chapter 5 bus 107 final study guide

chapter 5 bus 107 final study guide - Chapter 16 review...

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- Chapter 16 review organizational behavior the study of individuals and groups in organizations so as to improve effectiveness organization consciously coordinated social unit, made up of a group that works together on common goals fairly regularly systematic study looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence evidence-based management basing managerial decisions on the best available scientific evidence Components of Organizational Culture 1) Artifacts--symbols of culture in the social/physical work environment; visible but not always decipherable 2) Values--reflect a persons beliefs of what is right and wrong 3) Assumptions--deeply held beliefs that guide behavior; taken for granted 4 Functions of Organizational Culture 1) Gives a sense of identity 2) Provides a sense-making device 3) Reinforces values 4) Culture is a control hawthorne effect the tendency for people to behave differently when they know they are being studied Frederick Winslow Taylor a pioneering engineer who advanced the concept of scientific management Chapter 5 Individual Differences - the way in which factors such as skills, abilities, personalities, perceptions, attitudes, values, and ethics differ from one individual to another High self monitors flexible: adjust behavior according to the situation and the behavior of others can appear unpredictable & inconsistent low self monitors act from internal states rather- than from situational cues -show consistency - less likely to respond to work group norms or supervisory feedback Positive Affect - an individual’s tendency to accentuate the positive aspects of oneself, other people, and the world in general Negative Affect - an individual’s tendency to accentuate the negative aspects of oneself, other people, and the world in general Early research tried to identify and label enduring personality characteristics. Shy, aggressive, submissive, lazy, ambitious, loyal, and timid. These are personality traits . Early efforts to identify the primary traits that govern behavior often resulted in long lists that were difficult to generalize from and provided little practical guidance to organizational decision makers . Extroverted or Introverted (E or I) Sensing or Intuitive (S or N) Thinking or Feeling (T or F) Perceiving or Judging (P or J) INTJs are visionaries. ESTJs are organizers. ENTPs are conceptualizers. Values – basic convictions about what is right, good, or desirable. Value system The Importance and Organization of Values Values lay the foundation for understanding of attitudes and motivation. Values generally influence attitudes and behaviors. Generational Differences in Values Person-Organization Fit - People high on extraversion fit well with aggressive and team-oriented cultures. - People high on agreeableness match up better with a supportive organizational climate than one focused on aggressiveness. - People high on openness to experience fit better in organizations that emphasize innovation rather than standardization.
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