Final

Question 1

Learning

Answer 1

a relatively permanent change in behavior occurring as a result of experience

Question 2

Two types of organizational learning:

Answer 2

Operant conditioning - People associate the consequences of their actions with the actions themselves. Behaviors with positive consequences are repeated; behaviors with negative consequences are avoided.

Observant learning:
People acquire new behaviors by systematically observing the rewards and punishments given to others.

Question 3

Positive reinforcement

Answer 3

We learn to perform behaviors that lead to the presentation of desired outcomes

Question 4

Negative reinforcement

Answer 4

People learn to perform acts that lead to the removal of undesired events

Question 5

Punishment

Answer 5

Decreasing undesirable behavior by following it with undesirable consequences.

Question 6

Extinction

Answer 6

Process through which responses that are no longer reinforced tend to gradually diminish in strength.

Question 7

Training

Answer 7

The process of systematically teaching employees to acquire and improve job-related skills and knowledge.

Question 8

Practices that make trainings effective:

Answer 8

• Promoting participation People learn quicker when they are actively involved in the learning process.

• Encouraging repetition Mentally rehearsing cognitive tasks increase our effectiveness, even better when spread over time.

• Active learning learn by doing

• Paying attention to training transfer Apply skills learned during training

• Feedback It provides info about the effectiveness of trainings.

• Using experiantial learning theory Experiencing, reflecting, thinking and acting

Question 9

Group dynamics

Answer 9

Factors governing a group’s formation and development, structure, interrelationships with individuals, other groups, organizations within which it exists.

Question 10

Group

Answer 10

A collection of two+ interacting individuals who maintain stable patterns of relationships, share common goals, and perceive themselves as being a group.

Question 11

Two kinds of groups in organizations:

Answer 11

• Formal created by the organization, designed to direct members to specific organizational goal

• Informal Develops naturally among people

Question 12

Team

Answer 12

A group whose members have complementary skills and are committed to a common purpose or set of performance goals for which they hold themselves mutually accountable.

Question 13

Social exchange theory (SET)

Answer 13

a series of interactions between actors leading to obligations

Question 14

Psychological contract

Answer 14

a person’s beliefs about what is expected of another in a relationship

Question 15

Trust-

Answer 15

reflects one person’s degree of confidence in the words and actions of another.

Question 16

Conflict

Answer 16

A process in which one party perceives that another party has taken or will take actions that are incompatible with one’s own interests.

Question 17

Influence

Answer 17

attempts to affect another in a desired fashion, whether or not these are successful

Question 18

Power

Answer 18

The capacity to exert influence over others

Question 19

Referent power

Answer 19

One is liked and admired by others.

Desire to build and maintain relationships.

Question 20

Expert power

Answer 20

One’s recognized superior knowledge, skills, or abilities in a certain area.

Respecting one’s expertise.

Question 21

3 possible outcomes to an influence attempt:

Answer 21

• Resistance no desired change

• Compliance desired behavioral change

• Commitment desired behavioral and attitudinal change.

Question 22

Upward influence

Answer 22

An agent’s behaviors directed toward individuals at higher levels in the organizational hierarchy

Question 23

Empowerment climate

Answer 23

a relatively enduring atmosphere in the workplace that is supportive of empowerment.

Question 24

Leadership

Answer 24

the process where one individual influences others toward the attainment if defined group or organizational goals

Question 25

Leader

Answer 25

an individual within a group or an organization who wields the most influence over others.

Question 26

Great person theory

Answer 26

view that leaders possess special traits that set them apart from others, and that these traits are responsible for their positions of power and authority.

Question 27

Transformational leadership

Answer 27

people who do things to revitalize and transform organizations or society

Question 28

What makes a leader transformational?

Answer 28

• Charisma • Self- confidence • Vision • Environmental sensitivity • Intellectual stimulation • Interpersonal consideration

Question 29

Leader-member exchange model (LMX)

Answer 29

A theory suggesting that leaders form different relationships with their followers and that the nature of such dyadic exchanges can result in strong effects on followers’ performance and satisfaction.

Question 30

Change curve (7 stages)

Answer 30

• Shock • Denial • Anger • Bargaining • Depression and confusion • Acceptance • Problem solving

Question 31

Organizational change

Answer 31

planned or unplanned transformations in an organization’s structure, technology or people

Question 32

External (4) and internal (4) forces of change:

Answer 32

External: • Government regulation • Global competition • Fluctuating economic conditions • Advances in technology Internal: • Shifting employee demographics • Performance gaps • Changes in strategy • Change in management

Question 33

Types of organizational change:

Answer 33

• First-order change - change is continuous in nature and involves major shifts in the way an organization’s structure operates. Often associated with continuous improvement movement • Second-order change - radical change, major shifts involving many different levels of the organization and many different aspects of business.

Question 34

Resistance to change

Answer 34

The tendency for employees to be unwilling to go along with organizational changes, either because of individual fears of the unknown or organizational impediments.

Question 35

Individual barriers to change

Answer 35

• Economic insecurity • Fear of the unknown • Threats to social relationships • Habit • Failure to recognize the need for change

Question 36

Organizational barriers to change

Answer 36

• Structural/ work group inertia • Threats to the existing balance of power • Previously unsuccessful change efforts

Question 37

3-stage process of change:

Answer 37

• Unfreezing: recognizing that the current state of affairs needs change • Changing: some planned attempt is made to create a more desirable state for the organization • Refreezing: changes are incorporated into employees thinking and organizations operations

Question 38

ADKAR 5 key elements necessary for successful change:

Answer 38

• Awareness • Desire • Knowledge • Ability • Reinforcement

Question 39

8-step change model by J.P. Kotter

Answer 39

1. Creating a sense of urgency 2. Creating a coalition 3. Creating a vision for change 4. Communicating the vision 5. Removing obstacles 6. Creating short-term wins 7. Consolidating improvements 8. Creating change