MBA 610
Quiz yourself by thinking what should be in
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| Three basic levels of analysis in organization behavior | show 🗑
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| show | Interdisciplinary field dedicated to better understanding and managing people at work
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| show | pessimistic and negative, typical of how managers traditionally perceived employees
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| Theory Y assumption | show 🗑
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| show | Means that the organization's culture is defined by and supports the constant attainment of tools, techniques, and training. This involves the continuous improvement of organizational processes, resulting in high-quality products and services
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| show | -85-15 rule (when things go wrong, 85% of the time the system is at fault)
-Elimination of fear
-Emphasis on TQM
-Teamwork
-Helpful leadership vs. command and control
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| Management | show 🗑
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| Contingency approach | show 🗑
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| D1 | show 🗑
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| D2 | show 🗑
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| show | Moderate-High competence, variable commitment (able but occasionally say no)
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| show | High competence, High commitment (able and willing)
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| show | directing: low support, high directive
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| S2 | show 🗑
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| show | supporting: high support, low directive
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| S4 | show 🗑
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| show | 1. Clarifies goals and objectives,
2. Encourages participation
3. Plans and organizes,
4. Technical and administrative expertise.
5. Facilitates work ,
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| Evolution of managers | show 🗑
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| show | 1. Dignity of human life
2. Autonomy
3. Honesty
4. Loyalty
5. Fairness
6. Humaneness
7. The common good
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| How to improve the organization's Ethical Climate | show 🗑
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| show | Improves Organization's Ethical Climate: employees are more likely to behave ethically when management/leadership behaves in an ethical way, sets the example, walks the talk
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| Five Sources of OB Research Insights | show 🗑
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| show | -Field studies: In OB, a field study probes individual or group processes in an organizational setting. Because field studies involve real-life situations, their results often have immediate and practical relevance for managers
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| Five Sources of OB Research Insights | show 🗑
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| show | -Sample surveys: In a sample survey, samples of people from specified populations respond to questionnaires. The researchers then draw conclusions about the relevant population
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| Five Sources of OB Research Insights | show 🗑
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| Skills Exhibited by effective managers (6-11) | show 🗑
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| Carroll's Global Corporate Social Responsibility Pyramid | show 🗑
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| show | the set of shared, taken-for granted implicit assumptions that a group holds and that determines how it perceives, things about, and reacts to its various environments
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| show | 1. Observable artifacts
2. Espoused Values
3. Basic Assumptions
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| Observable artifacts | show 🗑
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| show | concepts or beliefs that pertain to desirable end states, transcend situation, guide selection of behavior and are ordered by relative importance
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| show | -represent the explicitly stated values and the norms that are preferred by an organization
-effective goal achievement when in alignment with employee's personal values
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| show | represent the values and norms that actually are exhibited or converted into employee behavior based on observable behavior
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| show | Constitute organizational values that have become so take for granted over time that they become assumptions that guide organizational behavior
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| show | Based on internal focus and integration, flexibility and discretion, and stability and control (clan, adhocracy, hierarchy, market)
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| Clan | show 🗑
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| show | -Thrust: control
-Means: capable processes, consistency, process control, measurement
-Ends: efficiency, timeliness, smooth functioning
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| Adhocracy | show 🗑
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| Market | show 🗑
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| Outcomes associated with Organizational Culture (1-3) | show 🗑
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| Outcome associated with Organizational Culture (4-5) | show 🗑
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| Organizational Socialization (see slides for a model of this) | show 🗑
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| show | -Learning that occurs prior to joining organization
-Anticipating realities about the organization and the new job, anticipating org.'s needs for one's skills and abilities, anticipating organization's sensitivity to one's needs and values
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| show | -Values, attitudes, and skills start to shift as new recruit discovers what org. is truly like
-Managing lifestyle vs. work concepts and intergroup role conflicts, seeking role definition and clarity, becoming familiar with task and group dynamics
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| Change and Acquisition-3- (Outsider) | show 🗑
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| Socialized Insider-Behavioral Outcomes | show 🗑
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| Socialized Insider- Affective Outcomes | show 🗑
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| show | The process of forming and maintaining developmental relationships between a mentor and a junior person
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| show | -Live consciously
-Be self-accepting
-Take personal responsibility
-Be self-assertive
-Liver purposefully
-Have personal integrity
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| Self Efficacy Beliefs | show 🗑
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| show | -on-the-job research evidence encourages managers to nurture self efficacy, both in themselves and in others
-Significant positive correlation between self-efficacy and job performance
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| show | the extent to which a person observes his or her own self-expressive behavior and adapts it to the demands of the situation
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| High Self Monitoring | show 🗑
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| show | lack ability or motivation to regulate their expressive behavior which includes being reflective on their own inner state or attitude
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| Organizational Identification | show 🗑
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| show | the combination of stable physical and mental characteristics that give the individual his or her identity
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| Big Five Personality Dimensions | show 🗑
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| show | Trusting, good-natured, cooperative, softhearted
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| Big Five Personality Dimensions: Extraversion | show 🗑
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| show | dependable, responsible, achievement oriented, persistent
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| Big Five Personality Dimensions: Emotional stability | show 🗑
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| Big Five Personality Dimensions: Openness to experience | show 🗑
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| show | has the strongest positive correlation with job and training performance
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| Extraversion in job performance | show 🗑
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| Internal Locus of Control | show 🗑
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| External Locus of Control | show 🗑
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| Ability | show 🗑
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| Skill | show 🗑
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| Key Abilities | show 🗑
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| show | depends on the right combination of effort, ability, and skill
-effort is key ingredient
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| show | capacity for constructive thinking, reasoning, and problem solving
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| Gardner's Multiple Intelligences | show 🗑
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| Emotional Intelligence | show 🗑
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| show | -Accurately perceive your emotions
-Understand your tendencies in situations
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| show | -What happens when you act or don't
-Dependent on your self awareness
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| show | -Accurately perceive emotions in others
-Understand what is going on with them
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| Relationship management (social competence) | show 🗑
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| Human Capital | show 🗑
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| show | the production potential of strong, trusting, and cooperative relationships
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| Motivation | show 🗑
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| Two theories of motivation | show 🗑
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| Content theories of Motivation | show 🗑
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| show | focus on explaining the process by which internal factors and cognitions influence employee motivations
-Adam's equity theory
-Vroom's expectancy theory
-Goal setting theory
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| Needs | show 🗑
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| show | physiological-->safety-->love-->esteem-->self actualization
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| Alderfer's ERG Theory | show 🗑
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| McClelland's Theory | show 🗑
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| show | -Motivation model
-Explains HOW people strive for fairness in work and life
-Mo matter how fair management thinks the organization's policies, procedures, and reward system are, each employee's perception of the equity of those factors is what counts
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| show | -Holds that people are motivated to behave in ways that produce desired combinations of expected outcomes
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| Factors that Influence an employee's perceptions (on Vroom's Expectancy Theory Slide) | show 🗑
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| Goal | show 🗑
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| Goal Setting | show 🗑
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| External Forces that Create Change | show 🗑
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| Internal Forces that Create Change | show 🗑
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| show | Low: Adaptive change: reintroduce a familiar practice
Mid: Innovative change: introducing a practice new to the organization
High: Radically innovative change: introducing a practice new to the industry
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| Lewin's Change Model | show 🗑
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| Systems model of change | show 🗑
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| show | -organizational arrangements
-social factors
-methods
-people
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| show | -allowing too much complacency=resistance
-insufficiently powerful guiding coalition
-under estimating the power of vision
-under communicating the vision
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| show | -permitting obstacles
-failing to create short-term wins
-declaring victory too soon
-neglecting to firmly anchor changes in corporate culture
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| Kotter's 8 Steps to Change (1-4) | show 🗑
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| Kotter's 8 Steps to Change (5-8) | show 🗑
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| show | Inputs--> strategic plans--> target elements of change (0ranaization arrangements, people, methods, social factors)--> outputs
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| show | -Two ways to apply:
-Aid during the strategic planning process
-Using the model as a diagnostic framework to determine the causes of an organizational problem and to process solutions
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| show | Consists of planned efforts to help persons work and live together more effectively, over time, in their organizations
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| The OD Process (see OD process diagram slide) | show 🗑
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Created by:
courtneyjustine