Flashcards
Organizational Theory and Behaviour
Flashcards do conjunto (123)
- 1OrganizationOrganizations are groups of more than two individuals that coordinate their behavior in the pursuit of shared goals
- 2Prof. Etzioni (1964) on Organizations“We are born in organizations, educated by organizations, and most of us spend much of our lives working for organizations”
- 3Organizational BehaviourCommonly referrred to as OB, an interdisciplinary field to better understanding and managing people at work.
- 4History of Organizational Behaviour (4)1. The Human Relations Movement (1930s)
2. The Quality movement (1980s)
3. The Internet & Social Media Revolution (1990s)
4. The age of Human and Social Capital - 5Human Relations Movement- Inspired by legalization of union-management collective bargaining in the US (1935) + more attention to the human factor.
- Hawthorne Studies: Supportive management
- Pioneers Mayo and Follett : Motivate job performance by “Pulling” not “Pushing” - 6McGregor's Theory X and Theory YDrawing on his experience as a management consultant, McGregor formulated two sharply contrasting sets of assumtions about human nature.
- 7Theory X (3)Negative and Pessimistic, typical of how managers traditionally perceived empolyees:
1. Most people dislike work; they avoid it when they can
2. Most people must be coerced and threatened with punishment before they will work. They will require close direction.
3. Most people actually prefer to be directed and avoid responsibility. - 8Theory Y (5)A modern and positive set of assumptions:
1. Work is a natural activity, like play or rest
2. People are capable of self-direction and self-control if they are committed to objectives.
3. People generally become committed to organizational objectives if they are rewarded for doing so.
4. The typical employee can learn to accept and seek responsibility
5. The typical member of the general population has imagination, ingenuity, and creativity. - 9The Quality Movement & Total Quality Managment (TQM)TQM is an organizational culture dedicated to training, continuous improvement and customer satisfaction. It is employee-driven and customer-focussed.
Principles: do it right the first time, learn from and listen to customers and employees, make continuous improvements, build teamwork, trust and mutual respect. - 10The Internet and Social Media Revolution Implications for OB and leaders? (4)1. More and faster communication with others
2.Customers demand: here, me, now
3. More potential for damage by unethical leaders
4. Enables the existence of networks that go across traditional organizational boundaries - 11E-businessRunning the entire business via the Internet and managing virtual teams.
- 12Human and Social CapitalHuman Capital: the productive potential of an individual’s knowledge and actions.
Social Capital: productive potential resulting from strong relationships, goodwill, trust, and cooperative effort. - 13ManagementProcess of working with and through others to achieve organizational objectives, efficiently and ethically, amid constant change
- 14Contingency approachUsing management tools and techniques in a situationally appropriate manner; avoiding the one-best-way mentality
- 15The Ethics ChallengeScandals can trigger a greater call for ethical (moral) conduct within organizations and corporate social responsibility
- 16Corporate Social Responsibility PyramidCorporations are expected to go above and beyond following the law and making a profit.
(economic, legal, ethical and philanthropic responsibility) - 17How to improve the Organization's ethical climate? (6)1. Behave ethically yourself
2. Screen Potential employees
3. Develop a meaningful code of ethics
4. Provide ethics training
5. Reinforce ethical behaviour
6. Create positions, units, and other structural mechanisms to deal with ethics - 18Three approaches to learn about OBTheory – ideas about what happens and why
Research – testing theoretical ideas
Practice – learning from what has (not) worked - 19DiversityThe host of individual differences that make people different from and similar to each other.
- 20Affirmative Action (3)1. Focusses on achieving equality of opportunity in an organization.
2. Artificial intervention aimed at giving management a chance to correct a mistake that occurred in the past.
3. Does not require hiring unqualified people. - 21Managing DiversityCreating organizational changes that enable all people to perform up to their maximum potential.
- 22Workforce DemographicsStatistical profiles of adult workers, which enable managers to anticipate and adjust for surpluses or shortages of appropriately skilled individuals.
- 23Glass ceilingInvisible barrier blocking women and minorities from top management positions
- 24Social Categorization TheorySimilarity leads to liking and attraction.
People tend to like and trust in-group members more than out-group members and generally favor in-groups over out-groups. - 25Information/Decision-making theoryDiversity leads to better task-relevant processes and decision making
- 26Demographic Fault LineA hypothetical dividing line that splits groups into demographically based subgroups.
- 27Barriers and Challenges to Managing Diversity (11)1. Inaccurate stereotypes and prejudice.
2. Ethnocentrism.
3. Poor career planning.
4. A negative diversity climate.
5. An unsupportive and hostile working environment for diverse employees.
6. Lack of political savvy on the part of diverse employees.
7. Difficulty in balancing career and family issues
8. Fears of reverse discrimination.
9. Diversity is not seen as an organizational priority.
10. The need to revamp an organization's performance appraisal and rewards.
11. Resistance to change. - 28R Roosevelt Thomas Jr. Generic Action Options (8)1. Include/Exclude
2. Deny
3. Assimilate
4. Suppress
5. Isolate
6. Tolerate
7. Build Relationships
8. Foster Mutual Adaptation. - 29Organizational CultureShared values and beliefs that underlie a company's identity.
A set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about and reacts to its various environments - 30ValuesEnduring belief in a mode of conduct or end-state.
- 31Observable ArtifactsConstitute the physical manifestations of an organization’s culture
- 32Espoused ValuesConstitute explicitly stated values and norms that are preferred by an organization
- 33Basic AssumptionsConstitute organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior
- 34Enacted ValuesThe values and norms that are exhibited by employees.
- 35PE fitExtent to which personal characteristics match those from a work environment.
- 36Competing Values FrameworkA framework for categorizing organizational culture.
(for example: clan culture, market culture, hierarchy culture or adhocracy culture) - 37Organizational SocializationProcess by which employees learn an organization's values, norms, and required behaviours
- 38Three phases of the Organizatioanl Socialization1. Anticipatory Socialization phase: learning that occurs prior to joining the organization.
2. Encounter phase: Values, skills and attitudes start to shift as new recruit discovers what the organization is truly like.
3. Change and acquisition: Recruit masters skills and roles and ajusts to work group's values and nroms. - 39Embedding Organizational Culture through MentoringMentoring = process of forming and maintaining developmental relationships between a mentor and a junior person.
- 40Four Common Denominators which enable organizations to come to life and to function.1. Coordination of effort
2. Common goal
3. Division of labor
4. Hierarchy of authority
Or, in short: Structure - 41Unity of Command PrincipleEach employe should report to a single manager
- 42Organization ChartBoxes-and-lines illustration showing chain of formal authority and division of labour.
- 43Tall Organization (hierarchy and control)An organization in which the hierarchy has many levels relative to the size of the organization
- 44Flat Organization (hierachy and control)An organization that has few levels in its hierarchy relative to its size
- 45Span of ControlThe number of people reporting directly to a given manager.
Narrow spans of control raise administrative costs because of additional layers of management
Wider spans of control increase organizational efficiency and encourage worker autonomy and participation - 46Closed SystemA relatively self-sufficient entity
- 47Open SystemOrganism that must constantly interact with its environment to survive.
- 48Learning OrganizationProactively creates, acquires and transfers knowledge throughout the organization
- 49Team Mental ModeTeam members' shared understanding and knowledge about their work environment.
- 50Organizational Structure“The formal system of task and authority relationships that controls how people are to cooperate, use resources to achieve the organization’s goals.”
- 51Organizational Design“The process by which managers select and manage various dimensions and components of organizational structure and culture so that an organization can control the activities necessary to achieve its goals.”
- 52Organizational Designs (3 Traditional) (4 Contemporary)Traditional:
1. Functional organization
2. Divisional organization
3. Matrix organization
Contemporary:
1. Horizontal organization
2. Hollow organization
3. Modular organization
4. Virtual organization - 53Traditional Design1) Functional structure
groups people according to the business functions they perform, for example, manufacturing, marketing and finance
2) Divisional structure
groups together activities related to outputs, such as type of product, customer or location
3) Matrix structure
combines functional and divisional chains of command to form a grid with two command structures - 54Principles for designing a Horizontal Organization (5)1. Organize around complete workflow processes
2. Flatten hierarchy and use teams to manage everything
3. Appoint process team leaders to manage internal team processes
4. Let supplier and customer contact drive performance
5. Provide required expertise from outside the team as required - 55Hollow Structure and Molecular StructureHollow structure
organization identifies core competencies and outsources noncore processes to vendors who can do them cheaper or faster (e.g. Apple, Nike, Bharti Airtel)
Modular structure
Outsources parts of a product instead of processes (e.g. Nissan, Toyota, Boeing) - 56Contingency approach to organizational DesignCreating an effective Organization-Environment fit.
- 57Mechanistic OrganizationsRigid, command-and-control bureaucracies.
- 58Organic organizationsFluid and flexible networks of multitalented people.
- 59Centralized decision makingTop managers make all the key decisions
- 60Decentralized decision makingLower-level managers are empowered to make important decisions
- 61Functional Strucutre Pro's & Cons+ Can save money by grouping together people who need similar materials and equipment
+ Enables in-depth knowledge and skill development
- Slow response time to environmental changes
- Leads to poor horizontal coordination among departments - 62Divisional Structure Pro's and Cons+ increase employees’ focus on customers and products, product responsibility and contact points are clear
+ Allows units to adapt to differences in products, regions, clients
- Leads to poor coordination across product lines
- Eliminates efficiency of functional departments - 63Matrix Structure Pros and Cons+ Flexible sharing of human resources across products
+ Provides opportunity for both functional and product skill development
- Is time consuming; involves frequent meetings and conflict resolution sessions
- Causes participants to experience dual
authority, which can be frustrating and confusing - 64Self-ConceptPerson's Self-perception as a physical, social, spiritual being.
- 65CognitionsA person's knowledge, opinions or beliefs.
- 66Self-esteemBelief about one’s own self worth based on an overall self-evaluation.
- 67Self-efficiacyBelief in one's ability to do a task
- 68Branden's Six Pillars of Self-Esteem1.Live Consciously
2. Be self-accepting
3. Take personal responsibility
4. Be self-assertive
5. Live puposefully
6. Have personal integrity - 69Self-MonitoringThe extent to which a person observes his or her own self-expressive behavior and adapts it to the demands of the situation.
Very high self-monitoring can create chameleons (insincere)
Very low self-monitoring can create one-way communicators (insensitive to others) - 70Organizational IdentificationOccurs when one comes to integrate beliefs about one’s organization into one’s identity.
Identifying to closely with one’s organization has risks such as blind obedience and groupthink - 71PersonalityStable physical and mental characteristics responsible for a person's identity.
- 72The Big Five Personality Dimensions:1. Extraversion: outgoing, talkative, sociable, assertive
2. Agreeableness: trusting, good-natured, cooperative, softhearted
3. Conscientiousness: dependable, responsible, persistent
4. Emotional stability: relaxed, secure, unworried
5. Openness to experience: intellectual, imaginative, curious, broad-minded - 73Proactive personalityAction-oriented person who shows initiative and persevers to change things.
- 74Ability & SkillAbility: Stable characteristic responsible for a person's maximum physical or mental performance.
Skill: Specific capacity to manipulate objects. - 75Emotional IntellegenceAbility to manage oneself and interact with others in mature and constructive ways.
- 76Psychological capital1. Positive psychological state of development
2. Striving for success by developing one’s self-efficacy (confidence), optimism (positive attributions), hope (goalsetting), and resiliency (bouncing back from pressure and career setbacks). - 77HumilityConsidering the contributions of others and good fortune when gauging one's success.
- 78Definition of Values and Motives in Schwartz's Theory (10)1. Power
2. Achievement
3. Hedonism
4. Stimulation
5. Self-direction
6. Universalism
7. Benevolence
8. Tradition
9. Conformity
10. Security - 79Value Conflicts (3)Intrapersonal
Interpersonal
Individual-Organization - 80Practical Research Insights about Work–Family ConflictWork–family balance begins at home.
An employer’s family-supportive philosophy is more important than specific programs.
Informal flexibility in work hours and in allowing people to work at home is essential.
The importance of work–family balance varies across generations.
Take a proactive approach to managing work–family conflict. - 81AttitudeLearned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object
- 82The Nature of Attitudes (3)1. Affective Component (the feelings or emotions one has about an object or situation)
2. Cognitive Component (the beliefs or ideas one has about an object or situation)
3. Behavioral Component (how one intends to act or behave toward someone or something) - 83Cognitive DissonancePsychological discomfort experienced when attitudes and behaviour are inconsistent.
- 84How to reduce Cognitive Dissonance?1. Change your attitude or behaviour, or both
2. Belittle the importance of the inconsistent behaviour
3. Find consonant elements that outweigh the dissonant ones - 85Organizational CommitmentExtent to which an individual identifies with an organization and its goals.
- 86Employee engagementExtent to which employees give it their all at work.
- 87Job Satisfaction (5 causes)1. Need fulfillment --> extent to which the characteristics of a job allow an individual to fulfill his or her needs.
2. Discrepancies --> satisfaction is a result of met expectations
3. Value attainment --> Extent to which a job allows fulfillment of one's work values
4. Equity: Satisfaction --> A function of how 'fairly' an individual is treated at work.
5. Dispositional/Genetic Components --> satisfaction is partly a function of both personal traits and genetic factors - 88Organizational Citizenship BehavioursEmployee behaviours that exceed work-role requirements.
- 89Withdrawal cognitionsOverall thoughts and feelings about quitting a job.
- 90Counterproductive work behaviours (CWBs)Types of behaviour that harm employees and the organization as a whole.
- 91CultureBeliefs and values about how a community of people should and do act.
- 92EthnocentrismBelief that one's native country, culture, language, and behaviour are superior.
- 93Cultural IntelligenceThe ability to interpret ambiguous cross-cultural situations accurately.
- 94High-context culturesPrimary meaning derived from nonverbal situational cues.
- 95Low context culturesPrimary menaing derived from written and spoken words
- 96Individualistic CulturePrimary emphasis on personal freedom and choice
- 97Collectivist CulturePersonal goals less important than community goals and interest
- 98Monochronic timeBelief that time is limited, precisely segmented and schedule driven
- 99Polychronic timeBelief that time is flexible, multidimensional, and based on relationships and situations.
- 100ProxemicsHall's term for the study of cultural expectations about interpersonal space
- 101Cross-Cultural ManagementUnderstanding and Teaching behavioural patterns in different cultures
- 102ExpatriateAnyone living or working in a foreign country
- 103Cross-Cultural TrainingStructured experiences to help people adjust to a new culture/country.
- 104PerceptionProcess of interpreting one's environment
- 105AttentionBeing consciously aware of something or someone
- 106Cognitive categoriesMental depositories for storing information
- 107SchemaMental Picture of an event or object
- 108ScriptMental picture of an event
- 109Implicit CognitionAny thought or belief that is autmatically activated without conscious awareness.
- 110StereotypesBeliefs about the characteristics of a group
- 111Micro AggressionsBiased thoughts, attitudes, and feelings that exist at an unconscious level.
- 112Galathea EffectAn individual's high self-expectations lead to high performance
- 113MotivationPsychological processes that arouse and direct goal-directed behaviour.
- 114Content Theory of Motivation (what)focus on identifying factors such as instincts, needs, satisfaction, and job characteristics that energize employee motivation.
- 115Process Theories of Motivation (How)Identify the process by which internal factors and cognitions influence motivation.
- 116Maslow's Need HierarchyFive Basic needs - psysiological, safety, love, esteem and self-ectualization - influence behaviour.
- 117Aldefer's ERG Theory- (E) Existence Needs: the need for psysiological and material well-being.
- (R) Relatedness Needs: the desire to have meaningful relationships with others.
- (G) Growth Needs: the desire to grow as a human being and to use one's abilities to their fullest potential. - 118Hezberg's Motivator-Hygiene Model1. Hygiene factors: job characteristics associated with job dissatisfaction
E.g. policies, supervision, salary
2. Motivators: job characteristics associated with job satisfaction.
E.g. achievement, responsibility, recognition - 119Adam's Equity Theory of MotivationEquity theory
model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships (inputs versus outcomes) - 120Negative InequityComparison in which another person receives greater outcomes for similar inputs
- 121Positive inequityComparison in which another person receives lesser outcomes for similar inputs.
- 122Vroom's Expectancy Theory of MotivationExpectancy theory
Holds that people are motivated to behave in ways that produce desired combinations of expected outcomes - 123Job Design - Top Down ApproachesScientific Management (using research and experimentation to find the most efficient way to perform a job)
Job Enlargement - Putting more variety into a job
Job Rotation - Moving employees from one specialized job to another
Job enrichment - Building achievement, recogniton ...
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- FlashCards sobre Organizational Theory and Behaviour, criado por manonnvandijk em 20-05-2015.
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- manonnvandijk
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