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MNGT 3460 - Organizational Behavior: Test 1 Study Guide

by: Ashley Watts

MNGT 3460 - Organizational Behavior: Test 1 Study Guide MNGT 3460

Marketplace > Auburn University > Management > MNGT 3460 > MNGT 3460 Organizational Behavior Test 1 Study Guide
Ashley Watts
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About this Document

Covers Chapters 1-4
Organizational Behavior
Jeremy David Mackey
Study Guide
50 ?




Popular in Organizational Behavior

Popular in Management

This 4 page Study Guide was uploaded by Ashley Watts on Tuesday September 6, 2016. The Study Guide belongs to MNGT 3460 at Auburn University taught by Jeremy David Mackey in Fall 2016. Since its upload, it has received 30 views. For similar materials see Organizational Behavior in Management at Auburn University.

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Date Created: 09/06/16
 Organizational behavior – field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations  Human resource management – field of study that focuses on the applications of organizational behavior theories and principles in organizations  Strategic management – field of study devoted to exploring the product choices and industry characteristics that affect an organization’s profitability  Resource – based view of organizations – a model that argues that rare and inimitable resources help firms maintain competitive advantage  Rule of 1/18 –h o ½ of managers will not believe the connection between management and profits o ½ of managers who believe the connection will make a single change to solve problems o ½ of managers will persist with comprehensive changes  Socially complex resources: the source of competitive advantage is known, but the method of replicating the advantage is unclear  Method of experience – people hold firmly to some belief because it is consistent with their own experience and observations  Method of intuition – theory that people hold firmly to some belief because it seems obvious or self-evident  Method of authority - theory  Theory – a collection of verbal and symbolic assertions that specify how and why variables are related, as well as the conditions in which they should (and should not be) related  Hypotheses- written predictions that specify relationships between variables  Correlation – describes the statistical relationship between two variables  Meta-analysis – a method that combines the results of multiple scientific studies by essentially calculating a weighted average correlation across studies (with larger studies receiving more weight than smaller studies)  Evidence – based management – a perspective that argues that scientific findings should form the foundation for management education  Job performance – employee behaviors that contribute either positively or negatively to the accomplishment of organizational goals  Task performance – employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces  Routine task performance – well – known or habitual responses by employees to predictable task demands  Adaptive task performance – thoughtful responses by an employee to unique or unusual task demands  Creative task performance – the degree to which individuals develop ideas or physical outcomes that are both novel and useful  Job analysis – a process by which an organization determines requirements of specific jobs  Citizenship behavior – voluntary employee behaviors that contribute to organizational goals by improving the context in which work takes place  Organizational citizenship behavior – going beyond normal expectations to improve operations of the organization as well as defending the organization and being loyal to it.  Interpersonal citizenship behavior – going beyond normal job expectations to assist, support, and develop coworkers and colleagues  Types of interpersonal citizenship behavior o Helping – assisting coworkers who have work loads, aiding coworkers, and showing new employees the ropes o Courtesy – sharing important information with coworkers o Sportsmanship – maintaining a positive attitude with coworkers through good and bad times  Types of organizational citizenship behavior: o Voice – when an employee speaks up to offer constructive suggestions for change o Civic virtue – participation in company operations at a deeper-than- normal level through voluntary meetings, readings, etc. o Boosterism – positively representing the organization when in public  Counterproductive behavior – employee behaviors that intentionally hinder organizational goal accomplishment  Knowledge work – jobs that primarily involve cognitive activity versus physical activity  Service work – providing a service that involves direct verbal or physical interactions with customers  Management by objectives – a management philosophy that bases employee evaluations on whether specific performance goals have been met  Behaviorally anchored rating scales (BARS) – use of examples of critical incidents to evaluate an employee’s job performance behaviors directly  360 – degree feedback – a performance evaluation system that uses rating provided by supervisors, coworkers, subordinates, customers, and the employees themselves  Forced ranking – a performance management system in which managers rank subordinates relative to one another  Organizational commitment – an employee’s desire to remain a member of an organization  Withdrawal behavior – employee actions that are intended to avoid work situations  Types of organizational commitment: o Affective commitment – an employee’s desire to remain a member of an organization due to a feeling of emotional attachment o Continuance commitment – an employee’s desire to remain a member of an organization due to an awareness of the costs of leaving o Normative commitment – an employee’s desire to remain a member of an organization due to a feeling of obligation  Erosion model – suggests that employees with fewer bonds with coworkers are more likely to quit the organization than employees with more bonds with coworkers  Social influence model – suggests that employees with direct linkages to coworkers who leave the organization will themselves become more likely to leave  Embeddedness – an employee’s connection to and sense of fit in the organization and community  Withdrawal behaviors (active) o Exit – employee often becomes absent from work or voluntarily leaves the organization o Voice – employee speaks up to offer constructive suggestions for change, often in reaction to a negative work event  Withdrawal behaviors (passive) o Loyalty – publicly supports the situation but privately hopes for improvement o Neglect – a response in which one’s interest and effort in work decline  Types of employees : o Stars – high commitment and high performance o Citizens – high commitment and low task performance; high citizenship behaviors o Lone wolves – low commitment and high task performance, motivated to achieve work goals for themselves instead of their organizations o Apathetics – low commitment and low task performance  Psychological contracts – employee beliefs about what employees owe the organization and what the organization owes them  Transactional contracts – psychological contracts that focus on a narrow set of specific monetary obligations  Relational contracts – psychological contracts that focus on a broad set of open-ended and subjective obligations  Perceived organizational support – the degree to which employees believe that the organization values their contributions and cares about their well- being  Job satisfaction: emotional – appraisal of one’s job or job experiences  Values- things people want to see or attain  Value percept theory – job supplies those things that he or she values  Dissatisfaction = (want – have) x (importance)  Pay satisfaction – compensation  Promotion satisfaction – employees’ feelings about how the company handles promotions  Supervision satisfaction – feelings about their boss  Coworker satisfaction – feelings about their coworkers  Satisfaction with the work itself – feelings about the work tasks that they complete each day  Meaningfulness of work – employees feelings that they contribute to society and fulfill one’s ideals and passions  Responsibility for outcomes – employees feelings that they are the key drivers of the quality of wok output  Knowledge of results – employees are aware of how well or how poorly they are doing  Job characteristics theory – a theory that argues that five core characteristics combine to result in high levels of satisfaction with the work itself  Job Characteristics: o Variety – different activities and skills o Identity – whole, identifiable piece of works o Significance – matters and impacts society as a whole o Autonomy – freedom and discretion o Feedback – job itself provides information  Knowledge and skill – aptitude and competence  Growth and strength- desire to develop themselves  Emotional labor – employees can manage their emotions in the workplace  Emotional contagion – the idea that emotions can be transferred to others in the workplace  Life satisfaction – sense of happiness with their lives in general


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