MAN3240 Organizational Behavior Midterm Exam Study Hints Multiple choice questions are worth 2 points each There are 50 MC questions on the exam Review the following to be prepared for this portion of the test Hawthorn Studies Manipulate multiple work factors and measure the affects on worker performance Performance can be improved with individual needs supervision and group dynamics employee behavior became important Marked as beginning of the human relations movement Money fear of unemployment and high quality raw materials high output Theory X and Theory Y Created by douglas mcgregor Made two assumptions x and y To help break the theory x he came up with theory y Theory x managers perceive employees as negative and pessimistic outdated Theory y modern set of positive assumptions about people at work Managers could accomplish more through self energized committed and creative beings Contingency approach to management of the best way Using management concepts and techniques within a situational context instead Specific to different situations and individuals Managers clearly interpret the situation and apply modern lessons training role models and experience in appropriate ways Social capital The productive potential resulting from strong relationships goodwill trust Relationships not individuals Both employees and their employers invest in human social capital with intentions of future returns or benefits Internal mentoring company sports teams External conference organizations to identify new customers Organizational culture Set of shared implicit assumptions between a group that determines how to perceive it think about it and reacts First passed on to new employees second organizational culture influences our behavior at work third organiz Culture operates at different levels 4 key components o Founders values o Business environment o national culture o senior leaders Layers of culture together they determine how a member should act think and feel in their environment Page 1 of 8 Values importance Espoused values Enacted values o Concepts that pertain to desirable behavior and are ordered by o Stated values and norms preferred by organization o Norms that are converted into employee behavior o Based on observable behavior Observable artifacts Basic assumptions o Being offered a check and parking spot o Organizational values that are taken for granted for over time Gives members organizational identity shapes behaviors collective Four functions of culture commitment promotes stability Outcomes Organizational effectiveness employees more satisfied innovation quality can be assoc with clan adhocracy and market cultures financial performance is not highly related market cultures increase positive outcomes Organizational Culture types Clans internal focus values flexibility rather than stability and control collaboration between employees Adhocracy external focus values flexibility fosters creativity adapt fast to changes in market Hierarchy internal focus formularized structure stable over flexible reliable internal processes extensive measurements and implementation of variety of control mechanisms Market strong external force value control stability competition strong desire to deliver results CVF practical way for managers to understand organizational culture internal vs external environment or flexible vs stable creates 4 types of culture competing values framework Global mindset requirements Intellectual capital knowledge of international business and ability to learn business savy cosmopolitan outlook Psychological capital openness to other cultures willingness to change passion for diversity thirst for adventure Social capital Ability to form and connect people intercultural empathy interpersonal impact Societal culture shared values that result from common experience of members transmitted over time Societal culture language religion political legal Page 2 of 8 How culture is learned Passed onto new employees through socialization Observed and learned by actions of senior leaders and founders o Societal is within and brought to work which make organ Behavior Ethnocentrism beliefs one country is superior to all others bad for business and managers GLOBE project global leadership and organiz Behavior effectiveness Attempt to develop theory to describe and predict the impact of specific cultural variables on leadership and organ Process and the effectiveness of these process 9 cultural dimensions from project o power distance uncertainty avoidance institutional collectivism in group collectivism gender egalitarianism assertiveness future orientation performance orientation humane orientation Managerial implications of perception Hiring interviewers base their impressions on how a applicant fits the perceived requirements of a job on implicit cognition leads to biased decisions o Implicit cognition beliefs activated from memory without our conscious Personal appraisal managers to accurately identify charact And results indicative of good performance o Characteristics serve as benchmarks for evaluating employee awareness performance Leadership good leaders must assign tasks to group members telling others they had done well setting specific goals Kelley s Model of Attribution Behavior can be attributed to either internal factors within a person ability or external factors within environ difficult tasks Three Dimensions of behavior Consensus o Involves comparison of ones behavior with that of his peers o Comparing persons behavior on one task with other tasks Distinctiveness Consistency o Judging if somones performance is consistant over time High Consensus Dist and low consistency external causes Low consenous distiv and high consistency internal causes Perceptual errors five common errors that influence our judgements disort the evaluation of applicants and employee performance managers must guard against them Halo rater uses overall impression to bias rate a object effect Leniancy consistenly evaluate people positively Central tendency rate people as average recency effects remember recent info effect contrast effects compare people with Page 3 of 8 characteristics of recently observed people self serving you view your own performances better Types of memory Event sequence of well known situations Semantic mental dictionary of concepts overall knowledge cultural differences in the type of info we store Person single indiv or group Explicit what you are deliberately trying
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