Review Sheet – Exam #4 (covers comprehensive component & weeks 13-16)
MGT 350 – Professor Chung (F19
OB General and Managerial Challenges:
· Hofstede’s Research on cultural differences
o Power distance: extent to which the less powerful members of organizations and institutions
accept and expect that power is distributed unequally (low is Netherlands, US, Germany and
high are China and Japan)
o Individualism: expected to look after self and immediate family (US) vs. Collectivism: the
degree to which individuals are integrated into groups (China)
o Long term orientation: perseverance, focused on the future (China, Japan, Brazil) vs. Short
term orientation: saving face, respect, tradition, stability (US, Sweden, Philippines)
o Uncertainty avoidance: how much you avoid uncertainty, high uncertainty avoidance takes
less risks (US has low uncertainty avoidance, China has high uncertainty avoidance)
o Masculine: assertive and competitive (Mekjxico, Japan, Italy) vs. Feminine: modest, caring,
polite (Netherlands, Nordic, Thailand)
o Additional cultural differences: socializing norms/building rapport, body language, business
style/contracts, perceptions of time, personal space
· Diversity
o New entrants are largely not Caucasian
o Big growth in certain regions (West and South)
o Increase in women entering the workforce, decrease of men
o Median age = 42.3
o Average household = low of 2.55 peoplet
o More urban, fewer children
o Benefits to diversity: organization is more competitive, more perspectives, increased ability to
adapt, ability to attract and retain good workers
· Hawthorne Studies -> the whole person is important, not just a robot
o Hawthorne effect: increase in productivity due to increased attention
o Employees have needs beyond money
o Informal groups have influence on behavior “rate buster”
· Formal/informal parts of organizations
,o Formal: part that is on the surface, official, legitimate
o Informal: part that is beneath surface, not always recognized (attitudes, perceptions,
motivation, group norms, etc.)
Personality, Perceptions, and Attributions:
· Personality characteristics
o Self-esteem: feelings of self-worth, high=positive, low=negative
o Self-efficacy: feeling like you can do a specific task, more=knowing you can do things.
Derived from prior experiences, behavioral models, persuasion from others, assessment from
physical/mental abilities at the time -> important at work, want to improve
o Positive/negative affect: persistent mood disposition, how we vibe. Smiley and happy vs.
depressed and sad. Can’t really change disposition but improving morale can help
o Locus of control: person’s general belief if they have control over what happens to them,
success or failure. Strong country influence -> India is external, United States is internal
o Self-monitoring: high=chameleon, behave based on those around you, more unpredictable.
Low=consistent, behave the same across all situations
· First impression error: takes 5 minutes, primacy effect (first thing said) and recency effect
(last thing said)
· Selective perception: don’t think an employee is smart, you look for the negatives and ignore
the positives vice versa
· Perceptions of target characteristics
o Physical appearance: we tend to notice those who are different than the norm, more attractive
people are often viewed highly
o Verbal communication: pitch, voice, tone
o Nonverbal cues: eyes, gestures, body language
o Intentions: “they mean well,” self-centered etc.
· Impression management: process by which individuals try to control the impressions others
have of them
o Self-enhancing: name dropping, managing appearance -> these are successful, people are
hired more often, has to be truthful though
o Other-enhancing: flattery, agreement with others’ opinions
· Internal/external attributions: attribution theory seeks to explain why people behave the way
they do
o Internal: causes are within control, working hard, achieving people focus on ability and effort
, o External: external source of control, luck, difficulty, help etc.
o Those with low self-esteem focus success on external, failures on internal
o Low locus of control focuses successes and failures on external
Attitudes, Emotions, and Values:
· Attitude formation
o Direct experience: more powerful, better remembered, harder to change
o Social learning: through family, peer groups, religious organizations, culture etc. These
attitudes aren’t as strong, can be changed more easily
· Cognitive dissonance: tension produced when there is a conflict between attitudes and
behaviors. Employees will leave when cognitive dissonance is very high
· Work attitudes (Job satisfaction, commitment, OCB – organizational citizenship behavior)
o Job satisfaction: degree to which one has a positive assessment of one’s job or job
experiences. Pay, work itself, promotion opportunities, supervision, co-workers
§ There is not a direct relationship between job satisfaction and performance
§ Performance stronger if: job involvement, valued rewards are equitable and linked to
performance, intrinsic rewards are received, challenging and accepted goals are set
o Organizational commitment: strength of an individual’s identification with an organization
§ Affective commitment: intention to remain in organization because of a strong desire to do so
§ Normative commitment: remain in organization because individual feels obligated to the
company. Feels obligated, org is in crisis, they were nice etc.
§ Continuance commitment: remain in org because can’t afford to leave, kids in school, lowest
level of commitment
• Organizational citizenship behavior: outside of normal work requirements for no pay,
helping coworkers, staying late
· Instrumental and terminal values: values are enduring beliefs that a specific mode of conduct
or end state of existence is preferable over converse or other modes or states
o Instrumental: values that reflect the means to achieving goals
o Terminal: values that represent the goals to be achieved
· Machiavellianism: personality trait that is characterized with the use of manipulations to
achieve power
· Emotional labor: effort, planning, and control needed to express organizationally desired
emotions during interpersonal transactions. Display rules “smile we’re on stage”
MGT 350 – Professor Chung (F19
OB General and Managerial Challenges:
· Hofstede’s Research on cultural differences
o Power distance: extent to which the less powerful members of organizations and institutions
accept and expect that power is distributed unequally (low is Netherlands, US, Germany and
high are China and Japan)
o Individualism: expected to look after self and immediate family (US) vs. Collectivism: the
degree to which individuals are integrated into groups (China)
o Long term orientation: perseverance, focused on the future (China, Japan, Brazil) vs. Short
term orientation: saving face, respect, tradition, stability (US, Sweden, Philippines)
o Uncertainty avoidance: how much you avoid uncertainty, high uncertainty avoidance takes
less risks (US has low uncertainty avoidance, China has high uncertainty avoidance)
o Masculine: assertive and competitive (Mekjxico, Japan, Italy) vs. Feminine: modest, caring,
polite (Netherlands, Nordic, Thailand)
o Additional cultural differences: socializing norms/building rapport, body language, business
style/contracts, perceptions of time, personal space
· Diversity
o New entrants are largely not Caucasian
o Big growth in certain regions (West and South)
o Increase in women entering the workforce, decrease of men
o Median age = 42.3
o Average household = low of 2.55 peoplet
o More urban, fewer children
o Benefits to diversity: organization is more competitive, more perspectives, increased ability to
adapt, ability to attract and retain good workers
· Hawthorne Studies -> the whole person is important, not just a robot
o Hawthorne effect: increase in productivity due to increased attention
o Employees have needs beyond money
o Informal groups have influence on behavior “rate buster”
· Formal/informal parts of organizations
,o Formal: part that is on the surface, official, legitimate
o Informal: part that is beneath surface, not always recognized (attitudes, perceptions,
motivation, group norms, etc.)
Personality, Perceptions, and Attributions:
· Personality characteristics
o Self-esteem: feelings of self-worth, high=positive, low=negative
o Self-efficacy: feeling like you can do a specific task, more=knowing you can do things.
Derived from prior experiences, behavioral models, persuasion from others, assessment from
physical/mental abilities at the time -> important at work, want to improve
o Positive/negative affect: persistent mood disposition, how we vibe. Smiley and happy vs.
depressed and sad. Can’t really change disposition but improving morale can help
o Locus of control: person’s general belief if they have control over what happens to them,
success or failure. Strong country influence -> India is external, United States is internal
o Self-monitoring: high=chameleon, behave based on those around you, more unpredictable.
Low=consistent, behave the same across all situations
· First impression error: takes 5 minutes, primacy effect (first thing said) and recency effect
(last thing said)
· Selective perception: don’t think an employee is smart, you look for the negatives and ignore
the positives vice versa
· Perceptions of target characteristics
o Physical appearance: we tend to notice those who are different than the norm, more attractive
people are often viewed highly
o Verbal communication: pitch, voice, tone
o Nonverbal cues: eyes, gestures, body language
o Intentions: “they mean well,” self-centered etc.
· Impression management: process by which individuals try to control the impressions others
have of them
o Self-enhancing: name dropping, managing appearance -> these are successful, people are
hired more often, has to be truthful though
o Other-enhancing: flattery, agreement with others’ opinions
· Internal/external attributions: attribution theory seeks to explain why people behave the way
they do
o Internal: causes are within control, working hard, achieving people focus on ability and effort
, o External: external source of control, luck, difficulty, help etc.
o Those with low self-esteem focus success on external, failures on internal
o Low locus of control focuses successes and failures on external
Attitudes, Emotions, and Values:
· Attitude formation
o Direct experience: more powerful, better remembered, harder to change
o Social learning: through family, peer groups, religious organizations, culture etc. These
attitudes aren’t as strong, can be changed more easily
· Cognitive dissonance: tension produced when there is a conflict between attitudes and
behaviors. Employees will leave when cognitive dissonance is very high
· Work attitudes (Job satisfaction, commitment, OCB – organizational citizenship behavior)
o Job satisfaction: degree to which one has a positive assessment of one’s job or job
experiences. Pay, work itself, promotion opportunities, supervision, co-workers
§ There is not a direct relationship between job satisfaction and performance
§ Performance stronger if: job involvement, valued rewards are equitable and linked to
performance, intrinsic rewards are received, challenging and accepted goals are set
o Organizational commitment: strength of an individual’s identification with an organization
§ Affective commitment: intention to remain in organization because of a strong desire to do so
§ Normative commitment: remain in organization because individual feels obligated to the
company. Feels obligated, org is in crisis, they were nice etc.
§ Continuance commitment: remain in org because can’t afford to leave, kids in school, lowest
level of commitment
• Organizational citizenship behavior: outside of normal work requirements for no pay,
helping coworkers, staying late
· Instrumental and terminal values: values are enduring beliefs that a specific mode of conduct
or end state of existence is preferable over converse or other modes or states
o Instrumental: values that reflect the means to achieving goals
o Terminal: values that represent the goals to be achieved
· Machiavellianism: personality trait that is characterized with the use of manipulations to
achieve power
· Emotional labor: effort, planning, and control needed to express organizationally desired
emotions during interpersonal transactions. Display rules “smile we’re on stage”
