What company is mentioned in chapter 1?Quicken Loans

What is chapter 1 about?Introduction to the field of organizational behavior

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Organizational Behaviorthe study of what people think, feel, and do in and around organizations.

OrganizationsGroups of people who work interdependently toward some purpose.

How long have organizations existed?Since the first time people worked together

Max Weberwrote about rational organizations, work ethic, charismatic leadership

Frederick Taylorproposed systematic ways to organize work processes and motivate employees through

goal setting and rewards

Elton Mayoestablished HR school of management, emphasized the study of employee attitudes.

Higher OB practicesare good predictors of an organization's success

organizational effectivenessthe organization's fit with the external environment, internal subsystems configuration

for high performance, emphasis on organizational learning, and an ability to satisfy the

needs of key stakeholders

open systemsa perspective that holds that organizations depend on the external environment for

things

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organizational (structural) capitalknowledge embedded in an organization's systems and structures

organizational efficiencythe amount of outputs relative to inputs in the organization's transformation process

intellectual capitala company's stock of knowledge, including human, strucutral, and relationship capital

human capitalthe stock of KSA among employees that provide economic value to the organization

relationship capitalthe value derived from an organization's realtionship with inputs

high performance work practicesa perspective that hold that effective organization incoprorate several workplace

practices that leverage the potential of human capital

stakeholdersanyone that is affected or affects an organization's objectives or actions

valuesstable evaluative beliefs that guide a persons preferences for outcomes or courses of

action in a variety of situations

ethicsthe study of moral principles that determine whether actions are right or wrong and

outcomes are good or bad

corporate social responsibilityactivities intended to benefit society/environment beyond firm's immediate obligations

surface level diversitythe observable demographic or physiological differences in people

deep level diversitydifferences in phsycological characterstics of employees

evidence based mgmt

pracice of making decision and taking actions based on evidence

What company is discussed in chapter 2?iceland foods group

What is chapter 2 about?Individual behavior, personality, and values

skill will modelperformance=ability x motivation

MARSmotivation, ability, role perceptions, situation

what is MARSmodel for individual behavior

motivationforces within a person that affect his or her direction, intensity, and persistence of

voluntary behavior

directionpath along which they steer their efforts

intensityamount of effort allocated to effort

abilitynatural aptitudes and learned capabilities required to complete task

aptitudenatural talents, help learn more quickly/perform better

learned capabilityskills, knowledge you currently possess

competencychracteristics of a person that result in better performance, includes capabilities and

aptitudes

role perceptionsdegree to which a person understand job duties assigned to them

task performancegoal-directe behaviors under a person's control

organizational citizenship behaviorcooperations nd helpfulness to others that support the organization's social and

psychological context

counterproductive work behaviorsvoluntary behaviors, have ability to directly or indirectly harm organization

presenteeismcoming to work even when your work ability is severely diminished

personalityrelatively enduring patterns of thought, emoption, and behavior that caracterize a

person

natureour genetic/hereditary origins

nurturethe things we've ben taught

five factor modelfive broad dimensions representing most personality traits

What are the five factors?conscientousness, agreeableness, neuroticism, openness to experience, extraversion

conscientousness(high) describes people who are organized, dependable, goal-focused, thorough,

disciplined

agreeableness(high) describes people who are trusting, helpful, good-natured, tolerant, flexible

neuroticism

(high) anxious, insecure, depreseed, tempermental

openness to experience(high) imaginative, unconventional, autonomous, aesthetics. ***NOT AGREED***

extraversion(high) outgoing, talkative, energetic

Myers-Briggs Type Indicator(MBTI) most popular personality test

first rung of MBTIextraverion (E) or introversion (I)

second rung of MBTIsensing (S) or intuitive (N)

third rung of MBTIthinking (T) or feeling (F)

fourth rung of MBTIjudging (J) or perceiving (P)

sensingperson is concrete, practical

intuitiveperson is abstract, creative

thinkingperson is logical, objective

feelingperson is empathetic, caring

judgingperson is organized, closure and schedule focused

perceivingperson is spontaneous, opportunity-focused

value systemvalues in a hierarchy of preferences

OB emerged?Around the 1940's

Why study OBUnderstand behavior, Influence behavior, Predict behavior

5 trends in the workplaceGlobalization, Workforce diversity, Evolving employment relationships, Virtual work,

Workplace values and ethnics

GlobalizationEconomic, social, and cultural connectivity (and interdependence)with people in other

parts of the world.

Dimensions of workforce diversityPrimary- race, mental/physical qualities, age, gender, sexual orientation, ethnicity

Secondary- first language, life expectancies, geographic location, behavioral style,

education, income, work experience, work style, marital status, occupation, religion.

Work life balanceMinimising conflict between work and non-work demands

EmployabilityAn employment relationship in which people perform a variety of work activities rather

than hold specific jobs, and are expected to continuously learn skills that will keep them

employed.

Contingent workAny job in which the individual does not have an explicit or implicit contract for long term

employment, or one in which the minimum hours of work can vary in a nonsystematic

way

Virtual teamsTeams whose members operate across space, time, and organizational boundaries,

and who are linked through information technologies to achieve organizational goals

Five philosophical anchors of organizational behavior (COMMS)Contingency

Open systems

Multidisciplinary

Multiple levels of analysis

Systematic research

Grounded theoryA process of developing theory through the constant interplay between data gathering

and the development of theoretical concepts

Contingency approachThe idea that a particular action may have different consequences in different situations

Organizational learningThe capacity for an organization to acquire, share, and use knowledge more effectively

in order to maintain a valuable stock of knowledge (intellectual capital)

Communities of practiceInformal groups bound together by shared expertise and passion for a particular activity

or interest

employee engagementan individual's involvement with, satisfaction with, and enthusiasm for the work he or

she does

maslow's hierarchy of needsa method of classifying human needs and motivations into five categories in ascending

order of importance: physiological, safety, social, esteem, and self-actualization

need for achievementThe extent to which an individual has a strong desire to perform challenging tasks well

and to meet personal standards for excellence.

need for affiliationThe extent to which an individual is concerned about establishing and maintaining good

interpersonal relations, being liked, and having other people get along.

Need for power

persons desire to control environment, including people and material resources to

benefit themselves or others

four drive theoryMotivation theory drive to acquire, Drive to bond, drive to learn, drive to defend

social cognitive theoryTheory that explains how learning and motivation occur by observing and modelling

others. Anticipating the consequences of our behaviour

goal settingthe process of working toward something you want to accomplish

balanced scorecardmeasurement of organizational performance in four equally important areas: finances,

customers, internal operations, and innovation and learning

strength based coachingA positive organizational behavior approach to coaching and feedback the focuses on

building and leveraging the employee's strengths rather than trying to correct his or her

weakness

multisource 360 degree feedbackCollecting information to appraise an employee's performance from a full circle of

people, including subordinates, peers, supervisors, and customers.

distributive justicethe perceived degree to which outcomes and rewards are fairly distributed or allocated

procedural justiceThe perceived fairness of the process used to determine the distribution of rewards

equity theorya theory that states that people will be motivated when they perceive that they are being

treated fairly

NeedsDeficiencies that energize or trigger behaviors to satisfy those needs

Drives

Instinctive or innate tendencies to seek certain goals or maintain internal stability

Self actualizationThe need for self fulfillment - a sense that a person's potential has been realized

Positive organizational behaviorBuilding positive qualities and traits within individuals or institutions as opposed to

focusing on just trying to fix what might be wrong with them

ERG theoryAnd needs hierarchy theory consisting of three instinctive needs - existence,

relatedness, and growth

Expectancy theoryThe motivation theory based on the idea that work effort is directed toward behaviors

that people believe will lead to desired outcomes

E-to-P expectancyThe individual's perception that his or her effort will result in a particular level of

performance

P-to-O expectancyThe perceived probability that a specific behavior or performance level will lead to

specific outcomes

Outcome varianceThe anticipated satisfaction or dissatisfaction that an individual feels toward an outcome

Characteristics of effective goalsSpecific, Relevant, Challenging, Goal commitment, Goal participation, Goal feedback

FeedbackAny information that people receive about the consequences of their behavior

Characteristics of effective feedbackSpecific, Relevant, Sufficiently frequent, Credible, Timely

Organizational justice

Distributive justice - the perceived fairness in outcomes we receive relative to our

contributions and outcomes and contributions of others, Procedural justice - the fairness

of the procedure used to decide the distribution of resources

Equity sensitivityA person's outcome/input preferences and reactions to various outcome/input ratios

competenciesSkills, knowledge, aptitudes, and other personal characteristics that lead to superior

performance

resilienceThe ability to adapt successfully in spite of difficult circumstances and threats to

development

Dark triada special cluster of traits underlying socially offensive personalities: machiavellianism,

psychopathy and narcissism.

collectivisma cultural orientation in which cooperation and group harmony take priority over purely

personal goals

uncertainty avoidenceExtent to which the culture feels threatened by amiquous uncertain situations and tries

to avoid them by establishing more structure.

achievement nurturing orientationa cross-cultural value describing the degree to which people in a culture emphasize

competitive versus cooperative relations with other people

organizationgroups of people who work interdependently towards same purpose

absorptive capacitythe ability of an enterprise to identify, value, assimilate, and use new knowledge

organizational memoryThe storage and preservation of intellectual capital

virtual workwork performed away from the traditional physical workplace using information

technology

evidence based managementthe practice of making decisions and taking actions based on research evidence

EmotionsPsychological, behavioral, and physiological episodes experienced toward an object,

person, or event that create a state of readiness

Emotional laborThe effort, planning, and control needed to express organizationally desired emotions

during interpersonal transactions

Emotional dissonanceA conflict between a person's required and true emotions

Surface actingModifying our behavior to be consistent with required emotions but continuing to hold

different internal feelings

Deep actingChanging true emotions to match the required emotions

Dimensions of emotional intelligenceSelf awareness - a deep understanding of one's own emotions as well as strengths,

weaknesses, values, and motives, Self-management - how well we control or redirect

our internal states, impulses, and resources, Social awareness - mainly about empathy,

Relationship management - managing other people's emotions

Job satisfactionA person's evaluation of his or her job and work context

Exit - voice - loyalty - neglect (EVLN) modelThe four ways, as indicated in the name, employees respond to job dissatisfaction

Organizational commitment

The employees emotional attachment to identification with, and involvement in a

particular organization

Building organizational commitmentJustice and support, Shared values, Trust, Organizational comprehension, Employee

involvement

Psychological contractthe individual's beliefs about the terms and conditions of a reciprocal exchange

agreement between that person and another party

PerceptionThe process of receiving information about and making sense of the world around us

Selective attentionThe process of filtering information received by our senses

Categorical thinkingThe mostly unconscious process of organizing people and objects into frequency

categories that are stored in our long-term memory

Mental modelsThe broad worldviews or "theories in-use" that people rely on to guide their perceptions

and behaviors

Social identity theoryA conceptual framework based on the idea that how we perceive the world depends on

how we define ourselves in terms of our membership in various social groups

Social identity theory featurescategorization process, Homogenization process, Differentiation process

StereotypingThe process of assigning traits to people based on their membership in a social

category

Reasons for stereotypingCategorical thinking, Need to understand and anticipate others behavior, Enhance our

self-perception and social identity

Contact hypothesisA theory stating that the more we interact with someone, the less we rely on stereotypes

to understand that person

Attribution theoryThe perceptual process of deciding whether an observed behavior or event is caused

largely by internal or by external factor

fundamental attribution errorsThe tendency to attribute the behavior of other people more to internal than external

factors

Self serving biasa perceptual error whereby people tend to attribute there favorable outcomes to internal

factors and their failures to external factors

Self fulfilling prophecyOccurs when our expectations about another person cause that person to act in a way

that is consistent with those expectations

Primacy effectA perceptual error in which we quickly form an opinion of people based on the first

information we receive about them. First impressions

Recency effectA perceptual error in which the most recent information dominates one's perception of

others

Halo effectA perceptual error whereby general impression of a person, usually based on one

prominent characteristic, colors the perception of other characteristics of that person

Projection biasA perceptual error in which an individual believes that other people have the same

beliefs and behaviors that we do

EmpathyA person's understanding and sensitivity to the feelings, thoughts, and situations of

others

Tacit knowledgeKnowledge embedded in our actions and ways of thinking, and transmitted only through

observation and experience

Behavior modificationA theory that explains learning in terms of antecedents and consequences of behavior

ABC's of behavior modificationAntecedents - what happens before behaviour, Behavior - what person says or does,

Consequence - what happens after behavior

Positive reinforcementOccurs when the introduction of a consequence increases or maintains the frequency or

future probability of a behavior

PunishmentOccurs when a consequence decreases the frequency or future probability of a

behavior

Negative reinforcementOccurs when the removal or avoidance of a consequence increases or maintains the

frequency or future probability of a behavior

ExtinctionOccurs when the target behavior decreases because no consequence follows it

Social learning theoryA theory stating that much learning occurs by observing others and then modeling the

behaviors that lead to favorable outcomes and avoid the behaviors that lead to

punishing consequences

Self reinforcementOccurs whenever someone has control over reinforcer but delays it until I self set goal

has been completed

Action learningA variety of experimental learning activities in which employees are involved in a "real,

complex, and stressful problem" usually in teams, with immediate relevance to the

company

Job evaluationa process that determines the worth of each job in a company by evaluating the market

value of the knowledge, skills, and requirements needed to perform it

gain sharing plansgroup incentive program that measures improvements in productivity and effectiveness

and distributes a portion of each gain to employees.

employee share ownership plana reward system that encourages employees to buy shares of the company

share optionsA scheme that allows managers and employees the right, but not the obligation, to

acquire shares in the business at some future date at an agreed price. p. 396.

profit sharing plana program that allows employees to share in the profits of a company based on the

profitability of the company and an allocation formula determining each employee's

share.

job designThe process by which managers decide how to divide tasks into specific jobs

job specialisationResult in division of labor where work is sub divided into separate jobs an assigned to

different people

scientific managementstudying workers to find the most efficient ways of doing things and then teaching

people those techniques

motivator-hygiene theoryHerzberg's theory stating that employees are primarily motivated by growth and esteem

needs, not by lower-level needs.

job characteristics modelan approach to job redesign that seeks to formulate jobs in ways that motivate workers

and lead to positive work outcomes

skill varietyExtent to which a job requires a variety of different activities for successful completion.

task identityThe degree to which a job requires completion of a whole and identifiable piece of work

task significanceThe degree to which a job has a substantial impact on the lives or work of other people

autonomyDegree to which a job gives employees the freedom, independence and discretion to

schedule their work and to determine the procedures used in completing it

job rotationa job enrichment strategy that involves moving employees from one job to another

job enrichmentincreasing the number of tasks in a particular job and giving workers the authority and

control to make meaningful decisions about their work

empowermentthe delegation of power and authority to subordinates

self leadershipa set of processes through which individuals control their own behavior

self talkprocess of talking to oneself as a way of guiding oneself through a task

mental imageryindividuals actively imagine going through the behaviors that lead to success in some

physical activity

decision makingthe process of choosing a solution from available alternatives

rational choice paradigmA deeply held perspective of decision making that that people should - and typically do

-- make decisions based on pure logic and rationality.

subjective expected utilityThe probability (expectation) of satisfaction (utility) resulting from choosing a specific

alternative in a decision.

bounded rationalityDescribes making decisions within the constraints of limited information and

alternatives.

implicit favouriteA preferred alternative that the decision maker uses repeatedly as a comparison with

other choices.

anchoring and adjustment heuristica decision making heuristic in which a presumption or first estimate serves as a

cognitive anchor. as we receive additional information, we make adjustments but tend to

remain in the proximity of the anchor.

availability heuristicestimating the likelihood of events based on their availability in memory; if instances

come readily to mind, we presume such events are common.

representativeness heuristicBasing the estimated probability of an event on how similar it is to the typical prototype

of that event.

satisficingchoosing a "good enough" alternative, rather than the alternative with the highest value

Intuitionthe ability to understand something immediately, without the need for conscious

reasoning

scenario planningthe generation of multiple forecasts of future conditions followed by an analysis of how

to respond effectively to each of those conditions

escalation of commitmentthe tendency to continue to support a failing course of action

prospect theory effectthe tendency to experience stronger negative emotions when losing something of value

than the positive emotions experienced when gaining something of equal value

creativitythe ability to produce novel and valuable ideas

divergent thinkingreframing a problem in a unique way and generating different approaches to the issue

employee involvementThe degree to which employees influence how their work is organized and carried out

AttitudesPatterns of feelings and beliefs about other people, ideas, or objects that are based on

a person's past experiences, shape his or her future behavior, and are evaluative in

nature.

cognitive dissonanceAn unpleasant state that arises when a person recognizes the inconsistency of his or

her actions, attitudes, or beliefs

emotional labourWhen an employee expresses organizationally desired emotions during interpersonal

interactions., the effort, planning, and control needed to express organizationally

desired emotions during interpersonal transactions

emotional intelligenceability to understand our own emotions and those of others, and to apply this

information to our daily lives

service profit chain modelA theory explaining how employee's job satisfaction influences company profitability

indirectly through service quality, customer loyalty, and related factors

continuance commitmentthe perceived economic value of remaining with an organization compared with leaving

it

trustPositive expectations one person has against another person or group in situations

involving risk

stressthe process by which we perceive and respond to certain events, called stressors, that

we appraise as threatening or challenging.

general adaptation syndromeHans Slye's concept of the body's adaptive response to stress in three stages--alarm,

resistance, exhaustion

job burnoutDepletion of physical/mental resources caused by excessive striving to reach an

unrealistic work-related goal.

stressorsSpecific events or chronic pressures that place demands on a person or threaten the

person's well-being.

psychological harassmentrepeated and hostile or unwanted conduct, verbal comments, actions or gestures that

affect an employee's dignity or psychological or physical integrity and that result in a

harmful work environment for the employee

sexual harassmentunwanted sexual attention, often from someone in power, that makes the victim feel

uncomfortable or threatened

workaholica person who is highly involved in work, feels compelled to work and has a low

enjoyment of work

PersistenceContinuing the effort for a certain amount of time.

5 Types of work related behaviorTask performance, Organizational citizenship, Counter-productive behavior,

Joining/staying with the organization, Maintaining work attendance

Schwartz's values circumplexOpenness to change - motivation toward inovative persuits, Conservation - motivation

toward maintaining status quo, Self-enhancement - motivated by self interest, Self-

transcendance - motivated toward toward welfare of others and nature.

Values congruenceA situation where in two or more entities have similar value systems.

IndividualismThe extent to which a person values independence and personal uniqueness

Power distanceThe extent to which people accept unequal distribution of power in a society

Uncertainty avoidanceThe degree to which people tolerate ambiguity or feel threatened by ambiguity and

uncertainty

Three ethical principlesUtilitarianism - greatest good for the greatest number of people, Individual rights -

everyone has entitlements that let them act a certain way, Distributive justice - receive

benefit or burden equal to others who are similar in relevant ways.

Moral intensityThe degree to which an issue demands the application of ethical principles

Ethical sensitivityA personal characteristic that enables people to recognize the presence and determine

the relative importance of an ethical issue

Locus of controlinternals believe in their efforts and abilities, externals believe events are mainly due to

external causes

Self contained personalitySensitivity to situational cues and ability to adapt to it

Holland's 6 types (RIASEC)Realistic; Investigative; Artistic; Social; Enterprising; Conventional

drive to acquiredrive to seek, take control, retain objects, and personal experiences

what is chapter 3 about?perceptions

what is chapter 4 about?employee stress, emotions, attitudes

What is chapter 5 about?employee motivation

What is chapter 6 aboutapplied performance

What is chapter 7 about?decision making/creativity

company mentioned in chapter3firefighter

company mentioned in chapter4jetblue employee

company mentioned in chapter5DHL

company mentioned in chapter6hilcorp energy

company mentioned in chapter7jcp/apple

Three parts of a self conceptcomplexity, consistency, clarity

self concept: complexitythe number of different ways you see yourself

self concept: consistency

the degree to which your different selves use the same attributes

self concept: clarity the degree to which you have a clear stable self concept

Three parts of self-verificationself esteem, self efficacy, locus of control

self esteemhow much you like your abilities

self efficacydo you think you can complete the task?

confirmation biasscreening out information contrary to values/assumptions

Johari Windowgoal of increasing open information, reducing unknown/blind/hidden

Johari Window: open areayou know, others know

Johari Window: blind areayou don't know, others know

Johari Window: hidden areayou know, others don't know

Chapter 1 study questions

Corporate Social Responsibility

Organizational activities intended to benefit society and the environment beyond the firm's immediate financial interests or legal obligations.

Deep-Level Diversity

Differences in the psychological characteristics of employees, including personalities, beliefs, values, and attitudes.

Ethics

The study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad.

Evidence-Based Management

The practice of making decisions and taking actions based on research evidence.

Globalization

Economic, social, and cultural connectivity with people in other parts of the world.

High-Performance Work Practices

A perspective that holds that effective organizations incorporate several workplace practices that leverage the potential of human capital.

Human Capital

The stock of knowledge, skills, and abilities among employees that provide economic value to the organization.

Intellectual Capacity

A company's stock of knowledge, including human capital, structural capital, and relationship capital.

Open Systems

A perspective that holds the organizations depend on the external environment for resources, affect that environment through their output, and consist of internal subsystems that transform inputs to outputs.

Organizational Behavior

The study of what people think, feel, and do in and around organizations.

Organizational Effectiveness

A broad concept represented by several perspectives, including the organization's fit with the external environment, internal subsystems configuration for high performance, emphasis on organizational learning, and an ability to satisfy the needs of key stakeholders.

Organizational Efficiency

The amount of outputs relative to inputs in the organization's transformation process.

Organizational Learning

A perspective that holds that organizational effectiveness depends on the organization's capacity to acquire, share, use, and store valuable knowledge.

Organizations

Groups of people who work interdependently towards some purpose.

Relationship Capital

The value derived from an organization's relationships with customers, suppliers, and other.

Stakeholders

Individuals, groups, and other entities that affect, or are affected by the organization's objectives and actions.

Structural Capital

Knowledge embedded in an organization's systems and structures.

Surface-Level Diversity

The observable demographic or physiological differences in people, such as their race, ethnicity, gender, age, and physical disabilities.

Values

Relatively stable, evaluative beliefs that guide a person's preferences for outcomes or courses of action in a variety of situations.

Virtual Work

Work performed away from the traditional physical workplace, using information technology.

Work-Life Balance

The degree to which a person minimizes conflict between work and non-work demands.

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Chapter 2.

3 ethical principles

-utilitarianism-individual rights-distributive justice

3 types of values congruence

-person-organization-espoused-enacted-organization-community

5 Cross-cultural values

-Individualism-Collectivism-Power distance-Uncertainty avoidance-Achievement orientation

Ability

includes both the natural aptitudes and learned capabilities required to successfully complete a task

Competencies

a person's characteristics that result in superior performance

Counterproductive work behaviors

voluntary behaviors that have the potential to directly or indirectly harm the organization

Ethical sensitivity

personal characteristic that enables people to recognize the presence of an ethical issue and determine the relative importance

Five Factor Model

ConscientiousnessAgreeablenessNeuroticismOpenness to experienceExtraversion

Moral intensity

degree to which an issue demands the application of ethical principles

Most popular personality test/theory

Jungian personality theory--measured through the Myers-Briggs Type Indicator

Motivation

forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior

Organizational citizenship behaviors

various forms of cooperation and helpfulness to others that support the org's social and psychological context

Personality

relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics

Presenteeism

attending work when one's capacity to work is significantly diminished by illness, fatigue, personal problems, etc.

Role perceptions

extent to which a person accurately understands the job duties assigned to or expected of him or her

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