Organizational Behavior Midterm
chapters 1-8
What is organizational Behavior? -answer the study of how to manage individual and
group behavior in a business, government, and non profit settings. the field provides
highly useful perspectives on motivation, leadership, and communications, groups,
power and politics, culture, and other matters that directly concern individual and group
behavior.
3 perspectives on organizational behavior -answer individual, group processes,
organizational influences
The individual -answer smallest level of analysis in organizations and includes topics
such as individual differences, perception, motivation, and learning
The Small group -answer the second level, groups can be as small as two people or
larger, depending on groups goal and tasks, includes issues of group size and
composition, cohesion, trust, team building, and decision making
The organizational Influences -answer concerned with larger groups, like departments
with the organizational process, includes issues such as the design and structure of
organizations, organizational culture, power and politics, and change. managers must
understand their organizations at all three levels of analysis to meet the daily challenges
they face
Social, Economic, and Ethical Context -answer leaders and managers today must
understand a fourth level of analysis. One that concerns social, economic, and ethical
context in which they act.
Leadership -answer occurs where one or more members of a group or organization
stimulate others to more clearly recognize their previously latent needs, desires, and
potentialities and to work together toward their fulfillment
the development organizational behavior can be divided into 3 categories -answer the
classical period, humanistic period, and modern organizational behavior
classical period -answer focus was on controlling workers and manipulating their
environment to maximize efficiency and productivity. People primarily viewed as
extensions of their machines and tools. Employee motivation was based on
compensation and the fear of economic abuse or physical. Rewards and Punishment.
Frederick Taylor -answer father of scientific management. make workers who appeared
naturally lazy more productive
The Humanistic Period -answer greater attention to the psychology of workers.
,Organizational Behavior Midterm
chapters 1-8
Hawthorne Effect -answer group of researchers led study, Elton Mayo and EJ
Roethlisberger who created a study on worker productivity in the Hawthorne works of
the Western Electric company in Chicago. Shifted how employee behavior was to be
understood. Measured the effects of lighting on efficiency and found no direct
relationship between changes in illumination and worker efficiency. Every change hinted
towards increased productivity. the finding that people change their behavior when they
know they are being observed. human relationships influenced the behavior of workers
and consequently new ideas were needed to explain worker behavior.
formal organization -answer a system of consciously coordinated activities or forces of
two or more persons
Theory X -answer the traditional command and control approach based on
assumptions that people are lazy, uninvolved, and motivated solely by money
Theory Y -answer more humanistic form of management based on assumptions of
people as active and involved with their work
Bureaucracy -answer a form of organization exhibiting hierarchy, division of labor,
impersonal rules, and top down authority
Modern Organizational Behavior -answer relied heavily on many different social
sciences
Positive Organizational Behavior (current trend in organizational behavior) -answer an
approach to organizational behavior based on positive psychology and emphasizing
strengths rather than weaknesses
Differences between managers and leaders -answer Managers: emphasis on rationality
and control. Concerned with problem solving and getting people to work more
efficiently.
Leaders: not bound to structure nor to existing goals. accept chaos, suspense and risk.
Seek to shape the future even if moving in completely new and unexpected directions.
These two forces are complementary with each other.
What managers do. -answer Set objectives. establish the goals of the group
organization and offer ways to meet those goals. Second, the manager organizes the
tasks. saying who will do what and when. Third, manager motivates and communicates,
encouraging others to accomplish their work and engage with others. Fourth, managers
assesses performance, the manager devises ways in which to measure the performane
of the organzation against the organizations goasl and objectives. Fifth, develops
people.
1. set objectives
2. Organize tasks
, Organizational Behavior Midterm
chapters 1-8
3. Motivate and communicate
4. Monitor and measure
5. develop People
Knowledge Workers -answer those whose primary contribution to the organization is
not physical but mental
Characteristics of Managers Jobs
1. A lot of work at unrelenting pace -answer despite the appearance of boundaries to
the managers day that day is typically filled with acttivity and can be both physically and
mentally taxing
2. Variety, fragmentation, and brevity -answer there is no order to the managers day:
interruptions and moving from topic to topic are quite typical
3. Current, specific, and ad hoc issues -answer there is little time for the reflective
planning, and managers prefer live, concrete situations. they demonstrate a strong
action orientation
4. Managers are between their organization and a network of contacts -answer much of
managers communication is horizontal and often involves communications with people
outside the organization itself
5. Use verbal media -answer though managers have many ways to communicate, there
seems to be a preference for verbal communication
6. Some control over schedule -answer there are many pressures pushing and pulling
managers, they have the capacity to control their schedules so as to emphasize what
they feel is most important
Managerial Roles
Interpersonal -answer figurehead, liaison, leader
informational -answer disseminator, spokesperson, monitorr
decision making -answer negotiator, entrepreneur, distrubance handler, resource
allocator
5 managerial mindsets -answer 1. Reflective mindest: managing self
2. Action mindset: Managing change
3. Collaborative mindset: managing relationships
4. Worldly mindset: managing context
5. Analytical Mindset: Managing organziations
chapters 1-8
What is organizational Behavior? -answer the study of how to manage individual and
group behavior in a business, government, and non profit settings. the field provides
highly useful perspectives on motivation, leadership, and communications, groups,
power and politics, culture, and other matters that directly concern individual and group
behavior.
3 perspectives on organizational behavior -answer individual, group processes,
organizational influences
The individual -answer smallest level of analysis in organizations and includes topics
such as individual differences, perception, motivation, and learning
The Small group -answer the second level, groups can be as small as two people or
larger, depending on groups goal and tasks, includes issues of group size and
composition, cohesion, trust, team building, and decision making
The organizational Influences -answer concerned with larger groups, like departments
with the organizational process, includes issues such as the design and structure of
organizations, organizational culture, power and politics, and change. managers must
understand their organizations at all three levels of analysis to meet the daily challenges
they face
Social, Economic, and Ethical Context -answer leaders and managers today must
understand a fourth level of analysis. One that concerns social, economic, and ethical
context in which they act.
Leadership -answer occurs where one or more members of a group or organization
stimulate others to more clearly recognize their previously latent needs, desires, and
potentialities and to work together toward their fulfillment
the development organizational behavior can be divided into 3 categories -answer the
classical period, humanistic period, and modern organizational behavior
classical period -answer focus was on controlling workers and manipulating their
environment to maximize efficiency and productivity. People primarily viewed as
extensions of their machines and tools. Employee motivation was based on
compensation and the fear of economic abuse or physical. Rewards and Punishment.
Frederick Taylor -answer father of scientific management. make workers who appeared
naturally lazy more productive
The Humanistic Period -answer greater attention to the psychology of workers.
,Organizational Behavior Midterm
chapters 1-8
Hawthorne Effect -answer group of researchers led study, Elton Mayo and EJ
Roethlisberger who created a study on worker productivity in the Hawthorne works of
the Western Electric company in Chicago. Shifted how employee behavior was to be
understood. Measured the effects of lighting on efficiency and found no direct
relationship between changes in illumination and worker efficiency. Every change hinted
towards increased productivity. the finding that people change their behavior when they
know they are being observed. human relationships influenced the behavior of workers
and consequently new ideas were needed to explain worker behavior.
formal organization -answer a system of consciously coordinated activities or forces of
two or more persons
Theory X -answer the traditional command and control approach based on
assumptions that people are lazy, uninvolved, and motivated solely by money
Theory Y -answer more humanistic form of management based on assumptions of
people as active and involved with their work
Bureaucracy -answer a form of organization exhibiting hierarchy, division of labor,
impersonal rules, and top down authority
Modern Organizational Behavior -answer relied heavily on many different social
sciences
Positive Organizational Behavior (current trend in organizational behavior) -answer an
approach to organizational behavior based on positive psychology and emphasizing
strengths rather than weaknesses
Differences between managers and leaders -answer Managers: emphasis on rationality
and control. Concerned with problem solving and getting people to work more
efficiently.
Leaders: not bound to structure nor to existing goals. accept chaos, suspense and risk.
Seek to shape the future even if moving in completely new and unexpected directions.
These two forces are complementary with each other.
What managers do. -answer Set objectives. establish the goals of the group
organization and offer ways to meet those goals. Second, the manager organizes the
tasks. saying who will do what and when. Third, manager motivates and communicates,
encouraging others to accomplish their work and engage with others. Fourth, managers
assesses performance, the manager devises ways in which to measure the performane
of the organzation against the organizations goasl and objectives. Fifth, develops
people.
1. set objectives
2. Organize tasks
, Organizational Behavior Midterm
chapters 1-8
3. Motivate and communicate
4. Monitor and measure
5. develop People
Knowledge Workers -answer those whose primary contribution to the organization is
not physical but mental
Characteristics of Managers Jobs
1. A lot of work at unrelenting pace -answer despite the appearance of boundaries to
the managers day that day is typically filled with acttivity and can be both physically and
mentally taxing
2. Variety, fragmentation, and brevity -answer there is no order to the managers day:
interruptions and moving from topic to topic are quite typical
3. Current, specific, and ad hoc issues -answer there is little time for the reflective
planning, and managers prefer live, concrete situations. they demonstrate a strong
action orientation
4. Managers are between their organization and a network of contacts -answer much of
managers communication is horizontal and often involves communications with people
outside the organization itself
5. Use verbal media -answer though managers have many ways to communicate, there
seems to be a preference for verbal communication
6. Some control over schedule -answer there are many pressures pushing and pulling
managers, they have the capacity to control their schedules so as to emphasize what
they feel is most important
Managerial Roles
Interpersonal -answer figurehead, liaison, leader
informational -answer disseminator, spokesperson, monitorr
decision making -answer negotiator, entrepreneur, distrubance handler, resource
allocator
5 managerial mindsets -answer 1. Reflective mindest: managing self
2. Action mindset: Managing change
3. Collaborative mindset: managing relationships
4. Worldly mindset: managing context
5. Analytical Mindset: Managing organziations
