319 Test 1

a field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations

• 1/2 of organizations don't believe in OB affects profits
• 1/2 who see the connection don't take it seriously enough
• 1/2 of those that make comprehensive changes will not stick with it long enough to see benefits

• the value of the set of employee behaviors that contribute, positively or negatively to organizational goal accomplishment
• -Includes behaviors that are controlled by employees
• -Places a boundary on behaviors that are and aren't relevant to job performance

• Employe behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces
• -Citizenship behavior
• -Counterproductive behavior

• Well-known responses to demands that occur in a normal, routine or otherwise predictable way
• -Publishing a weekly report

• "adaptability". Employee responses to ask demands that are novel, unusual, or unpredictable
• -Performing a special analysis based on data in report

• The degree to which individuals develop ideas or physical outcomes that are both novel and useful
• -Reforming weekly report to add value for audience

• -List of job activities
•     -observation, interview, survey
• -Each activity is rated by 'subject matter experts" according to importance and frequency of the activity
• -Activities are rated in terms of their importance and frequency are retained and used to define task performance

• Voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting in which work takes place
• Interpersonal- helping, courtesy, sportsmanship
• Organization- voice, civic virtue, boosterism
• 

• Behaviors that benefit coworkers and colleagues and involve assisting, supporting, and developing other organizational members in a way that goes beyond normal job expectations
• Helping- involves assisting co-workers
• Courtesy-keeping coworkers informed about matters that are relevant to them
• Sportsmanship- involves maintaining a good attitude with coworkers, even when they've done something annoying

• Behaviors that benefit the larger organization by supporting and defending the company, working to improve its operations, and being especially loyal to it
• Voice-involves speaking up and offering constructive suggestions for change
• Civic virtue- requires participating in the company's operations at a deeper-than-normal level
• Bossterism-means representing the organization in a positive way out in public, away from the office and, away from work

• Employee behaviors are employee behaviors that intentionally hinder organizational goal accomplishment
• Property deviance- behaviors that harm the organization's assets and possessions
• Production deviance- directed against the organization but focuses specifically on reducing the efficiency of work output
• Political deviance- behaviors that intentionally disadvantage other individuals rather than the larger organization
• Personal aggression- hostile verbal and physical actions directed toward other employees

• Sabotage- the purposeful destruction of physical equipment, organizational processes, or company products
•      -laser discs, restaurants
• Theft- costs organizations $14.6 billion

• Wasting resources- the most common form of production deviance, when employees use too many materials or too much time to do too little work
•      -working too slowly, taking too many breaks
• Substance abuse- abuse of drugs or alcohol before coming to work or on the job
• -compromises efficiency

• Gossiping- casual conversations about people in which the facts are not confirmed as true
•      -undermines morale
• Incivility-represents communication that is rude, impolite, discourteous, and lacking in good manners

• Harassment- occurs when employees are subjected to unwanted physical contact or verbal remarks from a colleague
• Abuse-when an employee is assaulted or endangered in such a way that physical and psychological injuries may occur

• Good at job tasks in job description
• Engages in citizenship behaviors directed at coworkers and the organization
• Refrains from engaging in counterproductive behaviors

• Management by objectives (MBO)- philosophy that bases an employee's evaluations on whether the employee achieves specific performance goals
•     -best suited for managing the performance of employees whose work performance can be quantified
• Behaviorally anchored rating scales (BARS)-assess performance by directly assessing job performance behaviors
• 360 degree feedback- involves collecting performance information not just from the supervisor but from anyone else who might have firsthand knowledge about the employee's performance behaciors
•      -best suited to improving or developing employee talent
• Forced ranking- forces managers to rank all of their people into one of three categories: the top 20 percent (A players), the vital middle 70 percent (B players), or the bottom 10 percent (C players)

• Culture is a social knowledge among members of the organization
• Culture tells employees the rules, norms, and values within the organization
• Culture shapes and reinforces certain employee attitudes and behaviors by creating a system of control over employees

• Observable Artifacts- symbols, physical structures, language, stories, rituals, ceremonies,
• unobervable- espoused values, basic underlying assumptions

• Fragmented culture
• Mercenary Culture
• Networked Culture
• Communal Culture

• Safety Culture
• Diversity Culture
• Creativity Culture

• Subcultures
• Countercultures

• Some applicants won't apply due to lack of fit
• Orgs will select candidates based on personalities

• Anticipatory Stage
• Encounter Stage
• Understanding and adaptation