Management exam 1

• Organizational Behavior: The discipline that seeks to explain human behavior in organizations and examine the behavior of individuals, groups, or members of the organization as a whole so we can learn about ourselves and understand ourselves better.
• Behavioral levels from inward to outward:

  1. Individual: Who you are and what you bring to the table
  2. Interpersonal: How does what you're doing affect others
  3. Organizational: How can the team move the organization
• Types of skills required for organizational behavior:

  1. Technical skills: expertise in your field (IE major)
  2. Relational skills: Getting along with others, how effectively can you work with other people
  3. Conceptual skills: understanding complex issues and solving problems
• Why study organizational behavior: To understand yourself and your tendencies more and to improve interactions with others and to increase contribution to organizations
• Stakeholders: We can't please them all at once

  1. owners
  2. Employees
  3. Customers
  4. Investors
  5. Suppliers
  6. Community
  7. Environment
  8. Government
• Why aren't competitors stakeholders: They're not affected by the wellbeing of your company
• Two approaches to effective OB

  1. Conventional OB: Contributes to material or financial wellbeing, interests of a narrow range of stakeholders, typically more interested in the present
  2. Sustainable: Contributes to multiple forms of well-being including financial, social. ecological, and spiritual. There is a broad range of stakeholders and are typically more interested in the immediate and distant future
  3. Both can work together and have performance and commitment in common
• Advantages of considering conventional and sustainable OB:

  1. You better understand the organizational position
  2. Enhanced critical thinking
  3. It explores effects on multiple stakeholders
• Basic functions for Organizational Management

  1. planning
  2. Organizing
  3. Leading
  4. Controlling
• Planning as a function of organizational management:

  1. Is how leaders set goals and design strategies to achieve them
  2. Planning involves the use of practical wisdom, which is taking the information you know and use discretion to achieve what is good and pick the best decision
  3. Big picture in nature
• Organizing as a function of organizational management

  1. Arranging human and other resources in order to achieve planned goals and strategy. You have to organize in a way that makes sense for people who do specific tasks every day
  2. You use courage, which is taking action to do what is good regardless of personal consequences. Courage is applicable with ethics
• Leading as a function of organizational management:

  1. The use of systems and interpersonal human skills to influence others to achieve organizational goals
  2. Requires self control, which is emotional regulation and ability to overcome impulsive actions. Don't lash out at others
• Controlling as a function of organizational management:

  1. Ensures that organizational members do what they are supposed to be doing and that their performance meets expectations
  2. Requires justice, which is the sense of fairness and lack of bias within an organization
• Integration of organizational behavior concepts from most inward to outward

  1. Attributes: Your attitudes can influence other people
  2. Individual
  3. Interpersonal
  4. Organizational
• What is organizational culture: A set of shared values, norms, standards, and expectations that influence the ways individuals, teams, and groups interact with one another and work toward organizational goals.
• Basic elements and level of organizational culture and structure:

  1. Formal is structure and cultural artifacts, which is what you can see
  2. Informal is key values, basic assumptions, and how the workplace operates. You can't see any of this
• Basic assumptions:

  1. The core of the culture
  2. Held unconsciously, even taken for granted
• What are cultural artifacts: Things that provide tangible evidence of an organization's values and may include the organization's physical features, shared stories, rituals, and formal structures and symbols
• shared stories: Well-known narrative accounts that form the oral history of critical events that shaped the organization
• Rituals: Behavioral practice that reinforce and keep a particular value that defined the organization alive
• Competing values framework: A useful tool for helping to understand the shared values and assumption that guide organizational behavior
• Predictability vs adaptability for competing values framework:

  1. Predictability: Values stability, norms and standards are welcome, typically an older oganization
  2. Adaptability: Thrives in change, able to adapt, creates change for the sake of change to keep things interesting. Tech firms have to be adaptive
• External focus vs internal focus for a competing values framework:

  1. External focus: Organizational goals are more important than member goals, employees are treated more as a number than a person. Employees are overworked and underpaid
  2. Internal focus: Organization focus on meeting employee goals and employees are encouraged to express themselves
• Managing up: How to manage your manager and how to maintain your relationship with your manager
• Why you would manage up:

  1. Increases cooperation and collaboration by building strong relationships
  2. You're taking charge of your workplace experience
  3. Your boss has directly responsibility for your career success
  4. You suffer if you poorly maintain the relationship, not them
  5. Your boss isn't going to automatically change
  6. Manage what you have now
• How is choice empowering in the workplace and in management:

  1. You can change the situation you're in or the organization
  2. You can leave the situation or leave your organization
  3. You can accept and adapt to the situation
• Authenticity and how to apply it

  1. Authenticity is A rational behavior
  2. Being authentic involves Choosing your behaviors that allow you to connect with others
  3. Being authentic involves controlling your behaviors and actions
  4. Being authentic is being who you are everywhere you go, but also displaying your best behavior
• Introverts vs extroverts and how they can work together:

  1. Introverts: Energized from within, gains energy from being alone, shares limited information, checks in infrequently, prefers email and working alone, standoffish and aloof
  2. Extroverts: Energized from outside sources, Gains energy from others, readily shares information, warm and friendly, checks in regularly, enjoys meetings and brainstorming
  3. Both introverts and extroverts compliment and harmonize with one another
• Benefits and challenges of having an introverted manager:

  1. Benefits: Give you space, don't waste time, think before they speak, are good listeners
  2. Challenges: Lack of information and friendliness, closed door appearance, less likely to include team input or brainstorming
• Strategies of managing an introverted boss:

  1. Take initiative to meet. Schedule meetings in advance to give them time to process and prepare. Limit pop in meetings
  2. Keep them in the loop and embrace electronic communication
  3. Ask questions to get information when they aren't sharing
  4. Respect their space
  5. Make communication focused and concise and be comfortable with silence
• Benefits and challenges of having an extroverted manager

  1. Benefits: Enjoy engaging with you, you know where you stand, they have active networks and are action oriented
  2. Challenges: Thoughts can be unclear and confusing. They can talk a lot but fail to listen as much. Prone to info dumping and moves too quickly for action. Draining for the team
• Strategies of managing an extroverted boss

  1. Listen to them talk. They process out loud so don't think everything said is set. Encourage them to clarify and recap. Exhibit friendliness and learn to love brainstorming
  2. Communicate in person
  3. Explain your silence
  4. Recharge when you can
  5. Check in regularly
• Work style personalities

  1. Advancer
  2. Energizer
  3. Evaluators
  4. Harmonizer
• Advancer traits:

  1. focused on tasks and achieving results and less focused on relationships
  2. Confident, efficient, demanding, work oriented, dominating, harsh, and cold
  3. Very direct
  4. Fast decision making
• Energizer traits

  1. sociable and optimistic, good at motivating others
  2. Creative and risk taking, love new projects
  3. Idea oriented and quick to react
  4. Expressive of ideas and feelings
• Evaluator traits

  1. Slow, careful, methodical and into the process
  2. Love quality, precision, accuracy, and correctness
  3. Organized and work by the rules and procedures
  4. serious and exacting
• Harmonizer traits

  1. Compassionate, cooperative, diplomatic, and loyal
  2. About the team at all costs, they don't want people to fight
  3. Wants people to be successful and happy and wants to be liked
  4. Careful decision makers, hesitant to change and risk taking
• Advancer work style behaviors:

  1. Straight forward, low tolerance for feelings and advice
  2. Fast paced and borderline impatient, likes to task over people, seeks control
  3. Leads with their head, decisive and pragmatic
• Energizer work style behaviors

  1. Fears being ignored or rejected, likes to be acknowledged publicly
  2. Makes decisions based on opinions or ideas
  3. Leads from the heart. Outgoing and enthusiastic, focused on people and relationships
  4. They lose attention and don't finish projects. They tend to make spontaneous decisions
• Evaluator work style behaviors

  1. Leads from the head, may overthink things
  2. Moderate paced and task oriented. Good at problem solving
  3. Systematic, steadfast, deliberate, and unemotional
  4. Likes to collect data to affirm facts