus, available knowledge 4. Implement the choice Goal consensus - The level of agreement among members about which goals the org should pursue Available knowledge – amount of information available about how to achieve goals

What · · ·

scripts to make decisions Financial reports Productivity reports Consumer reports Underlying issues Context vs. content

Developing Alternative Responses · Programmed Responses · Non programmed

Alternatives: Rational choice – operates when goal consensus is high and there’s enough time to get needed info Political method – when a lot of info is available but there are competing goals, decision makers can make politicized decisions (bargaining, doing favors, compromising, forming coalitions) Incremental trial-and-error method – found when agreement high but low level of technical knowledge Subjective or random method – little or no agreement on goals and information is limited. Sometimes this method relies on intuition (hunches).

Administrative model method – commonly used because decision makers usually have some knowledge and partial goal consensus. Framing can influence our decisions, esp when we lack sufficient info.

Escalation of commitment – staying with the original decision even though there is evidence that it’s not working Information distortion – tendency to overlook or downplay feedback that makes decision look bad and emphasize that which makes the decision look good · Escalation of commitment can also result from administrative inertia, tendency of existing structures and systems to persist even though they may not be useful.

10/10 class slides – Self-Leadership “The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy” MLK Jr. Authentic leadership – (B.I.T.S) - self-awareness, internal compass, transparency in relationships, objectively balancing all relevant data in decision making (balanced processing) u Research on authenticity suggests that authentic living leads to Psychological WellBeing & Self-Esteem.

Psychological Capital - Resources that contribute to motivate individuals to pursue goals in the face of adversity. · Hope – seeing a way forward, believing that one has the resources to move forward · Self-efficacy – believing that one can · Resilience – persisting in the face of difficulty · Optimism – anticipating positive outcomes

Benefits of Authentic Leadership For Employees Work Engagement increases Empowerment increases Job Satisfaction increases Burnout decreases Worry About Job loss decreases For Leader/Organization Work Engagement increases Job Satisfaction increases OCB’s increases Employee Commitment increases Trust/Identification/Satisfaction w/ leader

Self-Awareness & Self-Regulation · Knowing Self · Living intentionally · Managing Stress · Acting creatively Self-Awareness comes from: · Life Experience · Feedback · Success · Failures · Conscience reflection Self-Awareness leads to: · Self-confidence · High self-esteem · Positive emotions · Reduced anxiety

Living intentionally – deliberate efforts to put your self-knowledge into practice Self-goal setting - Use the motivational power of setting specific and difficult goals. Self-observation – Reflecting on what’s happened and how one can improve. Self-cueing – use cues related to specific goals. Self-reinforcement – tie desirable and undesirable behaviors to specific outcomes (reward or punishment).

What · · · ·

causes stress? Situations Events People Perceptions

Acting Creatively · Preparation · Incubation · Inspiration · Validation Divergent thinking -the process of creating many unique solutions in order to solve a problem (spontaneous and free flowing) (diverse thinking?)

Convergent thinking - coming to a solution quickly and efficiently (systematic and logical)

10/12 class slides – Self-Leadership

Feedback-seeking behavior – asking for feedback or soliciting information from work environment to better understand how you are performing. Such behavior improves performance. Why might feedback be important at all? Remember the Johari window? We have blind spots, where something is unknown to us but known to others Living intentionally - deliberate efforts to put your self-knowledge into practice Self- leadership practices · self-regulatory actions that help us manage and motivate ourselves · rewards or...