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OB Management Exam 1
| Question | Answer |
|---|---|
| Definition of OB | a field of study devoted to the understanding, explaining, and improving the attitudes of individuals and groups in an organization |
| Why study OB? (What is the rationale?) | improving an organizations effectiveness |
| Levels of OB study | Individual, Group, Organizational |
| Resource Based View | resources are more valuable when they are rare and inimitable |
| What is Rare/Inimitable? | talented/motivated employees are rare/inimitable and create a resource that is valuable for creating competitive advantage |
| Rule of 1/8 | at best 12% of organizations will actually do what is required to build profits by putting people first |
| Methods of knowing about OB | Experience, Intuition, Authority, Science |
| The Scientific Method | Theory--> Hypothesis-->Data-->Verification |
| What are the individual outcomes of the Integrative Model of OB? | Job Performance and Organizational Commitment |
| Job Performance | the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment |
| T/F: Job performance includes the consequences of employee behavior. | FALSE |
| What are the categories or behavior relevant to job performance? | Task Performance, Citizenship Behavior, Counterproductive Behavior |
| Task Performance | behaviors directly involved in transforming organizational resources into goods or services an organization produces |
| Types of Task Performance | Routine-habitual or normal Adaptive-unpredictable or unusual Creative-developing new ideas that are novel and useful |
| Organization Citizenship Behavior (OCB) | talking positively about the organization, going out of the way to help employees, and exceed work expectations |
| Types of OCB | Voice-speaking up Civic Virtue-going beyond expectations, participating deep level Boosterism-representing org in a positive way outside office |
| Counter Productive Work Behaviors (CWB) | actions that damage an organization ex. stealing, acting aggressively towards coworkers, absent |
| Types of CWB | Production Deviance-reducing efficiency of work output (gossiping) Political Deviance-when employees use to many materials/too much time to do work Incivility-communication that's rude or impolite |
| Performance Management Types | Management by Objectives (MBO) 360 Degree Feedback Forced Rankings Social Performance management |
| MBO | Evaluation based on performance and goal achievements Ratings are based upon ratings such as 4-average 7-excellent BARS |
| 360 degree feedback | anonymous peer evaluation from subordinates, peers, and customers bias may occur |
| Forced Rankings | if you don't rank high enough you're fired |
| Social Performance Management | social platform-post questions about performance and get anonymous feedback |
| Organizational Commitment | the employees desire to remain a member of the organization |
| What influences organizational commitment? | whether an employee is RETAINED or if employee TURNOVER occurs |
| What are the three types of organizational commitment/drivers of organizational commitment? | Affective commitment-emotion based Continuance commitment-cost based Normative commitment-obligation based |
| Affective commitment | individual views the organizational membership as important to their sense of self, when it's gone it can leave them with a sense of SADNESS, you WANT to stay |
| Erosion Model | suggests that employees with fewer bonds are more likely to quit the organization |
| Social Influence Model | suggests that employees with have direct linkages with leavers and then will leave, reduction in affective commitment becomes contagious |
| Continuance Commitment | staying because you NEED to, ANXIETY, increases with the total amount of time, effort, and energy at an organization, don't want to start over |
| Embeddedness | work and non-work forces that bind us to an employer and summarizes the employee LINKS to their organization and community FIT with their organization and community SACRIFICE they would need to make for a job change |
| Normative Commitment | GUILT causes a sense of right or moral thing to do, result of personal work philosophy or moral code |
| What are two ways that obligation-based commitment of employees is built? | 1. creating a feeling that the employee is in the organizations debt 2. being a charitable organization |
| Withdrawal Behavior | actions that employees perform to avoid the work situation, behaviors MAY eventually result in the employee quitting the organization |
| Withdrawal Behavior Types | Physical and Psychological |
| Common Employee Reactions to Negative Work Events | Exit-end or restricting organization membership (Lone Wolf) Voice-a constructive response individuals try to improve situ(star) Loyalty-passive remains supportive hopes for improvement(Citizen) Neglect-reduces interest and effort in job (Apathetic) |
| Four types of employees and their reaction to negative work events: | TASK PERFORMANCE O Stars(Voice) Citizens(Loyalty) C Lone Wolves(Exit) Apathetics(Neglect) |
| Trends Affecting Commitment | Diversity of the Workforce Hybrid and Remote Work The Changing Employee Employer Relationship |
| Diversity of Workforce | Growing more racially and ethnically diverse becoming older including more foreign workers |
| Hybrid and Remote Work | no commute, casual dress, better work-life balance enhance continuance commitment, but may weaker affective commitment remote withdrawal behaviors linked to higher quitting rate |
| The Changing Employee Employer Relationship | psychological contracts-belief they are owed and owe employer transactional contracts-monetary obligations relational contracts-employee loyalty |
| Examples of Physical Withdrawal | absent, tardiness, leaving early, extended breaks, job transfer |
| Examples of Psychological Withdrawal | reduced effort, cyber loafing, emotional detachment, lack of enthusiasm |
| Types of Groups | Formal-defined be an organization Informal-responds to others needs |
| Social Identity Theory | people derive part of their self concept from the social groups they belong to shaping perceptions, behavior, and intergroup relations |
| Stages of Social Identification | Social Categorization Social Identification Social Comparison |
| Social Categorization | How Individuals classify themselves: gender, race, nationality, religion helps people simplify their social environment DOWNFALL- stereotyping |
| Social Identification | once categorized to a group members adopt the identity of the group Adopting: norms, values, behaviors SELF ESTEEM becomes BOUND to group membership |
| Social Comparison | once categorizing and identifying with a group COMPARISON occurs Bias can happen favoring ones own group, leading to ingroup favoritism can also cause competition and hostility between rival groups |
| The Five Properties that Define a Group | 1. Roles 2. Norms 3. status and group property 4. size and dynamics 5. cohesion |
| What are the three types of Roles? | Role Perception-individual view of how to act in a situation Role Expectations-group view of how to act Psychological Agreement-an unwritten contract that establishes mutual expectations |
| Key Roles of Teams | Shirker-avoids responsibility and seeks empathy Detractor-withdrawals, complains, and downplays Cooperator-participates, listens, and enhances |
| Role Conflict | ex. project manager may be expected to have: excellent organization and execution skills and simultaneously be expected to manage the project management team and their normal management group while only having time for one thing |
| Interrole Conflict | when the expectations of the different groups we belong to are in opposition causing significant stress ex. holding multiple jobs or being a fulltime student and having a job |
| Norms | acceptable standards of behavior within a group and shared by the group members can create conformity |
| Status | an individuals personal characteristics, the power someone wields over others, a persons ability to contribute to a groups goals |
| Social Loafing | when individuals disperse less effort when in a group than when alone |
| Size and Dynamics | groups sizes has implications for ethical decision making group sizes DOES affect the groups behavior |
| Cohesion | level that members hold a shared bond relationship between cohesion and productivity depends on the groups performance and related norms |
| Work Groups | share information make decisions to help individual group members within their areas of responsibility |
| Work Teams | Individual efforts result in performance that is greater than the sum of the individual contributions |
| Work Groups vs Work Teams | -share information (Goal) -collective performance -random & varied (skills) -complementary -neutral or neg. (synergy) -positive |
| Team | consists of two or more people who work independently over some period of time to accomplish common goals related to some task oriented purpose |
| Why have teams become widespread? | interactions allow the team to pool complementary knowledge and skills |
| Types of teams | work teams management teams parallel teams project teams action teams |
| Variation of Teams | self-managed cross-functional |
| Self-Managed | self directed, self implementation and responsibility, high level of autonomy |
| Cross-Functional | same hierarchal level but differing work groups accomplishing a task ex. sales and operations |
| Task Interdependence | the degree to which team members interact with and rely on the other team members for information, materials, and resources needed to accomplish work for the team |
| Types of Task Interdependence | comprehensive reciprocal sequential pooled |
| Comprehensive | highest level of coordination team members have a great deal of discretion in terms of what they do and with whom they interact with in the course of the collaboration |
| Reciprocal | group members interact with only a limited subset of other members to complete the team's work |
| Sequential | group members perform different tasks in a prescribed sequence, and members depend on only the member who come before them in the sequence |
| Pooled | lowest degree of coordination group members complete their assignments independently |
| Team Composition | member roles, member ability, member personality, team diversity, team size |
| Diversity types | surface-level diversity and deep-level diversity |
| Surface-level Diversity | diversity of observable attributes like race, gender, ethnicity, age |
| Deep-level Diversity | the extent to which people feel they are truly a part of a group and that the uniqueness that they bring to the group is welcomed and valued ex. differences in values, personality, work preferences |
| Fault Lines | can occur in diverse due to the development of informal subgroup development based on surface level attributes like gender |
| Social Loafing | when members exert less effort when working on team tasks than if they worked alone on the same task |
| To prevent social loafing you can: | set group goals increate intergroup competition engage in peer evaluations |
| Task Work Processes | creative behavior decision making boundary spanning |
| Types of Creative Behavior | 1. brainstorming 2. nominal group techniques -independently record ideas, present idea to group, discuss all ideas to the group, independently and silently rank order the ideas |
| Team States | Cohesion Potency Mental models Trasnactive memory |
| Mental Modeling | shared knowledge about the key elements within their task environment |
| Reflexivity | reflecting on and adjusting the master plan when necessary |
| Cohesion | when members of the team develop strong emotional bonds to other members of the team and the team itself |
| Groupthink | negatively impacts group and hinder their performance group is deterred from critically reviewing minority or unpopular views |
| Groupshift | change in a group decision towards a more extreme version of the original group decision |
Created by:
cnwall