Term
What is Organizational Behavior?
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Definition
It is the study of: human behavior in organizational settings – individual processes
the interface between human behavior and the organization –
interpersonal processes
the organization itself – organizational processes
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What is the importance of Organizational Behavior? |
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Definition
The study of organizational behavior offers perspectives on the human side of management
-People as organizations
-People as resources
-People as people
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What are the 4 basic Managerial Functions? |
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Definition
| Planning, Organizing, Leading, Controlling |
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Term
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Definition
Process through which members of a minority group are forced to learn the ways of the majority group
-Perpetuates false stereotypes and prejudices
-Dominant groups make decisions based on their own values/believes
-Minority groups have little say in decision-making
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Definition
Methods used to create products both tangible and intangible
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Manufacturing Organization
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Transforms resources into tangible outcomes that are then sold
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Transforms resources into an intangible output creating time/place utility for customers
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- The extent to which the contributions made by the individual match the inducements offered by the organization.
- Not static
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- Personal attributes that vary from one person to another.
- Individual differences include personality, attitudes, perception, and creativity.
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The relatively stable set of psychological attributes that distinguish one person from another
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The Myers-Briggs Framework
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Definition
- Four dimensions: sensing, intuiting, judging, and perceiving.
- Classify people into one of sixteen different personality categories.
- Useful in relation to communication styles and interaction preferences.
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Term
The “Big Five” Personality Traits
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Definition
Agreeableness
Conscientiousness Negative Emotionality Extraversion
Openness
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Definition
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The number of goals on which a person focuses
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Characterized by moodiness and insecurity |
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| The quality of being comfortable with relationships |
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| The capacity to entertain new ideas and to change |
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| The belief in one's capabilities to perform a task |
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| The extent to which a person believes that he or she is a worthwhile and deserving individual |
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| The extent to which a person believes that power and status difference are appropriate within hierarchies |
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| Behaving in ways to gain power and control over the behaviors of others |
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| The degree to which a person is willing to take chances and make risky decisions |
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| Screening out information that causes discomfort or that contradicts our beliefs |
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| Categorizing or labeling on the basis of a single attribute or characteristic |
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Motivation and Its Importance |
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Definition
Motivation is the set of forces that lead people to behave in particular ways.
Motivation is important in organizations because, in conjunction with ability and environment, it determines performance
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Definition
P = Performance M = Motivation (must want to do the job) A = Ability (must be able to do the job) E = Environment (must have resources to do the job)
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| Based on the relatively simple premise that people in organizations wnat to be treated fairly |
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| The belief that we are being treated fairly in relation to others |
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| The belief that we are being treated unfairly in relation to others |
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The Basic Expectancy Model |
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Definition
| People are motivated by how much they want something and the likelihood they perceive of getting it |
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Occurs when employees have a voice in decisions about their own work |
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Is the process of enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility |
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Compressed work week: Employees work a full forty hour week in fewer than the traditional five days |
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Flex Time: Employees gain more personal control over the hours they work each day
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Is a useful method of enhancing employee performance. From a motivational perspective, a goal is a desirable objective.
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Term
Goals are useful for two purposes:
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Definition
Goals provide a useful framework for managing motivation. Managers and employees can set goals for themselves and then work toward them.
Goals are an effective control device; control is monitoring by management of how well the organization is performing.
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Term
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Definition
Attract, retain, and motivate qualified employees.
Provide equitable, fair, and competitive compensation for an employee’s contribution to the organization.
Encourage desired performance behaviors by employees.
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The surface value of a reward is its objective meaning or worth to an employee.
The symbolic value of a reward is its subjective and personal meaning or worth to an employee.
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The total array of money (wages, salary, commission), incentives, benefits, perquisites, and awards provided by the organization
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Types of Rewards in Compensation Packages |
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| Base Pay, Benefits, and Incentive Pay Systems |
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Definition
Piecework programs: # of units produced
Gain-sharing programs: cost reduction ideas
Bonus systems: lump sum
Long-term compensation: stock performance, earnings per share
Merit pay: performance
Profit-sharing: predetermined portion of company profits
Employee stock option plans: reduced rate
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Term
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Definition
- Payment for time not worked both on (lunch, breaks) and off (vacation, holidays) the job
- Social Security contributions
- Unemployment compensation
- Disability and workers’ compensation
- Life and health insurance programs
- Pension (the fund) or retirement plans
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| Two or more PT employees share one FT job |
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Employees spend part of their time working off-site Benefits to organizations
-Reduced absenteeism/turnover
-Reduction in indirect expenses
Downside considerations
-Employees miss the workplace social interaction
-Employees lack self-control/discipline
-Difficulties arise when coordinating in-face meetings
-Workplace safety requirements
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Uncertainty Avoidance (preference for stability) |
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People feel threatened by unknown situations and prefer to be in clear and unambiguous situations |
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Masculinity (assertiveness or materialism) |
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Emphasis on aggressiveness and the acquisition of money and other possessions as opposed to concern for people and overall quality of life
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Managerial Skill: Technical |
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Skills necessary to accomplish specific tasks within the organization
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Managerial Skills: Interpersonal |
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Skills used to communicate with, understand, and motivate individuals and groups |
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Managerial Skills: Conceptual |
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Skills used in abstract thinking |
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Managerial Skills: Diagnostic |
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Skills to understand cause-effect relationships and to recognize optimal solutions to problems
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Term
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Definition
Typically Employee's supervisor Incomplete or inaccurate information about an employee's performance Appraiser's lack of first hand knowledge about the employee Multiple rater systems 360 degree feedback
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