OB 1 Flashcards
(93 cards)
1
Q
What OB do in business
A
understanding organisations through examining individual characteristics, drivers and behaviours, and understanding group dynamics and organisational processes which ultimately influence organisational effectiveness.
2
Q
What is the study of OB
A
The study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself
3
Q
3 focuses of OB and what they do with information gained
A
individuals, groups and structure, and applies the knowledge gained about individuals, groups and the effect of structure on behaviour in order to make organisations work more effectively.
4
Q
OB includes (10)
A
personality and values attitude and perception motivation (theory and practice) work design and work stress group structure and processes communication conflict leader behaviour and power organisational culture change processes
5
Q
idea of complementing Intuition with systematic study (3)
A
Behaviour is generally predictable. The systematic study of behaviour is a means to making reasonably accurate predictions.
We can improve our predictive ability by supplementing intuition with a more systematic approach.
Systematic study allows us to look at relationships, attempting to attribute causes and effects, and basing our conclusions on scientific evidence
6
Q
What to understand about people and what not to do (2)
A
Don’t generalise, bring in different perspectives
Different actions have different consequences and every individual is capable of producing different things
7
Q
Four factors of influence (on an individuals behaviour and performance) MARS model + e=
A
Motivation Ability Role perception - Situational factors
->behaviour and results
8
Q
Internal forces within a person that affect voluntary behaviour 3
A
direction: where to steer effort
intensity: amount of effort
persistence: continuing effort
9
Q
Factors of employee ability 2
A
Natural aptitudes (talents) and learned capabilities (physical and mental skills and knowledge) required to successfully complete a task Competencies - personal characteristics that lead to superior performance
10
Q
factors of Role Perceptions 3
A
How clearly people understand their job duties:
specific duties and consequences
relative importance of tasks and performance
preferred behaviours to accomplish tasks
11
Q
Factors of situational factors
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Conditions beyond the employee’s immediate control that constrain or facilitate behaviour and performance: time budget work facilities situation
12
Q
types of individual behaviour (behaviour and results) 5
A
task performance organisational citizenship Counter productive behaviour Joining/staying with the organisation Maintaining attendance
13
Q
Predictor of most forms of behaviour +def
A
personality
Personality is most often described in terms of the measurable traits a person exhibits.
14
Q
Values v personality
A
Values
Evaluative
‘Ought to do’
Nurture
Personality
Subjective
‘Tend to do’
Nature & some nurture
15
Q
Ethics 2
A
the study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad.
Ethics or honesty is the most important characteristic that employees look for in a leader.
16
Q
OB is the study of
A
what people think, feel, and do in and around organizations. It is concerned with human behaviour at work and how aspects of the person (individual), the presence of others (team) and organisational systems (organisational) impact on behaviour.
17
Q
what is perception
A
A process by which individuals organise and interpret their sensory impressions in order to give meaning to their environment.
18
Q
perceptual process 3
A
- senses
- Selective attention and emotional marker response
- Attitudes and behaviours
19
Q
Common shortcuts in judging others 6
A
Selective Perception Stereotyping Halo Effect False-consensus Effect /‘similar to me’ Effect Primacy Effect Recency Effect
20
Q
Overconfidence bias
A
The tendency to overestimate the probability that one’s judgment in arriving at a decision is correct.
21
Q
Anchoring bias
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A tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information.
22
Q
Confirmation bias
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The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments.
23
Q
Availability bias
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The tendency for people to base their judgments on information that is readily available to them.
24
Q
Escalation of commitment
A
An increased commitment to a previous decision in spite of negative information.
25
Randomness error
The tendency of individuals to believe they can predict the outcome of random events.
26
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 pay-off.
27
Hindsight bias
The tendency to believe falsely, after an outcome of an event is actually known, that one would have accurately predicted that outcome.
28
Strategies to Improve Perceptions
Self-awareness of perceptual biases (by knowing that they exist)
Improving self-awareness (awareness training) – e.g. applying Johari Window
Meaningful interaction
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Emotions def
(Strong) feelings deriving from one's mood / circumstances / relationships with others
30
Stress def 2
An adaptive response to a situation that is perceived as challenging or threatening to the person’s wellbeing.
A physiological and psychological condition that prepares us to adapt to hostile or noxious environmental conditions.
Eustress (a motivator) versus distress (a negative experience).
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Stressors def
The causes of stress - any environmental condition that places a physical or emotional demand on the person.
32
Attitudes are
Judgments about anattitude object (a person, object or event)
Based mainly onrational logic
Usually stable for daysor longer
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Emotions are
Experiences related to anattitude object
Based on innate and learned responses to environment
Usually experienced forseconds or less
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EQ hierarchy 4
Management of others’ emotions
Awareness of others’ emotions
Self-management
Self-awareness
35
Stress management in a workplace 5
```
Remove the stressor
Withdraw from the stressor
Change stress perceptions
Control stress consequences
Receive social support
```
36
EVLN: Responses to Job Dissatisfaction
| 4
```
Exit
• Leaving the situation
• Quitting, transferring
Voice
• Changing the situation
• Problem solving, complaining
Loyalty
• Patiently waiting for the situation to improve
Neglect
• Reducing work effort/quality
• Increasing absenteeism
```
37
Building Organizational Commitment
| 5
```
Justice/ Support
• Apply humanitarian values
• Support employee wellbeing
Shared Values
• Values congruence
Trust
• Employees trust org leaders
• Job security supports trust
OrganizationalComprehension
• Know firm’s past/present/future
• Open and rapid communication
Employee
Involvement
• Employees feel part of company
• Involvement demonstrates trust
```
38
list of content theories
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Maslow’s hierarchy of needs theory
Alderfer’s ERG theory
Herzberg’s two-factor theory
McClelland’s acquired needs theory
Lawrence & Nohria’s four-drive theory
```
39
Process Theories
Vroom’s expectancy theory
Goal-setting theory
Feedback Theory
Equity theory -> organizational justice
40
Motivation Practices
Financial rewards practices x 4
Job design practices
Empowerment practices
Self-leadership practices
41
Maslow hierarchy of needs order + eg
- Physiological
Hunger warmth thirst shelter
- Safety
Security safety protection stability
- Social
Involvement with others team working social atmosphere
- Esteem
Feeling wanted and valued respected status
- Self actualisation
Growth development achieving potential freedom to create and innovate
42
Limitations of needs hierarchy models 2
Maslow’s theory lacks empirical support
Hierarchy models wrongly assume that everyone has the same needs hierarchy. Instead, needs hierarchies are shaped by a person’s own values and self-concept
43
Four-drive theory of motivation - Lawrence & Nohria, 2002
order + eg
- drive to acquire
Drive to take/keep objects and experiences
Basis of hierarchy and status
- Drive to defend
Need to protect ourselves
Reactive (not proactive) drive
Basis of fight or flight
Drive to bond
• Drive to form relationships and social commitments
• Basis of social identity
Drive to comprehend
• Drive to satisfy curiosity• To understand environment and self
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Four drive relation to maslow
Physiological Drive to acquire
Safety Drive to defend
Belongingness, Esteem Drive to bond
Self-actualization Drive to comprehend
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Expectancy theory of motivation
based on the idea that work effort is directed towards behaviours that people believe will lead to desired outcomes.
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Expectancy theory of motivation 4 factors and 3 relationships
1. Individual effort
effort and performance relationship
2. Individual performance
Performance and reward relationship
3. Organisational rewards
Rewards and personal goals relationship
4. Personal goals
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Goal setting theory (SMarter)
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Specific
Measurable
Achievable
Relevant
Time-framed
Exciting
Reviewed
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Feedback theory of motivation 5
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Specific
Relevant
Timely
Credible
Sufficiently frequent
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Organisational justice theory of motivation 2
Procedural justice - perceived fairness of the procedures used to decide the distribution of resources
Distributive justice - perceived fairness in outcomes we receive relative to our contributions and the outcomes and contributions of others
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Equity theory of motivation
explains how people develop perceptions of fairness in the distribution and exchange of resources.
51
What is the comparison of with the equity theory and what is the result
Own outcomes (Pay/ benefits, recognition, learning, promotions, workspace and interesting job) and Own inputs (skill, effort, performance, reputation, hours, experience) compared with others outcomes and inputs
With the result of perceptions of equity or inequity
52
Process Theories 2
emphasise the fact that individuals will internally process the rewards on offer and calculate how much effort they need to expend if they value the reward.
highlight that motivation does not occur in a vacuum, in that employees will make comparisons with others and behave according to their internal assessment of fairness or value.
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Employee engagement 3
An individual’s emotional, cognitive, and behavioural motivation, particularly a focused, intense, persistent and purposive effort towards work-related goals
High absorption in the work
High self-efficacy
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Factors need to be considered in rewarding employees:
| 4
what to pay employees
how to pay employees
what benefits and choices to offer
how to construct employee recognition programs
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factors in the team effectiveness model
1. Organizational and Team Environment
2. Team Design
2. Team Processes
3. Team Effectiveness (outcomes)
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1. Organizational and Team Environment 5
```
Rewards
Communication
Org structure
Org leadership
Physical space
```
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2. Team Design3
| 2. Team Processes4
TD
Task characteristics
Team size
Team composition
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TP
Team development
Team norms
Team cohesiveness
Team trust
```
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3. Team Effectiveness (outcomes) 3
Accomplish tasks
Satisfy member needs
Maintain team survival
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Model of team development
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Forming
Storming
Norming
Performing
Adjourning
```
60
steps of communication model
form message > encode message > Transmit message > Receive encoded message > Decode message > Form feedback > encode feedback> Transmit feedback > receive encoded feedback > decode feedback
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Communication topic summary 5
Remember that your communication mode will partly determine your communication effectiveness.
Obtain feedback from your employees to make certain your messages are understood, however they are communicated,
Remember that written communication creates more misunderstandings than oral communication; communicate with employees through in-person meetings when possible.
Make sure you use communication strategies appropriate to your audience and the type of message you’re sending.
Keep in mind communication barriers such as gender and culture.
62
Formal power
Formal power: Power based on an individual’s position in an organization.
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Personal (informal) power:
Ways in which individuals translate power bases into specific actions.
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Sources of power
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legitimate
Reward
Coercive
Expert
Referent
```
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Legitimate
| 3
Agreement that people in certain roles can request certain behaviours of others
Based on job descriptions and mutual agreement
Legitimate power range varies across national and organisational cultures
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Reward 2
Ability to control the allocation of rewards valued by others and to remove negative sanctions
Operates upwards as well as downwards
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Coercive 3
Ability to apply punishment
Exists upwards as well as downwards
Peer pressure is a form of coercive power
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Expert 3
The capacity to influence others by possessing knowledge or skills that they value
More employee expert power over companies in knowledge economy
Perceived ability to manage uncertainties
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Referent 2
Occurs when others identify with, like or otherwise respect the person
Associated with charismatic leadership
70
Bases and sources of power linkage
Formal =
Legit
Reward
Coercive
Informal=
Expert
Referent
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Contingencies
| of Power 4 + eg
Substitutability
Few or no alternatives to the resource
Increase non-substitutability by controlling the resource
Differentiate resource from others
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Centrality
Degree and nature of interdependence between power-holder and others
Centrality is a function of:
how many others are affected by you
how quickly others are affected by you
```
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Discretion
the freedom to exercise judgment
rules limit discretion, limit power
also a perception
varies across industries
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Visibility
Symbols communicate your power source(s):
educational diplomas
clothing etc.
Salience:
location
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72
Hard influence tactics v soft influence tactics
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H
Silent authority
Upward appeal
Coalition formation
Information control
Assertiveness
Leans to resistance and compliance
```
```
S
Persuasion
Ingratiation &impression management
Exchange
Leans to commitment and compliance
```
73
conflict process model
sources of conflict > conflict perceptions and emotions > manifest conflict (escalation potential) > conflict outcome
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sources of conflict 6
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incompatible goals
Differentiation
Interdependance
Scarce resources
Ambiguos rules
Poor communication
```
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Manifest conflict 3
conflict style
Decisions
Overt behaviours
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conflict outcomes positive 3 and negative5
positive
Better decisions
Responsive organisation
Team cohesion
```
Negative
Stress/morale
Turnover
Politics
Lower performance
Distorted information
```
77
5 interpersonal conflict handling styles
High assertiveness, low cooperativeness forcing/competing = win-lose
High assertiveness, high cooperativeness, problem solving/collaborating = win-win
Middle ground, compromising = win win
Low assertiveness and cooperativeness, avoiding = lose-lose
Low assertiveness and high cooperativeness, yielding = Lose-win
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SIX Organizational Approaches to Conflict Resolution
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Emphasize superordinate goals
Reduce differentiation
Improve communication
Reduce interdependence
Increase resources
Clarify rules and procedures
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5 leadership perspectives
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competency
behavioural
contingency
Transformational
Implicit
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competency perspective 8
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personality
Self concept
Drive
Integrity
Leadership motivation
Knowledge of the business
Cognitive practical intelligence
Emotional intelligence
```
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behavioural perspective
Task-oriented behaviours
Assign work, clarify responsibilities
Set goals and deadlines, provide feedback
Establish work procedures, plan future work
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People-oriented behaviours
Concern for employee needs
Make workplace pleasant
Recognize employee contributions
Listen to employees
```
Leadership studies at the University of Michigan’s Survey Research Center came up with two behavioural dimensions:
Employee-oriented leaders
Production-oriented leaders
Employee-oriented leadership is similar to consideration, and production-oriented leadership is similar to initiating structure.
In fact, most leadership researchers use the terms synonymously.
82
3. Contingency theories path goal theory 4 -6
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Directive
Provide psychological structure to jobs
Task-oriented behaviors
Supportive
Provide psychological support
People-oriented behaviors
Participative
Encourage/facilitate employee involvement
Achievement-oriented
Encourage peak performance through goal setting and positive self-fulfilling prophecy
```
83
4. Transformational Perspective of Leadership
| 2
Transformational leaders - working with subordinates to identify needed change, creating a vision to guide the change through inspiration, and executing the change in tandem with committed members of a group
Transactional leaders - influencing followers through rewards, penalties, and negotiation
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5. Implicit leadership perspective
| 2 - 3
Leadership prototypes
Preconceived beliefs about the features and behaviors of effective leaders.
Romance/Attribution of leadership
Amplify effect of leaders on organizational results
Fundamental attribution error
85
3 levels of organisational culture
1. shared assumptions
2. shared values
3. Artefacts of organisational culture
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1. Shared assumtions 3
non conscious, taken for granted beliefs
implicit mental models, ideal prototypes of behaviour
most difficult to recognise
87
2. shared values 2
concious beliefs
| Evaluate what is good or bad, right or wrong
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3. Artefacts of organisational culture 5
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physical structures
Language
Rituals and ceremonies
Stories and legends
easiest to recognise
```
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potential benefits of culture strength
organisation performance and individual well-being
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contingencies of culture strength
1. whether culture content fits the environment
2. Moderate, non cult like stength
3. An adaptive culture
91
Lewin's Force field analysis 3
Force field analysis = outlines the process of determining which forces drive and which resist a
proposed change.
- Driving forces = the forces that support the change.
- Restraining forces = the forces that work against the change.
92
Lewin's 3 step model
Unfreeze
ensures that employees are ready for change
Change
Execute the intended change
Refreeze
Ensures that the change becomes permanent
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minimise resistance to change
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communication
Learning
Involvement
Stress management
Negotiation
Coercion
```
