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Organizational Behavior
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Organizational Behavior
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25 Questions

1. How critical is the resource to B? How many others are affected if the resource is not available? How quickly will that affect happen?

2. How I deal with it. Dynamic process of Interaction. All conflicts exist somewhere on the continuum (functional conflicts are typically confined to the lower range of the continuum)

3. Reflects the extent to which and individual focuses on either the task and technical concerns or people and social concerns when making decisions

4. We tend to attribute our own successes to internal factors and but the blame for failure on external factors.

5. Process that begins when one party perceives that another party has negatively affected - or is about to negatively affect - something that the first party cares about

6. Comes from position relative to the person being influenced; Legitimate power - Reward Power - Coercive Power

7. Teams made up of employees from about the same hierarchical level but from different work areas - who come together to accomplish a task- takes time to build teams with different backgrounds.

8. Decreases group performance-breeds discontent - destruction of group - reduces group effectiveness.

9. The process of motivating employees and clarifying their role perceptions by establishing performance objectives.

10. Task-oriented behaviors; getting things organized and focusing on achieving task outputs

11. I make logical arguments. Hope the people see the logic. Lay it out. (MOST EFFECTIVE)

12. How job tasks are formally divided - grouped - and coordinated- How the work flows

13. Occurs when employees are given more responsibility for scheduling - coordinating and planning their own work.

14. Sets of Standards for behavior and models effective behavior

15. The four ways - as indicated in the name - that employees respond to job dissatisfaction.

16. Acceptable Standards - informal rules that govern behavior and interaction- often not articulated

17. Degree to which decision making is concentrated at a single point in the organization. Decisions are centrally made then spread out.

18. Both concerns are covered and looked at: issues are complex - time to share info - interests are not perfectly opposing - and/or parties have trust/openness

19. Stalling - unproductive arguing - or outright rejection (LEAST EFFECTIVE)

20. Means that trust is rooted in a rational assessment of the others trustworthiness - based on his or her integrity - competence - and benevolence.

21. Ability to control rewards others value and remove negative sanctions. (Formal)

22. People at lower level - have affect on decision making

23. Create a shared goal that cannot be reached without cooperation on both sides. You are not telling them how to resolve but telling them of a common goal you have.

24. Illusion of invulnerability - belief in inherent morality of the group

25. Provides followers input into decision making that affects the organization

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