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BEM 211 > BEM 211 Exam 1 > Flashcards

BEM 211 Exam 1 Flashcards

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1
Q

What is Organization Analysis?

A

the process of appraising growth, personnel, operations, and work environment

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2
Q

Organization Analysis Models

A

Rational Model: philosophy that there is only one logical way of doing things

Natural Model: business wants to achieve its goals and be a positive influence on external environment

Socio-technical Model: businesses are evolving constantly from employees

Cognitive Model: emphasizes team work, division, and coordination of tasks

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3
Q

What are Organizational Behaviour Sciences

A

Descriptive Science: What do people do?
Interpretative Science: How and why does it happen?
Prescriptive Science: What should people do, how can we make it happen?

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4
Q

Scientific Method of OB

A

used to minimize personal and environmental biases to produce actionable knowledge and improve management practices

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5
Q

OB Framework

A
  1. Business Environment: (PESTLE) Political, Economic, Social, Technological, Legal, Environmental
  2. Organizational Strategy: Cost Leadership, Differentiation, Focus/Niche
  3. Management of People: Formal/Informal Practices
  4. Employee Response: Attitude, Emotions, Behaviours
  5. Performance Outcomes: Financial Performance, Market Share, Customer Satisfaction, Reputation
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6
Q

Organizational Behaviour

A

study of what people think, feel, and do in and around organizations
- employee behaviours, decisions, perceptions, and emotions
- interactions with each other and outside organization

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7
Q

Organizational Effectiveness

A

This is the “dependent variable”
- ideal state of organizations that fits with external environment
- effectively transforms inputs into outputs
- satisfy shareholders

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8
Q

Open Systems

A
  • organizations are dependent on external environment for resources
  • has internal subsystems to make input into output
  • affect environment through outputs
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9
Q

Human Capital

A

knowledge, skills, abilities, creativity, etc from employees

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10
Q

Corporate Social Responsibility (CSR)

A

Organization activities intended to benefit society and environment other than company’s self-interests

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11
Q

Evidence Based Management (EBM) and Anchors

A

Make decisions and actions based on research evidence

Systematic Research Anchor: study org. using systematic research methods

Practical Orientation Anchor: ensure that OB theories are useful in orgs.

Multidisciplinary Anchor: import knowledge from other disciplines, not just create its own knowledge

Contingency Anchor: recognize that effectiveness of action may depend on situation

Multiple Levels of Analysis Anchor: understand OB events from three levels of analysis: individual, team, org.

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12
Q

What is needed to use EBM?

A
  • Willingness to set aside beliefs and conventional wisdom
  • Commitment to gather facts and info to make informed decisions and update practices
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13
Q

Surface Level Diversity

A

race, ethnicity, age, sex, etc…

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14
Q

Deep Level Diversity

A

person’s words, decisions, actions

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15
Q

Inclusive Workplace

A

how workplace values diversity and allows all people to contribute to the organization

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16
Q

Work Life Integration

A

people engage in work and non work roles

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17
Q

Quiet Quitting

A

Doing the minimum work required, no extra work and going above job requirements

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18
Q

Thinking Mindsets

A

Prosecutor Mode: poke holes and find flaws

Politician Mode: use rhetoric to influence audience

Preacher Mode: defend strong beliefs and convert others

Scientific Mode: search for truth, can update beliefs based on evidence (Ideal Mode)

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19
Q

Five-Factor Model (CANOE/OCEAN)

“Big 5”

A
  • Best reputation of core dimensions of personality
  • Relatively stable through lifespan
  • Empirically validated across 70 countries
  • Observer judgements of infant/childhood traits highly predictive of adult traits

Conscientiousness: organized, dependable, goal-focused, thorough, etc

Agreeableness: trusting, helpful, good-nature, selfless, generous, flexible, tolerant, etc

Neuroticism: anxious, insecure, self-conscious, depressed (emotional stability)

Openness to Experience: imaginative, creative, unconventional, curious, nonconforming,etc

Extraversion: outgoing, talkative, energetic, sociable, assertive

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20
Q

Dark Triad

A

three socially undesirable traits
Machiavellianism: strong motivation to get what they want at expense of others, deceit is normal

Narcissism: obsessive belief in their superiority and entitlement

Psychopathy: dominate and manipulate others, without feeling

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21
Q

Organizational Politics

A

using influence tactics for personal gain at expense of others and organization

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22
Q

Personality Tests Usefulness

A

Myers-Briggs is helpful for self awareness

5 Factor is useful for predicting performance/job satisfaction, decision making, and building teams

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23
Q

Behaviour = Person x Situation

Study These Flashcards
A

Personality is hard to change, pretty set in stone

24
Q

SMART Recommendations

Study These Flashcards
A

S- Specific
M- Measurable
A- Achievable
R- Relevant
T- Time-based

25
EVLN Model Exit-Voice-Loyalty-Neglect
Shows job satisfaction Exit: leaving, transferring Voice: any attempt to change, not leave Loyalty: high loyalty = voice, low = exit Neglect: reducing voice effort, attention, lateness, quality
26
Affective Organizational Commitment
employee's emotional attachment, involvement, and identification in organization
27
Continuance Commitment
calculative attachment to organization - financial reasons, social reasons, limited other employment opperunities
28
Building Organization Commitment
- Justice + Support - Shared Values - Trust - Organization Comprehension - Employee Involvement
29
General Adaption Syndrome
Response to stressful situation Stage 1 - Alarm reaction Stage 2 - Resistance Stage 3 - Exhaustion How to deal? - Remove stressors - Withdraw - Change stress perceptions - Control consequences - Receive social support
30
Organizational Citizenship Behaviour
employees who go above and beyond formal job obligations to help the company
31
Sources of EBM
Scientific: findings from published scientific research (journals) Organization: data, measures, facts and figures gathered from org. Experiential: professional experience and judgement of practitioners Stakeholder: values and concerns of people who may be affected by the decision
32
Problems with Myers-Briggs
- Based on armchair philosophy, not empirical research or rigorous theory - some "types" are highly correlated, more broad and not distinct - dimensions are forced opposites, but they actually coexist - traits are normally distributed, but Myers-Briggs forces bi-modality - personality traits are continuous and not categorical
33
Personality Traits
A habitual pattern of cognition, affect, and behaviour - has implications for both ability and motivation - traits lie on a continuum - most people fall in the middle - judgements are relative, context-specific
34
OCEAN Correlations
Job Satisfaction - Openness: No difference - Conscientious: moderate - Extraverted: moderate - Agreeable: weak - Neuroticism: moderate Job Performance - Openness: depends on job - Conscientious: strong predictor of performance - Extraverted: strong for social interactive jobs, teamwork - Agreeable: depends on situation - Neuroticism: strong predictor, but not as much as conscientious
35
Predicting Job Satisfaction
Interesting Work: provides training, variety, independence, and control Social relationships at work: interdependence, feedback, social support, and interaction, Personality: positive beliefs about inner worth and basis competence Pay: it is increasing but then flattens out
36
Impact of Job Satisfaction
Satisfied employees are positively related to: - lower turnovers - better job performance - more engagement in OCBs - reduced workplace deviance - higher customer satisfaction These all contribute to better financial performance for the firm
37
What are Values?
Values are stable, evaluative beliefs that guide our outcome preferences and course of action in situations - created through socialization (parents, institutions) - what we "ought" to do - serve as a moral compass that directs our motivation, decisions, and actions - only exists in individuals, but groups can share common values Values Congruence is important for motivating the right types of employee behaviour
38
Company Values and Consumers
Consumers are now concerned if their personal beliefs are congruent with the organizations they buy from
39
Schwartz's Value Wheel
Check notebook
40
Hofstede's Cross-Cultural Values
Individualism: define self by one's uniqueness, personal goals take priority Collectivism: define self by one's in-group membership, group norms + harmony Power Distance: extent to which people are willing to accept unequal distribution of power in society Uncertainty Avoidance: preference for predictability, stable employment, strict laws, and low conflict Achievement Orientation: focus on outcomes vs. focus on relationships
41
Decision-Making
process of making choices among alternatives with intention of moving toward some desired state of affairs
42
Rational Choice Decision Making
process of using pure logic and all info about all alternatives to choose the alternative with the highest value Need to have - probability that each outcome will occur - the expected satisfaction of each outcome
43
Routine vs Novel Problems
Routine problems are programmed decisions with ready alternatives/solutions based on past experiences Novel problems are nonprogammed decisions that need to work through decision making model
44
Problems with Problem Identification
Stakeholder Framing - constructed realities that may be false Mental Models - existing knowledge structures and if ideas don't fit in, then they are dismissed Decisive Leadership - make solutions before properly assessing solutions to seem like a good leader Solution-Focused Problems - jumping to solution before understanding problem based on previous solutions/experience Perceptual Defense - fail to recognize/forget info that threatens the situation
45
Bounded Rationality
people are bounded in their decision making capabilities, they satisficing instead of maximizing when making decisions
46
Implicit Favourite
an alternative the decision maker implicitly prefers and uses repeatedly - decision makers tend to do this
47
Scenario Planning
Systematic process of thinking alternative options and how to anticipate and react
48
Biased Decision Heuristics
Anchoring and Adjustment Heuristic: we are influence by initial anchor point and do not move from that point as new info is given Availability Heuristic: tendency to estimate the probability of something occurring by how easily we can recall that event Representative Heuristic: we pay more attention to whether something represents/resembles something else, decisions rely on sterotypes
49
Satisficing
choose first alternative that is "good enough", not considering all choices
50
Emotions in decision making
1. form early preferences 2. influence decision making process 3. serve as info when making decisions
51
Escalation of Commitment
tendency to repeat an apparently bad decision and allocate more resources to failing course of actions
52
Why Escalate of Commitment??
Self-Justification Effect: convey positive self image to others, need to support decision even if wrong Self-Enhancement Effect: people have positive self-concepts about themselves and distorts perceptions Prospect Theory Effect: tendency to experience stronger negative feelings when losing something of value than positive emotions of gaining something of equal value Sunk Cost Effect: higher sunk cost = more motivation to invest more
53
How to make good decisions?
- separate decision-making from decision evaluator - seek feedback -stop-loss, (sunk cost) - change mindsets about decision maker
54
Emotional Intelligence (EQ)
ability to: - perceive and express emotions accurately - detect emotions in others - manage emotional cues and infomation plays a role in performance 5 dimensions: - perceive emotions (empathy) - manage relationships + build networks (social skill) - regulate + control emotions (self-regulation) - understand causes of emotions (self- awareness) - use emotions to act effectively (motivation)
55
Emotional Labour
Surface Acting: Pretending to have expected behaviour Deep Acting: changing perceptions and behaviour so naturally produce expected behaviour - can lead to emotional dissonance - negative effects (burnout, turnover, etc)
56
Emotions Influence on Work Performance
Performance - positive emotions have higher performance and pay - better customer service, motivation, decision-making Creativity - positive mood increases flexibility, openness, and creativity - negative emotions can aid innovation and proactivity

BEM 211 (6 decks)

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