Chapter 2: Job Performance
Job Performance: The value of the set of employee behaviors that contribute, either
positively or negatively, to organizational goal accomplishment.
Task Performance: Employee behaviors that are directly involved in
= The value of employee behaviors that contribute either positively or negatively to
Three dimensions of job performance
Job performance is often a mix of the three dimensions:
1. Routine job p
= Consists of two or more people who work interdependently over some time period to
accomplish common goals related to some task-oriented purpose
Important components of a team
o All teams exist to fulfill some purpose.
o Team members
Power & Politics
You may have heard that power corrupts, and absolute power corrupts absolutely.
o But power is not always bad.
o Power is a reality of organizational life, and its not going to go away.
o If you learn how power works in organizatio
= Defines how jobs are formally divided, grouped, and coordinated.
Elements of organizational structure
o 1. Work specialization (= Division of labor)
= The degree to which activities in the organizatio
Organizational culture (= climate)
= A system of shared meaning held by members that distinguishes the organization from
Components of organizational culture
o 1. Material symbols
= Everything from corporate l
Conflict Management & Negotiation
= One party perceives that its interests are being opposed or negatively affected by
Conflict may occur when one party obstructs anothers goals in some way.
Is conflict good or bad?
Leadership & leaders
o = Is about influencing, motivating, and enabling others to contribute toward the
effectiveness and success of the organization
Leadership and management are often confused.
o Leaders vs. managers
1. Russia and Netherlands could relate to those three requirements. In order to meet
the high uncertainty avoidance, company should consider to change their strategy and
target new potential customer based on the environment and culture. For feminine,
The manager/organization needs to show the value or how good the job/task performance is to
employees. That can enhance the affective commitment. Showing the satisfaction to employees
can make them want to stay in the organization and motivate the working
In order to transit the organization from traditional, bureaucratic, hierarchical
structure to flatter structure with self-managed team. Company needs to make change
in lots of area, such as strategy and technology change. Whenever company want to
Societal Cultures: International Management
-Culture: Beliefs and values about how a community of people should and do act.
-Ethnocentrism: The belief that ones native country, culture, language, and behavior are
superior to others.
Chapter 4: Job Satisfaction
Job Satisfaction: A pleasurable emotional state resulting from the appraisal of ones
job or job experiences.
It represents how you feel about your job and what you think about your job.
49% of Americans are sat
Chapter 5: Stress
How does stress affect job performance and organizational commitment? (Pages 147 and
148 of Fourth Edition (both slides)
Stress: A psychological response to demands for which there is something at stake
and coping with those deman
Organizational Behavior Test 1 Study Guide
Chapter 4: Job Satisfaction
What are the five components of job satisfaction as measured by the Job Descriptive
Which of the five components o
Chapter 6: Motivation
Job Content: Job Characteristics Model
The five key job characteristics: Skill, task identity, task significance, autonomy, and
If a job is enriched what are the outcomes? Motivation, satisfaction, and
performance all incre
Chapter 1: What is Organizational Behavior?
Historical Approaches Management
1. Operations (Scientific) Management
Individual level of analysis
Frederick Taylor (scientific management)
Time/motion studies (determines where there is wasted time and motion
ORGANIZATIONAL BEHAVIOR FINAL STUDY GUIDE
3 levels of analysis
Historical perspectives of management
o Operations ma
Motivation is important because motivated (= engaged) employees devote a lot of energy
to their jobs.
Motivation represents the forces within a person that affect his or her direction, intensity,
and persistence of voluntary beh