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Exam 1
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- 1Organizational Behaviorstudy of human behavior in organizations; interdisciplinary field focused on understanding and predicting behavior:
1.individual
2.Group
3.Interpersonal processes
4.organizational dynamics - 2current trends in org behaviorcommitment to ethical behavior(due to leadership failures)
broader view of leadership(expect more from our leaders)
loss of command and control (less authoritative leadership)
respect for new workforce expectations(newer, what workforce expects from company) - 3modelssimplified views of reality that attempt to explain real world phenomena
- 4independent variablespresumed causes or influences of the dependent variable
CAUSE - 5dependent variableeffects or outcomes of the independent variable
EFFECT - 6scientific methoddata collection is controlled and systematic(regardless of type of study)
proposed explanations are carefully tested, only those verified are accepted
not every question can be answered with scientific questions - 7Management contingency thinking1. seeks ways to meet the different needs of different management situations; possibilities can be influences
*how do i improve work performance of my departments?
2. recognizes responses to solutions must be crafted to best fit situations and people
*education, skill and culture
*motivation levels ex: single mom vs married
*current leaders - 8Evidence-Based Management1. use hard facts and empirical evidence
2. evidence based thinking manifests itself through a contingency approach that responds to different situations - 9cross-cultural awarenessunderstanding of how ob theories and concepts apply in different countries
- 10learningenduring change of behavior that results from experience
- 11lifelong learninginvolves learning continuously from day to day experiences
- 12stakeholderspeople, groups, anyone affected by or with a "stake" in an ORG's existence or performance
*best solution is one that satisfies as many stakeholders as possible - 13workforce diversityindividual differences of gender, race, age, able-bodiedness, and sexual orientation
- 14multiculturalismpluralism and respect for diversity in the workplace
- 15inclusiondegree to which an organizations culture respects and values diversity
- 16task performanceQUALITY and QUANTITY of the work produced or the services provided by an individual, team, work unit, or organization as a whole
- 17job satisfactionindicates how people feel about their work and the work setting
*usually dependent variable - 18organizations and the EXTERNAL environment*org are collections of people working together(as a system) to achieve a common purpose
* complex adaptive systems interact and adapt with their envir0nments to survive and thrive - 19orgs and the INTERNAL environment*org culture is a shared set of beliefs and values within an org
*org climate represents shared perceptions of members regarding what the org is like in terms of management policies and practices - 20common scientific methods in OB
- 21Organizational Basics (the tree analogy)1.resources for the tree= environmental supplies
2. production, conversions in the tree= organization creates value
3.results of the tree's activity, production=environment consumes - 22managersomeone whose job it is to directly support the work efforts of others.gets paid to help others do their work with desired performance outcomes *not easy*
- 23managerial skills and competenciesabilities that enable the manager to achieve a desired outcome
- 24effective managerhelps others achieve high levels of both performance and satisfactions, determined through data
- 25well known management process model1.planning
2.organizing
3.leading(setting the direction)
4controlling(put restraints)
to achieve these, manager must wear many hats
one of the most challenging jobs in an organization is the managers - 26LEADERS vs MANAGERS for leaders and managers, they play different roles but the same skillsets are required in same personeffective leader- use influence to create CHANGE that benefits the MISSION AND VISION of the org
managers :set agenda and plans(seek control and consistency)
leader: inspires people - 27essential leadership skillsframing- tailoring convo in ways to encourage certain interpretations and discourage others
social exchange- people build human relationships and trust through exchanges of favors based on reciprocity
Law of reciprocity- if someone does something for someone else it will involve a sense of obligation to return the favor - 28essential followership skillsupward delegation means passing problems or responsibilities upward in the hierarchy
- 29Katz 3 skills model
- 30skills everyone needshuman: ability to understand self and others, communicate well and work well with other people
technical: ability to perform specialized tasks
conceptual: ability to work with abstract ideas, solve for benefit for all units, and consider issues strategically - 31emotional intelligenceability to understand and manage emotions both with self and relationship to others
- 32Ethical Managementincludes ethics in decision making
#1 desired characteristic for a boss=honesty
immoral manager: seek personal gain at expense of others
amoral: may behave unconsciously in immoral ways
moral: uses moral to guide behavior - 33individual differencesattempt to identify where behavioral tendencies are similar and different
- 34capitalzing on differencesrequires understanding what they are and the benefits they offer
- 35self awarenessbeing aware of ones own behaviors, preferences, styles, biases
- 36awareness of othersvaluable in developing emotional intel and human skill
- 37terminal values-goal valuesreflect a persons preferences concerning the "ends" to be achieved
- 38instrumental values-how you get therereflecting a persons beliefs about the means for achieving desired ends. the "how" goals are completed
- 39Perception and its processes
- 40selective screeningnormal process,
lets in tiny portion of all info available
1. controlled processing- we control what happens(occurs less often)
2.screening without conscious awareness(ongoing basis) - 41script schemasmental models describe appropriate sequence of events in given situations
- 42self schemacontains info on persons own appearance, behavior, personality
- 43person schemahow individuals sort others in terms of similar perceived features
- 44person in situation schemacombines schemas built around persons and events
- 45milliseconds bw each stage so large overlap in our experiences of perceptionmost perceptions occur automatically, effortlessly,or unconsciously
- 46using attention ad intention to generate changethought, emotion, action, environment, practice changes schemas
dont have to be in order EXCEPT thought precedes emotion - 474 basic reinforcement strategiespositive reinforcement, negative reinforcement, punishment, extinction
- 48negative reinforcementwithdrawal of negative consequences(act to avoid outcome)
- 49punishmentadmin of negative consequences or withdrawal of positive consequences to reduce the likelihood of a behavior being repeated
- 50extinctionwithdrawal of the reinforcing consequences in order to weaken undesirabe behavior
- 51shapingcreating new behavior by positive reinforcement of successive approximations to it
- 52continuous reinforcement-timeadministering a reward each TIME desired behavior occurs
- 53intermittent reinforcement-timingrewards behaviors PERIODICALLY
- 54Alderfers ERG Theory of Motivation
- 55Maslows hierarchy of Needs theory of motivation
- 56acquired needs model(motivation)need for achievement-desire to do something better or more efficiently, to solve problems, or to master complex tasks
need for affiliation- desire to establish and maintain friendly and warm relations with others
need for power- desire to control others, influence their behavior, or to be responsible for others. - 57Process models: Equity theory WE WANT FAIRNESSAny perceived inequity becomes motivating, people are motivated to behave in ways that restore or maintain equity in situations
FOUNDATION OF EQUITY= SOCIAL COMPARISON
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- 3 Organizational psychology Fichas sobre Exam 1, creado por Kamrin Lazenby el 02/10/2017.
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- Kamrin Lazenby
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