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 Know component parts Hawthorn Studies Manipulate a variety of work factors pay length of day rest time supervisory style etc and measure their effects on worker performance Conclusions turned out to be more fiction than fact o Money and fear of unemployment during the Great Depression were performance factors not supervisor style Data driven research can drive managerial actions Theory X and Theory Y Theory X outdated o Pessimistic and negative assumptions about people at work Most people dislike work Most people must be coerced and threatened Most people actually prefer to be directed Theory Y Modern o Positive assumptions about people at work Work is a natural activity like play or rest People are capable of self direction Typical employees can take on responsibilities Typical member of population has imagination and creativity Contingency approach to management Using management concepts in situationally appropriate ways not just relying on one Evolving situations determine when and where management techniques are appropriate Productive potential resulting from strong relationships goodwiil trust and cooperative best way Social capital effort Internal External o Mentoring relationships to provide guidance Organizational culture o Business development The set of shared taken for granted implicit assumptions that a group holds and that determines how it perceives thinks about and reacts to various environments Three layers o Observable artifacts o Values Espoused Values The physical manifestation of an organization s culture Represent the explicitly stated values and norms that are preferred by an organization Enacted values Page 1 of 7 Represent the values and norms that actually exhibited or converted into employee behavior o Basic assumptions Constitute the organizational values that have become so taken for granted that they become assumptions that guide OB Types o Clan culture Internal focus and values flexibility rather than stability and control Family type orgs where effectiveness is achieved by encouraging employee collaboration o Adhocracy culture External focus and values flexibility Fosters the creation of innovative products and services by being adaptable creative and fast to respond to changes Do not rely on centralized power o Market culture o Hierarchy culture Strong external focus and values stability and control Driven by competition and a strong desire to deliver results Internal focus with a more formalized and structured work environment and values stability and control over flexibility o Ability to form connections and bring people together o Characterized by intellectual empathy interpersonal impact and diplomacy Psychological capital Intellectual capital o Openness to other cultures and willingness to change characterized by passion for diversity thirst for adventure and self assurance o Knowledge of international business and ability to learn characterized by global business savvy cognitive complexity and cosmopolitan outlook Global mindset requirements Social capital How culture is learned Ethnocentrism Thinking your culture is the best and is superior to all others GLOBE project Managerial implications of perception Power distance how much unequal distribution of power should there be in organizations and society Uncertainty avoidance how much should people rely on social norms and rules to avoid uncertainty and limit unpredictability Institutional collectivism how much should leaders encourage and reward loyalty to the social unit as opposed to individual goals In group collectivism how much pride and loyalty should individuals have for their family or organization Gender egalitarianism how much effort should be put into minimizing gender discrimination and role inequalities Assertiveness how confrontational and dominant should individuals be in social relationships Page 2 of 7 Future orientation how much should people delay gratification by planning and saving Performance orientation how much should individuals be rewarded for improvement for the future and excellence Humane orientation how much should society encourage and reward people for being kind fair friendly and generous Kelley s Model of Attribution Consensus a comparison of an individuals behavior with that of their group o PEOPLE o High consensus when one acts like the rest of the group o Low consensus when one acts differently Distinctiveness determined by comparing a person s behavior on one task with his or her behavior on other tasks o TASKS o High distinctiveness individual performs given task in a different manner than they perform other tasks o Low distinctiveness individual has stable performance from one task to another Consistency o TIME o High consistency implies that a person performs a certain task the same way each time o Low consistency implies that performance on a task varies from time to time Perceptual errors Halo o Rater forms opinion about an object and uses that impression to bias ratings o Personal characteristic that leads an individual to consistently evaluate other people or objects in an extremely positive way o Tendency to avoid all extreme judgments and rate people and objects as about the object Leniency Central tendency average or neutral Recency effects Contrast effects o Tendency to remember recent info If the info is negative the person or object will be evaluated negatively o Tendency to evaluate people or objects by comparing them with characteristics of recently observed people or objects Types of memory Attribution theory Semantic general knowledge about the world o Mental dictionary of concepts Event info about specific and general events Person info about a single individual or groups of people Explicit Based on the premise that people attempt to infer causes for observed behavior Casual attributions inferred causes of behavior Page 3 of 7 Fundamental attribution bias attributing ones behavior to his or her own personal characteristics not situational factors Self serving bias ones tendency to take more responsibility for success than for failure Big Five Traits Locus of control Extraversion outgoing talkative sociable assertive Agreeableness using good natured cooperative softhearted Conscientiousness dependable responsible achievement
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