ILROB 1220 1st EditionExam # 1 Study Guide Lectures: 1 Lecture 1 (1/21)What is Organizational Behavior? Why is OB important? What causes performance gaps? What are the solutions? Why is OB important? a. Everything that happens in an organization happens through peopleb. OB tells us how to manage the environment, people, structures, etc. to get desired performance outcomes. What causes Performance Gaps?a. People: Do we have the wrong people to do work?b. Formal Organization: Do we have the wrong groupings, linking, or management processes to do the work?c. Informal Organization: Do we have the wrong corporate culture to do the work? Too much conflict? Bad office politics?What are the solutions?a. A solution to a behavioral problem (a performance gap) is a change to the organization that removes one or more causes of the problem without creating new and larger or more serious problemsb. What are the levers I can use to control behavior?c. How will people respond to the different levers?d. Which responses best support my strategic goals?Lecture 2 (1/26) When do performance gaps exist? What types of companies exist? What is safety culture?When do performance gaps exist?a. Desired performance outcomes do not equal actual performance outcomesb. Competitors have superior performance outcomesWhat types of companies exist?a. Non-profiti. Performance gaps include rankings, placements, fundraising, etc.b. For profitii. Public (Ex: Southwest Airlines)iii. Private (Ex: MARS)iv. Performance Gap: Financial Measures1. Absolute Measures: sales, market share, etc.2. Relative Measures: ROA, ROE, ROSa. ROA: Return on Assetsb. ROE: Return on Equityc. ROS: Return on Salesv. Performance Gap: Non-financial Measures1. Lawsuits, Customer complaints, reputation, industry awards, accidents, recallsWhat is safety culture? a. Collection of characteristics and attitudes in an organization – promoted by leaders and internalized by members – that makes safety an overriding priority Lecture 3 (1/28)What is the congruence model and its internal elements? How can we solve organizational problems?What is the congruence model?a. Inputsi. Environment – legal, political, social, techonologial, customers, unionsii. Resources – financial, technological, reputation, market positioniii. History – Defining Events, Past decisionsb. Strategy (the way an organization captures and preserves value)i. Products / servicesii. Markets, customersiii. Technology choicesiv. Cost Leadershipv. Differentiationc. Outputs (an ability to achieve particular performance)i. Goods and services producedii. Revenues, profitsiii. Shareholder returnWhat are the internal elements of the congruence model? a. Critical Tasks (basic work to be done by an organization and its parts) iv. Knowledge and skill requiredv. Workflow and interdependenciesvi. Degree of uncertaintyb. People (characteristics of people in organizations)vii. Knowledge and skillsviii. Motivationix. Demographicsc. Formal Organization (formal structures, processes, systems that enable people toperform tasks)x. Culture: values and normsxi. Reward systemsxii. Job designxiii. Recruiting proceduresd. Informal Organization (informal structures and processes that affect people’s ability to perform tasks)xiv. Culture: values and normsxv. Power and politicsxvi. Networks and communicationsHow can we diagnose and solve organizational problems? a. Understand strategic contextb. Identify performance gapsc. Describe critical components d. Check for congruence (fit among components)e. Develop solutions to correct incongruence, and then take actionf. Observe response and learn from consequencesLecture 5 (2/9)MotivationWhat are the theories of motivation? What does motivation drive?I. Acquired Needs Theorya. Need for achievement: desire to do something more efficientlyb. Need for affiliation: desire to establish friendly relationshipsc. Need for power: desire to control othersII. Expectancy Theorya. Proposed by Victor Vroom in 1964b. Expectancy: probability assigned by an individual that work effort will be followed by a given level of achievementc. Instrumentality: probability of work outcomed. Valence: value attached by the individual to a work outcomeIII. Situational Approacha. Productivity rose because workers received extra attentionIV. Job Characteristics Theorya. Skill variety: requires different activities to complete a jobb. Task identity: requires completion of a whole identifiable piece of workc. Task significance: job is important and makes meaningful contributionsd. Autonomy: freedom, independence, and discretione. Job feedback: employee can obtain direct feedbackV. Social information Processinga. Individual needs, task perceptions, and reactions are all socially constructedb. Peers define critical aspects of the jobVI. Drives of motivationa. Drive to acquireb. Drive to bondc. Drive to comprehendd. Drive to
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