ORGB 3201 FINAL EXAM | QUESTIONS AND
ANSWERS
Allocation Preferences Theory - - Different allocation strategies serve distinctive
purposes - maximizing collective performance and productivity or preserving group
harmony and solidarity
- Beneficial and detrimental effects on a social system (e.g., workgroups) as well as the
individuals with the social system
- Two core principles: Equity and Equality
- Inclusiveness & diversity ideology: Meritocracy and Egalitarian
Reward System, Culture, and Strategy (Org. Design) - Alignment with culture and
strategy
Unintended Consequences of Monetary Incentives - - Undermine collaboration,
performance, and creativity
- Increase cheating and other forms of unethical behavior
Unintended Biases Triggered by Meritocracy - Biases in rewards and promotions
toward women
Right Answers vs Better Answers - "Better" implies some metric of judgment, some
sense of progress, some vision of the "good"
What is OB? - - The science of behavior in work organizations
- An applied social science that builds on more basic social sciences (Psychology and
sociology, as well as political science and economics, among others)
- OB scholars discover & integrate social science findings to address behavior-related
issues in organizations
What are the 3 Components of Org Behavior? - - organizations
- groups
- individuals
What is the goal of Organizational Behavior? - To investigate the impact on behavior
within organizations, for the purpose of applying such knowledge towards improving an
organization's effectiveness and individual work.
4 Components of an Organization - - organization structure
- network
,- organization culture
- organization change
6 Components of Team Processes - - Team Foundations & Compositions
- Motivations
- Performance Management
- Leadership
- Power
- Creativity & Entrepreneurship
5 Components of Individual Development - - Individual decision making
- social influence & persuasion
- ethics & mortality
- personality & values
- negotiations
AI Development Principles - - Be socially beneficial
- Avoid creating or reinforcing unfair bias
- Be built and tested for safety
- Be accountable to people
- Incorporate privacy design principles
- Uphold high standards of scientific excellence
- Be made available for uses that accord with these principles
Why do strong connections matter in terms of Well-Being? - - Reduced negative
feelings
- Enhanced self efficacy
- Improved physiological/psychological health
- Job satisfaction, involvement, commitment
- Healthy life habits
Why do strong connections matter in terms of Individual/Group Performance? - -
Intellectual stimulating
- Mutual learning & broad thinking
- Increased cooperation & resilience
- More creative
- Less conflict and ambiguity
- Stronger commitment
- Increased performance
Successful Teams... - - Set clear and collective goals
- Keep transparency among team members
- Start with good plans (Participative)
- Embrace conflicts - task oriented
- Citizenship & accountability of team members
- Team cohesiveness
, STARS Approach: Executive Summary - Framed as your understanding of problem,
your approach to analysis, and your recommendation. Not just summary of the case.
STARS mApproach: mSituation mAnalysis m- m mPulling mthe mmost mrelevant mexternal mand
minternal mfactors mwhen mmaking myour margument. mPush mbeyond mthe mobvious. mNot mbusy
mwork. mResearch-supported.
STARS mApproach: mTask mAnalysis m- m mCan myou mmove mfrom mcomplexity mof minformation
mto ma mclearly mdefined mtask... mdoes mthis maddress mshort- mand mlong-term missues... mis mit
mstrategic mand mpractical?
STARS mApproach: mAlternative mSolutions m- m mGiven mthis mtask, mcan myou moutline ma mset mof
mviable mand mcomparable malternatives, mnoting mtheir mrespective mstrengths mand
mweaknesses?
STARS mApproach: mRecommendations m- m mDo myou mhave ma mclear mlogic mfor mthe mreason
mwhy myou mare mchoosing mwhat myou mchoose m(multiple mcriteria, mweighted m in mimportance)?
mDoes mthis mrecommendation mgive mdetails mand mways mto mmitigate mthe mdownsides mof many
mreal msolution?
Team mEffectiveness m- m m- mContext
m- madequate mresources
m- mleadership mand mstructure
m- mclimate mof mtrust
m- mperformance mevaluation m& mreward msystem
- mcomposition
m- mabilities/personalities mof mmembers
m- mallocating mroles
m- msize mof mteams/diversity
m- mmember mflexibility/preferences
- mProcesses
m- mcollective/shared mpurposes/goals
m- mindividual mgoals/boundaries
m- mteam mstructure
m- mmotivating mmembers m(intrin m& mextrin)
m- mconflict mmanagement m
m- mleadership mskills
Why mStructure mFirst? m- m m- mStructure mis mone mcentral marea mof mthe morganization
- mProvides mthe mpegs mon mwhich mthings mlike mthe minformal morganization m(routines,
mnetwork, mculture) moften mhinge
- mUnlike msome mof mthe msofter mareas mof mthe morganization m(e.g. mculture mor mskills),
mstructure mcanbe mchanged mrelatively mquickly mwith msignificant meffects
ANSWERS
Allocation Preferences Theory - - Different allocation strategies serve distinctive
purposes - maximizing collective performance and productivity or preserving group
harmony and solidarity
- Beneficial and detrimental effects on a social system (e.g., workgroups) as well as the
individuals with the social system
- Two core principles: Equity and Equality
- Inclusiveness & diversity ideology: Meritocracy and Egalitarian
Reward System, Culture, and Strategy (Org. Design) - Alignment with culture and
strategy
Unintended Consequences of Monetary Incentives - - Undermine collaboration,
performance, and creativity
- Increase cheating and other forms of unethical behavior
Unintended Biases Triggered by Meritocracy - Biases in rewards and promotions
toward women
Right Answers vs Better Answers - "Better" implies some metric of judgment, some
sense of progress, some vision of the "good"
What is OB? - - The science of behavior in work organizations
- An applied social science that builds on more basic social sciences (Psychology and
sociology, as well as political science and economics, among others)
- OB scholars discover & integrate social science findings to address behavior-related
issues in organizations
What are the 3 Components of Org Behavior? - - organizations
- groups
- individuals
What is the goal of Organizational Behavior? - To investigate the impact on behavior
within organizations, for the purpose of applying such knowledge towards improving an
organization's effectiveness and individual work.
4 Components of an Organization - - organization structure
- network
,- organization culture
- organization change
6 Components of Team Processes - - Team Foundations & Compositions
- Motivations
- Performance Management
- Leadership
- Power
- Creativity & Entrepreneurship
5 Components of Individual Development - - Individual decision making
- social influence & persuasion
- ethics & mortality
- personality & values
- negotiations
AI Development Principles - - Be socially beneficial
- Avoid creating or reinforcing unfair bias
- Be built and tested for safety
- Be accountable to people
- Incorporate privacy design principles
- Uphold high standards of scientific excellence
- Be made available for uses that accord with these principles
Why do strong connections matter in terms of Well-Being? - - Reduced negative
feelings
- Enhanced self efficacy
- Improved physiological/psychological health
- Job satisfaction, involvement, commitment
- Healthy life habits
Why do strong connections matter in terms of Individual/Group Performance? - -
Intellectual stimulating
- Mutual learning & broad thinking
- Increased cooperation & resilience
- More creative
- Less conflict and ambiguity
- Stronger commitment
- Increased performance
Successful Teams... - - Set clear and collective goals
- Keep transparency among team members
- Start with good plans (Participative)
- Embrace conflicts - task oriented
- Citizenship & accountability of team members
- Team cohesiveness
, STARS Approach: Executive Summary - Framed as your understanding of problem,
your approach to analysis, and your recommendation. Not just summary of the case.
STARS mApproach: mSituation mAnalysis m- m mPulling mthe mmost mrelevant mexternal mand
minternal mfactors mwhen mmaking myour margument. mPush mbeyond mthe mobvious. mNot mbusy
mwork. mResearch-supported.
STARS mApproach: mTask mAnalysis m- m mCan myou mmove mfrom mcomplexity mof minformation
mto ma mclearly mdefined mtask... mdoes mthis maddress mshort- mand mlong-term missues... mis mit
mstrategic mand mpractical?
STARS mApproach: mAlternative mSolutions m- m mGiven mthis mtask, mcan myou moutline ma mset mof
mviable mand mcomparable malternatives, mnoting mtheir mrespective mstrengths mand
mweaknesses?
STARS mApproach: mRecommendations m- m mDo myou mhave ma mclear mlogic mfor mthe mreason
mwhy myou mare mchoosing mwhat myou mchoose m(multiple mcriteria, mweighted m in mimportance)?
mDoes mthis mrecommendation mgive mdetails mand mways mto mmitigate mthe mdownsides mof many
mreal msolution?
Team mEffectiveness m- m m- mContext
m- madequate mresources
m- mleadership mand mstructure
m- mclimate mof mtrust
m- mperformance mevaluation m& mreward msystem
- mcomposition
m- mabilities/personalities mof mmembers
m- mallocating mroles
m- msize mof mteams/diversity
m- mmember mflexibility/preferences
- mProcesses
m- mcollective/shared mpurposes/goals
m- mindividual mgoals/boundaries
m- mteam mstructure
m- mmotivating mmembers m(intrin m& mextrin)
m- mconflict mmanagement m
m- mleadership mskills
Why mStructure mFirst? m- m m- mStructure mis mone mcentral marea mof mthe morganization
- mProvides mthe mpegs mon mwhich mthings mlike mthe minformal morganization m(routines,
mnetwork, mculture) moften mhinge
- mUnlike msome mof mthe msofter mareas mof mthe morganization m(e.g. mculture mor mskills),
mstructure mcanbe mchanged mrelatively mquickly mwith msignificant meffects
