BA350 Exam #1 Study Guide PDF

Exam #1 Study Guide (Exam, Wednesday, 10/2/24) BA350 - Management and Organizational Behavior STUDY GUIDE for Exam #1 Exam - WEDNESDAY (10/2/24) - You have the entire class period to complete the exam. Test Day Rules & Instructions: 1. Bring ONLY a #2 PENCIL or PEN....

Exam #1 Study Guide (Exam, Wednesday, 10/2/24) BA350 - Management and Organizational Behavior STUDY GUIDE for Exam #1 Exam - WEDNESDAY (10/2/24) - You have the entire class period to complete the exam. Test Day Rules & Instructions: 1. Bring ONLY a #2 PENCIL or PEN. 2. You do NOT need a scantron! 3. You will be given an Exam Copy & Bubble Sheet. 4. Write your Full Name and Student ID# on the Exam Copy. 5. Complete the following fields on the Bubble Sheet: FULL NAME (do NOT write above the name line) Student ID# Section Date Version (A or B) 6. RETURN BOTH the test copy and your bubble sheet to the Instructor or you get a zero. 7. If your phone is visible or audible during the test you get a zero. 8. If you communicate within anyone during the test you get a zero. 9. If you DO NOT use a #2 pencil during the test you get a zero. 10. From my syllabus: “Cheating (including plagiarism) will not be tolerated. Any student that engages in cheating in any form will receive an automatic “F” as a grade and will be referred immediately to SDSU’s Judicial Procedures Office. Please see the following list of what constitutes cheating and plagiarism for further reference: SDSU Policy on Cheating & Plagiarism 11. Links to an external site. 12. Exam Content, Preparation, and Sample Questions: A. Exam Covers the Following: 1. TEXTBOOK CHAPTERS 1-6: Terms, concepts, exhibits, and information, especially anything highlighted in the margins. 2. Any content discussed or presented IN CLASS (Videos, Articles, Ted-talks, etc.). 3. NOTE: Exam does NOT COVER "OB in the News" presentations NOR class case discussions. B. Study These Topics in Depth: Chapter 1 – What is Organizational Behavior? Management Activities, Roles, and Skills ○ Management activities can be categorized into four different activities: Planning, organizing, leading, and controlling ○ Planning- A process that includes defining goals, establishing strategy, and developing plans to coordinate activities ○ Organizing- Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made ○ Leading- A function that includes motivating employees, directing other, selecting the most effective communication channels, and resolving conflicts ○ Controlling- Monitoring activities to ensure that they are being accomplished as planned and correcting any significant devotions Management roles are shown through three primary roles that include: Interpersonal, informational, or decisional roles ○ Interpersonal Roles- all managers must perform duties that are ceremonial and symbolic nature this includes: Figurehead role (a person of authority taking action or reinforcing achievement) Leadership role (hiring, training, motivating, disciplining) Liaison role (contracting or fostering relationships with others who provide valuable info.) Informational roles: to some degree all managers collect information from outside organizations and institutions which mintzberg also called: Monitor role (scan and engage with others and different forms of media to try and seek out the plans of competition)  Disseminator role (managers act as a conduit to transmit information to organizational members) Spokesperson role (representing the organization to outsiders) Decisional roles as mintzberg identified into four roles that require making choices: Entrepreneur role (managers initiate and oversee new projects to improve organizations performance) Disturbance handlers ( manages take corrective action in response to unforeseen problems) Resource allocators ( managers are responsible for allocating human, physical, and monetary resources) Negotiator role ( discuss issues and bargain with other units to gain advantages for their unit) Management skills is another way to consider what managers do to look at the skills or competencies they might need to achieve their goals these skills include: ○ Technical skills- The ability to apply specialized knowledge or expertise ○ People skills- The ability to work with, understand, and motivate other people, both individually and in groups ○ Conceptual skills- The mental ability to analyze and diagnose complex situations Minztberg’s Managerial Roles: (Three roles Interpersonal, informational, and Decisional) ○ Interpersonal: Symbolic head; required to perform a number of routine duties of a legal or social nature Responsible for the motivation and direction of employees Maintains a network of outside contacts who provide favors and information Informational: ○ Receives a wide variety of information; serves as nerve center of internal and external information of the organization  ○ Transmits information received from outsiders or from other employees to members of the organization ○ Transmits information to outsiders on organizations plans; serves as expert on organizations industry Decisional ○ Searches organization and its environment for opportunities and initiates projects to bring about change ○ Responsible for corrective action when organization faces important, unexpected disturbances ○ Makes or approves significant organizational decisions ○ Responsible for representing the organization at major negotiations Effective vs. Successful Managerial Activities ○ Four managerial activities: Traditional management- Decision making, planning, and controlling Communication- Exchanging routine information and processing paperwork Human resources (HR) management- Motivating, disciplining, managing conflict, staffing, and training Networking- Socializing, politicking, and interacting with outsiders Organizational Behavior Defined ○ Organizational Behavior (OB)- A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organization's effectiveness OB focuses on three determinants of behavior in organizations: individuals, groups, and structure on behavior to make organizations work more effectively Chapter 2 – Diversity in Organizations Two Major Forms of Diversity ○ Workforce diversity refers to the heterogeneous characteristics that make up organizations, work groups, and teams ○ Two major levels of diversity include; Surface-level diversity- Differences in easily perceived characteristics, such as gender, race, ethnicity, or age, that do not  necessarily reflect the ways people think or feel but that may activate certain stereotypes Deep-level diversity- Differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better Prejudice and Discrimination in Organizations: (Prejudice and Implicit Bias, Discrimination, Disparate Impact, treatment, and Subtle discrimination in the workplace) ○ Although diversity presents many opportunities for organization, effectively managing diversity and promoting inclusion involve working to eliminate unfair prejudice and discrimination in organizations ○ Prejudice may exist both within and outside your own conscious awareness-it can be either explicit or implicit ○ Prejudice- an attitude representing broad, generalized feelings toward a group or its members that maintains the hierarchy between that group and other groups (sexism, racism, and agesims) ○ Implicit Bias- Prejudice that may be hidden outside one's conscious awareness ○ Discrimination- Actions or behaviors that create, maintain, or reinforce some groups’ advantages over other groups and their members (Discrimatory policies or practices, sexual harassment, intimidation, mockery, insults, exclusions, and incivility) ○ Disparate Impact- When employment practices have an unintentional discriminatory effect on a legally protected group of people Hofstede's framework: ○ One of the most widely referenced approaches for analyzing variations among cultures was introduced in the late 1970s by Geert Hofstede.145 Hofstede surveyed more than 116,000 IBM employees in forty countries about their work-related values and found that managers and employees varied on five value dimensions of national culture: Power Distance: A national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally A high rating on power distance means large inequalities of power and wealth exist and are tolerated in the culture A low power distance rating characterizes societies that stress equality and opportunity  Individualism VS. Collectivism ○ Individualism- A national culture attribute that describes the degree to which people prefer to act as individuals rather than members of groups ○ Collectivism- A national culture attribute that describes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them Masculinity Vs. Femininity ○ Masculinity- A national culture attribute that describes the extent to which the culture favors traditional masculine work roles of achievement, power, and control. Societal values are characterized by assertiveness and materialism A high masculinity rating indicates that the culture has separate roles for men and women, with men dominating the society ○ Femininity- A national culture attribute that indicates little differentiation between male and female roles; a high rating indicates that women are treated as the equals of men in all aspects of the society Uncertainty avoidance: A national culture attribute that describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them ○ In high scoring cultures on uncertainty avoidance, people have increased anxiety about uncertainty and ambiguity ○ In low scoring cultures on uncertainty avoidance people are more accepting of ambiguity, are less oriented, take more risks, and accept change more readily Long-term Vs. Short-term Orientation: ○ Long-term orientation- A national culture attribute that emphasizes the future, thrift, and persistence ○ Short-term orientation- A national culture attribute that emphasizes the past, honors traditions, and upholds its image  Cross-Cultural Organizational Behavior ○ Cross-Cultural Organization consists of hofstede’s framework, the GLOBE framework, Cultural tightness and looseness, religion, expatriate adjustment, and cultural intelligence (CQ) ○ We have seen that people sometimes define themselves in terms of race and ethnicity. Many people carry a strong cultural identity as well, a link with the culture of family ancestry, values, and religion that lasts a lifetime, no matter where the individual may live in the world. People choose their cultural identity, and they also choose how closely they observe the norms of that culture. Cultural norms influence the workplace, sometimes resulting in clashes or fostering alienation among cultural minorities. They are especially important for understanding the international assignments of expatriates in countries outside their home country (and what makes them fail or succeed in those environments). Implementing Diversity Management ○ Diversity management- The use of evidence based strategies to manage and leverage the inherent diversity of the workforce ○ Implementing diversity management consists of theoretical basis underlying diversity management, Diversity management practices, cultures and climates for diversity, and the challenge of diversity management ○ Organizations have begun to focus on diversity, equity, and inclusion (DEI) as three strategic and principles goals to strive toward Diversity- celebrating rather then degenerating Equity- Striving to provide access to the same opportunities for all workers, recognizing that some people are afforded privileges while others are confronted with barriers Inclusion- Creating an environment in which all people feel values, welcomed, and included Chapter 3 – Attitudes and Job Satisfaction Attitudes (and Components) Attitudes- Judgements or evaluation statements about objects, people, or events Attitudes have three components: ○ Cognitive component: The opinion or belief segment of an attitude ○ Affective component: The emotional or feeling segment of an attitude ○ Behavioral component: An intention to behave in a certain way toward someone or something  Viewing attitudes as having three component- affect, behavior, and cognition help us understand their complexity and the potential relationship between attitudes and behavior Attitudes and Behavior Several powerful characteristics change the nature of the attitudes-behavior relationship: The importance of the attitude, it's correspondence to behavior, its accessibility, the presence of social pressures, and whether a person had direct experience with the attitude Cases of attitude following behavior illustrate the effects of cognitive dissonance ○ Cognitive dissonance- any incompatibility between two or more attitudes or between behavior and attitudes Job Attitudes Organizational behavior focuses on a narrow set that forms positive or negative evaluations that employees hold about their work ○ Organizational identification- The extent to which employees define themselves by the same characteristics that define their organizations Beyond organizational identification, most of the research has looked at three attitudes: Job satisfaction, job involvement, and organizational commitment-in addition to perceived organizational support (POS) and employee engagement Job attitudes consists of Job satisfaction and job involvement, organizational commitment, perceived organizational support, employee engagement, and job attitudes in the gig economy Job Satisfaction Job satisfaction- A positive feeling about one's job resulting from an evaluation of its characteristics Related to job satisfaction is Job involvement and psychological empowerment ○ Job involvement- The degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth ○ Psychological empowerment- Employees belief in the degree to which they affect their work environment, competence, meaningfulness of their job, and autonomy in their work Strongly predicts job attitudes and strain while it moderately predicts performance behaviors Job conditions, personality and individual differences, and pay are all factors that cause job satisfaction which can lead to the outcomes of job performance,  organizational citizenship behavior (OCB), Customer satisfaction, and life satisfaction. The Impact of Job Dissatisfaction The impacts of job dissatisfaction can lead to Counterproductive work behavior and the implications that managers often “Don't get it” Employees typically have four responses to job dissatisfaction which can differ along two dimensions: constructive/ destructive and active/ passive ○ These responses include Exit, voice, loyalty, and neglect Exit- dissatisfaction expressed through behavior directed toward leaving the organization Voice- Dissatisfaction expressed through active and constructive attempts to improve conditions Loyalty- Dissatisfaction expressed by passively waiting for conditions to improve Neglect- Dissatisfaction expressed through allowing conditions to worsen Counterproductive work behavior (CWB)- Actions that actively damage the organization, including stealing, behaving aggressively toward coworkers, or being late or absent ○ CWB is usually predicted by job dissatisfaction Absenteeism and turnover may also be a consequence of job dissatisfaction ○ Absenteeism leads to the absent of employees due to dissatisfaction within a work environment ○ The relationship between job satisfaction and turnover is stronger than between satisfaction and absenteeism Chapter 4 – Emotions and Moods What are Emotions and Moods? (including Affect and The Affective Circumplex) Emotions and moods have a positive and negative affect, there are basic and moral emotions, and experience of emotions Emotions can greatly influence our attitudes toward others, our decision making, and our behaviors When it comes to emotions there are three closely intertwined terms: affect, emotions, and moods  ○ Affect- is a generic term covering a broad range of feelings, including emotions and moods ○ Emotions- intense, discrete, and short-lived feeling experiences, often caused by a specific event ○ Moods- Feelings that tend to be longer-lived and less intense than emotions and that lack a contextual stimulus Affect is a broad term that encompasses emotions and moods as it varies by its valence, or the degree to which the feelings are positive or negative Emotions are more likely to be caused by a specific event and are more fleeting than moods which can be categorized into two categories: Positive and negative ○ Positive affect- An affective dimension that consists of specific positive emotions such as excitement, enthusiasm, and elation at the high end ○ Negative affect- An affective dimension that consists of emotions such as nervousness, stress, and anxiety at the high end The affective circumplex- categorizes and arranges emotions by their degree of positivity and negativity Emotional Labor Emotional Labor- An employees organizationally desired emotions during interpersonal transactions at work To analyze emotional labor we dived emotions into felt or displayed emotions ○ Felt emotions- an individual's actual emotion ○ Displayed emotions- emotions that are organizationally required and considered appropriate in a given job Displaying fake emotions requires us to suppress real ones such as: ○ Surface acting- Hiding one's feelings and forgoing emotional expressions in response to display rules ○ Deep acting- trying to modify one's true feelings based on display rules ○ Emotional dissonance- Inconsistencies between the emotions people feel and the emotions they project Affective events theory (AET)- A model suggesting that workplace events cause emotional reactions on the part of employees, which then influence workplace attitudes and behaviors Work events trigger positive or negative emotional reactions, to which employees personalities and moods predispose them to respond with greater or lesser intensity  Emotional Intelligence Viewing attitudes as having three component- affect, behavior, and cognition help us understand their complexity and the potential relationship between attitudes and behavior Emotional Intelligence (EI)- Is a person's ability to (1) perceive emotions in oneself and others, (2) understand the meaning of these emotions, (3) regulate one's own emotions accordingly ○ The ability to detect and to manage emotional cues and information which can lead to staying calm under pressure, resolve conflict more effectively, be empathetic with coworkers and team members, and effectively regulate their emotions Several studies suggest that emotional intelligence plays an important role in predicting job attitudes and facilitating academic and job performance Affective Events Theory Affective events theory (AET)- A model suggesting that workplace events cause emotional reactions on the part of employees, which then influence workplace attitudes and behaviors Work events trigger positive or negative emotional reactions, to which employees personalities and moods predispose them to respond with greater or lesser intensity OB Applications of Emotions and Moods OB applications of emotions and moods includes the selection process, decision making, creativity, motivation, leadership, negotiation, customer service, work-life conflict, unethical workplace behaviors, and safety and injury at work Chapter 5 – Personality and Values Linking Individuals to the Workplace (including John Holland’s Personality-Job Fit Theory) Linking individuals to the workplace includes person-job fit, person-organization fit, and other dimensions of fit ○ Personality-job fit theory- A theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover Includes six types of personalities including: Realistic, investigative, artistic, social, enterprising, and conventional  There are diversity implications for person-job fit that speak to workers expectations that jobs will be tailored to them Person-organization fit- A theory that people are attracted to and selected by organizations that match their values and leave when there is no compatibility Person-job fit and person-organization fit are considered the most salient dimensions for workplace outcomes Personality Personality- the total number of ways in which an individual reacts to and interacts with the world around them We most often describe personality in terms of the measurable traits a person exhibits Personality traits- enduring characteristics that describe an individual's behavior ○ When interacting with people from other cultures, it is imperative to keep in mind that there may be cultural differences even when it comes to personalities Personality Frameworks Personality frameworks can be categorized into three areas the myers-briggs type indicator, the big five personality model, and the dark triad Theoretical frameworks and assessment tools help us categorize and study these dimensions of personality The most widely used and best–known personality frameworks are the myers-briggs type indicator (MBTI) and the big five model ○ Both describe a person's total personality through exploration of the facets of personality The Myers-Briggs type indicator (MBTI)- A personality test that taps four characteristics and classifies people into one of sixteen personality types ○ Respondents are classified as extroverted or introverted (E or I), sensing or intuitive (S or N), thinking or feeling (T or F), and judging or perceiving (J or P) ○ Extroverted VS. Introverted- Extroverted individuals are outgoing, sociable, and assertive. Introverts are quiet and shy ○ Sensing Vs. Intuitive- Sensing types are practical and prefer routine and order, and they focus on details. Intuitives rely on unconscious processes and look at the big picture ○ Thinking Vs. Feeling- Thinking types use reason and logic to handle problems. Feeling types rely on their personal values and emotions  ○ Judging Vs. Perceiving- Judging types want control and prefer order and structure. Perceiving types are flexible and spontaneous The MBTI describes personality types by identifying one trait from each of the four pairs and combining them to form a personality type MBTI is not a sufficient type of personality measure due to lack of strong supporting evidence The Big five model- a personality model that proposes five basic dimensions encompass most of the differences in human personality ○ The test scored of these traits do a very good job of predicting how people behave in a variety of real life situations: Conscientiousness- A personality dimension that describes someone who is responsible, dependable, persistent, and organized Emotional stability- a personality dimension that characterizes someone as calm, self-confident, and secure versus nervous, anxious, and insecure Extroversion- A personality dimension describing someone who is sociable, gregarious, and assertive Openness to experience- a personality dimension that characterizes someone in terms of imagination, artistic sensitivity, and curiosity Agreeableness- A personality dimension that describes someone who is good natured, cooperative, and trusting Dark triad- a constellation of negative personality traits consisting of machiavellianism, narcissism, and psychopathy ○ Machiavellianism- the degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means Chapter 6 – Perception and Decision Making What is Perception? Perception- A process by which individuals organize and interpret their sensory impressions to give meaning to their environment Our perception becomes the reality from which we act Many factors shape and sometimes distort perception. These factors can reside in the perceiver, the object or target being perceived, or the citation in which the perception is made The characteristics of the target also affect what we perceive  Context refers to the time at which we see an object or event that influences our attention, as can location, light, heat, or situational factors From a perceivers viewpoint when you look at a target, your interpretation of what you see is influenced by your personal characteristics attitudes, personality, motives, interests, past experiences, and expectations Person Perception: Making Judgments About Others The perception concepts most relevant to OB include person perceptions, or the perceptions people form about each other. Many of our perceptions of others are formed by first impressions and small cues that have little supporting evidence Attribution Theory Attribution theory is made up of internal and external causation, distinctiveness, consensus, consistency, errors, and biases in attribution When we observe people, we attempt to explain their behavior. Our perception and judgment of a person's actions are influenced by the assumptions we make about that person's state of mind Attribution theory- an attempt to explain the ways we judge people differently, depending on the meaning we attribute to a behavior, such as determining whether an individual's behavior is internally or externally caused Attribution theory suggests that when we observe an individual's behavior, we attempt to determine whether it was internally or externally caused Determination depends largely on three factors: (1) distinctiveness, (2) consensus, and (3) consistency ○ Distinctiveness refers to weather an individual displays different behavior in different situations ○ Consensus shows if everyone who faces similar situations responded in the same way ○ The more consistent the behavior, the more we are inclined to attribute it to internal causes Internally caused behaviors are those an observer believes to be under the personal behavioral control of another individual Externally caused behavior is what we image the situation forced the individual to do Fundamental attribution error- the tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgements about the behavior of others  Self-Serving Bias- The tendency for individuals to attribute their own successes to internal factors and put the blame for failures on external factors The Link Between Perception and Individual Decision Making Individuals make decisions or choices from among two or more alternatives Decisions- choices made from among two or more alternatives Decision making occurs as a reaction to a problem Problem- a discrepancy between the current state and some desired state Every decision requires us to interpret and evaluate information Decision Making in Organizations (including common biases and errors) Decision making in organizations include the rational model, bounded rationality, intuition, common biases, and errors in decision making We often think the best decision maker is rational and makes consistent, value maximizing choices within specified constraints Rationonal- a style of decision making characterized by making consistent value-maximizing choices within specified constraints Rational decision-making model- a decision-making model that describes how individuals should behave to maximize some outcome ○ Steps in the rational decision-making model: Define the problem Identify the decision criteria Allocate weights to the criteria Develop the alternatives Evaluate the alternatives Select the best alternative The rational decision-making model assumes the decision maker has complete information, can identify all relevant options without bias, and chooses the option with the highest utility (imperfect) Bounded rationality- a simplified process of making decisions by perceiving and interpreting the essential features of problems without capturing their complexity Intractable problem- A problem that may change entirely or become irrelevant before we finish the process of organizing our thoughts, gathering information, analyzing the information, and making judgements or decisions Intuitive decision making- An unconscious process created out of distilled experience  Types of biases and errors include: ○ Overconfident bias- a tendency to be overconfident about our own abilities or the abilities of others ○ Anchoring bias- a tendency to fixate on initial information, from which one then fails to adjust adequately for subsequent information ○ Confirmation bias- the tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgements (selective) ○ Availability bias- the tendency for people to base their judgments on information that is readily available to them ○ Escalation of commitment- an increased commitment to a previous decision despite negative information ○ Randomness error- the tendency of individuals to believe that they can predict the outcomes of random events ○ Risk aversion- the tendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher expected payoff ○ Hindsight bias- the tendency to believe falsely, after an outcome of an event is known, that one would have accurately predicted that outcome ○ Outcome bias- the tendency to judge the quality of a decision based on the desirability or believability of its outcome To limit the extent to which biases affect our decision making employees and managers would do well to take a step back and (1) reflect and reframe problems in different ways (2) undergo training on structured decision-making approaches to rely less on fast, emotional heuristics; and (3) alter the way in which decisions are made to reduce bias, such as through setting explicit standards for decisions C. Good Study Habits: 1. Flashcards – Making and studying flashcards is a great way to remember terms and definitions. 2. Group Study – A good way to assess how well you know a concept is by trying to explain it to your study group. 3. Study Resources - Chapter Outlines, Resources, and PowerPoint Slides are good study tools and available in Canvas (COURSE Resources for SUCCESS). D. Sample Test Question/Answer Formats (NOTE: The content of these Questions may NOT be relevant to the Test … just the format): True or False: A survey of over 2,100 CFOs across 20 industries indicated that a lack of technical skills is the top reason why some employees fail to advance. FALSE Multiple Choice (short case study): Lesley Torres is a project manager for the campaign "Action against Deforestation in Indonesia." She recently faced a glitch when the campaign could not be launched publicly according to schedule. Torres monitored the schedule to find the cause of the delay before speeding up the implementation process by allocating more members for the implementation phase. By doing this, which of the following functions is she performing? A) controlling B) planning C) formulating D) leading E) organizing Fill in the Blank: According to Mintzberg's classification of managerial roles, the role of a(n) ________ is to transmit information received from outsiders or from other employees to members of the organization. A) entrepreneur B) resource allocator C) spokesperson D) leader E) disseminator Multiple Choice (short answer): According to Mintzberg's classification of managerial roles, which of the following is a kind of interpersonal role? A) monitor B) disseminator C) spokesperson D) entrepreneur E) liaison Choose Between Definitions: Which of the following best defines organizational behavior? A) It involves the study of groups of people coming together for collective bargaining. B) It involves the study of what people do in a company and how it affects the company's output. C) It involves analyzing different people in an industry with independent profit-centered motives.Z D) It involves developing exclusively the knowledge of managers and senior-level employees. E) It is a field which is not influenced by factors in the external world.