Popular in Course
Popular in Organizational Sciences
This 10 page Class Notes was uploaded by Kali Hamill on Wednesday September 23, 2015. The Class Notes belongs to ORGB300 at Drexel University taught by MicheleMasterfano in Fall. Since its upload, it has received 28 views. For similar materials see /class/212333/orgb300-drexel-university in Organizational Sciences at Drexel University.
Reviews for OrganizationalBehavior
Report this Material
What is Karma?
Karma is the currency of StudySoup.
You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!
Date Created: 09/23/15
Exam 1 Study Guide Exam 1 will be administered on Monday October 26th in lecture The exam will consist of 50 multiple choice questions and will be on Chapters 1 2 3 6 and 8 The questions listed in this study guide highlight the most important topics from each of the five chapters The majority of the exam questions will focus on these topics There will also be a few questions on additional information discussed in lecture or in your textbook Chapter 1 Organizational Behavior An Overview What is the definition of organizational behavior What are the two primary outcomes studied in OB Why is OB important Describe the resourcebased view Chapter 2 Job Performance and Organizational Commitment What is the definition of j ob performance Describe the three categories of job performance What is a job analysis and why is it performed Describe the four types of counterproductive behavior What is the definition of organizational commitment Describe the three types of organizational commitment What is the definition of withdrawal behaviors Describe the four types of reactions to negative events Describe the four categories of employees discussed in lecture and the textbook What is psychological withdrawal What are some types of psychological withdrawal What is physical withdrawal What are some types of physical withdrawal Chapter 3 Job Satisfaction What is the definition of j ob satisfaction 0 Describe ValuePercept Theory 0 Describe Job Characteristics Theory 0 What causes job satisfaction to uctuate during the workday o What are the differences between moods and emotions Chapter 6 Truth Justice amp Ethics 0 What is the definition of trust 0 Describe the three types of trust 0 What is the definition of trust propensity 0 Describe the dimensions of trustworthiness o What is the definition of justice 0 Describe the dimensions of justice 0 What is the relationship between distributive and procedural justice 0 What is the definition of ethics 0 Describe the four component model of ethical decision making 0 What is moral awareness o What is moral judgment 0 Describe the theory of cognitive moral development 0 What is moral intent Chapter 8 Personality amp Cultural Values 0 What is the definition of personality 0 Describe each of the traits in the Big Five 0 What is the definition of locus of control 0 Which of the Big Five Traits has the biggest in uence on job performance 0 What is the relationship between cultural values and personality 0 What is the definition of ability 0 What is the definition of cognitive ability 0 What are the different types of cognitive ability 0 What is general mental ability 0 Describe the components of emotional ability Chapter 5 Motivation What is the de nition of motivation 0 Motivation is de ned as a set of energetic forces that originates both within and outside an employee initiates workrelated effort and determines its direction intensity and persistence Describe expectancy theory 0 Expectancy Theory describes the cognitive process that employees go through to make choices among different voluntary behaviors Effort is directed toward behaviors when effort is believe to result in performance expectancy performance is believed to result in outcomes instrumentality and those outcomes are anticipated to be valuable valence o Extrinsic Motivation7 quot quot Expectancy 7 the belief that exerting a high level of effort will result in the successful performance of some task Instrumentality 7the belief that successful performance will result in some outcomes Valence 7 the anticipated value of the outcomes associated with performance What is the difference between extrinsic and intrinsic motivation that is quot J by some quot J that depends on task performance 0 Intrinsic Motivation 7 motivation that is felt when task performance serves as its own reward What is selfefficacy What are some factors that in uence an individual s selfefficacy o Selfefficacy is defined as the belief that a certain person has the capabilities needed to execute the behaviors required for task success Past Accomplishments 7 the degree to which they have succeeded or failed on similar sorts of tasks in the past Vicarious Experiences 7 the observations and discussions with others who have performed such tasks Verbal Persuasion 7friends coworkers and leaders can persuade employees that they can get the job done Emotional Cues 7 feelings of fear or anxiety can create doubts about task accomplishment whereas pride and enthusiasm can bolster confidence levels Describe goalsetting theory What does the theory suggest o Goalsetting Theory views speci c and dif cult goals as the primary drivers of the intensity and persistence of effort The theory argues that assigning employees speci c and dif cult goals will result in higher levels of performance that assigning no goals easy goals or doyoubest goals Describe equity theory 0 Equity Theory suggests that motivation and performance depend on how one s own ratio of outcomes to inputs compares to the ratio of a comparison other What is equity distress 0 Equity Distress is an intemal tension that can only be alleviated by restoring balance to the outcomeinput ratio Describe psychological empowerment o Psychological Empowerment re ects an energy rooted in the belief that tasks are contributing to some larger purpose Models of psychological empowerment argue that a similar set of concepts can make work tasks intrinsically motivating I Meaningfulness 7the value of a work goal or purpose relative to a person s own ideals and passions I Self 7determination 7 a sense of choice in the initiation and continuation of work tasks I Competence 7 a person s belief in his or her capability to perform work tasks successfully I Impact 7 the sense that a person s actions is progressing towards ful lling some important purpose Chapter 9 Teams 0 Describe the stages of team development 0 The four stage theory suggest teams develop in a sequence of stages I Forming 7 members orient themselves by trying to understand the boundaries in the team I Storming 7 members remain committed to ideas they bring with them to the team I Norming members realize that they need to work together to accomplish teams goals and consequently they begin to cooperate with one another I Performing 7 members are comfortable working with their roles and the teams make progress towards goals 0 What is the de nition of task interdependence 0 Task Interdependence refers to the degree to which team members interact with and rely on other team members for the information materials and resources needed to accomplish work for the team 0 Describe the four types of task interdependence o Pooled Interdependence 7 group members complete their work independently and then this work is piled up to represent the group s output 0 Sequential Interdependence 7 different tasks are done in a prescribed order and the group is structured such that the members specialize in these tasks 0 Reciprocal Interdependence 7 members are specialized to perform specific tasks whilst interacting with a subset of other members to complete the team s work 0 Comprehensive Interdependence 7 each member has a great deal of discretion in terms of what they do and with who they interact in the course of the collaboration involved in accomplishing the team s work 0 Describe the factors involved in team composition 0 Member Role 7the set of behaviors a person is expected to display in a given context I Team Task Roles 7 behaviors that directly facilitate the accomplishment of team tasks Team Building Roles 7 behaviors that in uence the quality of the team s social climate Individualistic Roles 7the behaviors that benefit the individual members at the expense of the team 0 Member Ability 0 Member Personality 7 affect how teams function and perform I Conscientiousness I Agreeableness I Extraversion 0 Member Diversity 7 the degree to which members are different from one another in terms of any attribute that might be used by someone as a basis of categorizing people I SurfaceLevel Diversity the observable attributes such as race sex and age I DeepLevel Diversity 7the attributes that are less easy to observe initially but can be inferred after more direct experience 0 Team Size I Having a greater number of members is bene cial for management and project teams but not for teams engaged in production tasks 0 What is the de nition of taskwork processes 0 Taskwork Processes are the activities of team members that relate directly to the accomplishment of team tasks 0 What is the de nition of teamwork processes 0 Teamwork Processes are the interpersonal activities that facilitate the accomplishment of the team s work but do not directly involve task accomplishment itself I Transition Processes 7 teamwork activities that focus on preparation for future work I Action Processes 7 teamwork activities that focus on preparation for work being accomplished I Interpersonal Processes 7 teamwork activities that focus on management of team member relationships 0 What is process gain and process loss 0 Process Gain 7 getting more from the team than you would expect according to the capabilities of its individual members 0 Process Loss 7 getting less from the team than you would expect according to the capabilities of its individual members 0 What is the de nition of team states 0 Team States are the speci c feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together Chapter 10 Leadership 0 What is the de nition of leadership 0 Leadership is the use of power and in uence to direct the activities of followers toward goal achievement 0 What is the de nition of power 0 Power is the ability to in uence the behavior of others and resist unwanted in uence in return o What is the de nition of in uence 0 In uence is the use of behaviors to cause behavioral or attitudinal changes in others 0 Describe the types ofpower leaders can possess o Legitimate Power 7 a form of organizational power based on authority or position 0 Reward Power 7 a from of organizational power based on the control of resources or bene ts 0 Coercive Power 7 a form of organizational power based on the ability to hand out punishment 0 Expert Power 7 a form of organizational power based on expertise or knowledge 0 Referent Power 7 a form of organizational power based on the attractiveness and charisma of the leader 0 Describe the four most effective in uence tactics o Rational Persuasion 7the use of logical arguments and hard facts to show the target that the request is a worthwhile one o Inspirational Appeal 7 appeals to the target s value and ideals thereby creating an emotional or attitudinal reaction 0 Consultation 7the target is allowed to participate in deciding how to carry out or implement a request 0 Collaboration 7makes it easier for the target to complete a request from the leader 0 Describe the three responses to in uence attempts 0 Engagement 7 the target agrees with and becomes committed to the in uence request 0 Compliance 7 the target is willing to perform the in uence request but they do it with indifference 0 Resistance 7 the target refuses to perform the in uence request and puts forth an effort to avoid having to do it 0 Describe the four types of decisionmaking styles 0 Autocratic Style 7 the leader makes the decision alone without asking for opinions or suggestions of the employees inthe work unit 0 Consultative Style 7 the leader presents the problem to employees asking for their opinions and suggestions before ultimately making the decision him or herself o Facilitative Style 7the leader presents the problem to a group of employees and seeks consensus on a solution making sure that his or her own opinion receives no more weight than anyone else s o Delegative Style 7 the leader gives the employee the responsibility for making decisions within some set of speci ed boundary conditions 0 What is the most common con ict resolution style 0 Compromise is the most common form of con ict resolution whereby each pa1ty s losses are offset by gains and vice versa 0 What is the de nition of initiating structure 0 Initiating Structure is a pattern of behavior where the leader de nes and structures the roles of employees in pursuit of goal attainment o What is the de nition of consideration 0 Consideration is a pattern of behavior where the leader creates job relationships characterized by mutual trust respect for employee ideas and consideration of employee feelings 0 Describe transformational leadership 0 A pattern of behavior where the leader inspires followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives Chapter 11 Organizational Structure 0 What is the de nition of organizational structure 0 Organizational Structure formally dictates how jobs and tasks are divided and coordinated between individuals and groups within an organization 0 Describe the ve elements of organizational structure 0 Work Specialization 7the degree to which tasks in an organization are divided into separate jobs 0 Chain of Command 7 answers the question of who reports to whom and signi es formal authority relationships 0 Span of Control 7 represents how many employees each manager in the organization has responsibility for o Centralization 7 refers to where decisions are formally made in organizations 0 Formalization 7the degree to which rules and procedures are used to standardize behaviors and decisions in an organization 0 Describe an organic structure 0 Organic Organizations are exible adaptive outwardfocused organizations that thrive in dynamic environments 0 Describe a mechanistic structure 0 Mechanistic Organizations are efficient rigid predictable and standard organizations that thrive in stable environments 0 What is the most common type of organizational structure 0 Simple structures are the most common form of organizational design A simple structure is an organizational form that features one person as the central decisionmaking gure 0 Describe a bureaucratic structure 0 Bureaucratic Structures are organizational forms that exhibit many of the facets of a mechanistic organization I Functional Structure 7 an organizational form in which employees are grouped by the function they serve I Multidivisional Structure Product Structure 7 an organizational form in which employees are grouped around different products that the company produces Geographic Structure 7 an organizational form in which employees are grouped around the different location where the company does business 0 Client Structure 7 an organizational form in which employees are organized around the customers they serve o What is the definition of organizational design 0 Organizational Design is the process of creating selecting or changing the structure of an organization Chapter 12 Organizational Culture 0 What is the definition of organizational culture 0 Organizational Culture is the shared social knowledge within an organization regarding the rules norms and values that shape the attitudes and behaviors of its employees 0 Describe the three components of organizational culture 0 Observable Artifacts 7 aspects of an organization s culture that employees and outsiders can easily talk about I Symbols 7 the images an organization uses which generally convey messages I Physical Structures 7 the organization s buildings and internal office designs I Language 7 the jargon slang and slogans used within an organization I Stories 7 anecdotes accounts legends and myths passed down from cohort to cohort within an organization I Rituals 7 the daily or weekly planned routines that occur in an organization I Ceremonies 7 formal events generally performed in front of an audience of organizational members 0 Espoused Values 7 the beliefs philosophies and norms that a company explicitly states 0 Basic Underlying Assumptions 7 the ingrained beliefs and philosophies of employees 0 What is the definition of cultural strength 0 Culture Strength is the degree to which employees agree about how things should happen within the organization and behave accordingly 0 Describe the attractionselectionattrition framework 0 The ASA Framework is a theory that states that employees will be drawn to organizations with cultures that match their personality organizations will select employees that match and employees will leave or be forced out when they are not a good fit 0 What is the definition of a counterculture o Countercultures occur when a subculture s values do not match those of the organization
Are you sure you want to buy this material for
You're already Subscribed!
Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'