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M & OB ch6-10
Management & Organizational Behavioral
| Term | Definition |
|---|---|
| Perception | process by which individuals give meaning (reality) to their environment by organizing and interpreting their sensory impressions |
| Person Perception: Attribution Theory | When individuals observe behavior, they attempt to determine whether it is internally or externally caused |
| Distinctiveness | shows different behaviors in different situations |
| Consensus | response is the same as others to similar situation |
| Consistency | responds in the same way over time |
| Fundamental Attribution Error | The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others |
| Self-serving Bias | The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors |
| Selective Perception | People selectively interpret what they see on the basis of their interests, background, experience, and attitudes |
| Halo Effect | Drawing a general impression about an individual on the basis of a single characteristic |
| Contrast Effect | Evaluation of a person’s characteristics are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics |
| Stereotyping | Judging someone on the basis of one’s perception of the group to which that person belongs – a prevalent and often useful, if not always accurate, generalization |
| Motivation Theories: early | Maslow’s Hierarchy of Needs, McGregor’s Theory X and Theory Y, Herzberg’s Two-factor Theory, McClelland’s Theory of Needs |
| Motivation Theories: contemporary | Goal-Setting Theory, Bandura’s Self-efficacy Theory, Reinforcement Theory, Equity Theory, Expectancy Theory, Cognitive Evaluation Theory (Self-Determination Theory) |
| Motivation | The processes that account for an individual’s intensity, direction, and persistence toward attaining a goal |
| 3 key elements of motivation: 1.Intensity 2.Direction 3.Persistence | 1.how hard a person tries 2.where effort is channeled -- is it toward or consistent with organizational goals? 3.how long a person can maintain effort |
| McGregor's Theory x and Y | Two distinct views of human beings -Theory X (basically negative) -Theory Y (positive) Manager view of workers determined their behavior toward employees |
| Herzberg's Two-Factor Theory | Herzberg believed that the factors that lead to job satisfaction are different from the factors that lead to dissatisfaction -Dissatisfaction …… No dissatisfaction -No Satisfaction …… Satisfaction Dual as opposed to single continuum |
| McClelland's Theory of Needs 1.Need for Achievement (nAch) 2.Need for Power (nPow) 3.Need for Affiliation (nAff) | 1.The drive to excel, to achieve in relation to a set of standards, to strive to succeed 2.The need to make others behave in a way that they would not have behaved otherwise 3.The desire for friendly and close interpersonal relationships |
| Maslow's Hiearchy of Needs | 1.Physiological 2.Safety 3.Social 4.Esteem 5.Self-Actualization |
| Locke's Goal-Setting Theory | Relationship between goals and performance depends on: -Goal commitment/acceptance -Task characteristics (simple, well-learned) -Effectiveness of goals on complex tasks depends heavily on strategy development -Culture (best match is in North America) |
| Bandura's Self-Efficacy Theory | An individual’s belief that he or she is capable of performing a task |
| Equity Theory | Focuses on worker perceptions of the fairness of work outcomes and inputs (distributive justice) |
| 3 kinds of Equity 1.Distributive 2.Procedural 3.Interactional | 1.Fairness of outcome 2.Fairness of outcome process 3.Being treated with dignity & respect |
| Procedural Justice | What factors enhance perceptions of procedural fairness? -Process control -Explanations -Consistent application of rules and policy -Freedom from bias -Accurate information |
| Expectancy Theory | Motivation = E x I x V -Implication of multiplicative combination theory predicts motivation, not performance Performance also determined by: -skills and abilities -role perceptions -opportunities to perform |
| Job Rotation | Periodic shifting of employee from one task to another |
| Job Enrichment | The vertical expansion of a job by increasing the degree to which the worker controls the planning, execution, and evaluation of the work |
| Employee Involvement | Definition: A participative process that uses employees’ input, intended to increase commitment to the organization’s success |
| Employee Involvement: Participative Management | A process in which subordinates share a significant degree of decision-making power with their immediate superiors |
| Employee Involvement: Representative Participation | Workers participate in organizational decision making through a small group of representative employees |
| Rewards | Variable pay programs -Individual-level -Group-level -Organization-level Employee Recognition Programs |
| Variable Pay Programs | Variable pay: pay plan that bases a portion of an employee’s pay on some individual, group, and/or organization measure of performance -Also known as Pay-for-Performance |
| Individual-level Programs 1.Piece-Rate Pay 2.Merit-based pay 3.Bonuses | 1.Worker earns a fixed sum of money for each unit of production completed 2.Worker earns pay increases based on their performance appraisal ratings 3.Workers receive a lump sum based on individual performance accomplishments |
| Gainsharing | Workers are paid for improvements in group productivity from one period to another. Employees in the “group” share monetary benefits resulting from productivity gains |
| Profit-Sharing Plans | Distributes a portion of the organization’s profits to individual employees. Portion of profit each employee receives is based on a predetermined formula |
| Problem | A perceived discrepancy between the current state of affairs and a desired state |
| Decision | Choices made among alternatives developed from data perceived as relevant |
| 3 Decision making models | 1.Rational 2.Administrative (Bounded Rationality) 3.Intuitive |
| Rational Decision Making Framework | -Problem Definition -Identify Decision Criteria -Weight Criteria -Develop alternatives -Evaluative alternatives -Select best alternative |
| Bounded Rationality (Administrative) | Because of limited information processing capacity, individuals make decisions by constructing simplified models that extract the essential features from problems without capturing all of their complexity |
| Intuition | An unconscious process created from distilled experience and learning that results in quick decisions |
| Heuristics | rules of thumb or shortcuts people use to make decisions |
| Escalation of commitment | The tendency of decision makers to invest additional time, money, or effort into what are essentially bad decisions or unproductive courses of action that are already draining organizational resources |
| Overconfidence Bias | -Believing too much in our own ability to make good decisions -More likely when people lack relevant skills/abilities -But experts fall victim to bias, too |
| Availability | basing judgments on information that is readily available |
| Confirmation Bias | Selective search for information that confirms past choices and discounting/ignoring information that contradicts choices |
| Intrinsic Task Motivation | is the desire to do the job because it’s enjoyable |
| Groups: Defining Characteristics | two or more people in social interaction, group has stable structure, members share common goal, members perceive themselves as being a group |
| Formal Groups | created by management/authority 1.command groups 2.task groups |
| Informal Groups | develop naturally/voluntarily 1.interest groups 2.friendship groups |
| Role | A set of expected behavior patterns attributed to someone occupying a given position in a social unit |
| Role perception | group member/employee view of how he/she is supposed to act in a given situation |
| Role expectation | how others believe a person should act in a given situation |
| Role Conflict | A situation in which an individual is confronted with divergent role expectations |
| Norms | Acceptable standards of behavior within a group that are shared by the group’s members -Can be explicit or implicit |
| explicit norms | written down rules |
| implicit norms | not written down rules |
| Types of Norms 1.Performance 2.Appearance 3.Social arrangement 4.Allocation of resources | 1.how hard to work, strategies to perform task/job 2.dress code 3.seat arrangement in a meeting, who to seek out for advice 4.equity, equality, need |
| Group Development - Stage Model | Forming, Storming, Norming, Performing, Adjourning |
| Forming | Members join and begin the process of defining the group’s purpose, structure, and leadership |
| Storming | Intragroup conflict occurs as individuals resist control by the group and disagree over leadership |
| Norming | Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behavior |
| Peforming | A fully functional group structure allows the group to focus on performing the task at hand |
| Adjourning | The group prepares to disband and is no longer concerned with high levels of performance |
| Social Loafing | The tendency for individuals to expend less effort when working collectively than when working individually |
| Cohesiveness | Degree to which group members are attracted to each other and motivated to remain in group |
| Evaluation of Group Decision Making Effectiveness depends on: 1.Accuracy 2.Speed 3.Creativity 4.Degree of acceptance of final solution | 1.Group generally more accurate than average individual in group, but less accurate than judgments of the most accurate individual 2.Individuals are superior 3.Groups tend to be more effective 4.Group decisions tend to better accepted |
| Groupthink - related to norms | situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views |
| Problem-Solving Team | Group of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, & the work environment |
| Self-Managed Work Team | Groups of 10 to 15 people who take on the responsibilities of their former supervisors |
| Cross-Functional Teams | Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task |
| Virtual Tams | Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal |
Created by:
NickUD
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