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Organizational Behaviour Exam Study Guide
- Relational Mechanisms, Organizational Mechanisms, Individual Character- istics, Individual Outcomes: What is OB 2.Max Webber: bureaucracy over work process: Classical Approach
- Frederick Taylor: increased productivity by maximizing work process effi- ciency: Scientific Approach 4.Ultimate criterion for OB, depends on job description: Job Performance 5. 1. Focus on results
- Focus on behaviours: Schools of Thought
- Based on results
- easy to access
- Objective and comparable
- Doesn't capture ethics
- Not always controllable
- No info on how to improve: Results Based Job Performance
- How the job is done
- Volitional behaviours that contribute to the organization: Behaviour Based Job Performance
- Task Performance
- Citizenship Behaviours
- Counterproductive Behaviours: Total Performance
- Routine
- Adaptive
- Creative: Task Performance
- Voluntary
behaviours 1.Interpersonal
- Organizational: Citizenship Behaviours 11.Only doing the assigned task, does not contribute to citizenship behav- iours: Quiet Quitting 12. 1. Interpersonal
- Organizational: Counterproductive Behaviours
- Management by Objectives (MBO)
- Behaviourally Anchored Rating Scales (BARS)
- 360 Degree Feedback
- Forced Ranking: Measurement Tools 14. MBO uses agreed upon goals, and the manager works closely with the worker to ensure completion. Recognizes changes in environment and is more considerate. Results-Based Performance focuses only on the end result.: MBO vs Results Based Performance 15.Desire to remain part of the company, has inverse relationship with with- drawal behaviours: Organizational Commitment 16. 1. Affective Commitment (want)
- Continuance Commitment (need)
- Normative Commitment (ought): Forms of Commitment 17.Most desired.You WANT to stay. Associated with Erosion Model and Social Influence Theory.: Affective Commitment 18.Few bonds with other people will lead to you leaving.: Erosion Model 19.If your close friends leave you are more likely to leave as well.:
31.Structures and propensities that explain patterns of behaviour: Personality 32.Recurring trends in response to environment: Traits 33.Shared beliefs and conducts: Cultural Values 34.Relatively stable capabilities to perform. Not like skills. What people CAN do.: Ability
35. 1. Conscientiousness
- Agreeableness
- Neuroticism
- Openness to Experience
- Extraversion: Factors of Personality 36.Accomplishment striving, dependent, organized. Best determinant for job performance.: Conscientiousness 37.Communion striving. Kind, courteous.: Agreeableness 38.Negative affectivity. External locus of control, meaning things happen to them, they do make things happen: Neuroticism 39.Not related to job performance all the time. Better for creative jobs.: Open- ness to Experience 40.Status striving. Easy to judge. They have a positive affectivity.: Extraversion 41.Hofstede's dimensions. GLOBE. Help cultural management.: Factors of Cul- tural Values 42. capacity to use knowledge and reflect.
- Verbal
- Quantitative
- Reasoning
- Spacial
- Perceptual: Cognitive Ability
- How well you understand and use emotions.
- Self-awareness
- Other-awareness
Secondary Appraisal 51.Employee will do a physical activity to remove the stressor; problem focused of emotion focused: Behavioural Coping Mechanisms 52.Employee will use thoughts to fix a stressor: Cognitive Coping Mechanisms 53.Working harder, asking for help, getting additional resources: Behaviour and Problem Focused Coping 54.Engaging in alternative activities, getting support, venting anger: Behav- iour and Emotion Focused Coping 55.Strategizing, changing priorities: Cognitive and Problem Focused Coping 56.Avoiding, reappraising, looking for positive in the negative: Cognitive and Emotion Focused Coping 57.Physiological (immune system, cardio system...), Psychological (burnout...), Behavioural (actions you wouldn't normally do...): Types of Strain 58.Time urgency, hard driving, aggressive, direct level of impact on their stress, linked to coronary disease: Type A Personality Behaviour
59. Help people recover when confronted with stressful demands
- Instrumental support (used to address tress directly
- Emotional support (used to address emotional distress): Social Support 60.Assessment, Reducing, Providing Resources, Reducing Strains: Ap- proaches to Manage Employee's Stress
61.Forces that determine direction, intensity, and persistence of the employ- ees work: Motivation 62.Are you working on what you should be?: Direction 63.How hard are you working?: Intensity 64.Do you give up when it gets hard?: Persistence 65.Derived by external contingency that depends on performance: Extrinsic Motivation 66.Performing the task is its own reward: Intrinsic Motivation
- decreased intrinsic motivation: Warnings for Goals 74.To the behaviours they want to encourage: How should goals link? 75.People make a mental ledger of their outcomes and inputs and compare it to others: Equity Theory 76.Internal sense of tension resulting from being over or undervalued com- pared to others: Equity Distress 77. 1. Change YOUR outcomes
- Change YOUR inputs
- Cognitive distortion (recalculate the inequity): How to fix equity distress 78. INTRINSIC motivation, merely performing the work provides satisfaction- : Psychological Empowerment 79. SCIM Self-determination (sense of choice), Competence (belief in your own capacity to perform), Impact (sense that your actions make a difference), Meaningful- ness (value of the work linked to your own ideals): 4 Concepts of Psychological Empowerment 80.Prominence in the mind of the public: Reputation 81.Trust (willingness to be vulnerable to an authority based on positive ex- pectations), Actually making yourself vulnerable: Factors of Reputation 82. Justice: Perceived FAIRNESS of authorities decision making Ethics: Degree to which behaviours are in accordance with generally ACCEPT- ED norms: Trust Premisis 83. 1. Disposition- based trust (general propensity to trust)
- Cognition-based trust (rooted in the rational assessment of trustworthi- ness)
- Affect-based trust (feelings beyond rational assessment, intuition): Factors of Trust
- Distributive Justice Rules (equity vs equality vs need, perceived fair- ness)
- Procedural Justice Rules (VOICE, CORRECTABILITY, consistency, bias sup- pression)
- Interpersonal Justice Rules (respect, propriety, treatment)
- Informational Justice Rules (justification, truthfulness: 4 Dimensions of Jus- tice 85.How people should act vs how people tend to act: Threads of Ethics 86.Adheres to minimally accepted standards: Merely Ethical 87.Exceeds the minimum: Especially Ethical 88. When former or current employees expose illegal or unethical actions: - Whistleblowing 89. Individual factors and situational factors affect. AJIB Moral Awareness, Moral Judgement, Moral Intent, Ethical Behaviour: Model of Ethical Decisions # 90.Pre-conventional stage, conventional stage, principled stage:
91. Ability to influence the behaviour of others and resist unwanted influence- : Power 92. Organizational
- Legitimate (role)
- Reward (you provide)
- Coercive (punishment) Personal
- Expert (knowledge)
- Referent (they want to be associated with you): 5 Types of Power 93.(expert and referent) Have more positive correlation with job performance and organizational commitment: Personal Powers 94. SCDV
- Substitutability (make sure there's no subs for you)
- Centrality (the leader's role is important to keep
- Discretion (leader has the make their own decisions)
- Visibility (others know about the leader and their benefits): Contingency of Using Influence 95. Use of act or behaviour to change someone else. Psychology, behaviour, and skills-based: Influence 96. 1. Slow/ deliberate (rational)
- Fast/ automatic (peripheral): "Channels" of Influence
- Rational Persuasion (logical arguments)
- Inspirational Appeal ( appeals to values and ideals, creates emotion)
- Consultation (ask target for input)
- Collaboration (make it easier for the target to complete you request): Effec- tive Influence Tactics
- Ingratiation (using favours, compliments, and friendliness)
- Personal Appeals (requestor uses friendship bias)
- Apprising (clearly explains why performing task will benefit target person- ally): Less Effective Influence Tactics
- Pressure (threats)
- Coalition (enlist others to help)
- Exchange (reward or resource in return, is very unpredictable): Least Effec- tive influence Tactics 100. Internalization (agree with you) Compliance (willing to do it) Resistance (refusal): Responses to Influence Tactics
- Decision makers don't have all the information to make the optimal deci- sion: Bounded Reality
- Decision makers filter the information to make it more accesible: Cognitive Strategy
- Finding a solution that is fine, rather than optimal: Satisficing 111. Positive Reinforcement (adding a stimulus when behaviour is observed) Punishment Extinction Negative Reinforcement (taking away a stimulus when behaviour is observed)- : Reinforcement Types
- Continuous (praise), fixed interval (Paycheque), variable interval (super- visor walk-by), fixed ratio (piece-rate pay), variable ratio (commission pay): - Schedules of Reinforcement
- People learn by watching others (you get "cues"): Social Learning Theory
- Employees observe, learn , and repeat the behaviours and consequences of others: Behavioural Modeling
- Attentional Process, Retention Process, Production Process, Reinforce- ment: Modeling Process
- Learning orientation (learning is more important than showing), Perfor- mance Orientation (demonstrate competence so people think highly of you), Performance Avoid (demonstrate so people don't think poorly of you): Goal Orientation
- Somewhat automatic: Programmed Decisions
- Emotionally charged: Intuition
- Solved with the help of intuition: Crisis Situation
- New, complex, and not recognized situation: Non-Programmed Decisions 121. Identify the important criteria in making the decision Generate a lost of all potential solutions Evaluate the solutions Select the best outcome: Rational Decision Model 122. FARCAC Framing (how things are posed) Availability Bias (easier to remember weighs more on us) Representativeness (likelihood f similar events) Commitment Escalation (you've already done this much, may as well keep going) Anchoring (piece of info becomes anchor) Confirmation (look for info that confirms our perceptions): Decision Pitfalls 123. SPSHS Selective Perception (ppl only see environment as it affects them) Projection Bias (project your own thoughts onto others)
- Legit, have power: Assigned Leaders
135. Unofficial one who takes initiative to work with everyone Dominance and Extroversion, Agreeableness, Talks the most, Prestige...: - Emergent leaders 136. 1. Achievement of Goals
- Continued Commitment
- Development of mutual trust: Leader Effectiveness
- Autocratic, Consultative, Facilitative, Delegate: Styles of Decision Making 138. Leader alone makes the decision Denys voice, not very effective: Autocratic Decision Making Style 139. Leader presents problem and asks for opinions before making decision- : Consultative Decision Making Style
- Leader presents problem and looks for consensus, while making their opinion equal to everyone elses: Facilitative Decision Making Style
- Gives employees the responsibility for making the decision: Delegative Decision Making Style
- Decision significance, importance of commitment...: Time-Driven Model of Leadership 143. 1. Initiating Structure (defines and structures the roles of employees)
- Consideration (creates job relationships): Day to Day Leadership Activities
