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PERSONALITY a complex set of characteristics that makes you unique HEREDITY factors determined at conception MYERS-BRIGGS TYPE INDICATOR t... [Show More] he most widely used personality assessment in the world. includes scales on introversion/extroversion, sensing/intuition, thinking/feeling, and judging/perceiving THE BIG FIVE PERSONALITY MODEL personality typing instrument which includes extraversion, agreeableness, conscientiousness, emotional stability, openness to experience Machiavellianism the degree to which an individual's pragmatic, maintains emotional distance, and believes the end justifies the means NARCISSM the tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement SELF-MONITORING A personality trait that measures an individual's ability to adjust his or her behavior to external, situational factors. PROACTIVE PERSONALITY people identify opportunities, show initiative, take action, and persevere until meaningful change occurs. VALUES basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence TERMINAL VALUES desirable end-states of existence; the goals a person would like to achieve during his or her lifetime INSTRUMENTAL VALUES preferable modes of behavior or means of achieving one's terminal values POWER DISTANCE a national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally PERCEPTION a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment ATTRIBUTION THEORY an attempt to determine whether an individual's behavior is internally or externally caused FUNDAMENTAL ATTRIBUTION ERROR the tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others SELF-SERVING BIAS the tendency for individuals to attribute their own successes to internal factors and put the blame for failures on external factors SELECTIVE PERCEPTION the tendency to selectively interpret what one sees on the basis of one's interests, background, experience, and attitude HALO EFFECT the tendency to draw a general impression about an individual on the basis of a single characteristic CONTRAST EFFECT evaluation of a person's characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics STEREOTYPING judging someone on the basis of one's perception of the group to which it belongs SELF-FULFILLING PROPHECY a situation in which a person inaccurately perceives a second person, and the resulting expectations cause the second person to behave in ways consistent with the original perception RATIONAL DECISION-MAKING MODEL a decision-making model that describes how individuals should behave in order to maximize some outcomes BOUNDED RATIONALITY a process of making decisions by constructing simplified models that the essential features from problems without capturing all their complexity INTUITION DECISION-MAKING an unconscious process distilled out of distilled experience ANCHORING BIAS a tendency to fixate on initial information from which one then fails to adequately adjust for subsequent information CONFIRMATION BIAS the tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments RISK ADVERSION the tendency to prefer a sure gain of a moderate amount over a riskier outcome even if the riskier outcome might have a higher expected payoff MOTIVATION the processes that account for an individuals intensity, direction, and persistence of effort toward maintaining a goal HIERARCHY OF NEEDS abram maslow's _________ (5) physiological, safety, social, esteem, and self-actualization- in which as each need is substantially satisfied, the next becomes dominant LOWER ORDER NEEDS needs that are satisfied externally, such as physiological and safety needs SELF-ACTUALIZATION the drive to become what a person is capable of becoming HIGHER-ORDER NEEDS needs that are satisfied internally, such as social, esteem, and self-actualization THEORY X the assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform THEORY Y the assumption that employees like work, are creative, seek responsibility, and can exercise self-direction HYGIENE FACTORS factors, such as company policy, and administration, supervision, and salary- that when adequate in a job, placates workers. When these factors are adequate, people will not be dissatisfied MCCLELLANDS THEORY OF NEEDS a theory that states achievement, power and affiliation are three important needs that help explain motivation COGNITIVE EVALUATION THEORY a version of self determination theory which holds that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling SELF-CONCORDANCE the degree to which peoples' reasons for pursuing goals are consistent with their interests or core values MANAGEMENT BY OBJECTIVES (MBO) a program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress DISTRIBUTIVE JUSTICE perceived fairness of the amount and allocation of rewards among individuals INTERACTIONAL JUSTICE the perceived degree to which an individual is treated with dignity, concern, and respect GROUP 2 or more individuals interacting and interdependent, who have come together to achieve particular objectives FORMAL GROUP a designated work group defined by an organization's structure INFORMAL GROUP a group that is neither formally structured nor organizationally determined: such a group appears in response to the need for social contact SOCIAL IDENTITY THEORY perspective that considers when and why individuals consider themselves members of groups FIVE STAGE GROUP DEVELOPMENT MODEL the 5 distinct stages groups go through are: forming, storming, norming, performing, and adjourning FORMING STAGE first stage of group development characterized by a lot of uncertainty STORMING STAGE second stage of group development characterized by intragroup conflict NORMING STAGE third stage of group development characterized by close relationships and cohesiveness PERFORMING STAGE fourth stage of group development during which the group is fully functional ADJOURNING STAGE the final stage of group development for temporary groups; characterized by concern with wrapping up activities rather than task performance PUNCTUATED EQUILIBRIUM MODEL a set of phases that temporary groups go through that involve transitions between inertia and activity ROLE PERCEPTION an individual's view of how he or she is supposed to act in a given situation ROLE EXPECTATIONS how others believe a person should act in a given situation NORMS acceptable standards of behavior within a group that are shared by the group's members DEVIANT WORKPLACE BEHAVIOR voluntary behavior that violates significant organizational norms and, in so doing, threatens the well-being of the organization or its members. Antisocial behavior or workplace incivility SOCIAL LOAFING the tendency for individuals to expend less effort when working collectively than when working individually [Show Less]
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Employees A and B work together on the same project team. When the team faces a complex problem, the team leader usually asks B to generate alternative sol... [Show More] utions for the team to consider. Experience has shown that B is more likely to take initiative, to set ambitious goals, and to feel that the team can effectively influence its environment. Employee A tends to do well on jobs that are routine, is plagued with self doubt, and feels that the team is largely powerless over its environment. Employee A exhibits negative core self evaluation, and employee B exhibits positive core self evaluation. Employee B was upset by Employee A's behavior at the department's planning meeting. Which factors will influence Employee B's perception in this situation? Situation, target, and perceiver A person is broadminded, courageous, and forgiving. Which type of values are these? Instrumental values An employee enjoys having a large span of responsibility and is motivated to do well because of personal feelings. Which kind of reward is this? Intrinsic reward Which theory of motivation focuses on 5 levels of needs, and further separates those needs by lower-order needs and higher-order needs? Maslow's Hierarchy of Needs Theory Manager A supervises 10 district units with 100 employees and receives $100,000 in compensation. Manager B supervises 5 district units with 50 employees and also receives $100,000 in compensation. Manager A is upset by this relationship and is looking for a new job. Which theory explains A's motivation to look for a new job? Equity theory A manager challenged an employee to produce an average of 24 assemblies each day for a week. This production goal was higher than the employee had ever achieved during any week. The manager gave the employee a tally sheet to mark after each assembly was completed. Considering the goal-setting theory of motivation, the manager was counting on which factors to influence the employee to achieve the production goal? Specificity and feedback Which stage of the five-stage group development model is characterized by developing close relationships and cohesiveness? Norming What defines a set of expected behavior patterns attributed to a person occupying a given position in a social unit? Group role Which type of group is defined by the organization's structure? Formal group Management has noticed that the quality improvement work group is struggling because members seem to be working in different directions. Which suggested action can the company take to increase group cohesiveness? Physically isolate the group To resolve a conflict between the department staff and the janitorial staff, the department head informs the department staff of a new policy prohibiting the eating of food at the desk. Which type of conflict resolution technique does this represent? Authoritative command What is an advantage of a group that is not very cohesive? When performance norms are low, productivity may be higher than in a cohesive group. Which term describes the tendency for individuals to expend less effort when working collectively than when working individually? Social loafing What is a strength of group decision making? Increased diversity of views Which statement is true about work teams? Members of the group generate positive synergy through coordinated effort. What type of team is formed when employees from about the same hierarchical level but from different work areas come together to accomplish a task? Cross-functional team What are primary factors that differentiate virtual teams from face-to-face teams? Overcome time and space constraints and create limited social context What is a characteristic of problem-solving teams that is different than cross-functional teams? Problem-solving team members come from the same work unit. A team was assigned a project. Halfway through the project it was obvious that the team was failing to meet expectations. Management had made sure that individuals assigned to the team had good interpersonal skills as well as good problem-solving and decision-making skills. However, they overlooked other abilities of team members required for accomplishing the work. Which ability necessary for team members was overlooked? Technical expertise When organizing a team to develop a new quality control system, management wanted to assign team members having characteristics common to effective teams. Which list specifies common characteristics of effective teams? A manageable level of conflict, members who are conscientious, and effective leadership A company switched from assembly lines to self-managed work teams. What can team members do to improve the synergy and success of their teams? Take action on problems as individual members as well as in work teams A company is changing their work organization from employees working individually to the use of teams. Which reward system could be used to foster long-term team effectiveness? Reward system that rewards both individual and group activity Management is considering a reorganization of sales regions and plans to allow employees to live and work in their respective sales territories throughout the United States. However, the vice president of sales wants the regionally-dispersed agents to participate in weekly sales meetings. Which type of teams should be organized? Virtual teams What is the optimal method for maximizing team member participation in a global meeting? Video conferencing technology A newly-formed team is struggling to become productive but cannot decide who should do what. How should the team leader attempt to resolve the problem? Coach the team through the difficulty Which option defines organizational culture? A shared system of meanings that is unique to the organization Which attributes are included in the seven primary characteristics that define an organization's culture? Attention to detail, innovation and risk taking, people orientation What is one of the forces that plays a particularly important role in sustaining an organization's culture? Socialization process How can an organization transmit its culture to its employees? By using material symbols and specific language When is organizational culture considered dysfunctional? When cultural incompatibility deters making acquisitions or mergers What is an advantage of a strong organizational culture? The company has low employee turnover. How might a charismatic leader work to increase performance in an organization? Articulate an appealing vision. Which contingency theory of leadership proposes that early in the interaction between a leader and a given follower the leader implicitly categorizes the follower as an "in" or an "out"? Leader-member exchange theory What is a characteristic employed by transformational leaders? Provides vision and sense of mission and gains trust Which approach might be used to mentor a less-experienced employee? Counseling and sponsorship Which conflict-resolution techniques might a manager use to control the level of conflict that has become dysfunctional? Superordinate goals and altering the structural variables How do employees often respond when feeling threatened by organizational politics? With defensive behaviors What is a purpose of employee performance evaluations To provide feedback and determine reward allocations What is true about the relationship between performance evaluation and motivation? Supervisors must have confidence that the effort they exert will lead to a favorable employee performance. In which circumstances would the use of 360-degree performance evaluations apply? When both internal and external customer feedback is helpful A company has restructured around teams but performance has not met expectations. What should be the main evaluation criterion in an appropriate performance evaluation for supporting and improving the performance of teams? Team results being tied to important goals [Show Less]
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WGU C715 Practice Test questions and answers latest updated | graded A+
Employees A and B work together on the same project team. When the team faces a complex problem, the team leader usually asks B to generate alternative sol... [Show More] utions for the team to consider. Experience has shown that B is more likely to take initiative, to set ambitious goals, and to feel that the team can effectively influence its environment. Employee A tends to do well on jobs that are routine, is plagued with self doubt, and feels that the team is largely powerless over its environment. Which statement is correct? A) Employee A exhibits positive core self evaluation, and employee B exhibits negative core self evaluation. B) Employee A exhibits negative core self evaluation, and employee B exhibits positive core self evaluation. C) Employee A exhibits negative core self evaluation, and employee B exhibits negative core self evaluation. D) Employee A exhibits positive core self evaluation and employee B exhibits positive core self evaluation. B) Employee A exhibits negative core self evaluation, and employee B exhibits positive core self evaluation. Employee B was upset by Employees A's behavior at the department planning meeting, Which factors will influence Employee B's perception in this situation? A) Problem, Criteria, and Alternatives B) Situation, target, and perceiver C) Heredity, environment, perceiver D) Stimulation, task, and skills B) situation, target, and perceiver A person is broadminded courageous and forgiving. Which of the values are these? A) Transitory values B) Terminal values C) Instrumental values D) Determinate values C) Instrumental Values An employee enjoys having a large span of responsibility and is motivated to do well because of personal feelings. Which kind of reward is this? A) Affiliation reward B) Intrinsic reward C) Compensatory reward D) Extrinsic reward B) Intrinsic reward Manager A supervises 10 district units with 100 employees and receives $100,000 in compensation. Manager B supervises 5 district units with 50 employees and also receives $100,000 in compensation. Manager A is upset by the relationship and is looking for a new job. Which theory explains A's motivation to look for a new job? A) Inequity theory B) Perceptual fairness theory C) Perception theory D) Equity theory D) Equity theory A manager challenged an employee to produce an average of 24 assemblies each day for a week. This production goal was higher than the employee had ever achieved during any week. The manager gave the employee a tally sheet to mark after each assembly was completed. Considering the goal-setting theory of motivation, the manager was counting on which factors to influence the employee to achieve the production goal? A) Feedback and reflection B) Challenge and power C) Specificity and feedback D) Challenge and direction C) Specificity and feedback Which theory of motivation focuses on 5 levels of needs, and further separated those needs by lower-order needs and higher-order needs? A) Two-factor theory B) McClelland's theory of needs C) McGregors Theory X and Theory Y D) Maslow's Heirarchy of needs theory D) Maslow's Heirarchy of needs theory Which of the five-stage group development model is characterized by close relationships and cohesiveness? A) Norming B) Performing C) Forming D) Storming A) Norming What defines a set of expected behavior patterns attributed to a person occupying a given position in a social unit? A) Group conformity B) Group role C) Group Status D) Group norm B) Group role Which type of group is defined by the organizations structure? A) Designated group B) Formal group C) Unified group D) Informal Group B) Formal group Management has noticed that the quality improvement work group is struggling because member's seem to be working in different directions. Which suggested action can the company take to increase group cohesiveness? A) Decrease the difficulty of becoming a group member B) Physically isolate the group C) Establish more rigid roles for group members D) Make the group larger B) Physically isolate the group To resolve a conflict between the department staff and the janitorial staff, the department head informs the department staff of a new policy prohibiting the eating of food at the desk. Which type of conflict resolution technique does this represents? A) Authoritative command B) Altering the structural variables C) Altering the human variable D) Problem solving A) Authoritative command Which option defines organizational culture? A) A human resources department program for recognizing diversity B) An organizational segmentation according to cultural background C) A diverse cultural subset working together to strengthen impact D) A shared system of meanings that is unique to the organization D) A shared system of meanings that is unique to the organization Which term describes the tendency for individuals to expend less effort when working collectively than when working individually? A) Independent effort B) Employee disengagement C) Social loafing D) Selective perception C) Social loafing What is a strength of group decision making? A) Power of groupthink B) Reduced time for making decisions C) Conformity pressures in groups D) Increased diversity of views D) Increased diversity of views Which statement is true about work teams? A) The members' primary focus is on improving individual effort B) Members work together to neutralize synergy C) Members of the group generate positive synergy through coordinated effort. D) The primary goal is to share information that is helpful to individual efforts C) Members of the group generate positive synergy through coordinated effort. What type of team is formed when employees from about the same hierarchical level but from different work areas come together to accomplish a task? A) Diverse team B) Cross-functional team C) Virtual team D) Divergent team B) Cross-functional team What are primary factors that differentiate virtual teams from face-to-face teams? A) Improve employee satisfaction and create more frequent social context B) Overcome time an space constraints and create limited social context C) Reduce paraverbal cues and create more frequent social context D) Reduce telecommunications costs and increase paraverbal cues B) Overcome time and space constraints and create limited social context What is a characteristic of problem-solving teams that is different than cross functional teams? A) Problem-solving team members come from different work units. B) Problem-solving teams use only computer technology to tie them physically C) Problem-solving team members come from the same work unit D) Problem-solving team members meet only on a virtual basis C) Problem-solving team members come from the same work unit A team was assigned a project. Halfway through the project it was obvious that the team-was failing to meet expectations. Management had made sure that individuals assigned to the team had good interpersonal skills as well as good problem-solving and decision-making skills. However, they overlooked other abilities of team members requires for accomplishing the work. Which ability necessary for team members was overlooked? A) Propensity for social loafing B) Authoritarian personality C) Type D personality D) Technical expertise D) Technique Expertise When organizing a team to develop a new quality control system, management wanted to assign team members having characteristics common to effective teams. A) A climate of trust, members who fill role demands, and a large team size B) Group performance evaluation, absence of conflict, and members who fill role demands C) Group performance evaluation, members who score low on personality characteristic or extroversion, and effective leadership D) A manageable level of conflict, members who are conscientious, and effective leadership D) A manageable level of conflict, members who are conscientious, and effective leadership A company switched from assembly lines to self-managed work teams. What can team members do to improve the synergy and success of their teams? A) Change work group roles at random B) Take action on problems as individual members as well as in work teams C) Assign individual roles rather than mutual team roles D) Share information but not engage in collective performance goals B) Take action on problems as individual members as well as in work teams A company is changing their work organization from employees working individually to the use of teams. Which reward system could be used to foster long-term team effectiveness? A) Reward system that rewards only individual performance B) Reward system that recognizes only group activity C) Reward system that discourages collaboration by individuals D) Reward system that rewards both individual an group activity D) Reward system that rewards both individual and group activity Management is considering a reorganization of sales regions and plans to allow employees to live and work in their respective sales territories throughout the United States. However, the VP of sales wants the regionally dispersed agents to participate in weekly sales meetings. Which type of teams should be organized? A) Quality teams B) Self managed teams C) Cross functional teams D) Virtual teams D) Virtual teams What is the optimal method for maximizing team member participation in a global meeting? A) Unilateral communication techniques B) E-mail communications C) Hard copy messaging D) Video conferencing technology D) Video conferencing technology A newly-formed team is struggling to become productive but cannot decide who should do what. How should the team leader attempt to resolve the problem? A) Coach the team through the difficulty B) Research the problem and impose a solution without argument C) Resign as team leader D) Disband the team because the problem cannot be solved A) Coach the team through the difficulty Which attributes are included in the seven primary characteristics that define an organizations culture? A) Political attitude, attention to detail, team orientation B) Team orientation, political orientation, people orientation C) Attention to detail, innovation and risk taking, people orientation D) Aggressiveness, competitive focus, innovation C) Attention to detail, innovation and risk taking, people orientation When is organizational culture considered dysfunctional? A) When different employee groups communicate common problems B) When cultural incompatibility deters making acquisitions or mergers C) When strong organizational cultures prohibit prejudice D) When core values are in agreement throughout the organization B) When cultural incompatibility deters making acquisitions or mergers What is one of the forces that plays a particularly important role in sustaining an organization's culture? A) Socialization process B) Individualized interaction C) Personal background of key employees D) Educational level achieved by key employees A) Socialization process What is an advantage of a strong organizational culture? A) Organizational purpose results in limited cohesiveness B) Employee behavior is rarely affected. C) There is a lack of behavioral consistency D) The company has low employee turnover D) The company has low employee turnover How can an organization transmit its culture to its employees? A) By analyzing employee gripes and complaints B) By using material symbols and specific language C) By requiring employees to memorize the mission statement D) By influencing the balance of employees' cultural backgrounds B) By using material symbols and specific language What is an advantage of a group that is not very cohesive? A) When making a group decision, groupthink is more likely to occur B) There is less need for giving rewards as group rewards C) When performance norms are high, productivity will be higher than a cohesive group. D) When performance norms are low, productivity may be higher than in a cohesive group D) When performance norms are low, productivity may be higher than in a cohesive group [Show Less]
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WGU C715 ORGANIZATIONAL BEHAVIOR QUESTIONS AND ANSWERS GRADED A+
The hereditary approach states what? An individual's personality is determined by molecular structure of genes. hereditary determined at time of c... [Show More] onception Myers-Briggs Type Indicator Most widely used personality test that includes Extroverted (E) versus Introverted (I), Sensing (S) versus Intuitive (N), Thinking (T) versus Feeling (F), Judging (J) versus Perceiving (P What is the major problem with the Myers-Briggs personality test? It forces a person to be categorized as either one type or another. Big 5 Personality Traits Openness, Conscientiousness, Agreeableness, Extroversion, Emotional stability. Among all Big 5 personality traits, which one is most consistently related to job performance? conscientiousness narcissism The tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement. Individuals scoring ________ have a strong ability to adjust their behavior to external, situational factors and can behave differently in different situations. high on self-monitoring People with proactive personalities do what? They are more likely than others to be seen as leaders. What is true of values? They have content and intensity attributes. What is an instrumental value? A method of behaviors that get you to the end result like personal discipline. What is a terminal value? Where you are trying to end up such as social recognition. What are John Holland's six personality types? realistic, investigative, artistic, social, enterprising, conventional. (remember investigative) With reference to Hofstede's framework, which country scores the highest in individualism? United States What is perception? A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. What are the three factors that influence perception? Situation, perceiver, target attributional theory when we observe someone's behavior, we attempt to determine whether it was caused by internal or external factors. what is the difference between intrinsic and extrinsic? Intrinsic is inside you (fits the pattern) and extrinsic is outside you (breaks the pattern). dispositional attribution attributing behavior to the person's disposition and traits (internal) situational attribution attributing a behavior to some external cause or factor operating within the situation (an external attribution like environment) Three determinants of attributions are? distinctiveness, consensus, and consistency What is the fundamental attribution error? The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others. (behavior of others) What is self-serving bias? The tendency for individuals to attribute their own successes to internal factors and put the blame for failures on external factors. (behavior of yourself) What is selective perception? The tendency to selectively interpret what one sees on the basis of one's interests, background, experience, and attitudes. What is the Halo effect? The tendency to draw a general impression about an individual on the basis of a single characteristic. What is a self-fulfilling prophecy? A situation in which a person inaccurately perceives a second person, and the resulting expectations cause the second person to behave in ways consistent with the original perception. What is the contrast effect? Evaluation of a person's characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics. What is stereotyping? Judging someone on the basis on one's perception of the group to which that person belongs. What is the rational decision making model? A decision-making model that describes how individuals should behave in order to maximize some outcomes. What is bounded rationality? A process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity. What is intuition decision making? An unconscious process distilled out of distilled experience (gut instinct). What is over-confident bias? Being over-confident in your own abilities. What is an anchoring bias? A tendency to fixate on initial information from which one then fails to adequately adjust for subsequent information. What is confirmation bias? The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments. What is availability bias? The tendency to mistakenly judge items that are more readily available in memory as having occurred more frequently. What is escalation of commitment bias? The tendency to stick to an ineffective course of action when it is unlikely that the bad situation can be reversed. What is utilitarianism? Greatest good for the greatest number of people. What is true regarding perception? Our perception of reality can be different from that of objective reality. What is locus of control? The extent to which individuals believe how much control they have over their lives. What is the difference between internal or external cause? Internal is something you caused, external is something you have no control over. You are more likely to notice a car like your own due to what? Selective perception Rose needs to give a presentation to the board of directors of her organization next week. She knows that her presentation will play an important role in her performance appraisal in the next quarter. However, she knows that two of her colleagues, John and Keith, will also be giving a presentation on the same issue. She is nervous because she believes that men have a better flair for giving presentations. Rose's perception of John and Keith is most likely characterized by ________. stereotyping A process of making decisions by constructing simplified models that extract the essential features from problems without knowing their complexity is known as? bounded rationality Individuals who report unethical practices by their employers to outsiders are known as? whistle blowers What are the three elements of motivation? ... What are the processes that account for an individual's intensity, direction and persistence of effort toward attaining a goal? motivation What are Maslow's hierarchy of 5 needs? Physiological, safety, social, esteem and self-actualization (until each need is substantially satisfied, we can't move to the next need) What theory assumes the average person dislikes work and will avoid it if possible. Therefore, people must be forced, controlled, and threatened with punishment to accomplish organizational goals. Theory X (negative) What theory assumes people like working and will accept responsibility for achieving goals if rewarded for doing so? Theory Y (positive) Needs that are satisfied externally, such as physiological and safety needs. lower needs Needs that are satisfied internally such as social, esteem and self-actualization needs. higher needs The drive to become what a person is capable of becoming. self-actualization What are Hertzberg's Two Factor Theory? The opposition of dissatisfaction is not satisfaction (2 factor theory - hygiene factor and motivation -- hygiene are dissatisfiers and motivation are satisfiers) A theory that states achievement, power and affiliation are three important needs that help explain motivation. McClelland's theory of needs (need for power, need for achievement, need for affiliation) When do higher achievers perform their best? When they perceive their probability of success is 50/50. A version of self-determination theory which holds that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling. Cognitive evaluation theory What is the self-determination theory? Self-determination theory focuses on how our needs for autonomy, competence, and positive connections impact our personal growth and well-being. What is goal setting theory? Goal-setting theory is based on the notion that setting ambitious but attainable goals will lead to high levels of motivation and performance if the goals are accepted and accompanied by feedback, and if conditions in the organization make achievement possible. What is the self-efficacy theory? The perception of one's ability to perform a task successfully (A situation-specific form of self-confidence - I have done this before, I can do it again) What is reinforcement theory? The theory that behavior is a function of its consequences, that behaviors followed by positive consequences will occur more frequently, and that behaviors followed by negative consequences will occur less frequently. What is equity theory? The theory that people are most satisfied with a relationship when the ratio between benefits and contributions is similar for both partners (fairness) What is distributable justice? The perceived fairness of the amount and allocation of rewards among individuals. What is procedural justice? The perceived fairness of the process used to determine the distribution of rewards. What is interactional justice? The perceived degree to which one is treated with dignity and respect. What is the expectancy theory? The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes. Which level of Maslow's hierarchy theory of needs deals with satisfying hunger, thirst, and other bodily needs? physiological What is cognitive evaluation theory? How rewards are perceived is critical in determining whether intrinsic motivation increases or decreases. What is self-concordance? Considers how strongly people's reasons for pursuing goals are consistent with their interests and core values. Which statement is true regarding the goal-setting theory? People do better when they get feedback on how well they are progressing toward their goals. What source of increasing self-efficacy involves gaining relevant experience with a particular job or task? en-active mastery (experience - page 216) Helen, a high school teacher, wants her students to actively participate more in class. She has decided to use reinforcement theory to get the required results. What can she do to get them to participate more? She is going to give students extra credit when they contribute. In equity theory, individuals assess what? Outcome/input ratio (what you put in to something, you get a better outcome - like working harder to get better pay - page 221) Jackie thinks that she is paid a lot less than other employees in her division and feels extremely resentful. She starts taking long breaks and generally wastes time. Her actions resulted from a perceived lack of ________ justice. Distributive (perceives how justice is distributed - page 222/223) Oscar is looking for a new job. He used to be the company's top sales representative and was eagerly expecting to be promoted. However, one of the regional manager's friends was promoted to district manager instead. According to the expectancy theory, Oscar's dissatisfaction with his current job stems from a breakdown in the ________ relationship. performance-reward What are the three types of Expectancy Theory of Motivation? performance-reward, effort-performance, reward-personal goal With reference to the expectancy theory, what example indicates a weak reward-personal goal relationship? An employee works hard to get relocated to the Paris office, but instead is transferred to Beijing. What is a formal group? Assigned by organizations/managers to accomplish a specific goal What is an informal group? Alliances that are neither formally structured or determined by the organization (not determined by the organization). What is social identity theory? The idea that a person's self-concept and self-esteem derive not only from personal identity and accomplishments, but also from the status and accomplishments of the various groups to which the person belongs Five-Stage Model of Group Development 1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning (page 275) What are the six properties of groups? Roles, norms, status, size, cohesiveness, diversity (283 and 286 status inequity, 287 social loafing*) What is the groupthink? The practice of thinking or making decisions as a group in a way that discourages creativity or individual responsibility. What is groupshift? A change between a group's decision and an individual decision that a member within the group would make (tendency to groups to move to extreme positions). What is true of a formal group? They are marked by stipulated behaviors in pursuit of organizational goals. When a group is fully functional and focused on their task, what stage are they in? performing What is true about regard to deviant workplace behavior? Widespread deviant workplace behavior is dependent upon the accepted norms of the group. Which group is better at problem solving tasks and fact-finding? Larger groups Which group do individuals perform better in and which group is faster at performing tasks? Smaller groups What is an effective means of counteracting social-loafing? Ensuring that individual contributions to the group's outcome are identified. When _______ is important in decision making, group decisions are preferred to individual incisions. acceptance of solution What steps can be taken by a manager so as to minimize groupthink? Seeking input from all employees in the group before the group leader presents his opinions. Which of these two groups is higher at performing - brainstorming or nominal groups? Nominal groups (295). According to the interactionist view, what type of conflict supports the goals of the group and improves its performance? Functional What is the view of the traditional conflict theory? All conflict is bad. For process conflict to be kept productive, it must be kept? low (448 process conflict, etc.) What type of conflict focuses on productive conflict resolution? managed Stage II of the conflict process deals with the conflict being? Perceived and felt What is Stage I of the conflict process? potential opposition and incompatibility What is Stage II of the conflict process? Cognition and personalization What is Stage III of the conflict process? Intentions (553 and 554 pg) What is Stage IV of the conflict process? Behavior What is a conflict stimulation technique? Bringing in outsiders (pg 455) Conflict is dysfunctional when it?? Reduce group cohesivness What are two types of bargaining? distributive and integrative (pg 459) what is distributive bargaining? negotiation that seeks to divide up a fixed amount of resources; a win-lose situation what is integrative bargaining? negotiation that seeks one or more settlements that can create a win-win situation What is the first stage of the negotiation process? preparation and planning Five steps of negotiation process? Preparation and planning, definition of ground rules, clarification and justification, bargaining and problem solving, closure and implementation (in order). What is the interactionalist theory of conflict? A harmonious and cooperative group is prone to becoming static, apathetic, and unresponsive to needs for change and innovation (not all forms of conflict are good - functional conflict supports goals. dysfunctional conflict hinders group performance) What are three types of conflicts? Tasks, relationship, and process (task conflict relates to content and goals of work; relationship conflict focuses on interpersonal relationships; process conflict relates to how the work gets done) The third theory of conflict is? resolution-focused conflict (managing the whole context in conflicts and realizing that conflict will occur - charts exhibit 14-1 in the book lists 5 stages of the conflict process) What are the 5 stages of the conflict process? 1. Potential opposition or incompatibility 2. Cognition and personalization 3. Intentions 4. Behavior 5. Outcomes (chart 14.1 and 14.4 in the book) [Show Less]
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WGU C715 - Organizational Behavior questions and answers latest updated
Employee A exhibits negative core self evaluation, and employee B exhibits positive core self evaluation. Employees A and B work together on the same proj... [Show More] ect team. When the team faces a complex problem, the team leader usually asks B to generate alternative solutions for the team to consider. Experience has shown that B is more likely to take initiative, to set ambitious goals, and to feel that the team can effectively influence its environment. Employee A tends to do well on jobs that are routine, is plagued with self doubt, and feels that the team is largely powerless over its environment. Which statement is correct? Employee A exhibits positive core self evaluation, and employee B exhibits negative core self evaluation. Employee A exhibits negative core self evaluation, and employee B exhibits positive core self evaluation. Employee A exhibits negative core self evaluation, and employee B exhibits negative core self evaluation. Employee A exhibits positive core self evaluation and employee B exhibits positive core self evaluation. Situation, target, and perceiver Employee B was upset by Employee A's behavior at the department's planning meeting. Which factors will influence Employee B's perception in this situation? Choose 1 answer Stimulation, task, and skills Situation, target, and perceiver Problem, criteria, and alternatives Heredity, environment, and perceiver Instrumental values A person is broadminded, courageous, and forgiving. Which type of values are these? Choose 1 answer Terminal values Transitory values Determinate values Instrumental values Intrinsic reward An employee enjoys having a large span of responsibility and is motivated to do well because of personal feelings. Which kind of reward is this? Choose 1 answer Intrinsic reward Extrinsic reward Affiliation reward Compensatory reward Maslow's Hierarchy of Needs Theory Which theory of motivation focuses on 5 levels of needs, and further separates those needs by lower-order needs and higher-order needs? Choose 1 answer McGregor's Theory X and Theory Y McClelland's Theory of Needs Maslow's Hierarchy of Needs Theory Two-Factor Theory Equity theory Manager A supervises 10 district units with 100 employees and receives $100,000 in compensation. Manager B supervises 5 district units with 50 employees and also receives $100,000 in compensation. Manager A is upset by this relationship and is looking for a new job. Which theory explains A's motivation to look for a new job? Choose 1 answer Equity theory Inequity theory Perception theory Perceptual fairness theory Specificity and feedback A manager challenged an employee to produce an average of 24 assemblies each day for a week. This production goal was higher than the employee had ever achieved during any week. The manager gave the employee a tally sheet to mark after each assembly was completed. Considering the goal-setting theory of motivation, the manager was counting on which factors to influence the employee to achieve the production goal? Choose 1 answer Challenge and direction Feedback and reflection Specificity and feedback Challenge and power Norming Which stage of the five-stage group development model is characterized by developing close relationships and cohesiveness? Choose 1 answer Forming Norming Storming Performing Group role What defines a set of expected behavior patterns attributed to a person occupying a given position in a social unit? Choose 1 answer Group role Group norm Group status Group conformity Formal group Which type of group is defined by the organization's structure? Choose 1 answer Unified group Formal group Informal group Designated group Physically isolate the group Management has noticed that the quality improvement work group is struggling because members seem to be working in different directions. Which suggested action can the company take to increase group cohesiveness? Choose 1 answer Make the group larger Physically isolate the group Establish more rigid roles for group members Decrease the difficulty of becoming a group member Authoritative command To resolve a conflict between the department staff and the janitorial staff, the department head informs the department staff of a new policy prohibiting the eating of food at the desk. Which type of conflict resolution technique does this represent? Choose 1 answer Problem solving Authoritative command Altering the human variable Altering the structural variables When performance norms are low, productivity may be higher than in a cohesive group. What is an advantage of a group that is not very cohesive? Choose 1 answer There is less need for giving rewards as group rewards. When making a group decision, groupthink is more likely to occur. When performance norms are high, productivity will be higher than in a cohesive group. When performance norms are low, productivity may be higher than in a cohesive group. Social loafing Which term describes the tendency for individuals to expend less effort when working collectively than when working individually? Choose 1 answer Social loafing Independent effort Selective perception Employee disengagement Increased diversity of views What is a strength of group decision making? Choose 1 answer Power of groupthink Increased diversity of views Conformity pressures in groups Reduced time for making decisions Members of the group generate positive synergy through coordinated effort. Which statement is true about work teams? Choose 1 answer Members work together to neutralize synergy. The members' primary focus is on improving individual effort. The primary goal is to share information that is helpful to individual efforts. Members of the group generate positive synergy through coordinated effort. Cross-functional team What type of team is formed when employees from about the same hierarchical level but from different work areas come together to accomplish a task? Choose 1 answer Virtual team Diverse team Divergent team Cross-functional team Overcome time and space constraints and create limited social context What are primary factors that differentiate virtual teams from face-to-face teams? Choose 1 answer Reduce paraverbal cues and create more frequent social context Reduce telecommunications costs and increase paraverbal cues Improve employee satisfaction and create more frequent social context Overcome time and space constraints and create limited social context Problem-solving team members come from the same work unit. What is a characteristic of problem-solving teams that is different than cross-functional teams? Choose 1 answer Problem-solving team members meet only on a virtual basis. Problem-solving team members come from different work units. Problem-solving team members come from the same work unit. Problem-solving teams use only computer technology to tie them together physically Technical expertise A team was assigned a project. Halfway through the project it was obvious that the team was failing to meet expectations. Management had made sure that individuals assigned to the team had good interpersonal skills as well as good problem-solving and decision-making skills. However, they overlooked other abilities of team members required for accomplishing the work. Which ability necessary for team members was overlooked? Choose 1 answer Type D personality Technical expertise Authoritarian personality Propensity for social loafing A manageable level of conflict, members who are conscientious, and effective leadership When organizing a team to develop a new quality control system, management wanted to assign team members having characteristics common to effective teams. Which list specifies common characteristics of effective teams? Choose 1 answer A climate of trust, members who fill role demands, and a large team size Group performance evaluation, absence of conflict, and members who fill role demands A manageable level of conflict, members who are conscientious, and effective leadership Group performance evaluation, members who score low on the personality characteristic of extroversion, and effective leadership Take action on problems as individual members as well as in work teams A company switched from assembly lines to self-managed work teams. What can team members do to improve the synergy and success of their teams? Choose 1 answer Change work group roles at random Assign individual roles rather than mutual team roles Share information but not engage in collective performance goals Take action on problems as individual members as well as in work teams Reward system that rewards both individual and group activity A company is changing their work organization from employees working individually to the use of teams. Which reward system could be used to foster long-term team effectiveness? Choose 1 answer Reward system that recognizes only group activity Reward system that rewards only individual performance Reward system that discourages collaboration by individuals Reward system that rewards both individual and group activity Virtual teams Management is considering a reorganization of sales regions and plans to allow employees to live and work in their respective sales territories throughout the United States. However, the vice president of sales wants the regionally-dispersed agents to participate in weekly sales meetings. Which type of teams should be organized? Choose 1 answer Virtual teams Quality teams Self-managed teams Cross-functional teams Video conferencing technology What is the optimal method for maximizing team member participation in a global meeting? Choose 1 answer Hard copy messaging E-mail communications Video conferencing technology Unilateral communication techniques Coach the team through the difficulty A newly-formed team is struggling to become productive but cannot decide who should do what. How should the team leader attempt to resolve the problem? Choose 1 answer Resign as team leader Coach the team through the difficulty Disband the team because the problem cannot be solved Research the problem and impose a solution without argument A shared system of meanings that is unique to the organization Which option defines organizational culture? Choose 1 answer A diverse cultural subset working together to strengthen impact A shared system of meanings that is unique to the organization An organizational segmentation according to cultural background A human resources department program for recognizing diversity Attention to detail, innovation and risk taking, people orientation Which attributes are included in the seven primary characteristics that define an organization's culture? Choose 1 answer Aggressiveness, competitive focus, innovation Political attitude, attention to detail, team orientation Team orientation, political orientation, people orientation Attention to detail, innovation and risk taking, people orientation Socialization process What is one of the forces that plays a particularly important role in sustaining an organization's culture? Choose 1 answer Socialization process Individualized interaction Personal background of key employees Educational level achieved by key employees By using material symbols and specific language How can an organization transmit its culture to its employees? Choose 1 answer By analyzing employee gripes and complaints By using material symbols and specific language By requiring employees to memorize the mission statement By influencing the balance of employees' cultural backgrounds When cultural incompatibility deters making acquisitions or mergers When is organizational culture considered dysfunctional? Choose 1 answer When strong organizational cultures prohibit prejudice When core values are in agreement throughout the organization When different employee groups communicate common problems When cultural incompatibility deters making acquisitions or mergers The company has low employee turnover. What is an advantage of a strong organizational culture? Choose 1 answer Employee behavior is rarely affected. There is a lack of behavioral consistency. The company has low employee turnover. Organizational purpose results in limited cohesiveness. Articulate an appealing vision. How might a charismatic leader work to increase performance in an organization? Choose 1 answer Articulate an appealing vision. Demonstrate Type A behavior. Avoid unconventional behavior. Issue a memo calling for increased effort. Leader-member exchange theory Which contingency theory of leadership proposes that early in the interaction between a leader and a given follower the leader implicitly categorizes the follower as an "in" or an "out"? Choose 1 answer Path-goal theory Leader-participation model Situational leadership theory Leader-member exchange theory Provides vision and sense of mission and gains trust What is a characteristic employed by transformational leaders? Choose 1 answer Contracts exchange of rewards for effort Provides vision and sense of mission and gains trust Practices management by exception Intervenes only if performance standards are not met Counseling and sponsorship Which approach might be used to mentor a less-experienced employee? Choose 1 answer Coaching and threatening Refereeing and counseling Counseling and sponsorship Threatening and sponsorship Superordinate goals and altering the structural variables Which conflict-resolution techniques might a manager use to control the level of conflict that has become dysfunctional? Choose 1 answer Roughing and compromise Authoritative command and roughing Expansion of resources and confrontation Superordinate goals and altering the structural variables [Show Less]
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wgu C715 Organizational Behavior questions and answers with the correct rationale
personality characteristics that describe an individual's behavior. personality traits characteristics that describe an individual's behavior in a... [Show More] large number of situations Myers-Briggs Type Indicator (MBTI) A personality test that taps four characteristics and classifies Behavior Big Five Model A personality assessment model that taps five basic dimensions. extraversion, agreeableness, openness, conscientiousness, and neuroticism. extraversion A personality describing someone who is sociable and assertive (confident and forceful ) agreeableness A personality that describes someone who is good natured, cooperative, and trusting. conscientiousness A personality that describes someone who is responsible, dependable, persistent, and organized. emotional stability A personality that characterizes someone as calm, self-confident, and insecure. openness to experience A personality that characterizes someone in terms of imagination, sensitivity, and curiosity. core self-evaluation Bottom-line conclusions individuals have about their capabilities, competence, and worth as a person. Machiavellianism The degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means. narcissism The tendency to be arrogant, self-importance, require excessive admiration, and have a sense of entitlement. self-monitoring where an individual's has ability to adjust his or her behavior to external, situational factors. proactive personality People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs. values Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence. value system A hierarchy based on a ranking of an individual's values in terms of their intensity. terminal values Desirable end-states of existence; the goals a person would like to achieve during his or her lifetime. instrumental values Preferable modes of behavior or means of achieving one's terminal values. personality Job-fit theory A theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover. power distance where society accepts that power in institutions and organizations is distributed unequally. individualism where people prefer to act as individuals rather than as members of groups. collectivism A national culture attribute that describes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them. masculinity where culture favors traditional masculine work roles of achievement, power, and control. femininity indicates little differentiation between male and female roles; where women are treated as the equals of men in all aspects of the society. uncertainty avoidance A national culture attribute that describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them. long-term orientation A national culture attribute that emphasizes the future, thrift, and persistence. short-term orientation A national culture attribute that emphasizes the past and present, respect for tradition, and fulfillment of social obligations. people value the here and now; they accept change more readily and don't see commitments as impediments to change. heredity factors determined at conception; one's biological, physiological, and inherent psychological makeup. Perception A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. attribution theory An attempt to determine whether an individual's behavior is internally or externally caused. fundamental attribution error The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others. self-serving bias The tendency for individuals to attribute their own successes to internal factors and put the blame for failures on external factors. selective perception The tendency to selectively interpret what one sees on the basis of one's interests, background, experience, and attitudes. halo effect The tendency to draw a general impression about an individual on the basis of a single characteristic. contrast effect Evaluation of a person's characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics. stereotyping Judging someone on the basis of one's perception of the group to which that person belongs. self-fulfilling prophecy A situation in which a person inaccurately perceives a second person, and the resulting expectations cause the second person to behave in ways consistent with the original perception. decisions Choices made from among two or more alternatives. problem A discrepancy between the current state of affairs and some desired state. rational Characterized by making consistent, value-maximizing choices within specified constraints. rational decision-making model A decision-making model that describes how individuals should behave in order to maximize some outcome. Steps in the rational decision-making model 1. Define the problem. 2. Identify the decision criteria. 3. Allocate weights to the criteria. 4. Develop the alternatives. 5. Evaluate the alternatives. 6. Select the best alternative. bounded rationality A process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity. intuitive decision making An unconscious process created out of distilled experience. anchoring bias A tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information. confirmation bias The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments. availability bias The tendency for people to base their judgments on information that is readily available to them. escalation of commitment An increased commitment to a previous decision in spite of negative information. randomness error The tendency of individuals to believe that they can predict the outcome of random events. risk aversion The tendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher expected payoff. hindsight bias The tendency to believe falsely, after an outcome of an event is actually known, that one would have accurately predicted that outcome. utilitarianism A system in which decisions are made to provide the greatest good for the greatest number. whistle blowers Individuals who report unethical practices by their employer to outsiders. creativity The ability to produce novel and useful ideas. three-component model of creativity The proposition that individual creativity requires expertise, creative thinking skills, and intrinsic task motivation. Motivation The processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal. Maslow's hierarchy of needs. 1. Physiological 2.Safety 3. Social 4. Esteem 5. Self-actualization hierarchy of needs Abraham Maslow's hierarchy of five needs—physiological, safety, social, esteem, and self-actualization—in which, as each need is substantially satisfied, the next need becomes dominant. lower-order needs Needs that are satisfied externally, such as physiological and safety needs. self-actualization The drive to become what a person is capable of becoming. higher-order needs Needs that are satisfied internally, such as social, esteem, and self-actualization needs. Theory X The assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform Theory Y The assumption that employees like work, are creative, seek responsibility, and can exercise self-direction. two-factor theory A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. Also called motivation-hygiene theory. hygiene factors Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When these factors are adequate, people will not be dissatisfied. McClelland's theory of needs A theory that states achievement, power, and affiliation are three important needs that help explain motivation. McClelland's 3 needs 1. Need for achievement (nAch) 2. Need for power (nPow) 3. Need for affiliation (nAff) Need for affiliation (nAff) The desire for friendly and close interpersonal relationships. Need for power (nPow) The need to make others behave in a way in which they would not have behaved otherwise. Need for achievement (nAch) The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed. self-determination theory A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation. cognitive evaluation theory A version of self-determination theory which holds that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling. self-concordance The degree to which peoples' reasons for pursuing goals are consistent with their interests and core values. job engagement The investment of an employee's physical, cognitive, and emotional energies into job performance. goal-setting theory A theory that says that specific and difficult goals, with feedback, lead to higher performance. management by objectives (MBO) A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress. self-efficacy An individual's belief that he or she is capable of performing a task. reinforcement theory A theory that says that behavior is a function of its consequences. behaviorism A theory that argues that behavior follows stimuli in a relatively unthinking manner. social-learning theory The view that we can learn through both observation and direct experience. equity theory A theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities. distributive justice Perceived fairness of the amount and allocation of rewards among individuals. organizational justice An overall perception of what is fair in the workplace, composed of distributive, procedural, and interactional justice. procedural justice The perceived fairness of the process used to determine the distribution of rewards. interactional justice The perceived degree to which an individual is treated with dignity, concern, and respect. expectancy theory A theory that says that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. Group Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. Formal Group A designated work group defined by an organization's structure. Informal Group A group that is neither formally structured nor organizationally determined; such a group appears in response to the need for social contact. Social Identity Theory Perspective that considers when and why individuals consider themselves members of groups. Ingroup Favoritism Perspective in which we see members of our ingroup as better than other people, and people not in our group as all the same. Important characteristics of a social identity. Similarity, Distinctiveness, Status, Uncertainty reduction five-stage group-development model The five distinct stages groups go through: forming, storming, norming, performing, and adjourning. Five stages of group development Forming, storming, Norming, Performing, Adjourning Forming Stage The first stage in group development, characterized by much uncertainty. Storming Stage The second stage in group development, characterized by intragroup conflict. Norming stage The third stage in group development, characterized by close relationships and cohesiveness Performing stage The fourth stage in group development, during which the group is fully functional Adjourning stage The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance. punctuated-equilibrium model A set of phases that temporary groups go through that involves transitions between inertia and activity. punctuated-equilibrium model A set of phases that temporary groups go through that involves transitions between inertia and activity. Role perception An individual's view of how he or she is supposed to act in a given situation. Role expectations How others believe a person should act in a given situation. psychological contract An unwritten agreement that sets out what management expects from an employee and vice versa. Role Conflict A situation in which an individual is confronted by divergent role expectations. Norms Acceptable standards of behavior within a group that are shared by the group's members. conformity The adjustment of one's behavior to align with the norms of the group. Reference groups Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform. Deviant workplace behavior Voluntary behavior that violates significant organizational norms and, in so doing, threatens the well-being of the organization or its members. Also called antisocial behavior or workplace incivility. Status A socially defined position or rank given to groups or group members by others. Status Characteristics Theory A theory that states that differences in status characteristics create status hierarchies within groups. 3 sources of Status Characteristics Theory 1.) The power a person wields over others 2.) A person's ability to contribute to a group's goals 3.) An individual's personal characteristics. The power a person wields over others Because they likely control the group's resources, people who control the outcomes tend to be perceived as high status. A person's ability to contribute to a group's goals People whose contributions are critical to the group's success tend to have high status. An individual's personal characteristics Someone whose personal characteristics are positively valued by the group (good looks, intelligence, money, or a friendly personality) typically has higher status than someone with fewer valued attributes. Social Loafing The tendency for individuals to expend less effort when working collectively than when working individually. cohesiveness The degree to which group members are attracted to each other and are motivated to stay in the group. diversity The extent to which members of a group are similar to, or different from, one another. groupthink A phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action. groupshift A change between a group's decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk but it generally is toward a more extreme version of the group's original position. [Show Less]
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