You are on page 1of 13

ORGB005 Or ganizational Behavior

Ter m 1, 2016 Final Exam Notes for my beloved secret angels, friends, team 20,
section 2, and MBA2018
This study guide should help you organize your preparation for the exam. The exam
will consist of 40 multiple-choice questions and two essay questions (taken from the
readings including the textbook and the class discussion).
1. Intr oduction to Or ganizational Behavior and Management
What is Organizational Behavior?
Organization behavior is a field of study that investigates the impact individuals,
groups, and structure have on behavior within organizations, for the purpose of
applying such knowledge toward improving and organizations effectiveness.
Hao: 1)individual 2)groups 3)structure -> impact org -> improve org's effective
Why do we study OB (why is it important and what OB challenges do modern
organizations face)?
l Managers need to develop their interpersonal skills to be effective in their jobs
l OB focuses on

how to improve productivities,

reduce absentnessism, turnover, and deviant workplace behavior;

increase organization citizenship behavior and job satisfaction


2. Per sonality
What are the Big 5 Personality traits? (OCEAN)
l Openness to experience: some on in terms of imagination, sensitivity and
curious
l Conscientiousness: someone who is responsible, dependable, persistent, and
organized
l Extraversion: someone who is sociable, gregarious, and assertive
l Agreeableness: someone who is good natured, cooperative and trusting
l Neuroticism / Emotional stability: someone as clam, self-confident, secure
(positive) versus nervous, depressed, and insecure (negative)
What are the relationships between personality and outcomes of interest?

1
Ter m 1, 2016 Final Exam Notes for my beloved secr et angels, fr iends, team 20, section 2, and MBA2018-Y

How does culture affect personality?


l Value: about various personality traits
l Characteristic adaptations
l Specific actions taken to achieve goals
How can we use personality to be both a better leader and manager?
l To understand why individuals, think, feel, and act differently
l To help managers create a good fit between people and jobs (eg. Demand-ability
fit and need-supply fit)

By selecting people with the right attributes

By redesigning jobs to fit individuals strengths


HBR: What Great Managers Do
3. Per ception
What is perception?
l Perception is a process by which individuals organize and interpret sensory
impressions in order to give meaning to their environment
Factors that influence perception (e.g., personality, needs, values, etc)
2
Ter m 1, 2016 Final Exam Notes for my beloved secr et angels, fr iends, team 20, section 2, and MBA2018-Y

l
l
l
l
l
l
l

Other People
Personality
Expectations
Needs
Stereotypes
Values
Past Experience

Why do perceptions matter for management decisions?


l Predict Behavior. An understanding of the way people make decisions can
help us explain and predict behavior
l Rational Analysis + Intuition. To combine rational analysis with intuition
l Creativity. To enhance creativity
l Minimize Bias. To be aware of biases and to minimize their impact
l Adjust Decision-making Approach. To adjust managers decision-making
approach to the national culture he/she is operation in and to the criteria his/her
organization value
l Productivity. To influence productivity
What are the effects of attributions (e.g., self-fulfilling prophecy)?
l Self-fulfilling prophecy -- A situation in which a person inaccurately perceives a
second person, and the resulting expectations cause the second person to behave
in ways consistent with the original perception.
l The terms self-fulfilling prophecy and Pygmalion effect describe how an
individuals behavior is determined by others expectations.
Common perceptual errors (e.g., fundamental attribution error, self-serving bias, halo
effect, regency, etc.)
l Fundamental attribution errors: the tendency to underestimate the influence of
external factors and overestimate the influence of internal factors when making
judgments about the behavior of others
l Contrast effect: evaluation of a persons characteristics that is affected by
comparisons with other people recently encountered who rank higher or lower on the
same characteristics.
l Central tendency: the tendency to avoid all extreme judgments and rate people and
objects as average or neutral
l Self-serving bias: the tendency for individuals to attribute their own success to
internal factors and put the blame for failures on external factors
l Stereotyping: judging someone on the basis of ones perception of the group to
which that person belongs.
l Selective perception: the tendency to selectively interpret what one sees on the
basis of ones interests, background, experience, and attitudes.
l Regency effects: the tendency to remember recent information. If the recent
information is negative, the person or object is evaluated negatively.
l Halo effect: the tendency to draw a general impression about an individual on the
basis of a single characteristic. (One good, all good)
l Leniency tendency: a personal characteristic that leads an individual to consistently
evaluate other people or objects in an extremely positive fashion

Strategies to reduce biases


l Goal. Focus on goals.
l Options. Increase your options.
l Info to disconfirm. Look for information that disconfirms your beliefs.
l Not create meaning. Dont try to create meaning out of random events.
Kelleys Model of Attribution: consensus, consistency, distinctiveness
Kellys Model: an attribution is based on the
1) consensus,
2) distinctiveness, and
3) consistency
of the observed behavior

4. Team
What is the difference between a group and a team?
Group
l Goals:
share information
l Accountability: individual
l Synergy:
neutral
l Skills:
random & varied
Team
l Goals:
collective performance
l Accountability: individual & mutual
l Synergy:
positive
l Skills:
complementary
What are best practices in terms of team composition (e.g., size, tasks, diversity)?
l Size of teams
l Abilities of members
l Diversity
l Member flexibility
l Member preferences
l Allocating roles
l Personality
HBR: Managing Multi-Cultural Teams
How can team cohesion be enhanced?
4
Ter m 1, 2016 Final Exam Notes for my beloved secr et angels, fr iends, team 20, section 2, and MBA2018-Y

Cohesiveness -- The degree to which group members are attracted to each other and
are motivated to stay in the group.
l Smaller group. Make the group smaller
l Time together. increase the time members spend together
l Isolation. physically isolate the group
l Reward to group. give rewards to the group rather than to individual members
l Status+Difficulty to attain. increase the groups status and the perceived
difficulty of attaining membership
l Agreement about goal. encourage agreement with group goals
l Competition vs other. stimulate competition with other groups
Issues related to team performance (e.g., social loafing vs. facilitation, punctuated
equilibrium).
Social loafing is the tendency for individuals to expend less effort when working
collectively than when working individually.
punctuated-equilibrium model: A set of phases that temporary groups go through
that involves transitions between inertia and activity.
Team challenges and process loss
conformity, groupthink, brainstorming
Symptoms of groupthink
l Illusion of invulnerability
l Illusion of unanimity
l Illusion of morality
l Direct pressure
l Stereotypes of dissenter
l Self-censorship
Avoiding team process problems (e.g., nominal group technique) Non-traditional
teams (e.g., self-managing) and team motivation
The nominal group technique restricts discussion or interpersonal communication
during the decision-making process.
Advantage: it permits a group to meet formally but does not restrict independent thinking, as
does an interacting group.
Team decision-making (Mount Everest Simulation, Psychological Safety)
5. Power and Influence
Sources of power (e.g., legitimate, expert, connection)
l Formal power
n Coercive power: a power base that is dependent on fear of the negative
results form failing to comply
n Legitimate power: the power a person receives as result of his or her
position in the formal hierarchy of an organization
n Reward power: compliance achieved based on the ability to distribute
rewards that others view as valuable
5
Ter m 1, 2016 Final Exam Notes for my beloved secr et angels, fr iends, team 20, section 2, and MBA2018-Y

Personal power
n Expert power: influence based on special skills or knowledge
n Referent power: influence base on identification with a person who has
desirable resources or personal traits

Employee reactions to power


l Resistance
l Compliance
l Commitment
Various influence tactics (e.g., upward appeal, exchange)
l
l
l
l
l
l
l
l

Exchange/Bargaining
Rational Persuasion
Inspirational Appeal
Consultation
Ingratiation
Coalition
Pressure
Upward Appeal: Claim to have authority to get u do sth.

Cultural considerations for using influence tactics


l Organizational culture: trust based vs. political
l Country culture:

@China: upward appeal/coalition; @US: rational persuassion/exchange


Strategies for increasing power (Leverage Power bases to reach goal)
l
Effective, long-term influences comes form following a coherent strategy
l Context
l Power bases
l Goal alternatives
6. Leader ship
What is leadership?
Leadership is the ability to influence a group toward the achievement of a vision or
set of goals.
Situational leadership (using path-goal theory and leader member exchange to analyze
a situation/subordinate and know which style of leadership to use)
pathgoal theory: suggests its the leaders job to provide followers with
information, support, or other resources necessary to achieve goals. (Directive:
performs better@ ambiguous/stressed tasks;Supportive @structured tasks)
leadermember exchange (LMX) theory: leaders creation of ingroups and
outgroups; subordinates with ingroup status will have higher performance ratings, less
turnover, and greater job satisfaction. ingroup members have demographic, attitude,
and personality characteristics similar to those of their leader or a higher level of
competence than outgroup members

Case: Alan Kendricks at Cardiology Associates

Charismatic leadership and how to enhance charisma


Charismatic leadership theory: followers make attributions of heroic or
extraordinary leadership abilities when they observe certain behaviors.
How to develop:

Communicate with the whole body, not just with words.

Optimistic. maintaining an optimistic view,

Passion. use passion as a catalyst () for generating enthusiasm,

Authentic leadership
Authentic leaders: Leaders who
1know who they are,
2know what they believe in and value, and
3act on those values and beliefs openly and candidly.
Their followers would consider them to be ethical people. (focus on moral
aspect.)

Definition and characteristics of transactional and transformational leadership


l Transactional leaders: Leaders who guide their followers toward established
goals by clarifying role and task requirements

Contingent reward: Contracts exchange of rewards for effort, promises


rewards for good performance, recognizes accomplishments

Laisses-Faire(/): abdicates responsibilities, avoids making


decision

Management by exception: watches and searches for deviations from rules


and standards, takes correct action. Intervenes only if standards are not met
l Transformational leaders: inspire followers to transcend their self-interests for
the good of the organization.

7
Ter m 1, 2016 Final Exam Notes for my beloved secr et angels, fr iends, team 20, section 2, and MBA2018-Y

Idealized influence: provides vision and sense of mission, instills pride,


gains respect and trust
Inspirational motivation: communicates high expectations, uses symbols to
focus effects, expresses important purposes in simple way
Intellectual stimulation: promotes intelligence, rationality, and careful
problem solving
Individualized consideration: gives personal attention, treats each employee
individually, coaches, advises

Delegation and empowerment


l Capture the payoffs/minimize the risks
l Fit individuals to assignments
l Clarify expectations
l Avoid micromanagement
l Design a monitoring/control system
l Problem solving to get back on track
l Provide the resources to succeed
Definition of servant leadership
l

servant leadership: A leadership style marked by going beyond the leaders


own self-interest and instead focusing on opportunities to help followers grow
and develop.

Characteristics of servant leadership


l Accepting stewardship
l Actively develop followers' potential
l Persuading
l Listening
l Emphasizing

Video: Last Place on Earth


8
Ter m 1, 2016 Final Exam Notes for my beloved secr et angels, fr iends, team 20, section 2, and MBA2018-Y

7. Conflict
What distinguishes positive from negative conflict?
Conflict become negative when it:
l Takes attention away from other activities
l Damages the spirit of the team or individual
l Divides people and groups, making cooperation difficult
l Makes people or group focus on differences
l Leads to harmful behavior
Video: Dare to Disagree
When is each of the different conflict management styles appropriate?
l Collaborating

Trust

No one power

Everyone should contribute

Open-minded

Heal hurt and disappointment


l Compromising

Equal power/ importance

Save time

Individual goals less important than team


l Accommodating

Others care more

You cant win

Agreement is priority

Cultural considerations
l Competing

You know you are right

Need quick decision

Strong personalities overshadow others

Defending your rights or position


l Avoiding

Conflict is small

No time

Other issues are more important

Cant express your concerns

Someone is too emotional

Need more information


8. Cr oss-Cultur al Management
Why should we consider OB concepts from a cross-cultural perspective?
9
Ter m 1, 2016 Final Exam Notes for my beloved secr et angels, fr iends, team 20, section 2, and MBA2018-Y

l
l

Diversity is increasing within countries and organizations.


Globalization: organization have offices in 1+ countries

What are the different Hofstede dimensions and where does China stand on each?
1) Power Distance(+); 2) Individualism(-) 3)Uncertainty Avoidance(-);
4)Masculinity(m); 5)Long-term orientation(+) 6)Indulgence(-) .
How does culture impact leadership?
l Societal cultural values and practices affect leaders (values/norms/decisions/actions..)
l Cross-cultural differences in leadership preferences
What are effective strategies for managing cross-cultural differences (e.g., in time
orientation)?
What are the dimensions of cultural intelligence?
l Motivational
l Behavioral
l Strategy
l Knowledge
Case: Transitions Asia
9. Motivation
Intrinsic, Extrinsic, and Prosocial Motivation
l Intrinsic motivation

Due to the nature of the work itself, such as its inherent interest or challenge

Addressed by job characteristics theory


l Extrinsic motivation

Due to rewards that come from doing the work such as pay and promotion

Addressed by reinforcement and need theory


l Prosocial motivation

The desire to have a positive impact on other people, group, and


organizations
Need theory
l Maslows hierarchy, McClellands needs, and the two factor theory focus on
needs
l None has found widespread support, although McClellands is the strongest,
particular regarding the relationship between achievement and productivity. In
general, need theories are not very valid explanation of motivation
l McClelland

Need for achievement

Need for power

Need for affiliation


10
Ter m 1, 2016 Final Exam Notes for my beloved secr et angels, fr iends, team 20, section 2, and MBA2018-Y

Expectancy theory
A theory that says that the strength of a tendency to act in a certain way depends on
the strength of an expectation that the act will be followed by a given outcome and
on the attractiveness of that outcome to the individual.
Individual EffortIndividual PerformanceOrganizational AwardsPersonal
Goals
Equity theory
A theory that says that individuals compare their job inputs and outcomes with
those of others and then respond to eliminate any inequities.

Goal setting theory


A theory that says that specific and difficult goals, with feedback, lead to higher
performance.(Clear and difficult goals lead to higher levels of employs
productivity
Characteristics of goals (e.g., easy vs. challenging; specific vs. vague)
l Difficult Goal: 1)get our attention and help focus;2)energize us;3)people
persist to attain them;4)lead us to discover more effective strategy.
l Specific: produce higher output because it act as a internal stimulus.
Job Characteristic Modeldesigning jobs to enhance intrinsic motivation
Case: Karen Leary (A)
Case: Hovey and Beard Company
10. Or ganizational Cultur e
Dimensions (types) of Culture
l Conservative
l Supportive
l Competitiveness
l Entrepreneurial
l Innovation
l Fun&love
Corporate Culture: Where does it come from?
l The founders imprint
l Top managers as role models
l Selecting people who fit
l Socialization of new recruits
11
Ter m 1, 2016 Final Exam Notes for my beloved secr et angels, fr iends, team 20, section 2, and MBA2018-Y

What does culture do?


l Culture influences attitudes, decision, and behaviors

Communicate the unwritten rules

Creates a sense of identity

Makes behavior predictable

Builds commitment to a philosophy of what the company expects


Creating and sustaining culture (textbook)
Creating: 1) Choose only ppl similar to founder; 2)indoctrinate/socialize employees
to think/feel the same way; 3)encourage employees to internalize the believe
Sustain: 1)Selection 2)Top management (actions);3)Socialization.
Founder's PhilosophySelection criteriaTop mgmt+Socialization
Org culture
Corporate Culture: How is it transmitted?
l Stories
l Rituals
l Language
l Material Symbols
Video: Southwest Airlines
Case: Shaping Spaarbeleg: Real and Unreal
11. Or ganizational Change
Forces of change
l Nature of the workforce (immigration/aging/more diversity..)
l Technology
l Economic shocks
l Competition
l Social trends
l World politics
Why resistance to change? (not all changes are good)
l Individual sources - fear

Habit

Security

Economic factors

Fear of the unknown

Selective ifnromation processing


l Organizational sources - threat

Structural inertia

Limited focus of change

Group inertia

How to overcome resistance?


l Education + communication
l Participation + involvement
l Facilitation + support
l Negotiation + agreement
l Manipulation + cooperation
l Explicit + Implicit Coercion ()

Unfreezing, change, and refreezing process


Lewin's 3 step model
l Unfreezing the status quo (Driving force>restrain force)
l Movement to a desired end state
l Refreezing he new change to make it permanent
UnfreezeMovementRefreeze
Kotter's 8-Step Process for leading changes
l Establish a sense of urgency (why change is needed)
l Form guiding coalition to lead the change
l Develop a vision and strategy
l Communicate the vision
l Empower others to act on vision
l Create+reward short-term wins
l Consolidate improvements and make necessary adjustment
l Anchor new approaches in the culture
Case: Peter Browning and Continental White Cap (A)

13
Ter m 1, 2016 Final Exam Notes for my beloved secr et angels, fr iends, team 20, section 2, and MBA2018-Y

You might also like