Understanding and Managing
Organizational Behavior
3 types of TASK INTERDEPENDENCE - ANSWER-pooled, sequential, and reciprocal
Are power and influence negative? - ANSWER-- power and influence are a crucial part of leading and
managing
-A manager cannot make a difference without exerting power and influence over employees
Assessing Power in Organizations: - ANSWER-2 step process
1. Identify the principal political actors (CEO, hobbies?)
2. Estimate how much power each principal political actor has (exhibiting symbols of power, winning or
losing past battles, serving one or more key committees)
BOUNDARYLESS CAREER - ANSWER-A career not tied to a single organization and in which a person has
a variety of kinds of work experiences in different organizations.
career - ANSWER-defined as the sum of work-related experiences throughout one's lifetime.
CAREER PLATEAU - ANSWER-CAREER PLATEAU
A position from which the chances of obtaining a promotion or a job with more responsibility become
very small.
Career Stages - ANSWER-1. PREPARATION FOR WORK During the first stage, individuals must decide
what kind of career they want and learn what qualifications and experiences they need to obtain a good
career- starting job.
2. ORGANIZATIONAL ENTRY During the second stage, people try to find a job that will be a good start to
their chosen careers.
3. EARLY CAREER The early career stage starts once a person has obtained a job in a chosen career.
4. MID-CAREER Employees in the mid-career stage have generally been in the workforce between 20
and 35 years and face the challenge of remaining productive.
5. The late-career stage extends as long as an individual's career is active.
,Understanding and Managing
Organizational Behavior
chapter 10 - ANSWER-chapter 10
CHAPTER 11 - ANSWER-
chapter 12 - ANSWER-
chapter 13 - ANSWER-chapter 13
Choices in Developing an Effective Performance Appraisal System - ANSWER--CHOICE 1: THE MIX OF
FORMAL AND INFORMAL APPRAISALS
-CHOICE 2: WHAT FACTORS TO EVALUATE: traits & behaviors
-CHOICE 3: METHODS OF APPRAISAL ( measures managers use to appraise performance can be of two
types: objective or subjective.)
Objective measures such as numerical counts are based on facts. (results are the focus of performance
appraisal)
Subjective measures are based on individuals' perceptions and can be used for appraisals based on
traits, behaviors, and results.
-CHOICE 4: WHO APPRAISES PERFORMANCE?
COMPARABLE WORTH - ANSWER-The idea that jobs of equivalent value to an organization should carry
the same pay rates regardless of differences in the work and
the personal characteristics of the employee.
COMPLIANCE - ANSWER-COMPLIANCE
Assenting to a norm in order to at- tain rewards or avoid punishment.
Determinants of Psychological Contracts - ANSWER-Three sources of information are particularly
influential in helping individuals form their psychological contracts: direct communication from
coworkers and supervisors; observations of what actually transpires in the organization, including how
sim- ilar employees behave and are treated; and written documents
, Understanding and Managing
Organizational Behavior
Developing a Performance Appraisal System - ANSWER-Managers can use the information gained from
performance appraisals for two main purposes:
● Developmental purposes such as determining how to motivate an employee to perform at a high
level, evaluating which of an employee's weaknesses can be corrected by additional training, and
helping an employee formulate appropriate career goals
● Evaluative, decision-making purposes such as deciding whom to promote, how to set pay levels, and
how to assign tasks to individual employees
Early Approaches to Leadership - ANSWER-1. The Leader Trait Approach
2. The Behavior Approach
Factors that Contribute to Group Cohesiveness - ANSWER-1. group size (smaller the better)
2. similarity of group members
3. competition between groups (Competition between groups in an organization increases group
cohesiveness when it motivates members of each group to band together to achieve its goals.)
4. group success
(When groups are successful, they become especially attractive to their members)
5. exclusiveness of the group
(A group's exclusiveness is indicated by how difficult it is to become a member of the group, the extent
to which outsiders look up to the group's members, the group's status within the organization, and the
special rights and privileges accorded its members.
Fiedler's Contingency Theory of Leadership - ANSWER-Leadership effectiveness determined by:
1. leader style (two distinct leader styles—relationship-oriented and task-oriented styles)
2. LEADER-MEMBER RELATIONS
Organizational Behavior
3 types of TASK INTERDEPENDENCE - ANSWER-pooled, sequential, and reciprocal
Are power and influence negative? - ANSWER-- power and influence are a crucial part of leading and
managing
-A manager cannot make a difference without exerting power and influence over employees
Assessing Power in Organizations: - ANSWER-2 step process
1. Identify the principal political actors (CEO, hobbies?)
2. Estimate how much power each principal political actor has (exhibiting symbols of power, winning or
losing past battles, serving one or more key committees)
BOUNDARYLESS CAREER - ANSWER-A career not tied to a single organization and in which a person has
a variety of kinds of work experiences in different organizations.
career - ANSWER-defined as the sum of work-related experiences throughout one's lifetime.
CAREER PLATEAU - ANSWER-CAREER PLATEAU
A position from which the chances of obtaining a promotion or a job with more responsibility become
very small.
Career Stages - ANSWER-1. PREPARATION FOR WORK During the first stage, individuals must decide
what kind of career they want and learn what qualifications and experiences they need to obtain a good
career- starting job.
2. ORGANIZATIONAL ENTRY During the second stage, people try to find a job that will be a good start to
their chosen careers.
3. EARLY CAREER The early career stage starts once a person has obtained a job in a chosen career.
4. MID-CAREER Employees in the mid-career stage have generally been in the workforce between 20
and 35 years and face the challenge of remaining productive.
5. The late-career stage extends as long as an individual's career is active.
,Understanding and Managing
Organizational Behavior
chapter 10 - ANSWER-chapter 10
CHAPTER 11 - ANSWER-
chapter 12 - ANSWER-
chapter 13 - ANSWER-chapter 13
Choices in Developing an Effective Performance Appraisal System - ANSWER--CHOICE 1: THE MIX OF
FORMAL AND INFORMAL APPRAISALS
-CHOICE 2: WHAT FACTORS TO EVALUATE: traits & behaviors
-CHOICE 3: METHODS OF APPRAISAL ( measures managers use to appraise performance can be of two
types: objective or subjective.)
Objective measures such as numerical counts are based on facts. (results are the focus of performance
appraisal)
Subjective measures are based on individuals' perceptions and can be used for appraisals based on
traits, behaviors, and results.
-CHOICE 4: WHO APPRAISES PERFORMANCE?
COMPARABLE WORTH - ANSWER-The idea that jobs of equivalent value to an organization should carry
the same pay rates regardless of differences in the work and
the personal characteristics of the employee.
COMPLIANCE - ANSWER-COMPLIANCE
Assenting to a norm in order to at- tain rewards or avoid punishment.
Determinants of Psychological Contracts - ANSWER-Three sources of information are particularly
influential in helping individuals form their psychological contracts: direct communication from
coworkers and supervisors; observations of what actually transpires in the organization, including how
sim- ilar employees behave and are treated; and written documents
, Understanding and Managing
Organizational Behavior
Developing a Performance Appraisal System - ANSWER-Managers can use the information gained from
performance appraisals for two main purposes:
● Developmental purposes such as determining how to motivate an employee to perform at a high
level, evaluating which of an employee's weaknesses can be corrected by additional training, and
helping an employee formulate appropriate career goals
● Evaluative, decision-making purposes such as deciding whom to promote, how to set pay levels, and
how to assign tasks to individual employees
Early Approaches to Leadership - ANSWER-1. The Leader Trait Approach
2. The Behavior Approach
Factors that Contribute to Group Cohesiveness - ANSWER-1. group size (smaller the better)
2. similarity of group members
3. competition between groups (Competition between groups in an organization increases group
cohesiveness when it motivates members of each group to band together to achieve its goals.)
4. group success
(When groups are successful, they become especially attractive to their members)
5. exclusiveness of the group
(A group's exclusiveness is indicated by how difficult it is to become a member of the group, the extent
to which outsiders look up to the group's members, the group's status within the organization, and the
special rights and privileges accorded its members.
Fiedler's Contingency Theory of Leadership - ANSWER-Leadership effectiveness determined by:
1. leader style (two distinct leader styles—relationship-oriented and task-oriented styles)
2. LEADER-MEMBER RELATIONS
