OB Midterm Review PDF

Chapter 1 1. List some important of interpersonal skills. Lower turnover of quality employees Higher quality applications for recruitment Social responsibility awareness Quality of workplace and job satisfaction 2. De ne Organizational Behavio...

Chapter 1 1. List some important of interpersonal skills. Lower turnover of quality employees Higher quality applications for recruitment Social responsibility awareness Quality of workplace and job satisfaction 2. De ne Organizational Behavior. OB “Understand each Investigates the impact level with factors that individuals, that effect OB” groups, and structure have on behavior for the purpose of applying such knowledge toward improving an organization’s effectiveness Diff levels of analysis with OB analysis: Individual, groups, organizational culture. 3. Show the value to OB of systematic study. Behavior predictable if we know how the person perceived the situation and what is important to him/her, (Data Structure). Evidence-based management (EBM): complements systematic study, argues for managers to make decisions. Intuition: systematic study and EBM add, make decisions with incomplete information. 4. Identify the Major behavioral science disciplines that contribute to OB. 5. Why few absolutes apply to OB. Contingency Variables: situational factors are variables that moderate the relationship between the independent and dependent variables. (alternative plan) 6. Identify managers challenges and opportunities in applying OB concepts. Employment options. Responding to economic pressure → like how to reward employees or issues like stress. Responding to globalization(‫ →)ﻋﻮﻟﻤﺔ‬like increased foreign assignments and working with people from different cultures, also overseeing movement of jobs to countries with low cost labor. Managing workforce diversity → heterogeneous in terms of gender, age,race, ethnicity, sexual orientation. Improving customer service → interaction with customers, customer satisfaction, need a customer-responsive culture. Improving people skills that are essential to managerial effectiveness, OB provide theories to predict employee behavior. Working in networked organizations (pronounced) → A manager's job is fundamentally different and challenges of motivating and leading "online" require different techniques. ‫ﻣﺜﺎل اﻧﻘﺒﻠﺘﻲ ﺑﻮظﯿﻔﺔ ﻓﻲ دﺑﻲ واﻧﺘﻲ ﺑﺎﻟﺴﻌﻮدﯾﺔ‬ ‫ف ﺗﻮاﺻﻠﺘﻮا اوﻧﻼﯾﻦ ﻋﻦ طﺮﯾﻖ اﻻﯾﻤﯿﻞ‬ Using social media at work → policies on accessing social media at work, impact on employee well-being. Enhancing employee well-being at work →provide vehicle for working at any time or any place, employees are working longer hours per week, balancing work and life demands. Creating a positive work environment → positive organizational scholarship: how organization's develop human strength, foster vitality and resilience, and unlock potential. ‫اﻟﻤﺪﯾﺮ ﯾﺮﻛﺰ ﻋﻠﻰ اﯾﺠﺎﺑﯿﺎت ﻣﻮظﻔﯿﮫ‬ Improving ethical behavior → ethical dilemmas or choices: are situations in which an individual is required to de ne right and wrong conduct (codes of ethics). 7. Three levels of analysis in A basic OB model. Processes: actions that individuals, groups, and organizations engage in as a result of inputs, and that lead to certain outcomes. Outcomes: key variables that you want to explain or predict, and that are affected by some other variables. 8. Outcome variables. > Attitudes → the evaluations employees make, ranging from positive to negative, about objects, people, or events. > Stress → unpleasant psychological process that occurs in response to environmental pressures. > Task performance → combination of effectiveness and ef ciency at doing your core job tasks. > Withdrawal behavior → set of actions that employees take to separate themselves from the organization. > Group cohesion → members of group support and validate one another at work. > Group functioning → quantity and quality of a group's work output. > Productivity → organization achieves its goals by transforming inputs into outputs at the lowest cost. > Survival → nal outcome which is simply evidence that the organization is able to exist and grow over the long term. 9. Explain organizational citizenship behavior (OCB) and give an example. The discretionary behavior that is not part of an employee's formal job requirements and that contributes to the psychological and social environment of the work place. Example: an employee brings recycling containers. an employee brings sweets to the rest of the members. 10. Why few absolutes apply to OB. Contingency Variables: situational factors are variables that moderate the relationship between the independent and dependent variables. (alternative plan)  Chapter 3 1. What are the three components of an attitude and give an example for each. *attitudes: are evaluative statements - either Reverse favorable or unfavorable - about objects, people, or events. Ive They re ect how we feel about something and leadsto speci c type of behaviour (pos or neg). 2. Summarize the relationship between attitudes and behavior. ~ the attitudes that people hold determine what they do. Moderating variables: > Attitude’s importance > Correspondence to behavior ‫رﺑﻂ اﻻﺣﺪاث ﻣﺜﻞ أﻛﻞ ﺻﺤﻲ=ﺣﯿﺎة ﺻﺤﯿﺔ‬ > Accessibility Recall the situation (positive attitude) > Presence of social pressure (Negtive attitude) > Whether a person has direct experience with the attitude “More experience = related with your action” 3. Compare the Major job attitudes. Job involvement: degree of psychological identi cation with the job where perceived performance is important to self-worth. > Psychological empowerment: degree of in uence over one's job, competence, job meaningfulness, and autonomy. Organizational commitment: identifying with a particular organization and its goals and wishing to maintain membership in the organization. " Organizational loyalty" Perceived organizational support(POS): degree to which employees believe the organization values their contribution and cares about their well-being. Employee engagement: the degree of involvement with, satisfaction with, and enthusiasm for the job (Passionate). 4. De ne job satisfaction. A positive feeling about a job resulting ~ two approaches for measure are: from an evaluation of its characteristics. Single global rating and summation of job facets. 5. Summarize the main causes of job satisfaction. 1/ job conditions: the intrinsic nature of the work itself, social interaction and supervision. 2/ personality: people who have positive core self-evaluations, who believe in their inner worth. 3/ corporate social responsibility (CSR): self-regulated actions to bene t society or the environment beyond what is required by law. 6. Employee actions in response to dissatisfaction. Counterproductive work behavior (CWB): actions that actively damage the organization. Absenteeism: more satis ed you are, the less likely you are to miss work. Turnover: lowered job satisfaction is the best predictor of intent to leave.  Chapter 4 1. What are the differences between emotions and moods? Explain. (Essay Q) *six essentially universal emotions: 1. Anger 2. Fear 3. Sadness 4. Happiness 5. Disgust 6. Surprise 2. De ne Moral Emotions. The structure of mood: ME Emotions have moral implications cuz of our instant Judgment of the situation that evokes them 3. Do emotions make us ethical? Research on moral emotions questions the previous belief that emotional decision making is based on higher-level cognitive process. 4. Identify the sources of emotions and moods. Personality: trait component. Affect intensity: how strongly people experience their emotions. Time of day: happier in the midpoint of the day. Day of the week: happier toward the end of week. Weather: Illusory correlation— No effect. Stress and social activities. Sleep: poor sleep quality increases negative affect. Exercise: does somewhat improve mood, especially for depressed people. Age and gender. 5. Impact emotional labor has on employees. *Types of emotions: *Emotional Labor: – Felt: individuals actual emotions. employee's expression – Displayed: required or appropriate emotions. of organizationally desired emotions > Surface acting: hiding one’s inner feelings and foregoing during interpersonal emotional expressions in response to display rules. transaction at work. > Deep acting: trying to modify one’s true inner feelings based on display rules. 6. Describe Affective Events Theory. *AET offers two important messages: (AET): employees react – Emotions provide valuable insights into how emotionally to things that happen workplace hassles and uplifting events in uence employee performance and satisfaction. to them at work and this in uences – Emotions, and the events that cause them m, should job performance and satisfaction. not be ignored at work because they accumulate. 7. Describe Emotional intelligence. A person's ability to: – perceive emotions in the self and others. – understand the meaning of these emotions. – regulate one's emotions accordingly in a cascading model. 8. Describe emotion regulation. Its involves identifying and modifying the emotions you feel. Emotion regulation techniques: 1- surface acting The best option is to recruit 2- deep acting positive-minded individuals and 3- emotional suppression train leaders to manage their 4- cognitive reappraisal moods, attitudes, and performance. 5- social sharing 9. Apply concepts about emotions and moods to speci c OB issues. Selection: EI should be a hiring factor, especially for social jobs. Decision making: positive emotions lead to better decisions. Creativity: positive mood increases exibility and openness. Motivation: positive mood affects expectations of success. Leadership: emotions are important to acceptance of messages from organizational leaders. Negotiation: affected by emotions. Customer service: (emotional contagion "‫)" ﻋﺪوى‬: catching emotions. Job attitudes: a good day at work tends to be followed by a good mood at home (this usually dissipates overnight). Deviant workplace behaviors: actions that violate norms and threaten the organization. Safety and injury at work: don't do dangerous work when in a bad mood.  Chapter 5 1. De ning personality. Personality *Personality tests are useful in hiring decisions Is a dynamic concept and help managers forecast who is best for a job. describing the growth and *The most common means of measuring development of a personality is through self report survets. person's whole *Personality traits: Shy, Aggressive, Submissive, psychological system Lazy, Ambitious, Loyal, Timid. 2. Is personality result of heredity or environment? *The heredity approach argues that the ultimate Heredity (‫)اﻟﺠﯿﻨﺎت‬: refers to those factors explanation of an individual's personality is the molecular that were determined at conception. structure of the genes, located in the chromosomes. 3. Myers-Briggs Type Indicator (MBTI): Extroverted or Introverted (E or I) Sensing or Intuitive (S or N) – INTJs are visionaries. Thinking or Feeling (T or F) – ESTJs are organizers. Perceiving or Judging (P or J) – ENTPs are conceptualizers. 4. The big ve model: 1. Extroversion 2. Agreeableness 3. Conscientiousness 4. Emotional stability 5. Openness to experience Core self-evaluation: bottom line conclusions individuals have about their capabilities, competence, and worth as a person. Self monitoring: measures an individuals 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. 5. Situation strength theory: Is indicates that the way personality translates into behavior depends on the strength of the situation. The degree to which norms, cues, or standards dictate appropriate bahavior: Clarity Consistency Constraints Consequences 6. Values: basic convictions about is right, good, or desirable. *Value system: ranks values in terms of intensity. The importance and organization of values: – Values lay the foundation for understanding of attitudes and motivation. – Values in uence attitudes and behaviors. Terminal values: desirable end-states of existence. Instrumental values: preferred modes of behavior or means of achieving terminal values. Dominant work values in today's workforce:  Holland's typology of personality and congruent occupations: 7. Person-Organization Fit: – People high on extroversion t well with aggressive and team- oriented cultures. – People high on agreeableness match up better with a supportive organizational climate than one focused on aggressiveness. – People high on openness to experience hit better in organizations that emphasize innovation rather than standardization. —Although person-job t and person-organization t are considered the most salient dimensions for workplace outcomes, other avenues of t are worth examining. Person-group t Person -supervisor t 8. Hofstede's ve value dimensions (framework): 1. Power distance 2. Individualism versus collectivism 3. Masculinity versus femininity 4. Uncertainty avoidance 5. Long-term versus short-term orientation Best wishes