Final Exam Flashcards
(124 cards)
1
Q
Relative benefits of self-set vs. participatively set vs. assigned goals?
A
– So long as goal commitment exists, doesn’t matter much where goal originated
– “tell” vs “tell and sell”
– Assigned goals vs. Personal goals
– Minimal goal
2
Q
Is (self-set) goal selection a conscious process?
A
– Not necessarily—can operate at unconscious level
– Subgoals, in particular, are not necessarily consciously processed
– Environment can cue goals
– Simultaneous conscious and subconscious presentation of goals seems to have compound effect
3
Q
“Goal-setting” and “goal-striving” processes
A
– Goal-setting refers to selecting an action goal (i.e., “what to do”)
– Goal-striving refers to the process of pursuing a goal, once selected
4
Q
What is meant by self-regulation?
A
– Dynamic process of goal pursuit
– Maintaining regularity despite change
– Describes process of (a) setting a goal, (b) striving to reach the goal, (c) monitoring progress towards goal, and (d) modifying behaviors, and (e) providing self-rewards and punishments
5
Q
What is Control Theory?
A
we compare where we are to where we want to be
– When discrepancy exists, we seek to reduce it
– Argues that discrepancy reduction is a basic, universal process
– Core of the model is the
Negative feedback loop:
6
Q
What are Positive Feedback loops?
A
– Aim is to achieve distance from an undesired state
7
Q
What is a Negative Feedback loop?
A
Developing actions to reduce discrepancy and move toward a desired state.
8
Q
What is the notion of goal hierarchies?
A
– Means-ends relationships
– Lower-level (i.e., subordinate) goals are means (i.e., “how”) to achieving goals at higher levels (i.e., superordinate goals)
* Detection of discrepancies at higher level tends to activate relevant subgoals
– Higher-level goals are the “why” for lower-level goals
– Not to be confused with Maslow’s (and related) hierarchy!
9
Q
What is self-efficacy?
A
Perceived ability; One’s belief in his or her ability to successfully perform a task
10
Q
How is self-efficacy similar to and distinct from expectancy?
A
– SE pertains to perceived capability, expectancy pertains to perceived likelihood of outcome (e.g., success)
– SE influences expectancy, but expectancy also determined by external factors (luck, coworkers, etc.)
– In practice, often used interchangeably (although I recommend against it)
11
Q
Is/should Self-Efficacy be considered task specific or a general belief?
A
– Bandura adamant it is a task-specific belief
* Can vary considerably across tasks, time, etc. – can be highly context specific
– Yet, also sound evidence for stable individual differences in Generalized Self-Efficacy
12
Q
How does self-efficacy relate to effort and performance?
A
– Positive effects observed across wide range of contexts and outcomes (e.g., Stajkovic & Luthans, 1998)
– Cornerstone of numerous motivational theories
* e.g., Bandura’s Social-Cognitive Theory (SCT)
– Many interventions to increase self-efficacy
– Yet, relationship is more variable than traditionally recognized…
13
Q
What are some of the ways we might reduce a discrepancy?
A
– Increase effort
– Decrease goal (downward goal revision)
– Change strategies
14
Q
What factors determine which route we take?
A
– Expectancy and Self-efficacy
* Attributions
* Magnitude and/or persistence of discrepancy
– Valance
* Alternative means
– Individual differences (goal orientation, need for achievement, locus of control)
15
Q
What do we do when we meet a goal?
A
– Set higher goal (upward goal revision/discrepancy production)?
– Coast? Reallocate?
– Under-researched topic
16
Q
What is meant by “behavioral management”?
A
– Behaviors that positively effect performance must be contingently reinforced.
– Contingently administered money, feedback, and social recognition are the most recognized reinforcers in behavioral management at work
17
Q
Core ideas of reinforcement theory
A
– Antecedent-behavior-consequence contingencies
– Positive reinforcement (good thing added upon desired behavior)
– Negative reinforcement (bad thing removed upon desired behavior)
– Positive punishment (bad thing added upon undesired behavior)
– Negative punishment (good thing removed upon undesired behavior)
18
Q
Do money, feedback, and social recognition impact work performance?
(Stajkovic & Luthans)
A
– Money improved performance 23%, social recognition 17%, and feedback 10%
– Combination greater than sum of the parts
19
Q
What role does leadership play in motivation?
A
– Sets goals
– Gets commitment
– Connects goals to internal desires of individuals (goal alignment and intrinsic
interest)
– Provides feedback and/or shapes interpretation and response to feedback
– Provides prioritization information
20
Q
Normative (aka prescriptive) vs. behavioral (aka descriptive) models of decision-making
A
– Normative: what good/rational decision makers should do
– Behavioral: what decision makers actually do
21
Q
Choice vs. Judgment
A
Choice: how do people make decisions with uncertain probabilities? (e.g., gambling metaphor, compare actual vs optimal choice)
Judgment: how do people transform information in the environment into judgments about the
future? (e.g., what is the relationship between predictors and outcome)
22
Q
What is expected value in decision making choice?
A
Attractiveness of Option = Value of Outcome x Likelihood of its occurrence
23
Q
How is expected value contrasted with subjective expected utility?
A
Diminishing perceived value as gains/losses increase/decrease (e.g., difference between $1K and 2K vs difference between $100K and 101K).
24
Q
Explain risk in decision-making.
Risk averse, risk taking
A
Risk = uncertainty; when one is risk-averse - will choose sure thing over an option with uncertain outcome; when risk-seeking - choosing uncertain option over sure thing.
25
Are people generally risk seeking or risk averse?
Generally risk averse (but considerable variance)
26
Under what conditions are people more likely to be risk seeking?
Prospect theory - people are more risk taking to avoid losses than to attain gains.
27
Explain Prospect Theory.
The aversiveness of a lose is often greater than the attractiveness of an equivalent gain. Traditionally considered as gains or losses from present state (Kahneman & Tversky, 1979).
28
What are some implications of loss aversion for gains and risk seeking for losses?
– “sell winners too early and ride losers too long”
– sunk costs
– inaction inertia: after initially passing on a good option, one is then likely to pass on a slightly worse, but still good, option in the future
29
How does Prospect Theory tie in with motivation and emotion?
Approach and avoidance motivation
Approach or avoidance goals often differ in risk-taking in pursuit of goal.
30
What are some implications of the weighting of probabilities in prospect theory?
– Aversiveness of unlikely losses are amplified, leading to risk aversion
– Long-shot gains are also enhanced, increasing risk taking
31
What are some issues with presentational factors related to prospect theory?
Wording of questions (how short/tall was the basketball player)
Frequencies vs percentages (prefer options with higher frequency even if probability is the same 10 out of 100 preferred to 1 out of 10)
Avoid ambiguity (devaluate applicants with missing info)
32
What is temporal discounting?
– discount significance of outcomes that are delayed
– particularly true with losses compared to gains
– source of delay of gratification problems, Procrastination
33
What is a heuristic? What are some examples?
Cognitive short-cuts
– Representativeness – basing decisions on how much it is like other situations
– Availability – basing decisions on easily accessible information
– Primacy
– Recency
– Anchoring
34
Explain one of the issues in selection with reliance upon use of subjectivity in employee selection.
| Does adding intuition to testing and other hard data improve prediction?
Inability to convince employers to use selection decision aids.
- i.e., unstructured interviews have limitations, yet employers generally use
- over emphasize than tests
| No, it reduces validity by adding noise (diluting valid predictors)
## Footnote
Highhouse, 2008
35
What are “broken leg cues”?
* Idiosyncratic characteristics of particular job candidate(s) that might not be captured by a
mechanical approach
* A problem is that we rely on them too much
* If they really matter, we could/should measure them more systematically in any event
36
What are data combination methods, and why do they matter?
– How to combine multiple pieces of information to make a judgment
– Are central to decisions such as admissions, selection, promotion, etc.
## Footnote
Kuncel et al. (2013)
37
What are two general approaches to data combination in an applicant
context?
– Mechanical (actuarial, algorithmic)
* Unit weights
* Optimal weights (e.g., regression)
* Decision trees
* Etc.
– Clinical (holistic, expert judgment, intuitive, subjective)
* Combined using judgment, insight, intuition, rather than formula
## Footnote
Kuncel et al. (2013)
38
What does the research indicate regarding the utility of these clinical vs mechanical?
| What about collecting vs combining?
– Mechanical is typically superior to human judgment
* Specific method less important than human judgment vs. equation
– People are good at collecting information, but not good at combining it to reach a final decision
## Footnote
Kuncel et al. (2013), Grove and Meehl (1996), Meehl (1954)
39
What distinguishes attitudes from affect?
* Attitudes are cognitive evaluations of objects (people, things, etc.)
* Doesn’t necessarily evoke emotional experience (but they may)
* Affect refers to subjective “feelings”
40
How would you use lumpers vs splitters?
| Use the example of attitudes.
Combining categories together vs splitting for evaluative purposes.
Dalal would combine cognitive evaluation and affective expereince to attitudes, others would split.
41
Define emotion, mood, affect.
* Emotions are generally of short duration and linked to a specific stimulus
* mood less intense and longer in duration
* affect is a general term that encompasses both mood and emotion
42
What are two common attitudes in the workplace?
Job Satisfaction
Organizational Commitment
43
What is job satisfaction?
| Make a distinction between global and facet - name a few facets.
a set of cognitive and affective responses to the job situation
- facets are various aspects of the job with which one may be satisfied; global is the job as a whole
- facets include: pay, promotions, supervisor, coworkers, other tasks
44
Which facet of job satisfaction is most predictive of overall satisfaction?
| Is pay important?
Satisfaction with the work itself
- pay less important
- higher importance in attraction & selection
45
Is it okay to add up facets of satisfaction to achieve global rating?
No; it assumes:
- all relevant dimensions measured
- dimensions have a linear relationship with overall
- all dimensions equal in import
46
What are measurement strategies for job satisfaction?
- self-report
- in-house created measures
- face scales (pro - simple, little or no reading; languages; con - simplistic, possibly insulting)
47
What is the Minnesota Satisfaction Questionnaire?
| What are pros and cons?
100 items measuring 20 facets
- pro: reliable, valid measure
- con: length, are there really 20 facets? some consider too affect laden
48
Waht is the Job Descriptive Index (JDI)?
| What are pros and cons?
Most widely used job satisfaction inventory. 5 facets of job satisfaction (pay, promotion, coworker, supervisor, work itself)
- pro: easy to use, common, normative data - many studies
- con: somewhat long, no overall measure, minimal affect (heavy cognitive, attitude); narrow facets
49
What is the Job in General (JDI)?
| What are the pros and cons?
Modeled after JDI but with overall measure
- pro: quick and easy (8 items); overall satisfaction
- con: no factor level information
50
Provide four arguments for the cause of job satisfaction.
| Hint: Cornell, Comparison, Value-Percept, Person-Enviornment
- Cornell model: frame of reference is critical (relative to others)
- Comparsion level models: comparions to prior and potential alternatives
- Value-Percept: (want - have) x importance; limited support
- Person-Environment Fit: extent to environment compatible with values (supplementary fit) or what I provide/need (complementary fit)
51
What is the Job Characteristics Model
| How can job be designed?
## Footnote
Hackman & Olham
- Satisfaction (& motivation) determiend by nature/structure of job
- three psychological states:
- experienced meaningfulness
- experienced responsibility of outcomes
- knowledge of results of actual work activities
- skill variety, task variety, task significance, autonomy, feedback - degree to which things are enabled by work tasks
## Footnote
Hackman & Olham
52
How does Job Characteristics Model measure motivation/satisfaction?
| What does the data say?
(skill variety + task variety + signifiacnce)/3 x autonomy x feedback
- components have main effects: job characteristics matter
- differences in importance placed on components
- job overall, characteristics of specific job activities matter
53
How stable is job satisfaction?
geneticly predisposed (30% of variablity)
negative affect decreases job satisfaction
considerable fluctuation
54
Are happy workers productive workers?
## Footnote
Judge et al. meta-analysis
r = .19, perhaps up to .30 (stronger for more complex jobs)
Casuality hard - could be that productive workers are happier.
## Footnote
Judge et al. meta-analysis
55
What are some outcomes of measuring satisfaction in work?
Turnover - moderate relationship with intentions
Avoidance - weak relationship between satisfaction and withdrawal
Unionization
OCBs
CWBs
56
What is organizational commitment?
* An acceptance of organizational goals
* A willingness to work hard for the organization
* The desire to stay with the organization
57
What are the dimensions of commitment?
* **Affective**: identifying with organization and feeling sense of loyalty
* Predicted by Perceived Organizational Support, rewarding outcomes
* **Continuance**: Relative investment and costs of leaving
* Time, benefits accrued, perceived alternatives, etc.
* **Normative**: Feeling of obligation
* Psychological contract
58
What are some research findings regarding organizational commitment and outcomes?
High with coworker, promotions, supervisor and work satisfaction.
Low with pay satisfaction
Strong overall
related to withdrawal and performance
59
What is emotional labor?
Regulation of feelings and emotional displays as part of one's work role
60
What are three core aspects of emotional labor?
* **Emotion Requirements:** display rules
* **Emotion Regulation:** effort and strategies employed in an attempt to meet emotional requirements;
* **Emotion Performance**: observable expressions
61
What are display rules, some benefits and costs?
Cognitive representations of social conventions about what emotions should be displayed in particular situations?
Benefits: smoother interactions, improve efficacy, potential improve performance
Costs: stress, burnout, inauthenticiaty, may drain cognitive resources required of the job
62
What are the consequences of emotional labor?
Worker well being: burnout, surface acting more harmful than deep acting
dissonance: inauthentic
task and organizational performance: service with smile, perceptions, emotional
63
What is Organizational Justice?
Oughtness or righeousness
fairness as compared to prevaling system
justice **perceptions**
64
Define Distributive Justice
Do you get what you think you deserve
* Longest history in the field—rooted in Adam’s equity theory
65
Define Procedural Justice
| What are two elements of control
Were the outcomes determined in a fair manner?
- process control: time to present, presentation of argument
- decision control: influence on actual decision
mostly about voice
*- fair-process effect: percieved process as fair as long as there is process control*
## Footnote
Thibaut & Walker (1975)
66
Define interactional justice
| What are two components?
Interpersonal treatment during procedure implementation
- Interpersonal justice: are we treated with dignity and respect
- Informational justice: are we kept in the loop, told what we should be told, when we should be told?
67
What factors influence whether we view the process as fair or not?
## Footnote
Levanthal (1980)
* Applied consistently across people and time
* Free from bias (e.g., no 3rd party vested interest)
* Decision based on accurate information
* Mechanisms exist for correcting flawed decisions
* Conform to personal or prevailing standards of ethics
* Opinions of various stakeholders taken into account
## Footnote
Levanthal (1980)
68
What is the goal of Occupational Health Psychology and what are three major foci?
| What is broadly refered to?
- psychology for improvement of work life for workers, well-being
- foci: the work enviornment, the individual, the work/life interface
- broadly "optimal-functioning"
69
What motivational factors might influence safety?
Goals, feedback, incentives, deadlines, self-efficacy & expectancy,
70
What is regulatory focus?
| Hint: promotion & prevention focus
Promotion focus: ideals and opportunities, gains, engage tasks with eagerness
Prevention focus: focus on duties and obligations, avoid pain and loss, engage tasks with vigalance
71
What is a safety climate?
| What role do leaders play? What about job design?
Shared perceptions of policies, practices, procedures, and rewards (both formal and informal) regarding safety
leaders: key contributors to climate
design: shift work and sedentary jobs - increased risk, negative health outcomes
72
What is occupational stress?
| Define in terms of stimulus and response.
- Stimulus concept: stress is a force acting upon the individual
- Response concept: aversive feelings and physiological reactions evoked by something in the environment
73
What is a stressor? How related to a strain?
A stressor is an aspect of the environment that may require some adaptive response. A strain is a maladaptive response to stressor(s).
74
Can reactions to stressors have positive outcomes? What are some ways of coping?
Excitement, energization, short-term productivity boost (i.e., eustress) - yet negative outcomes more common.
Problem-focused coping: problem-solving behaviors to change stressor
Emotion-focused coping: manage cognitions or emotions directly
75
What are three types of interference in workplace?
Behavior based: incompatible behaviors between work & home
Time based: time spent on tasks inhibits other roles tasks
Strain based: pressures from one role make difficult to fulfill other role
76
What are some strategies for managing work and family interdependencies?
– Dependent care
– Flexibility
* Flexible hours/days
* Flexible location (e.g., telecommuting)
– Supervisor Support
– Informal Organizational Support
– Legislative Policy
77
What are positive work-family interdependencies?
– Positive spillover
* transfer of mood, skills, behaviors, and values from work to family or from family to work
– Work/family facilitation
* the extent that engagement in one life domain provides gains that contribute to enhanced functions in another
life domain
– Work/family enrichment
* the extent that experiences in one role improve the quality of life (performance and positive affect) in the other
role through the transfer of resources from one role to the other
– Distinctions between these are unclear
* May be redundant, may be part of mediated chains (e.g., spillover enrichment outcomes)
78
Define leadership.
## Footnote
Yukl & Van Fleet (1992)
A process that influences
“A process of motivating people to work together collaboratively to accomplish great things”
79
How does Campbell add to the definition of leadership?
## Footnote
Campbell, 2012
* Distinguishes leadership and management (interpersonal influence vs resource allocation)
* Defines leadership and management in terms of behaviors, rather than position
* Delineates core aspects of leadership performance, within broader model of job performance
80
Are leaders important?
Bad leaders have more effects than good leadership (easire to break than to fix).
81
What are three main models of how leaders are formed?
Trait Model - marked for greatness
Situational Model - leadership is learned
Interactional Model - personal expereiences and characteristics interact to determine who will lead (right person right time)
82
What did the Ohio State Leadership Studies Conclude?
## Footnote
Hemphill, 1950
Four major types of behaviors:
- consideration: enhacnes someones feeling of worth/importance
- initiating structure: achieve goal attainment (scheduling, coordinating, planning)
- production emphasis: stimulates enthusiasm for meeting goals
- sensitivity: development of close relationships
- first two = 80% of variance in leader ratings
## Footnote
Hemphill, 1950
83
Ohio State focused on behaviors of leaders; what are two others that have been studied.
| Do behaviors predict effectiveness?
Relationship Behaviors: actions that improve interpersonal realtionships
Task Behaviors: actions specifically relevant to group task
| Consideration (r - .5); initating structure (r - 3)
## Footnote
Judge, Piccolo, & Ilies (2004)
84
Explain Blake & Mouton's leadership styles.
| Which is best
Scale on 1-9; task vs people = four quads:
- Country Club (1, 9) - reward power
- Impoverished (1, 1) - delegate and disappear
- Authoritarian (9, 1) - taskmasters & hard on workers
- **Team Leader (9, 9) - leads by positive example, shared responsibility**; some support for this being best - not universal
85
Explain Contingency Theory related to leadership.
## Footnote
Fiedler
Motivational Style: relationship- vs task-motivated
Situational Favorability: quality of relationships
Leader-Situation Match: matching motivation type with situation
- limited empirical support
86
Vroom-Yetton-Jago Model
Emphasis on participative decision-making
87
Leader-Member Exchange (LMX)
Focus on the quality of leader-member relationships
- Ingroup: members with positive relationships, values input, work harder for leader
- Outgroup: less positive relationships, often don't contribute as many resources
88
What is power?
one’s potential to influence others
89
What are eight sources of social power?
- Reward power: control of distribution of rewards
- Coercive power: Capability to threaten or punish others
- Legitimate power: stems from justifiable right to demand compliance
- Referent power: identification, attraction to, or respect for power holder
- Expert power: derived from superior skills and abilities
- Informational power: use of information, rational argument, persuasion,
- Ownership: ownership stake in organization
- Prestige power: respect and status outside of organization
90
What is the primary aim of Campbell's contribution to leadership?
- performance vs effectiveness: p - actions directed toward the achievement of organizational goals; e - results
- leadership vs management: l - direct interpersonal inflence; m - activies that best use resources
91
What are Campbell's determinants and outcomes of leadership?
Direct: real-time levels of relevant knowledge
Indirect: stable trait characteristics, dynamic state characteristics, planned interventions
92
How well represented are women in leadership roles?
* 46% of managers and administrators in US are women
* But among fortune 500, women are only 5% of top corporate officials and 1%
of CEOs
* Women are also rare in politics
93
How do women’s leadership styles differ from men?
“female leaders, compared with male leaders, are less hierarchical, more cooperative and collaborative, and more oriented to enhancing others’ self-worth”
94
How might traditional/stereotypical female gender roles conflict with
leader roles?
People often believe that leaders should be more agentic (like male role) and
less communal (like female role) – “think leader, think male”
* Less favorable evaluation of women’s potential and actual behavior as a result
* Women who behave in agentic way are sometimes perceived negatively, which
requires relying on more communication and less hierarchy to get positive
reactions (which can be good things for leaders to do)
* Requires women to be more “transformational” to get things done
* This may be especially the case as the role incongruity increases (i.e. the role is more
male-dominated and higher-level)
95
What is a team?
| What are attributes according to Kozlowski & Bell (2012)
Interdependent collections of individuals who share responsibility for specific outcomes for their organization
- 2+
- org relevant tasks
- common goals
- interdependencies
- interact socially
- maintain boundaries
- embedded in org context
96
What are common team types?
| Sundstrom
- Advisory
- Production
- Service
- Action
- Project
- Management
97
How should organizations decide if they should jump on the “teams”
bandwagon?
- Do people need to work together to get the task done effectively?
- Is expertise limited to a few people?
98
What factors influence allocation of limited resources across individual and team goals?
## Footnote
DeShon et al., 2004; Barnes et al., 2011
Goals & Feedback (DeShon et al., 2004)
* Ind. FB: more individually-focused effort = superior individual performance
* Team FB: more team-focused effort = superior team performance
* Provide both individual and team goals & feedback?
* resources split b/w individual and team = suboptimal performance at both levels
- Mixing - best of both worlds? no because team members work faster with individual performance under mixed incentives, but did not back up teammates
99
Why is it important to identify the degree of interdependence that exists within a team?
* Influences amount and type of communication
* Different KSAs might be necessary
* Task Structure
* Performance evaluation, Feedback, Rewards
100
How did Arthur et al, 2005 describe team workflows?
- Not a team activity
- Pooled/Additive Interdepence - performed seperately by team members and work does not flow between members
- Sequential Interdependence - flow from one member to another
- Reciprocal Interdependence - work flows between members and back-forth manner over time
- Intensive Interdependence - come into the team and members diagnose/collaborate to accomplish task.
Result - team based demands were more effective than those that did not
101
What is Steiner's equation for productivity.
| What causes process loss? How to reduce social loafing?
Actual productivity = Potential productivity – process losses
- coordination problems, motivational factors
- make contributions visible, increase personal stake, difficult, specific goals
## Footnote
Steiner, 1972
102
What is Hackman's dimensions of team effectiveness?
- Quality/Quantity/Timliness - output
- Viability - the ability to work together
- Personal Growth & Member Satisfaction - individual-level outcomes of group activities
## Footnote
Hackman, 1987
103
How does effectiveness come about?
| Hint IPO Model; What is the recent variation?
I-P-O Model
- Inputs: resources and context factors (climate, rewards, training)
- Process: manner in which team performs
- Outputs: products, speed, errors, attitudes, viability
- Limits: static, lots of black boxes
- New: Input, Mediator, Output, Input (IMOI, Ilgen et al, 2005)
## Footnote
McGrath
104
What group composition characteristics are likely to impact team processes and effectiveness?
- Team size - benefits and costs of small/large (resources, coordination, responsibility, trust, adaptation)
- Member characteristics and attributes (mean, variability, minimum, maximum)
- Cognitive ability (positive relation with team performance)
- Big Five - team leader personality more strongly related to performance than team members
105
What processes contribute to a team’s outcomes?
- Affective states: cohesion, collective efficacy, intragroup conflict
- Behavioral processes: cooperation, coordination, communication; planning, goal setting; debriefs, feedback; process gains, process losses
- Cognitive states: knowledge and expertise; team memtal models
106
How do Teams develop over time?
| What are limits; is Gersick better?
* Forming: “honeymoon” phase, exploration, establishing social structure
* Storming: problems begin to arise, loyalties and responsibilities redefined
* Norming: conflict reduces, cooperation increases, cohesion forms and goals become more clear
* Performing: the team does its thing
* Adjorning: the team disbands
stages are not clear cut, limited consideration of the task; more support for Gersick punctuated equilibrium (reorganize halfway)
## Footnote
Tuckman
107
Where can I/Os help in organizations to use work teams?
- Selection - valid methods, team composition
- Training - guiding development, improving decision-making, conflict management
- Performance Management - goal setting, appraisal, compensation
- Organizational Development - helping organizations implement team-based approaches
108
What is culture?
- shared view of the organization/world
- reflects the why of org behavior
- stable and difficult to change once established
109
What is climate?
- perceptions of employees see and report happening
- shared perceptions
- the what of org behavior
110
What are Schein's Three Levels of Culture
## Footnote
Schein
- Artifacts/technology/behaviors: tangible, observable; symbols; inputs from outside transformed; peoples behaviors
- Shared Values - prefer certain things (loyalty, service, collegiality)
- Beliefs/assumptions (impact of the behavior/feelings/cognitions)
111
How is Organizational Culture measured?
| OCI, CVF, WPS
- Organizational Culture Inventory (OCI)
- Competing Values Framework (CVF)
- Work Practice Surveys (process vs results; employee vs job; parochial vs profesisonal; open vs close; loose vs tight control; normative vs pragmatic)
112
What is O'Reilly, Chatman, Caldwell (1991) dimensions?
- Innovation
- Stability
- Respect for People
- Outcome Orientaiton
- Attention to Detal
- Team Orientation
- Aggressiveness
113
What is Denison Model
- Adaptability
- Mission
- Involvement
- Consistency
114
Which culture framework is best?
* Many frameworks proposed
* No broad agreement on content of culture
* Research needed to provide more integrated typology
* Relevant content often differs across organizations, subdivision
115
To what extent are cultural beliefs shared?
- general consensus despite individual perceptions
- may vary by stron vs weak cutlure
- subcultures exist
116
What are symbols of culture; what functions do they serve?
## Footnote
Rafieli & Worline, 2000
* reflect basic values and assumptions
* influence behavior by eliciting internalized values and norms
* facilitate communication by providing a frame for conversations about
experience
* integration of emotion, cognition, and behavior into shared codes
117
What is the content of climate?
| which is more predictive?
- Molar: umbrella term for numerous broad generic climates
- Specific: must have particular referent or strategic focus - a climate *for*...
- customer service
- safety
Specifc climates predict specifc outcomes; molar predict broad outcomes
118
What is Ostroff (1993) Climate Taxonomy?
| What does it predict?
- Affective facet - people involvement
- Cognitive facet - psychological involvement; self-knowledge and development
- Insturmental facet - task involvement and work process
Carr, Schmidt, Ford, & DeShon (2003) more focus on outcomes than antecedents; little is known about how objective characteristics correspond to perceptions
119
# Bonus
What exactly is Organizational
Development (OD)?
Change processes and the factors that impact the success or failure of organizational change initiatives
difficult to define
120
# Bonus
What are three tensions of OD?
## Footnote
Ford & Foster-Fishman
- interplay of science/research and practice: fallen behind practice
- knowledge accumulation: little evidence of effectiveness, need more systems-orientation in research
- changes in focus of OD initatives: pendulum swings back and forth (optimize vs profit max vs humanistic)
## Footnote
Ford & Foster-Fishman
121
# Bonus
Define General Systems Theory
- Organizational change comes from the input, processing, and output of materials as the organization interacts with its environment
- need for open systems
122
# Bonus
What is Management by Objectives?
Organization is more effective if everyone is working towards compatible goals
123
# Bonus
What are some reasons for unsuccessful
organizational change?
* Partial implementation
* Moving on to another fad (lack of persistence)
* Lack of top management commitment
* Lack of a supportive culture
124
