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MGMT 340 Study Guide #1 (Chap 1-6)
Organizational Behavior (California State University, Fullerton)
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Mgmt 340 – 18th Ed Robbins & Judge Study Guide
Chapters 1-6
Chapter 1
1. Describe the roles of a manager within an organization
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They make decisions, allocate resources and direct the activities of others to attain goals.
Sometimes called administrators and do their work in
4 Different activities
- Planning = defining an organization’s goals, establishing an overall strategy for
achieving those goals and developing a comprehensive set of plans to integrate
and coordinate activities
- Organizing = Determining what tasks are to be done, who is to do them, how the
tasks are meant to be grouped, who reports to whom and where decisions are
made
- Leading = Motivating employees, directing their activities, selecting the most
effective communication channels and resolving conflicts
- Controlling = Monitoring the organization’s performance and compare it with
previously set goals. If any significant deviations, it is managements job to get the
organization back on track.
2. Henry Mintzberg identified managerial roles that fit into the three specific
categories what are each of these roles? What do they mean?
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3 Categories are interpersonal, informational, and Decisional.
- Interpersonal roles
- Figurehead = symbolic head; required to perform a # of routine duties at a
legal or social nature
- Leader = Responsible for the motivation and direction of employees
- Includes hiring, training and discipling employees.
- Liaison = Maintains a network of outside contacts who provide favors and
information
- Informational
- Monitor = receives a wide variety of information; serves as nerve center of
internal and external information of the organization
- Disseminator = transmits information received from outsiders or from
other employees to members of the organization.
- Spokesperson = transmits information to outsiders on organization’s plans,
policies, actions, and results; serves as expert on organization’s industry
- Decisional
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Entrepreneur = Searches organization and its environment for
opportunities and initiates projects to bring about change
Disturbance handler = Responsible for corrective action when
organization faces important, unexpected disturbances
Resource allocator = Responsible for allocating human, physical or
monetary resources
Negotiator = they discuss issues and bargain with other units (internal or
external) to gain advantages for their own unit
3. Define Technical Skills and Conceptual Skills
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Technical Skills
- The ability to apply specialized knowledge or expertise.
- Hands on skills such as surgeons
Conceptual skills
- Having the mental ability to analyze and diagnose complex situations.
4. What are interpersonal skills, conceptual skills & human skills.
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Human skills
- Ability to understand, communicate with, motivate and support other people, both
individually and in groups
Interpersonal Skills
- The behaviors and tactics a person uses to interact with others efficiently
5. What were the findings of Fred Lathan’s study of managers?
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Managers who were successful (speed of promotion within org) made the largest
contribution to networking and least amount to human resource management
Managers who were effective (terms of quantity and quality of their performance and
satisfaction of employees) made the largest contribution to communication and the least
amount to networking
6. Identify the major challenges for managers in a networked organization?
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Economic pressures
- Managers have to ask their employees to work with less material, and have to
keep employee morale up. If they fail to do so, it can lead to the entire
organization collapsing
Continuing Globalization
- Managers have to anticipate and adapt their approaches to global issues
Foreign Assignments
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Managers have to manage a workforce that have different needs than their prior
one
- Have to learn a new work culture in order to maintain positive environment
Working with different people
- People have different forms of being motivated which can be tricky for managers
to understand.
- Managers have to change their communication style based upon work
environment
Overseeing movement of jobs to countries with low cost labor
- Managers have to compete against firms that rely on workers who are cheap to
employ.
- Face the difficult task of balancing the interests of their organizations with their
responsibilities to the communities in which they operate.
7. What skills do managers need in today’s workplace
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Critical thinking
Communication
Collaboration
Knowledge application
Social responsibility
8. What is Workforce diversity? Why is it important?
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It's a trend where organizations are becoming more heterogeneous in terms of employees’
gender age, race ethnicity, sexual orientation and other characteristics.
It's important as it presents great opportunities and poses challenging questions for
managers and employees.
Chapter 2
9. What is the difference between Surface and deep-level diversity.
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Surface Level Diversity
- Differences in easily perceived characteristics such as gender, race, ethnicity, age
or disability that do not reflect the ways people think or feel but that may activate
certain stereotypes
Deep-Level Diversity
- Differences in values, personality, and work preferences that become
progressively more important for determining similarity as people know each
other better.
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Main difference: Surface is outside characteristics while deep level is more internal
characteristics
10. Identify the different forms of discrimination. Define Harassment, Exclusion and
Mockery.
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Discrimination
- Noting of a difference between things
Categories of Discrimination
- Discriminatory policies or practices
- Sexual harassment
- Intimidation
- Mockery and insults
- Exclusion
- Incivility
Harassment
- Unwanted sexual advances and other verbal or physical conduct of a sexual nature
that creates a hostile or offensive work environment
Exclusion
- Exclusion of certain people from job opportunities, social events, discussions, or
informal mentoring; can occur unintentionally
Mockery
- Jokes or negative stereotypes; sometimes the result of jokes taken to far
11. Define gender discrimination? How does it affect younger women?
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Gender Discrimination = Prejudice based upon one’s gender
It affects younger women as it leads to them earning less money than men in the same
position of work. Also leads to differences on performance evaluations.
12. What legislation does the U.S. have against age discrimination
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United States has outlawed mandatory retirement which allowed older people to work.
13. How does the U.S. Equal Employment Opportunity Commission, protect disabled
persons with physical and mental disabilities– identify some disabilities.
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Protection = U.S equal employment opportunity commission requires employees to
make reasonable accommodations for people with psychiatric disabilities
Ex) Missing limbs, seizure disorder, down syndrome, deafness, schizophrenia,
alcoholism, diabetes
14. Is there a link between intelligence and job satisfaction?
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There is a link between intelligence and job satisfaction, with research suggesting that
those who have higher cognitive ability and are high performers may be victimized,
bullied and mistreated by peers due to envy and social comparison.
Chapter 3
15. Define cognitive dissonance – How would you apply it at work?
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Cognitive dissonance = Any incompatibility between 2 or more attitudes or between
behavior and attitudes.
Research found that the attitudes of employees who had emotionally challenging work
events improved after they talked about their experiences with coworkers.
16. What is the link between attitude and behavior?
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Attitude = Evaluative statements (favorable/unfavorable) about objects, people or events
Powerful moderators of the attitude-behavior relationship
- Importance of attitude
- Correspondence to behavior
- Accessibility
- Presence of social pressures
- If the person has direct experience with the attitude
17. Identify Feininger’s research on behavior and attitude.
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The most powerful moderators of the attitude - behavior relationship are the importance
of the attitude, its correspondence to behavior, its accessibility, the presence of social
pressures, and whether a person has direct experiences with the attitude.
18. Define job involvement
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The degree to which people identify psychologically with their jobs and consider their
perceived performance levels important to their self-worth
19. Can a supportive environment be created by managers? How?
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Yes, managers can give feedback and make employees feel like they are worth
something.
20. How is job satisfaction measured?
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2 approaches are used
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1st method is a single global rating that asks how satisfied are you with your job
with the respondents circling a number between 1 and 5 on a scale from highly
satisfied to highly dissatisfied
2nd method is the summation of job facets.
- Identifies the key elements in a job such as the type of work, skills needed,
supervision, present pay etc.
21. What are the effects of job dissatisfaction?
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Exit
- Employee leaves the organization and looks for a new position/resigning.
Voice
- Includes actively and constructively attempting to improve conditions, including
suggesting improvements, discussing problems with superiors, and undertaking
union activity
Loyalty
- Means passively waiting but optimistically waiting for conditions to improve,
which includes speaking up for the organization in the face of external criticism
and trusting the organization
Neglect
- Passively allowing condition to worsen and includes chronic absenteeism or
lateness, reduced effort and an increased error rate.
22. Define Attitudes
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Attitudes = Evaluative statements about objects people or events
23. Identify the components of an attitude
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3 components
- Cognition
- A description of or belief in the way things are
- Ex) My pay is low
- Affective
- The emotional or feeling segment of an attitude reflected in the statement
- Behavioral
- Describes an intention to behave a certain way towards someone or
something
- ex) I’m going to look for a job that pays better
Chapter 4
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24. Define emotions and moods.
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Emotions
- Intense, discrete and short-lived feeling experiences that are often caused by a
specific event
Moods
- Longer-lived and less intense feelings than emotions and often arise without a
specific event acting as a stimulus
25. What are some sources of moods and emotions?
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Personality
- People have built-in tendencies to experience certain moods and emotions more
frequently than others do.
Time of day
- Moods vary by time of day; level of positive affect peaks around 10 am with it
dropping overtime
Day of the Week
- U.S. adults experience their highest positive affect on Friday, Saturday, and
Sunday with the lowest being on monday
Weather
- Illusory correlation = when we think that two events are connected to one another
but in reality they aren’t
Stress
- Negatively affects mood
Social activities
- Increases positive mood and have little effect on a negative mood
Sleep
- More sleep = better mood
- Less sleep = worse mood
Exercise
- Enhances people’s positive moods
Age
- Older people focus more on positive stimuli
Sex
26. What is emotional labor
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An employees expression of organizationally desired emotions during interpersonal
transactions at work
27. Define affective events theory?
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A theory that proposes that employees react emotionally to things that happen to them at
work, and these reactions influence their job performance and satisfaction.
- ex) if company is downsizing, you may experience negative emotions
28. What are the reasons for Deviant work place behavior?
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Envy
- When you resent someone for having something you don’t have but strongly
desire - such as better work assignment, larger office or higher salary.
Anger
- Looking for other people to blame for their bad mood
29. What is the difference between displayed and felt emotions?
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Displayed
- Emotions that the organization requires the workers to show on their job
- ex) fast food workers
Felt
- The emotions that we truly feel
30. What are some of the effects of positive moods?
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More flexible and open in their thinking
Customers shop longer if employee is in a positive mood
31. Why is it important for managers to understand and deal with emotions in the
workplace?
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It can affect the workplace environment and employees relationships with one another
Chapter 5
32. Define Personality.
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Personality = The sum of ways in which an individual reacts to and interacts with others.
33. Identify the personality types in the MBTI – define each
Extraverted vs Introveted
Sensing vs Intuitive
Thinking vs Feeling
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Judging vs Perceiving
34. Define the characteristics of Extraverted personality contrast with Introvert
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Extraverted vs Introverted
- Extraverted people are outgoing, sociable and assertive
- Introverts are quiet and shy
Sensing vs Intuitive
- Sensing types are practical and prefer routine and order and they focus on details
- Intuitives rely on unconscious processes and look at the big picture
Thinking vs Feeling
- Thinking types use reason and logic to handle problems
- Feeling types rely on their personal values and emotions
Judging vs Perceiving
- Judging types want control and prefer order and structure
- Perceiving types want flexibility and spontaneous
35. What are MBTI designation for Thinking/Feeling, Sensing and Intuitive
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Look at question 34
36. Define the Big Five model
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Big Five Model
- Proposes that five basic definitions underlie all others and encompass most of the
significant variation in human personality
37. Define Machiavellianism
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Machiavellianism: The degree to which an individual is pragmatic, maintains emotional
distance, and believes that ends can justify means
38. Identify the difference between low self-monitoring and High self monitoring
individuals.
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Self Monitoring = Describes an individual ability to adjust behavior to external
situational factors
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Low self monitor = Displaying their true dispositions and attitudes in every
situation, hence there is high behavioral consistency between who they are and
what they do
High self monitor = Show considerable adaptability in adjusting their behavior to
external situational factors. Highly sensitive to external cues and can behave
differently in varying situations
39. Define Hofstede's Framework for individualistic vs. collective culture.
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Individualistic
- The degree to which people prefer to act as individuals rather than as members of
groups and believe in an individuals rights above all else
Collectivism
- Emphasizes a tight social framework in which people expect others in groups of
which they are a part to look after them and protect them
40. What are the characteristics of High Mach personality type?
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Manipulate more, win more, and are persuaded less by others but persuade others more
than low Machs
Act aggressively and engage in CWB’s
41. Identify the components of Hofstede's framework for assessing culture
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Power Distance
- Describes the degree to which people in a country accept that power in
organizations is distributed unequally
Individualism vs Collectivism
- Individualism is the degree to act as individuals rather than members of a group
- Collectivism emphasizes a tight social framework in which people expect others
in groups of which they are a part to look after them and protect them
Masculinity vs Femininity
- High masculinity rating means that the culture has separate roles for men and
women
- High femininity rating means that culture sees little differentiation between male
and female roles and treats women as equals of men in all aspects
Uncertainty Avoidance
- Cultures that score high include people that have increased anxiety about
uncertainty and ambiguity and use laws and controls to reduce uncertainty
Long term vs short term orientation
- Long term = people that tend to look forward to the future and value thrift,
persistence and tradition
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Short term = people that value the present and accept change more readily
Chapter 6
42. What influences our perception?
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Perceiver
- Personal characteristics influence our interpretation
- We want to hear/see what we want to conform to our thinking
Target
- Relationship of a target to it's background influences perception as dour our
tendency to group close things and similar things together
Context
- The time at which we see an object or event can influence our attention as can
location, light heat or situational factors.
43. Define the Attribution theory
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A theory that tries to explain the ways we judge people differently depending on the
meaning we attribute to a behavior
- ex) The way people smile, is it cooperative, exploitative or competitive?
44. Identify some internally caused behaviors?
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Internally caused behaviors are those an observer believes to be under the personal
behavioral control of another individual
- ex) if an employee is late for work and we attribute it to overnight parking and
subsequent oversleeping
45. According to the test our perception is biased – identify the different errors we
make in judgment
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: overconfidence bias, anchoring bias, confirmation bias, availability bias.
46. Define Stereotyping
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When we judge someone based on our perception of the group to which he or she belongs
47. Define Self Serving Bias – How is it different from anchoring bias?
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The tendency for individuals to attribute their own successes to internal factors and put
the blame for failures on external factors
It's different from as anchoring bias mainly focuses on the initial information and fails to
adjust adequately for subsequent information
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48. Why is perception behaviorally important?
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It's behaviorally important since our perception becomes the reality from which we act.
People’s behavior is based on their perception of what reality is, not on reality itself.
49. Define Confirmation Bias
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Represents a case of selective perception. We seek out information that reaffirms our past
choices and current views and we discount information that contradicts or challenges
them
50. What are the differences between men and women in decision making?
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In stressful situations, it appears that men become more egocentric and make more risky
decisions while women become more empathetic and their decision making improves.
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