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MGT 304 Exam 1 Study Guide

by: Austin Greto

MGT 304 Exam 1 Study Guide 5866

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This study guide has everything filled out that was on the professors review from class.
MGT 304 Organizational Behavior
Yuanmei Qu
Study Guide
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This 12 page Study Guide was uploaded by Austin Greto on Tuesday February 16, 2016. The Study Guide belongs to 5866 at University of Miami taught by Yuanmei Qu in Winter 2016. Since its upload, it has received 132 views. For similar materials see MGT 304 Organizational Behavior in Business, management at University of Miami.


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Date Created: 02/16/16
MGT 304 Exam 1 Review – Spring 2016 Chapter 1  – Introduction Reading – Google article (HBR Dec 2013) Key concepts o Organizational Behavior: the study of individuals and their behaviors at work ­ Outcome variables of OB: Performance/Productivity, Work related attitudes,  motivation, turnover o Interdisciplinary: Draws from applied psychology, cultural anthropology,  communication, and sociology o Evidence­based management: Translating research into practice  Means making decisions through conscientious, explicit and judicious use of four kinds  of information ­ The best available scientific evidence ­ The best available organizational evidence  ­ The best available experiential evidence  ­ Organizational values and stakeholders’ concerns  o Scientific Method: Problem statement Review scientific evidence Hypothesis  Observations(Collect Data) Evaluate and Draw Conclusions  o Hawthorne Effect (watch video from class): In the study they see if workers will be more  productive in the factory if it was better lit. Production increased 30%. Chapter 2  ­ Leadership Key concepts o Leadership: “The process of influencing others of understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective  efforts to accomplish shared objectives” ­ Leaders are needed today to challenge the status quo, create visions of the future, and  inspire organizational members to want to achieve the visions. (Inspiring a vision) ­ Managers on the other hand formulate detailed plans, create efficient organizational  structures, and oversee day­to­day operations. (Controlling the Operations) o Leader Traits ­ Innovates ­ Inspires trust ­ Develops ­ Originates ­ Asks what and why 1 MGT 304 Exam 1 Review – Spring 2016 ­ Long Range perspective o Leader­member exchange (In­groups / Out­groups) ­ Out group members are not poor performers, they just don’t go above and beyond,  nor take extra work. ­ In­Group members are trustworthy, dependable, higher salary, promoted faster o Stages of LMX Relationship development (3 stages) ­ Role­taking: boss tests commitment of followers by offering extra work in exchange  for benefits ­ Role­making: mutual expectations established. Followers role clarified  ­ Role­routinization: roles become predictable. Leader and follower both know what to  expect o Charismatic leaders: Develop the aura of charisma by maintaining an optomistic view;  using passion as a catalyst for generating enthusiam; and communicating with the whole  body, not just with words. Creating a bond that inspires others to follow Brings out the potential in followers by tapping into their emotions Charasmatic leaders utilize a colorful, imaginative, open, and expressive communication  style. Management by inspiration and by storytelling.  o Transactional Leaders ­ MBE­P: Management­by­Exception, Passive: Leader does not actively look for errors or deviations from work standards, but when she notices them, she takes corrective  action. ­ MBE­A: Management­by­Exception, Active: the leader looks for the follower to  make errors and then corrects them o Contingent Reward: CR: promising or delivering rewards to followers contingent on their performance o Laissez Faire Leadership: This is the near avoidance of leadership. It is the least active  and least affective of the leadership styles in the full range model. Defined as a policy or  attitude of letting things take their own course, without interfering  o Transformational Leadership: Is most related to positive attitudes, commitment, and  performance of followers.  o How transformational leadership works: ­ Decentralization of responsibility ­ Propensity to take risks ­ Compensation is geared toward long­term results ­ Greaer agreement among top managers about the organizations goals ­ Increase follower self­efficiency, giving the group a “can do” spirit. o (4 components of transformational leadership)  Idealized Influence: Being admired and respected by followers is the core of this  leadership component. Ther are seen as change agents in the organization  Inspirational Motivation: Leaders inspire others to work hard toward  organizationals goals by providing challenge. They are positive and upbeat and  get others to feel optimistic 2 MGT 304 Exam 1 Review – Spring 2016  Individualized Consideration: Transformational leaders treat each follower as a  unique person . They get to know people one­on­one and mentor them.  Intellectual Stimulation: Transformational leaders encourage innovation and new  idead. They listen to followers openly and don’t criticize novel solutions to  problems o Full Range of Leadership o Authentic Leadership: Behave as a role model, social exchange with followers, social  identity process ­ Self awareness: leaders are aware of strenths and weaknesses  ­ Relational transparency: leaders disclose true feelings and thoughts clearly ­ Internalized moral perspective: leaders act according to internal moral standards  ­ Balanced processing of information: leaders objectively evaluate related information;  fair minded o Ethical Leadership: The demonstration of normatively appropriate consuct through  personal actionas and interpersonal relationships, and the promotion of such conduct to  followers through two­way communication, reinforcement, and decision­making. ­ Behave as a role model – increase employees ethical behaviors and gain trust ­ High quality relationships wth followers ­ Social identity process – Ientify with the leader, identify with the organization o Servant Leadership: It begins with the natural feeling that one wants to serve, to serve  first. Then conscious choice brings one to aspire to lead Awareness, Building community, Listening, Commitment to the growth of people,  Empathy, motivation to lead ­ Positive psychological climate­ followers’ trust and percieved fairness to the leader  ­ Social exchange with followers­ followers’ positive affect, respect, loyalty Models ▯ LMX theory 3 MGT 304 Exam 1 Review – Spring 2016 ▯ Authentic Leadership theory ▯ Ethical Leadership theory 4 MGT 304 Exam 1 Review – Spring 2016 ▯ Servant Leadership theory  Chapter 2  ­ Power and Politics Videos ­    1. TED Talk: Amy Cuddy Power Posing Key concepts o Power: the potentioal of one person (or group) to influence another person or group.  Aperson can have power over you if he/she controls something you desire o Influence: power is the source of influence. Leaders use power as a means of attaining  group goals o Formal Power bases (3)   Coercive: the authority to punish 5 MGT 304 Exam 1 Review – Spring 2016  Reward: the authority to provide incentives or other things values  Legitimate: make a request and get a response due to the nature of the roles  between two people (e.g. boss and direct report) o Personal Power bases (2)  Referent: others’ identification with the individual followers’ desire to emulate  her  Expert: perceived knowledge/a special skills et o Political skills: the ability to effectively understand others at work, and to use such  knowledge to influence other to act in ways that enhance ones personal and/or  organizational objectives. Political skill helps one execute influence tactics ­ Networking ability ­ Interpersonal influence ­ Social astuteness ­ Apparent sincerity o Power Posing:  Models ▯ 5 Bases of Power (and their effects) 6 MGT 304 Exam 1 Review – Spring 2016 Chapter 3  – Individual Differences Personality Key concepts o Personality: “a dynamic concept describing the growth and development of a persons  whole psychological system” The sum total of ways in which an individual interacts to and interacts with others Traits, personality determinants  o Determinants of personality (nature versus nurture): physical environment, heredity,  particular experiences, and culture o Traits o Conscientiousness: being organized, systematic, punctual, achievement oriented, and  dependable o Introversion o Extroversion: Being outgoing, talkative, sociable, and enjoying social situations o Agreeableness: being affordable, tolerant, sensitive, trusting, kind, and warm o Disagreeableness o Open to experience: being curious, original, intellectual, creative, and open to new ideas o Neuroticism: being anxious, irritable, temperamental, and moody o Emotional Stability o Person­Job Fit  7 MGT 304 Exam 1 Review – Spring 2016 o Person­Organization Fit: The Person­Organization Fit is most important for an  organization facing a dynamic and changing environment. Such organizations require  employees who are able to readily change tasks and move fluidly between teams. It  argues that people leave jobs that are not matched with their personalities Models ▯ Big 5 Model ▯ Myers Briggs Types Indicator Chapter 3  – Individual Differences Diversity and Emotions 8 MGT 304 Exam 1 Review – Spring 2016 Key concepts o Diversity: includes individual attributes like gender, race/ethnicity, age, disability status,  personality, values, etc. o Surface­level diversity: differences visible to observers including gender, race, ethnicity,  age and disability status o Deep­level diversity: differences among members’ attitudes, beliefs, and values o Hofstede’s cultural values: power distance, individualism vs. collectivism, masculinity  vs. femininity, uncertainty avoidance, long­term vs. short term oriented o Affect: a broad range of feelings that people experience. Affect can be experienced in the  form of emotions or mood o Moods: cause is often general and unclear, last longer than emotions, generally not  indicated by distinct expressions o Emotions: cause by a specific event, very brief in duration, specific and numerous in  nature, usually accompanied by distinct facial expressions, action oriented in nature o Emotional intelligence (EI): a persons ability to perceive emotions in the self and others,  understand the meaning of these emotions, regulate ones emotions accordingly in a  cascading manner o Sources of emotions: ­ Personality ­ Day and Time of the week ­ Weather ­ Stress ­ Social activities ­ Sleep ­ Exercise  o Emotional labor: an employees expression of organizationally desired emotions during  interpersonal transactions at work o Surface acting: Hiding ones inner feelings and forgoing emotional expressions in  response to display rules o Deep acting: trying to modify ones true inner feelings based on display rules  o Emotional dissonance: In the workplace, emotional dissonance is the conflict between  experienced emotions and emotions expressed to conform to display rules. This study is  an empirical examination of the impact of emotional dissonance on organizational criteria and its moderation by self­monitoring and social support. Models ▯ Affective Events Theory 9 MGT 304 Exam 1 Review – Spring 2016 ▯ Circumplex Model (structure of mood) ▯ Cascading Ability­Based model of emotional intelligence 10 MGT 304 Exam 1 Review – Spring 2016 Chapter 4  – Attitudes Key concepts o Attitudes: a psychological tendency expressed by evaluating a particular entity with some degree of favor or disfavor. Attitudes are this a persons evaluative statements or  judgments concerning objects, people, or events  These evaluations have three components: cognitive, affective, and behavioral o Attitude­behavior consistency o Job satisfaction: a positive feeling about the job resulting from an evaluation of its  characteristics o Job involvement: how much employees identify with their job and view their  performance at work as an essential part of their self­esteem. Job involvement is related to: ­ Employee turnover (­) ­ Organizational citizenship (+) ­ Job performance (+) o Organizational commitment: a psychological state that describes an employees  relationship with their organization and a propensity to continue the relationship. People  who are not committer to their jobs are absent more often, are less motivated, and  perform at lower levels o Employee engagement: the investment of an individuals complete self into a role o POS (perceived org. support) : Employees perception of whether or not the organization  values their contributions and cares about their well­­being o Psychological empowerment: intrinsic task motivation manifested in a set of four  cognitions reflecting an individuals orientation to their work role o Job Facets Approach versus Global Approach (measure job satisfaction) o Pay and satisfaction: once a person reaches an income level where they can live  comfortably, the relationship between income and job satisfaction goes away. Pay influences job satisfaction only to a point. After about 40k a year there is no  relationship between amounts of pay and job satisfaction Models ▯ CAB Model (cognitive, affective, behavioral intent) 11 MGT 304 Exam 1 Review – Spring 2016 ▯ ELVN Model (exit­voice­loyalty­neglect framework): Responses to Dissatisfaction 12


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