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Org Beh exam 4

TermDefinition
Jobs
a. Traditional Design
i. Scientific Management – Fredrick Taylor - standardization and the narrow,
explicit specification of task activities for workers
ii. Job Enlargement – a method of job design that increases the number of
activities in a job to overcome the boredom of overspecialized work.
1. Job Rotation – variation of job enlargement in which workers are
exposed to a variety of specialized jobs over time
iii. Job Enrichment – designing or redesigning jobs by incorporating
motivational factors into them.
iv. Job Characteristics Theory Mid-60s. Is a traditional approach but makes a
significant departure from the three earlier approaches. It emphasizes the
interaction between the individual and specific attributes of the job. It is a
person fit model
1. Model
a. Jobs Diagnostic Survey (JDS) – the survey instrument designed
to measure the elements in the JDS
i. Motivating Potential Score (MPS)
b. Five Core Characteristics
i. Skill variety – the degree to which a job includes
different activities and involves the use of multiple skills
and talents of the employee.
ii. Task identity – ...the job requires completion of a whole
and identifiable piece of work. Beginning to end.
iii. Task significance - ... the job has a substantial impact on
the lives or work of other people
iv. Autonomy - ... the job provides the employee with
substantial freedom, independence and discretion in
scheduling the work and in determining the procedures
v. Feedback for the job itself - ... carrying out the work
activities results in the employee’s obtaining direct and
clear information about the effectiveness of his/her
performance.
c. Critical psychological states
i. Experienced meaningfulness of the work - ...the
employee experiences the job as one that is generally
meaningful, valuable and worthwhile.
ii. Experienced responsibility for work outcomes - ...the
employee feels personally accountable and responsible
for the results of the work he or she does.
iii. Knowledge of results - ...the employee knows and
understands, on a continuous basis, how effectively he or
she is performing the job.
d. Personal and Work Outcomes
i. High internal work motivation
ii. High quality work performance
iii. High satisfaction wit the work
iv. Low absenteeism and turnover
e. Employee growth need strength –the desire to grow and fully
develop one’s abilities
i. Moderates, increases or decreases, the strength of the
relationships between the core dimensions and
psychological states and the relationship between psychological states and outcomes
Levels of Culture – Based on the work of Edgar Schein
a. Artifacts – Most visible and accessible level
i. Defined – Symbols of culture in the physical and social work
environment
ii. 5 types
1. Personal enactment - behaviors that reflect the organizations’
values
2. Ceremonies and Rites
a. Rites of passage – show that an individual’s status has
changed
b. Rites of enhancement – reinforce the achievements of
others
c. Rites of renewal – emphasize change in the
organization and commitment to learning and growth.
d. Rites of integration – unite diverse groups or teams
within the org and renew commitment to the larger org.
e. Rites of conflict reduction – focus on dealing with
conflict or disagreements
f. Rites of degradation – used by some organizations to
visibly punish persons who fail to adhere to values and
norms of behavior.
3. Stories
a. Stories about the boss
b. Stories about getting fired
c. Stories about how the company deals with employees
who must relocate
d. Stories about whether lower-level employees can rise to
the top
e. Stories about how the company deals with crisis
situations.
f. Stories about how status considerations work when
rules are broken.
4. Rituals – everyday organizational practices that are repeated
over and over
5. Symbols – communicate organizational culture by unspoken
messages.
b. Values – Deeper level
i. Defined – values reflect a person’s or organization’s underlying
beliefs of what should be or should not be
ii. Types
1. Espoused – what members of an organization say they value
2. Enacted – values reflected in the way individuals actually
behave.
c. Basic Assumptions – deepest, most fundamental level of an org’s
culture.
i. Defined – deeply held beliefs that guide behavior and tell members
of an organization how to perceive and think about things.
III. Functions and Effects
a. Culture serves 4 basic functions
i. Provides a sense of identity to members and increases commitment
to the organization.
ii. It is a sense-making devise for organization members.
iii. Reinforces the values in the organization.
iv. Serves as a control mechanism for shaping behavior.
b. Three perspectives on culture
i. Strong culture – an organizational culture with a consensus on the
values that drive the company and with an intensity that is
recognizable even to outsiders.
1. They facilitate performance for three reasons.
a. They are characterized by goal alignment
b. Create a high level of motivation
c. Provide control without the oppressive effects of a
bureaucracy
ii. Fit – culture is only good if it fits industry. It is useful in
explaining short-term performance but not long-term.
iii. Adaptative – an organizational culture that encourages confidence
and risk taking among employees, has leadership that produces
change, and focuses on the changing needs of customers.
1. Facilitates change to meet the needs of stockholders,
customers and employees.
Organizational Socialization – the process by which newcomers are
transformed from outsiders to participating, effective members of the
organization.
a. Stages
i. Anticipatory socialization – the first socialization stage, which
encompasses all of the learning that takes place prior to the
newcomer’s first day of work.
1. Includes
a. Realism – the degree to which a newcomer holds
realistic expectations about the job and the org.
b. Congruence
i. Between the individual’s abilities and the
demands of the job
ii. Between the organization’s values and those of
the individual.
ii. Encounter – when the newcomer learns the tasks associated with
the job, clarifies the roles and establishes new relationships at
work.
iii. Change and acquisition – the newcomer begins to master the
demands of the job.
b. Outcomes
i. Good Performance
ii. Increased job satisfaction
iii. Increased intent to stay
iv. Decreased levels of distress
v. Increased org commitment
Created by: emma04
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