OB Quiz 2 Sheet.docx

**OB Quiz 2 Sheet** **Positive Organizational Behavior (6.2)** Main POB-Related Framework (1) - Well-being theory (well-being is a "function of 5 positive personal attributes") - **PERMA:** - Positive emotion (the experience of positive affect that may come from experiencing pleas...

**OB Quiz 2 Sheet** **Positive Organizational Behavior (6.2)** Main POB-Related Framework (1) - Well-being theory (well-being is a "function of 5 positive personal attributes") - **PERMA:** - Positive emotion (the experience of positive affect that may come from experiencing pleasure) - Engagement (The experience of the psychological state of flow or activities that are absorbing, enjoyable and/or challenging) - Relationships (Creating and maintaining positive relationships with friends, family, and the community) - Meaning (Fostering and finding a strong purpose in life through a sense of belonging, meaning, creation, and/or suffering) - Accomplishment (Achieving positive outcomes, mastering new skills, and/or attaining goals) Main POB-Related Framework (2) - Psychological Capital (positive and developmental state of an individual which further can be "utilized as the competitive resource" - **HERO**: - Hope (persevering toward goals (willpower) and, when necessary, redirecting paths in order to succeed (waypower) - Efficacy (having the confidence to take on challenging tasks and put in the effort necessary to succees) - Resilience (sustaining and bouncing back from stress, conflict, failure, and even beyond to attain success) - Optimism (making a positive attribution about succeeding now and in the future) Group Team (Groups become teams when they develop a sense of shared commitment and strive for synergy among members to perform the specific organizational tasks) Differentiating Groups and Teams   Team Cohesion (Cooperation & Trust; The degree to which members feel part of the collective or "WE" of the team (Norming + Performing process)) Effective Team players (3Cs of team players) - Committed (to the team with having a sense of "WE-ness" - Collaborative (rather than competitive) - Competent (and build up reciprocal trust among team members) **Groups and Teams (7.2)**  Roles in Team (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)**  4 Factors that affect "Media Richness" (the capacity of a given communication medium to convey information and promote understanding) - Speed of feedback - Channel - Type - Language source Media Richness \* Complexity of situation = Effective communication (two-way face-to-face conversation is the richest form of communication) Benefits of social media usage at workplace Utilizing social media provides a host of benefits for employees: - Connect in real time over distance and expand boundaries - Increasing job satisfaction and better work-life-balance, - More collaboration and creativity Costs of social media usage at workplace: - Employee cyber loafing: using the social media at work for personal use - Using social media to find out other organizations and search for a new job **Communication in the digital age (9.2)**  **Managing Conflict and negotiations (10.1)** Personality Conflict (interpersonal opposition based on personal dislike or disagreement) "Relationship-Conflict" (negative emotion, rumination, poor well-being) Team/Interpersonal Conflict (The process resulting from the tension between team members because of real or perceived differences) - Incompatible personalities - Role ambiguity - Responsibility overload - Competition for limited resources - Inadequate management/leadership Functional Conflict: - Serves organization's interests - Typically "Issue focused" - Stimulates creativity/innovation Dysfunctional Conflict: - Threatens organization's interests - Typically "Person-focused" - Breeds hostility - Disturb communication Desired conflict outcomes - Agreement (strive for equitable and fair agreements that last) - Stronger relationships (build bridges of goodwill and trust for the future) - Learning (greater self-awareness and creative problem solving) Work-life (Family) conflict (is the perception that expectations and demands between work and nonwork roles are mutually incompatible) Incivility (is any form of socially harmful behavior: aggression, interpersonal deviance, social undermining, interactional injustice, and bullying)  **Managing conflict and negotiations (10.2)**  **Power, influence, and Politics (11.1)**   Influence Tactics (SOFT) - Rational Persuasion (convince target with reason, logic, facts) - Inspirational appeal (Build target's enthusiasm by appealing to target's emotions, ideals, or values) - Consultation (getting target to participate in planning, and making decisions) - Ingratiation (Making target in a good mood prior to making a request) - Personal Appeal (Referring to friendship and loyalty when making a request) Influence Tactics (HARD) - Exchange (Making implied promises and trading favors) - Coalition (Getting others to support your effort to persuade target) - Pressure (Demanding compliance or using threats to target) - Legitimating (Requesting target to do something based on one's authority or right) Organizational Politics (Organizational Politics are intentional actions to improve (mostly) self/individual- or organizational-interests) Perceptions of organizational politics and outcomes (Individual's subjective attribution of others' behaviors to self-serving intent. **Leadership effectiveness (12.1)** 3 Elements of Leadership/ L-F-S Framework of leadership: - Leader (individual differences) - Follower (individual differences) - Context/Situation (contextual characteristics Behavioral approach in the leadership process. - Initiating Structure (task-oriented leader behavior): - Scheduling & assigning tasks - Clarifying - Planning & organizing - Rewarding - Consideration (relationship-oriented leader behavior) - Respect & Mutual trust - Supporting - Developing - Motivating Transformational Leadership: TFL 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: Leaders who transform others in a negative way, who are self-consumed, exploitive, and power oriented, with warped moral values.  Leader Member exchange (LMX) Theory: based on the degree of exchanged relational quality (low to high) between leader and follower, each unique vertical dyad categorized into two different types: - In-Group & Out-Group - In-Group: Relationship is exchanged based on expanded and negotiated role responsibilities (i.e. socal exchange) - Out-Group: relationship is exchanged based on formal employment contract (i.e. economic exchange) High relational Quality Positive work-related outcomes Role-based approach: Reversing the lens (focus of the model is how followers affect followership outcomes at the individual, dyad, and work unit level of analysis) Constructionist approach: The leadership process (focus of the model are leaders and followers interacting together in context to co-construct leadership as well as their outcomes. Organizational culture: The unique set of shared values and beliefs that underlie a company's identity. Characteristics of organizational culture: - Shared concept - Learned over time - Influences behavior at work - Affects outcomes at multiple levels