Positive Organizational Behavior (POB) Quiz 2

Positive Organizational Behavior (6.2)

• Well-being theory is based on five positive personal attributes, known as PERMA.
• PERMA consists of:
  • Positive emotion (experiencing pleasure)
  • Engagement (psychological state of flow or enjoying activities)
  • Relationships (creating and maintaining positive relationships)
  • Meaning (finding a strong purpose in life)
  • Accomplishment (achieving positive outcomes and mastering new skills)

Main POB-Related Framework (2)

• Psychological Capital is a positive and developmental state of an individual, which can be utilized as a competitive resource.
• Psychological Capital is represented by the HERO framework, which consists of:
  • Hope (persevering toward goals and redirecting paths when necessary)
  • Efficacy (having confidence to take on challenging tasks)
  • Resilience (sustaining and bouncing back from stress, conflict, and failure)
  • Optimism (making a positive attribution about succeeding)

Groups and Teams (7.2)

• A group becomes a team when they develop a sense of shared commitment and strive for synergy among members to perform specific organizational tasks.
• Differentiating between groups and teams:
  • Group: A collection of individuals who share certain characteristics
  • Team: A group of individuals who share a common goal and work together to achieve it
• Team cohesion is the degree to which members feel part of the collective or "WE" of the team, which is developed through cooperation and trust.
• Effective team players have three characteristics:
  • Committed (to the team with a sense of "WE-ness")
  • Collaborative (rather than competitive)
  • Competent (and build reciprocal trust among team members)

Roles in Team

• A group/team role is a set of shared expected behaviors for members of the group as a whole.

Communication in the Digital Age (9.1)

• Media richness is the capacity of a given communication medium to convey information and promote understanding.
• Four factors that affect media richness:
  • Speed of feedback
  • Channel
  • Type
  • Language source
• Effective communication is achieved when media richness is matched with the complexity of the situation.
• Benefits of social media usage at the workplace:
  • Connect in real-time over distance and expand boundaries
  • Increase job satisfaction and better work-life balance
  • More collaboration and creativity
• Costs of social media usage at the workplace:
  • Employee cyber loafing
  • Using social media to find out other organizations and search for a new job

Communication in the Digital Age (9.2)

• (No additional notes)

Managing Conflict and Negotiations (10.1)

• Personality conflict is interpersonal opposition based on personal dislike or disagreement.
• Team/interpersonal conflict is the process resulting from the tension between team members due to real or perceived differences.
• Dysfunctional conflict:
  • Threatens organization's interests
  • Typically "person-focused"
  • Breeds hostility
  • Disturbs communication
• Desired conflict outcomes:
  • Agreement
  • Stronger relationships
  • Learning
• Work-life (family) conflict is the perception that expectations and demands between work and non-work roles are mutually incompatible.
• Incivility is any form of socially harmful behavior, including aggression, interpersonal deviance, social undermining, interactional injustice, and bullying.

Managing Conflict and Negotiations (10.2)

• (No additional notes)

Power, Influence, and Politics (11.1)

• Influence tactics can be categorized into SOFT and HARD tactics.
• SOFT tactics:
  • Rational Persuasion
  • Inspirational appeal
  • Consultation
  • Ingratiation
  • Personal Appeal
• HARD tactics:
  • Exchange
  • Coalition
  • Pressure
  • Legitimating
• Organizational politics are intentional actions to improve self/individual- or organizational-interests.
• Perceptions of organizational politics and outcomes are individual subjective attributions of others' behaviors to self-serving intent.

Leadership Effectiveness (12.1)

• The L-F-S framework of leadership consists of three elements:
  • Leader (individual differences)
  • Follower (individual differences)
  • Context/Situation (contextual characteristics)
• Behavioral approach in the leadership process:
  • Initiating Structure (task-oriented leader behavior)
  • Consideration (relationship-oriented leader behavior)
• Transformational Leadership is a leadership process focusing on changing and transforming people by assessing followers' motives, satisfying their needs, and treating them as full human beings.
• Pseudo-Transformational Leadership is a leadership process that transforms others in a negative way, with warped moral values.
• Leader Member exchange (LMX) Theory is based on the degree of exchanged relational quality between leader and follower.
• Organizational culture is the unique set of shared values and beliefs that underlie a company's identity.

Positive Organizational Behavior (6.2)

• Well-being theory is based on five positive personal attributes, known as PERMA.
• PERMA consists of:
  • Positive emotion (experiencing pleasure)
  • Engagement (psychological state of flow or enjoying activities)
  • Relationships (creating and maintaining positive relationships)
  • Meaning (finding a strong purpose in life)
  • Accomplishment (achieving positive outcomes and mastering new skills)

Main POB-Related Framework (2)

• Psychological Capital is a positive and developmental state of an individual, which can be utilized as a competitive resource.
• Psychological Capital is represented by the HERO framework, which consists of:
  • Hope (persevering toward goals and redirecting paths when necessary)
  • Efficacy (having confidence to take on challenging tasks)
  • Resilience (sustaining and bouncing back from stress, conflict, and failure)
  • Optimism (making a positive attribution about succeeding)

Groups and Teams (7.2)

• A group becomes a team when they develop a sense of shared commitment and strive for synergy among members to perform specific organizational tasks.
• Differentiating between groups and teams:
  • Group: A collection of individuals who share certain characteristics
  • Team: A group of individuals who share a common goal and work together to achieve it
• Team cohesion is the degree to which members feel part of the collective or "WE" of the team, which is developed through cooperation and trust.
• Effective team players have three characteristics:
  • Committed (to the team with a sense of "WE-ness")
  • Collaborative (rather than competitive)
  • Competent (and build reciprocal trust among team members)

Roles in Team

• A group/team role is a set of shared expected behaviors for members of the group as a whole.

Communication in the Digital Age (9.1)

• Media richness is the capacity of a given communication medium to convey information and promote understanding.
• Four factors that affect media richness:
  • Speed of feedback
  • Channel
  • Type
  • Language source
• Effective communication is achieved when media richness is matched with the complexity of the situation.
• Benefits of social media usage at the workplace:
  • Connect in real-time over distance and expand boundaries
  • Increase job satisfaction and better work-life balance
  • More collaboration and creativity
• Costs of social media usage at the workplace:
  • Employee cyber loafing
  • Using social media to find out other organizations and search for a new job

Communication in the Digital Age (9.2)

• (No additional notes)

Managing Conflict and Negotiations (10.1)

• Personality conflict is interpersonal opposition based on personal dislike or disagreement.
• Team/interpersonal conflict is the process resulting from the tension between team members due to real or perceived differences.
• Dysfunctional conflict:
  • Threatens organization's interests
  • Typically "person-focused"
  • Breeds hostility
  • Disturbs communication
• Desired conflict outcomes:
  • Agreement
  • Stronger relationships
  • Learning
• Work-life (family) conflict is the perception that expectations and demands between work and non-work roles are mutually incompatible.
• Incivility is any form of socially harmful behavior, including aggression, interpersonal deviance, social undermining, interactional injustice, and bullying.

Managing Conflict and Negotiations (10.2)

• (No additional notes)

Power, Influence, and Politics (11.1)

• Influence tactics can be categorized into SOFT and HARD tactics.
• SOFT tactics:
  • Rational Persuasion
  • Inspirational appeal
  • Consultation
  • Ingratiation
  • Personal Appeal
• HARD tactics:
  • Exchange
  • Coalition
  • Pressure
  • Legitimating
• Organizational politics are intentional actions to improve self/individual- or organizational-interests.
• Perceptions of organizational politics and outcomes are individual subjective attributions of others' behaviors to self-serving intent.

Leadership Effectiveness (12.1)

• The L-F-S framework of leadership consists of three elements:
  • Leader (individual differences)
  • Follower (individual differences)
  • Context/Situation (contextual characteristics)
• Behavioral approach in the leadership process:
  • Initiating Structure (task-oriented leader behavior)
  • Consideration (relationship-oriented leader behavior)
• Transformational Leadership is a leadership process focusing on changing and transforming people by assessing followers' motives, satisfying their needs, and treating them as full human beings.
• Pseudo-Transformational Leadership is a leadership process that transforms others in a negative way, with warped moral values.
• Leader Member exchange (LMX) Theory is based on the degree of exchanged relational quality between leader and follower.
• Organizational culture is the unique set of shared values and beliefs that underlie a company's identity.