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Organizational Behavior Exam 3 Study Guide

by: Nicole Rossi

Organizational Behavior Exam 3 Study Guide MGT 06300 - 6

Marketplace > Rowan University > Business, management > MGT 06300 - 6 > Organizational Behavior Exam 3 Study Guide
Nicole Rossi
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About this Document

This is the exam study guide for test 3. It covers all the stuff from the study guide, except the stuff we haven't covered yet (which we will be learning Thursday).
Organizational Behavior
Yang Yang
Study Guide
organizationalbehavior, org, behavior, organizational, test, Rowan, RowanUniversity, business, RCB
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This 3 page Study Guide was uploaded by Nicole Rossi on Saturday April 16, 2016. The Study Guide belongs to MGT 06300 - 6 at Rowan University taught by Yang Yang in Spring 2016. Since its upload, it has received 68 views. For similar materials see Organizational Behavior in Business, management at Rowan University.

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Date Created: 04/16/16
Review for the Third Test Part I: Power and Influence in the Workplace The 5 sources/bases of Power:  Formal Bases: o Legitimate: position of authority o Reward: ability to give valued outcomes o Coercive: ability to punish or withhold rewards  Informal Bases: o Referent: identification, admiration, respect o Expert: unique knowledge or skill Understand some types of the influence tactics:  Silent Authority: covert influence  Assertiveness: “vocal authority” (opposite of silent authority)  Information Control: manipulates others’ access to information  Coalition: forms groups to gain more power  Upward Appeal: appeals to high authority  Persuasion: logic, facts, emotional appeals.  Ingratiation and Impression Management: increase liking  Exchange: promise of benefits or resources. The first 5 are hard influences, and the last three are soft influences. Understand the three influence outcomes:  Hard Influence: Resistance  Middle: Compliance  Soft Influence: Commitment Cialdini’s persuasion tactics: understand at least three of them:  Liking: people prefer to say yes to those they know and like  Reciprocity: people repay in kind  Consistency: people align with their past commitments  Social Proof: people follow the lead of similar others  Authority: people defer to experts  Scarcity: people want more of what’s less Understand social networks: David: Degree centrality; Han: Betweeness; George/Fan: closeness Part II: Leadership in Organizational Settings Three perspectives of leadership: what are the main arguments for each?  Competency Perspective: Effective leaders possess specific personal characteristics. Several key competencies consistently associated with leadership: personality, self-concept, intelligence (cognitive and emotional), motivation, integrity, job-relevant knowledge. o Competency Perspective Limitations: Implies a universal approach; Alternative combinations of competencies might work just as well; Leadership Is relational, not just something within the person; Competencies refer to leadership potential, not performance  Behavioral Perspective: Behaviors make the leader. Shift in underlying assumptions about leadership. Types of leadership: o Task-oriented vs. people-oriented: o Task oriented: assign work, set goals, establish work procedures o People oriented: concern for employee needs, make work pleasant, listen to employees, recognize employees contributions o Transformational vs. transactional: o Transformational: change agents- creating, communicating, and modeling a vision for the team or organization and inspiring employees to strive for that vision. o Transactional: influencing followers through rewards, penalties and negotiation. Contingency Perspective: The most appropriate leadership style depends on the situation 4 Leadership Styles:  Directive: provide structure to the jobs; task oriented behavior  Supportive: provide support, people oriented behaviors  Participative: encourage/facilitate employee involvement  Achievement Oriented: encourage peak performance through goal setting Part III: Organizational Structure: Two purposes of organizational structure:  Division of Labor: subdivision of work into separate jobs assigned to different people- leads to job specialization  Coordination: informal communication, formal hierarchy, standardization The inverse correlation between layers of management and span of control:  Span of Control: o Number of people directly reporting to the next level. Related to coordination through direct supervision(formal hierarchy) o Wider span of control possible when: other coordinating mechanisms are present, routine tasks, low employee interdependence (creates lots of conflict). o If you increase layers, you reduce the span of management and vice versa. Departmentalization: understand functional, divisional, and matrix structures: o Departmentalization: specifies how employees and their activities are grouped together  Functional: organizes employees around specific knowledge or other resources (examples: marketing, production)  Divisional: organizes employees around outputs, clients, or geographic areas (based on products) GAME THEORY  Matrix: employees are temporarily assigned to a specific project team and have a permanent functional unit. (2 department leader, problem: if they disagree) Part IV: Organizational Culture: Organizational Culture: A system of shared meaning held by members that distinguish the organization from other organizations 3 elements of Organizational Culture:  Artifacts: visible; products of the organization; easy to observe; difficult to decipher  Shared Values: invisible; espoused values (for others to believe); enacted values (actually guide decisions and behaviors); change this first  Basic Underlying Assumptions: invisible; unconscious, taken-for-granted beliefs, perceptions, thoughts and feelings; little variation observed in group; actually guides behavior; very difficult to change. Formation and perpetuation of organizational culture: Actions of founders and leaders o The founder’s personality o Transformational leadership Attracting, selecting and socializing employees o Attraction-selection-attrition theory o Socialization: learning and adjustment Introducing culturally-consistent rewards: o reinforce behaviors that are consistent with cultural values Aligning other artifacts o Stories and legends o Rituals and Ceremonies o Organizational language o Physical structures/symbols


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