lOMoARcPSD|18420916 MGMT 340 Study Guide #1 (Chap 1-6) Organizational Behavior (California State University, Fullerton) Scan to open on Studocu Studocu is not sponsored or endorsed by any college or university Downloaded by Nga Tran (rdmgml16@gmail.com) lOMoARcPSD|18420916 Mgmt 340 – 18th Ed Robbins & Judge Study Guide Chapters 1-6 Chapter 1 1. Describe the roles of a manager within an organization - 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? - 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 Downloaded by Nga Tran (rdmgml16@gmail.com) lOMoARcPSD|18420916 - 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 - - 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. - - 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? - 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? - - 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 Downloaded by Nga Tran (rdmgml16@gmail.com) lOMoARcPSD|18420916 - - - 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 - Critical thinking Communication Collaboration Knowledge application Social responsibility 8. What is Workforce diversity? Why is it important? - 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. - - 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. Downloaded by Nga Tran (rdmgml16@gmail.com) lOMoARcPSD|18420916 - 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. - - - - 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? - 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 - 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. - 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? Downloaded by Nga Tran (rdmgml16@gmail.com) lOMoARcPSD|18420916 - 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? - 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? - 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. - 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 - 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? - Yes, managers can give feedback and make employees feel like they are worth something. 20. How is job satisfaction measured? - 2 approaches are used Downloaded by Nga Tran (rdmgml16@gmail.com) lOMoARcPSD|18420916 - - 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? - - - 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 - Attitudes = Evaluative statements about objects people or events 23. Identify the components of an attitude - 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 Downloaded by Nga Tran (rdmgml16@gmail.com) lOMoARcPSD|18420916 24. Define emotions and moods. - - 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? - - - - - - 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 - An employees expression of organizationally desired emotions during interpersonal transactions at work 27. Define affective events theory? Downloaded by Nga Tran (rdmgml16@gmail.com) lOMoARcPSD|18420916 - 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? - - 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? - - 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? - 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? - It can affect the workplace environment and employees relationships with one another Chapter 5 32. Define Personality. - 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 Downloaded by Nga Tran (rdmgml16@gmail.com) lOMoARcPSD|18420916 Judging vs Perceiving 34. Define the characteristics of Extraverted personality contrast with Introvert - - - - 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 - Look at question 34 36. Define the Big Five model - Big Five Model - Proposes that five basic definitions underlie all others and encompass most of the significant variation in human personality 37. Define Machiavellianism - 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. - Self Monitoring = Describes an individual ability to adjust behavior to external situational factors Downloaded by Nga Tran (rdmgml16@gmail.com) lOMoARcPSD|18420916 - - 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. - - 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? - 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 - - - - - 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 Downloaded by Nga Tran (rdmgml16@gmail.com) lOMoARcPSD|18420916 - Short term = people that value the present and accept change more readily Chapter 6 42. What influences our perception? - - - 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 - 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? - 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 - : overconfidence bias, anchoring bias, confirmation bias, availability bias. 46. Define Stereotyping - 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? - 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 Downloaded by Nga Tran (rdmgml16@gmail.com) lOMoARcPSD|18420916 48. Why is perception behaviorally important? - 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 - 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? - 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. Downloaded by Nga Tran (rdmgml16@gmail.com)
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