Podcast
Podcast
Podcast
Something went wrong
Questions and Answers
Questions and Answers
Which of the following scenarios best exemplifies organizational citizenship behavior (OCB)?
Which of the following scenarios best exemplifies organizational citizenship behavior (OCB)?
- An employee suggests a new strategy for improving team efficiency during a meeting.
- An employee meticulously completes their assigned tasks before the deadline.
- An employee stays late to help a colleague finish a project, even though it's not part of their job description. (correct)
- An employee consistently arrives on time and takes only the allotted break time.
Cognitive dissonance always leads to a change in behavior.
Cognitive dissonance always leads to a change in behavior.
False (B)
Define 'group functioning' in the context of organizational behavior.
Define 'group functioning' in the context of organizational behavior.
The quantity and quality of a group’s work output.
A manager is defined as someone who gets things done through other ______ in organizations.
A manager is defined as someone who gets things done through other ______ in organizations.
Match the following concepts with their definitions:
Match the following concepts with their definitions:
Which component of attitude involves feelings and emotions?
Which component of attitude involves feelings and emotions?
An organization can be considered productive even if it is effective but not efficient.
An organization can be considered productive even if it is effective but not efficient.
Which of the following is the LEAST likely example of withdrawal behavior?
Which of the following is the LEAST likely example of withdrawal behavior?
Which of the following best describes the phenomenon of 'groupthink'?
Which of the following best describes the phenomenon of 'groupthink'?
The 'nominal group technique' enhances team communication by encouraging unrestricted interpersonal communication during the decision-making process.
The 'nominal group technique' enhances team communication by encouraging unrestricted interpersonal communication during the decision-making process.
Define 'task interdependence' within the context of work teams.
Define 'task interdependence' within the context of work teams.
The degree to which team members align their individual objectives with overarching team objectives is called _______ interdependence.
The degree to which team members align their individual objectives with overarching team objectives is called _______ interdependence.
Which of the following is most indicative of high team efficacy?
Which of the following is most indicative of high team efficacy?
Match each type of team conflict with its description:
Match each type of team conflict with its description:
Which action would be MOST effective in minimizing social loafing within a project team?
Which action would be MOST effective in minimizing social loafing within a project team?
A project manager needs to communicate complex technical information to her team. Which of the following communication mediums would be the MOST appropriate?
A project manager needs to communicate complex technical information to her team. Which of the following communication mediums would be the MOST appropriate?
Which of the following best describes the 'horns effect' in perception?
Which of the following best describes the 'horns effect' in perception?
Bounded rationality suggests that individuals always make perfectly rational decisions by considering all available information.
Bounded rationality suggests that individuals always make perfectly rational decisions by considering all available information.
What is the term for the bias where individuals fixate on initial information when making decisions?
What is the term for the bias where individuals fixate on initial information when making decisions?
The tendency to believe falsely, after an outcome is known, that one has accurately predicted it is known as ______ bias
The tendency to believe falsely, after an outcome is known, that one has accurately predicted it is known as ______ bias
Match the following components of expectancy theory with their descriptions:
Match the following components of expectancy theory with their descriptions:
According to self-determination theory, what happens when individuals are paid for work they intrinsically enjoy?
According to self-determination theory, what happens when individuals are paid for work they intrinsically enjoy?
According to Goal-Setting Theory, vague goals often lead to higher performance than specific and difficult goals.
According to Goal-Setting Theory, vague goals often lead to higher performance than specific and difficult goals.
What is the term for an individual's belief that they are capable of performing a task?
What is the term for an individual's belief that they are capable of performing a task?
The periodic shifting of an employee from one task to another is known as job ______
The periodic shifting of an employee from one task to another is known as job ______
Which dimension of the Job Characteristics Model refers to the degree a job impacts the lives or work of other people?
Which dimension of the Job Characteristics Model refers to the degree a job impacts the lives or work of other people?
Telecommuting always leads to increased employee productivity due to the flexibility it offers.
Telecommuting always leads to increased employee productivity due to the flexibility it offers.
What theory proposes that people have emotional reactions to the success or failure of their group because their self-esteem gets tied into the performance of the group?
What theory proposes that people have emotional reactions to the success or failure of their group because their self-esteem gets tied into the performance of the group?
In the Punctuated-Equilibrium Model, what typically characterizes a group's last meeting?
In the Punctuated-Equilibrium Model, what typically characterizes a group's last meeting?
Acceptable standards of behavior shared by a group's members are called ______
Acceptable standards of behavior shared by a group's members are called ______
Match the role related terms with their descriptions:
Match the role related terms with their descriptions:
Which of the following is the BEST description of 'job involvement'?
Which of the following is the BEST description of 'job involvement'?
Continuance commitment, a component of organizational commitment, refers to an employee's feelings of guilt about leaving the organization.
Continuance commitment, a component of organizational commitment, refers to an employee's feelings of guilt about leaving the organization.
According to the content, what are three conditions that contribute to employees' higher Perceived Organizational Support (POS)?
According to the content, what are three conditions that contribute to employees' higher Perceived Organizational Support (POS)?
Actions that actively damage the organization are known as ______ work behavior.
Actions that actively damage the organization are known as ______ work behavior.
Match the responses to dissatisfaction with their corresponding descriptions:
Match the responses to dissatisfaction with their corresponding descriptions:
Which of the following BEST describes the difference between emotions and moods?
Which of the following BEST describes the difference between emotions and moods?
'Positivity offset' suggests that at zero input (or when nothing is happening), most people experience a mildly negative mood.
'Positivity offset' suggests that at zero input (or when nothing is happening), most people experience a mildly negative mood.
Name and briefly define two emotion regulation techniques mentioned in the content.
Name and briefly define two emotion regulation techniques mentioned in the content.
The Big Five personality trait that encompasses being responsible, organized, dependable, and persistent is ______.
The Big Five personality trait that encompasses being responsible, organized, dependable, and persistent is ______.
According to the content, what does 'self-monitoring' measure?
According to the content, what does 'self-monitoring' measure?
Situation strength theory suggests that personality is always a strong predictor of behavior, regardless of the situation.
Situation strength theory suggests that personality is always a strong predictor of behavior, regardless of the situation.
According to attribution theory, what are the three factors that determine whether we attribute behavior to internal or external causes?
According to attribution theory, what are the three factors that determine whether we attribute behavior to internal or external causes?
Which of the following BEST describes the 'fundamental attribution error'?
Which of the following BEST describes the 'fundamental attribution error'?
'[Blank] bias' refers to the tendency of individuals to attribute their own successes to internal factors and attribute their failures to external factors.
'[Blank] bias' refers to the tendency of individuals to attribute their own successes to internal factors and attribute their failures to external factors.
Match Hofstede's cultural dimensions with their corresponding descriptions:
Match Hofstede's cultural dimensions with their corresponding descriptions:
Questions and Answers
Something went wrong
Flashcards
Flashcards
Organizational Behavior (OB)
Organizational Behavior (OB)
A field studying how individuals, groups, and structure impact behavior within organizations to improve effectiveness.
Manager
Manager
Someone who achieves results through others in an organization.
Organization
Organization
A coordinated social unit of two or more people working continuously to achieve common goals.
Model
Model
Signup and view all the flashcards
Stress
Stress
Signup and view all the flashcards
Task performance
Task performance
Signup and view all the flashcards
Organizational Citizenship Behavior(OCB)
Organizational Citizenship Behavior(OCB)
Signup and view all the flashcards
Job Satisfaction
Job Satisfaction
Signup and view all the flashcards
Job Involvement
Job Involvement
Signup and view all the flashcards
Organizational Commitment
Organizational Commitment
Signup and view all the flashcards
Perceived Organizational Support (POS)
Perceived Organizational Support (POS)
Signup and view all the flashcards
Counterproductive Work Behavior
Counterproductive Work Behavior
Signup and view all the flashcards
Exit (Response to Dissatisfaction)
Exit (Response to Dissatisfaction)
Signup and view all the flashcards
Voice (Response to Dissatisfaction)
Voice (Response to Dissatisfaction)
Signup and view all the flashcards
Emotions
Emotions
Signup and view all the flashcards
Moods
Moods
Signup and view all the flashcards
Emotional Labor
Emotional Labor
Signup and view all the flashcards
Emotional Dissonance
Emotional Dissonance
Signup and view all the flashcards
Emotional Intelligence
Emotional Intelligence
Signup and view all the flashcards
Emotion Regulation
Emotion Regulation
Signup and view all the flashcards
Personality
Personality
Signup and view all the flashcards
Core Self-Evaluation
Core Self-Evaluation
Signup and view all the flashcards
Perception
Perception
Signup and view all the flashcards
Groupthink
Groupthink
Signup and view all the flashcards
Brainstorming
Brainstorming
Signup and view all the flashcards
Nominal Group Technique
Nominal Group Technique
Signup and view all the flashcards
Task Interdependence
Task Interdependence
Signup and view all the flashcards
Goal Interdependence
Goal Interdependence
Signup and view all the flashcards
Outcome Interdependence
Outcome Interdependence
Signup and view all the flashcards
Team Efficacy
Team Efficacy
Signup and view all the flashcards
Social Loafing
Social Loafing
Signup and view all the flashcards
Horns Effect
Horns Effect
Signup and view all the flashcards
Stereotyping
Stereotyping
Signup and view all the flashcards
Bounded Rationality
Bounded Rationality
Signup and view all the flashcards
Anchoring Bias
Anchoring Bias
Signup and view all the flashcards
Confirmation Bias
Confirmation Bias
Signup and view all the flashcards
Availability Bias
Availability Bias
Signup and view all the flashcards
Escalation of Commitment
Escalation of Commitment
Signup and view all the flashcards
Randomness Error
Randomness Error
Signup and view all the flashcards
Motivation
Motivation
Signup and view all the flashcards
Self-Determination Theory
Self-Determination Theory
Signup and view all the flashcards
Self-Efficacy Theory
Self-Efficacy Theory
Signup and view all the flashcards
Operant Conditioning Theory
Operant Conditioning Theory
Signup and view all the flashcards
Social-Learning Theory
Social-Learning Theory
Signup and view all the flashcards
Skill Variety
Skill Variety
Signup and view all the flashcards
Task Significance
Task Significance
Signup and view all the flashcards
Flashcards
Something went wrong
Study Notes
Study Notes
- Here's a summary of Organizational Behavior topics, using the provided text
Week 1: What is OB?
- Organizational Behavior (OB) is a field that studies the impact of individuals, groups, and structure on behavior within organizations.
- The purpose of OB is to improve an organization’s effectiveness.
- A manager gets things done through other people in organizations.
- An organization is a consciously coordinated social unit of two or more people.
- Organizations function continuously to achieve a common goal or set of goals.
- A model is a simplified representation of a real-world phenomenon.
- Stress is an unpleasant psychological process in response to environmental pressures.
- Task performance is the combination of effectiveness and efficiency at doing core job tasks.
- Organizational citizenship behavior (OCB) is discretionary behavior not part of an employee’s formal job requirements.
- OCB contributes to the psychological and social environment of the workplace.
- Withdrawal behavior includes actions employees take to separate themselves from the organization.
- Examples of withdrawal behavior are absenteeism, turnover, searching for a new job, and moonlighting.
- Group cohesion refers to the extent to which members of a group support and validate one another at work.
- Group functioning relates to the quantity and quality of a group’s work output.
- Productivity means an organization achieves its goals by transforming inputs into outputs at the lowest cost.
- Productivity requires both effectiveness and efficiency.
- Organizational survival is evidence that the organization can exist and grow over the long term.
Week 2: Job Satisfaction
- Attitudes are evaluative statements about objects, people, or events.
- Attitudes have three components: cognitive (thoughts), affective (feelings), and behavioral (actions).
- Cognitive dissonance is any incompatibility an individual perceives between two or more attitudes or between behavior and attitudes.
- People seek consistency among their attitudes and between their attitudes and their behavior.
- Job Satisfaction is a positive feeling about a job resulting from an evaluation of its characteristics.
- Job satisfaction can be measured by a single global rating or the summation of job facets.
- Job facets include the work itself, pay, promotion, supervisor, and coworkers.
- Job Involvement is the degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth.
- Organizational Commitment is identifying with a particular organization and its goals and wishing to maintain membership.
- The three components of organizational commitment are affective, continuance, and normative commitment.
- Affective commitment means liking the organization.
- Continuance commitment means the cost of leaving is too high.
- Normative commitment means leaving makes you feel guilty.
- Perceived Organizational Support (POS) is the degree to which employees believe the organization values their contribution and cares about their well-being.
- POS is higher when rewards are fair, employees are involved in decision making, and supervisors are seen as supportive.
Outcomes of Job Satisfaction
- Happy workers are more likely to be productive workers.
- People more satisfied with their jobs are more likely to engage in OCB.
- Counterproductive work behavior includes actions that actively damage the organization.
- The more satisfied you are, the less likely you are to miss work (absenteeism).
- A pattern of lowered job satisfaction is the best predictor of intent to leave (turnover).
Responses to Dissatisfaction
- Exit involves directing behavior toward leaving the organization.
- Voice involves actively and constructively attempting to improve conditions.
- Loyalty means passively but optimistically waiting for conditions to improve.
- Neglect means passively allowing conditions to worsen.
Emotions & Moods
- Affect is a generic term that covers a broad range of feelings people experience.
- Emotions are intense feelings that are directed at someone or something.
- Moods are feelings that tend to be less intense than emotions and lack a contextual stimulus.
- Positivity offset means that at zero input, most people experience a mildly positive mood.
- Emotional labor is an employee’s expression of organizationally desired emotions during interpersonal transactions at work.
- Felt emotions are the individual’s actual emotions.
- Displayed emotions are required or appropriate emotions.
- Surface acting involves hiding feelings and foregoing emotional expressions in response to display rules.
- Deep acting involves trying to modify true inner feelings based on display rules.
- Emotional dissonance involves inconsistencies between felt emotions and projected emotions.
- Affective events theory (AET) posits that employees react emotionally to things that happen at work, influencing job performance and satisfaction.
- Emotional Intelligence is a person’s ability to perceive emotions in themselves and others, and to understand the meaning of these emotions.
- Emotion regulation involves identifying and modifying the emotions you feel.
- Techniques for emotion regulation include surface acting, deep acting, emotional suppression, cognitive reappraisal, social sharing, mindfulness, and perspective-taking.
- Affect as Information describes how people use their current emotion or mood to help make current decisions.
Week 3: Personality and Values
- Personality is the sum of ways in which an individual reacts to and interacts with others.
- Personality is 50% heredity and 50% influenced by environment.
The Big Five Model
- Extraversion: High scorers are gregarious, assertive, sociable; low scorers are reserved, timid, and quiet.
- Agreeableness: High scorers are cooperative, warm, and trusting; low scorers are cold and antagonistic.
- Conscientiousness: High scorers are responsible, organized, dependable, and persistent; low scorers are easily distracted, disorganized, and unreliable.
- Neuroticism: High scorers are nervous, anxious, depressed, and insecure; low scorers are calm, secure, emotionally stable.
- Openness to experience: High scorers are creative, curious, and artistic; low scorers are conventional and prefer routine.
Other Important Traits
- Core Self-Evaluation: Bottom-line conclusions individuals have about their capabilities, competence, and worth as a person.
- Self-Monitoring: Measures an individual’s ability to adjust his or her behavior to external, situational factors.
- Proactive Personality: People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs.
- Situation Strength Theory: The way personality translates into behavior depends on the strength of the situation.
- Trait Activation Theory: Personality traits are engaged when called on by the right type of situation.
- Person-Organization Fit: Direction of Person-Job fit and outcomes.
Hofstede’s Cultural Dimensions
- Power distance is the degree to which people in a country accept that power in institutions and organizations is distributed unequally.
- Individualism versus collectivism: Individualism is the degree to which people prefer to act as individuals rather than as members of groups.
- Collectivism emphasizes a tight social framework where people expect others in groups to look after them and protect them.
Perception and Decision Making
- Perception is a process by which individuals organize and interpret their sensory impressions to give meaning to their environment.
- Attribution theory suggests that when we observe an individual’s behavior, we attempt to determine whether it was internally or externally caused, depending on distinctiveness, consensus, and consistency.
- Fundamental attribution error involves underestimating external factors and overestimating internal factors when observing others’ behaviors.
- Self-serving bias involves attributing one's own successes to internal factors and failures to external factors.
- Selective perception means that any characteristic that makes a person, object, or event stand out will increase the probability that it will be perceived.
- Halo effect occurs when we draw a general positive impression based on a single characteristic.
- Horns effect occurs when we draw a general negative impression based on a single characteristic.
- Stereotyping involves judging someone based on one’s perception of the group to which that person belongs.
Applications of Attribution Theory
- Performance Evaluation: An employee’s performance appraisal depends on the perceptual process.
- Performance Expectations: People will attempt to validate their perceptions of reality.
- Bounded Rationality: People construct simplified models that extract the essential features needed to make a decision.
- People satisfice – they seek solutions that are satisfactory and sufficient.
Common Biases and Errors in Decision Making
- Overconfidence Bias: Individuals with weaker intellectual abilities overestimate their performance.
- Anchoring Bias: Fixating on initial information.
- Confirmation Bias: Seeking information that reaffirms past choices.
- Availability Bias: Basing judgments on readily available information.
- Escalation of Commitment: Staying with a decision even when there is clear evidence that it’s wrong.
- Randomness Error: Believing we can predict the outcome of random events.
- Risk Aversion: Preferring a sure thing instead of a risky outcome.
- Hindsight Bias: The tendency to falsely believe that one has accurately predicted the outcome of an event after the outcome is actually known.
Week 4: Theories of Motivation
- Motivation accounts for an individual’s intensity, direction, and persistence of effort toward attaining a goal.
- Intensity is concerned with how hard a person tries.
- Direction is the orientation that benefits the organization.
- Persistence is a measure of how long a person can maintain his/her effort.
- Self-Determination Theory suggests that people prefer to feel they have control over their actions, and focuses on the benefits of intrinsic motivation and the harms of extrinsic motivation.
- Cognitive evaluation theory: When people are paid for work, it feels less like something they want to do and more like something they have to do.
- Goal-Setting Theory suggests that goals tell an employee what needs to be done and how much effort is needed.
- Specific and difficult goals lead to higher performance.
- Self-efficacy theory refers to an individual’s belief that he or she is capable of performing a task.
- Operant conditioning theory suggests that people learn to behave to get something they want or to avoid something they don’t want.
- Social-learning theory posits that we can learn through both observation and direct experience.
- Expectancy theory suggests that a tendency to act in a certain way depends on an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome.
- Expectancy is the effort–performance relationship.
- Instrumentality is the performance–reward relationship.
- Valence is the rewards–personal goals relationship.
- Equity theory argues that individuals make comparisons of their job inputs and outcomes relative to those of others and then respond to any inequities.
- The Model of Organizational Justice involves the interaction between distributive and procedural justice.
- Positive Mood and Expectancy Theory describes how a positive mood increases motivation, increasing expectancy, instrumentality, and valence.
Applications of Motivation
- Job Characteristics Model: Describes core job dimensions.
- Skill variety: The degree to which the job requires a variety of different activities.
- Task identity: The degree to which the job requires completion of a whole and identifiable piece of work.
- Task significance: The degree to which the job has a substantial impact on the lives or work of other people.
- Autonomy: The degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and determining the procedures to be used.
- Feedback: The degree to which carrying out the work activities required by the job results in the individual obtaining direct and clear information about the effectiveness of performance.
- Job Rotation: Periodic shifting from one task to another.
- Job Enrichment: Increasing a job’s high-level responsibilities to increase intrinsic motivation.
- Relational Job Design: Connecting employees with the beneficiaries of their work.
- Telecommuting involves employees who do their work at home at least two days a week through virtual devices linked to the employer’s office.
Week 5: Foundations of Group Behavior
- Social identity theory proposes that people have emotional reactions to the failure or success of their group because their self-esteem gets tied into the performance of the group.
Punctuated Equilibrium Model
- The first meeting sets the group’s direction.
- A transition takes place at the end of this first phase.
- A second phase of inertia follows the transition.
- The group’s last meeting is characterized by markedly accelerated activity.
- Role: A set of expected behavior patterns attributed to someone occupying a given position in a social unit.
- Role perception: One’s perception of how to act in a given situation.
- Role expectations: How others believe one should act in a given situation.
- Role conflict: A situation in which an individual faces divergent role expectations.
- Norms are acceptable standards of behavior within a group that are shared by the group’s members.
- Asch’s conformity study demonstrated that subjects conformed in about 37% of the trials.
- Status is a socially defined position or rank given to groups or group members by others.
- Group size affects the group’s overall behavior.
- Diversity is the degree to which members of the group are similar to, or different from, one another.
- Strengths of group decision making include more complete information, increased diversity of views, and increased acceptance of solutions.
- Weaknesses of group decision making include time-consuming processes and conformity pressures.
- Groupthink describes situations where group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views.
- Brainstorming can overcome pressures for conformity.
- Nominal group technique restricts discussion or interpersonal communication during the decision-making process.
Understanding Work Teams
- Team interdependence describes the degree to which team members rely on one another.
- Task Interdependence is the degree to which team members must interact and rely on one another to accomplish team goals.
- Goal interdependence is the degree to which team members align individual goals with team goals.
- Outcome interdependence is the degree to which members are linked to one another in terms of feedback and outcomes they receive as a consequence of working with the team.
Team Processes
- Team efficacy describes teams having confidence in themselves and believing they can succeed.
- Team cohesion describes when members are emotionally attached to one another and motivated toward the team because of their attachment.
- Mental models are organized mental representations of the key elements within a team’s environment that team members share.
- Relationship conflict involves disagreements among team members in terms of interpersonal relationships or incompatibilities with respect to personal values.
- Task conflict involves disagreements among members about the team’s task.
- Social loafing occurs when individuals hide inside a group and shirk their responsibilities onto others.
Ways to improve communication
- Choose an appropriate medium depending on how detailed or rich the information is.
- Train emotional intelligence.
Studying That Suits You
Use AI to generate personalized quizzes and flashcards to suit your learning preferences.
Study Notes
Something went wrong
