Week 1: Introduction Flashcards
(38 cards)
the Hawthorne Experiment of Elton mayo
Human Relations School
he wanted to prove other factors than pay motivated employees
results: ONLY SOCIAL FACTORS influence motivation and productivity
Hawthorne effect (in Hawthorne experiment)
relationship between attention employee receive/how valued they feel and motivation/productivity
spontaneous collaboration (hawthorne experiment)
emergence of trust and affiliation due to the interactions and trust among the workers resulted in spontaneous collaboration
human relations movement
started in response to the hawthorne experiment
general Hawthorne effect
people behave differently when they know they’re being observed
critics of the Hawthorne experiment
unscientific approach
oversimplifies human behavior
ignores potential impact of conflict
evidence-based management (EBM)
using scientific knowledge as basis for management decisions
- reduced judgement errors in decision making
organisational legitimacy
organisation’s assumption that its actions are good based on the widespread belief that they are just/valid
- “we do it because others do it, therefore it’s good”
- very often used, in practice
EBM: 3 steps
1) selecting best available evidence
2) systematic decision-making
3) re-evaluating and adapting
EBM: 4 kinds of evidence
1) scientific literature
2) organisation (internal data)
3) practitioners (professional expertise)
4) organizational values and stakeholders’ concerns
leaders need: 3 things
1: ability (basic skills and competence)
2: motivation (behavioral beliefs and control, and normative beliefs)
3: opportunity (support that overcomes barriers)
critical thinking definition
it calls for persistent effort to examine any belief or supposed form of knowledge in the light of evidence that supports it and the further conclusions to which it tends
3 components of critical thinking
1) element of thought (reasoning)
2) intellectual standards that apply to the elements of reasoning
3) intellectual traits that result from the application of intellectual standards to element of thought
5 guidelines for critical thinking
1) logic (rely on reason, weigh evidence)
2) reflection
3) dual processing (consider different viewpoints)
4) attention to detail
5) decision making
6 groups of outcome variables of OB
1: performance
2: work-related attitudes
3: employee well-being
4: thriving = psychological state in which someone experiences both a sense of vitality and learning
5: motivation
6: employee withdrawal (turnover and absenteism)
4 levels of analysis in OB
1: individual
2: team
3: organizational
4: industry
De Neve et al. (2013): which factors most influence whether or not you will become a leader
shared environment: no influence
unshared environment: very big influence
genetics: 24%
- identical twins more likely to share a leadership style
personality tests:
1) Myers Briggs Type Indicator
2) Big Five
Myers Briggs Type Indicator (MBTI)
most often administered personality test in organisational settings
- assesses your ‘true’ (unconscious) personality type
- predicts behavior
- 4 general personality preferences, 16 personalities:
1) Introversion (I) vs. Extraversion (E)
2) Sensing (S) vs. Intuition (N)
3) Thinking (T) vs. Feeling (F)
4) Judging (J) vs. Perceiving (P)
Big Five
1) openness to experience
2) conscientiousness (most underrated, very good predictor)
3) extraversion
4) agreeableness
5) neuroticism
conscientiousness
being responsible, careful or diligent (ijverig)
assessment tests for critical thinking
often used for recruitment
common elements:
1) intelligence test
2) personality test
3) interview
4) role-play
person-environment (PE) fit
when individual’s personality is aligned with their environment, it results in job satisfaction, organizational commitment and better job performance
2 types of PE fit
1) Person-Organisation fit
2) Person-Job fit
