ORGANIZATIONAL BEHAVIOR

REVIEWER
SHORT QUIZ (20 points)
1. Conflict is an interpersonal process that arises from disagreements over goals to
attain or the methods to be used to accomplish those goals.
2. Interpersonal Conflict when self-concept is threatened, serious upset occurs and
relationships deteriorate.
3. Intergroup conflict the seeds of this conflict exist wherever resources are limited
since most groups feel that they need more than they secure.
4. Workplace Incivility occurs when employees fail to exhibit concern and regard for
others or-worse yet-disrespect each other on the job.
5. Win-Win Outcome of Conflict - in which both parties perceive that they are in a
better position that they were before the conflict began and it tries to achieve in
ongoing relationships, such as with suppliers, customers and employees.
6. Resolution strategies - once they have been chosen, it will have a substantial
impact on the outcomes reached.
7. Avoiding this approach reflects a low concern for both partys outcomes and often
results in a lose-lose situation.
8. Smoothing this approach places greatest emphasis on concern for others, usually
to ones own detriment, resulting in a lose-win outcome.
9. Forcing relies on aggressiveness and dominance to achieve personal goals at the
expense of the concern for the other party.
10.
Compromising reflects a moderate degree of concern for self and others,
with no clear cut-outcome.
11.
Confronting this tactic seeks to maximize the achievement of both partys
goals, resulting in a win-win outcome.
12.
Confronting Strategy only this strategy can truly be viewed as a resolution
approach, since the method addresses the basic differences involved and
eventually removes them through creative problem solving.
13.
Assertiveness is the process of expressing feelings, asking for legitimate
changes, and giving and receiving honest feedback.
14.
Interpersonal Orientation tends to remain with the person for a lifetime
unless major experiences occur to change it.
15.
Interpersonal Facilitation - the capacity to focus on others personal needs,
sensitivities and idiosyncrasies and then work to keep conflict under control and
collaboration high among team members.
16.
Stroking - is defined as any act of recognition for another because it applies
all types of recognition, such as physical, verbal, and nonverbal contact between
people.
17.
Positive strokes feel good when they are received, and they contribute to
the recipients sense of being OK.
18.
Negative Strokes hurt physically or emotionally and make the recipient feel
less OK about herself or himself.

19.
Conditional Strokes - are offered to employees if they perform correctly or
avoid problems.
20.
Power - is the leaders stock-in-trade, the way leaders extend their influence
to others and on other hand, it is earned and gained by leaders on the basis of
their personalities, activities and the situations in which they operate.

LONG QUIZ (30 points)

1. Personal Power they a personal magnetism, an air of confidence and a passionate
belief in objectives that attract and hold followers.
2. Legitimate Power it gives the leader the power to control resources and to reward
and punish them, it arises from the culture of society by which power is delegated
from higher established authorities to other.
3. Coercive Power - is the capacity to punish another, or at least to create a perceived
threat to do so.
4. Organizational Politics refers to intentional behaviours that are used to enhance
and protect a persons influence and self-interest while also inspiring confidence
and trust by others.
5. Norm of Reciprocity where to people in a continuing relationship feel a strong
obligation to repay their social debts to each other.
6. Formal Group is a group established by the organization and have a public
identity and goal to achieve.
7. Informal Group is a group which emerge on the basis of common interests,
proximity and friendships.
8. Informal Organization is a network of personal and social relations not
established or required but arising spontaneously as people associate with one
another.
9. Informal Leader this person emerges from within the group ad it may help
socialize new members to the organization and they may be called upon by the
group to perform the more complex tasks.
10.
Norms are informal groups requirements for the behaviours of members;
groups rigidly expect their members to follow and individuals may choose to
accept or reject weak ones.
11.
Reference Group it often uses rewards and penalties to persuade its
members to conform to its norms and whose norms a person accepts.
12.
Network Charts they usually focus on either interpersonal feeling expressed
among individuals or actual behavior.
13.
Committee is a specific type of group meeting in which embers in their
group role have been delegated the authority to handle the problem at hand.
14.
Surface Agenda meeting work simultaneously at two different levels and
one level is the official task of the group also known as this.
15.
Hidden Agenda involves members private emotions and motives, which
they have brought with them but to keep it.
16.
Technology - used to help capture ideas, allow for anonymous inputs,
organize an expand upon them, record insights and criticisms, and create and edit
documents before the participants leave.

17.
Brainstorming - is a popular method for encouraging creative thinking in
groups of about eight people and the success of this depends on each members
capacity and willingness to listen to others thoughts, to use these thoughts a s a
stimulus to park new ideas of their own.
18.
Deferred Judgment the purpose of this is to separate idea creation from
idea censorship and it encourages people to purpose bold, unique ideas without
worrying about what others think of them.
19.
Electronic Brainstorming research shows that this process results in a
higher number of ideas generated than through the traditional brainstorming
process; it is the marriage of computer technology and groupware programs has
allowed the development of a modified version of the method.
20.
Nominal Group exists in name only, with members having minimal
interaction prior to producing a decision.
21.
Delphi Decision Group a panel of relevant people is chosen to address an
issue and members are selected because they are experts or have relevant
information to share and the time available to do so.
22.
Dialectic Decision Method which traces in roots to Plato and Aristotle, offers
a way of overcoming these problems.
23.
Group Decision Support System use computers, decision models and
technological advances to remove communication barriers, structure the decision
process and generally direct the groups discussion.
24.
Social Facilitation group members often try harder to contribute on a task
just because other people are around; the presence of others stimulates them to
perform better.
25.
Facilitation is the process of helping a group attain resounding success,
maximize its efficient use of time and feel satisfied with its efforts.
26.
Groupthink one of the most convincing criticisms of meetings is that they
often lead to conformity and compromise, and this tendency of a tightly knit group
to bring individual thinking in line with the group.
27.
Devils advocates are guardians of clear and moral thinking and can help
the ground immeasurably by providing it with a stream of constructive criticism.
28.
Polarization - individuals bring to the group their strong predispositions,
either positive or negative, toward the topic.
29.
Risky Shift this tendency means that they are more willing to take chances
with organizational resources as a group than they would if they were acting
individually.
30.
Escalating Commitment Closely related to the problem of groupthink is the
idea that group members may persevere in advocating a course of action despite
rational evidence that it will result failure.

FINAL EXAMINATION (50 points)

1. Classical Organization Theory is the process of starting with the total amount of
work to be done and dividing it into divisions, departments, work clusters jobs and
assignment of responsibilities to people.

2. Division of Work creating levels of authority and function units-and delegationassigning duties, authority and responsibility to others and the result is an
operating hierarchy consisting of multiple levels of authority.
3. Matrix Organization it is an overlay of one type of organization on another so that
two chains of command are directing individual employees and it is used especially
for large, specialized projects.
4. Cross-Functional Teams these are teams that draw their members from more
than one specialty area and often several. By their very nature, they contain a high
element of diversity.
5. Task Team is a cooperative small group in regular contact that is engaged in
coordinated action.
6. Teamwork they are exhibiting this when the members of a task team know their
objectives, contribute responsibly and enthusiastically to the task and support one
another.
7. Stages of Team Development are not rigidly followed, but they do represent a
broad pattern that may be observed and predicted in many settings across the
teams time together.
8. Superordinate Goal integrates the efforts of two or more persons and can be
attained only if all parties carry their weight.
9. Social Loafing causes of this a perception of unfair division of labor, belief that coworkers are lazy, or a feeling of being able to hide in a crowd and therefore not be
able to be singled out for blame.
10.
Sucker Effect social loafing may also arise if a member believes that others
intend to withhold their efforts and thus he or she would be foolish not to do the
same.
11.
Team Building encourages team members to examine how they work
together, identify their weaknesses, and develop more effective ways of
cooperating. The goal is to make the team more effective.
12.
Team Coaching is vital to team success especially for new teams because
it involves a leaders intentional effort and interaction with a team to help its
members make appropriate use of their collective resources.
13.
Consultation Skills include diagnosing, contracting and designing change.
14.
Interpersonal Skills include trust building, coaching and listening.
15.
Research Skills planning and conducting a study and evaluating results.
16.
Presentation Skills public speaking and report preparation.
17.
Process Consultation is a set of activities that help others focus on what is
currently happening around. The intend of this is straightforward and it helps the
team members to perceive, understand and react constructively to current
behavioral events.
18.
Facilitators encourage employees to examine their indeed versus their
actual roles within the team, the ways in which the team discusses and solves
problems, the use and abuse of power and authority, and the explicit and implicit
communication patterns.
19.
Feedback team members need this so that they have useful data on which
to base decisions and also it encourages them to understand how they are seen by
others within their teams and to take self-correcting action.

20.
Employees Territories spaces they can call their own, within which they can
control what happens.
21.
Neighborhoods of Offices - this layout builds on the idea that proximity or
closeness creates greater opportunities for interaction.
22.
Self-Managing Teams they are natural work groups that are given
substantial autonomy and in return are asked to control their own behaviour and
produce significant results.
23.
Multi-Skilling can be like a self-managing team which is a practice in which
team members learn a wide range of relevant skills.
24.
Boundary Spanners keep communication channels open and active by
constantly sharing information with other units in the organization and with people
at other levels.
25.
Virtual Teams these teams, according to one observer, can be ether
dramatic successes or dismal failures and often go to a developmental process
parallel to that of other teams, starting with unbridled optimism and proceeding
through reality shock to refocusing of their efforts to attain ultimate high
performance.
26.
Change is any alteration occurring in the work environment that affects the
ways in which employees must act and its effect may be illustrated by comparing
an organization to an air-filled balloon.
27.
Proactive to introduce continual organizational changes so as to bring
about a better fir between the firm and its environment; anticipating events,
initiating change and taking control of the organizational destiny.
28.
Reactive to restore and maintain the group equilibrium and personal
adjustment that change upsets; responding to events, adapting to change and
tempering the consequences of change.
29.
The Hawthorne Effect means that the more observation of a group or more
precisely, the perception of being observed and ones interpretation of its
significance tends to change the group.
30.
Homeostasis a self correcting characteristic of organization that is people
act to establish a steady state of need fulfilment and to protect themselves from
disturbances of that balance to maintain their previous sense of competence.
31.
Repetitive Change Syndrome is often caused by a series of organizational
initiatives that are started but not completed, by a blurring of one program and
another, and by a pandemic of employee cynicism.
32.
Resistance to Change consist of any employee behaviours designed to
discredit, delay or prevent the implementation of a work change because it
threatens their needs for security, social interaction, status, competence or selfesteem.
33.
Chain-Reaction Effect is a situation in which a change or other condition,
that directly affects only one person or few persons may lead to a direct or indirect
reaction from many people, even hundreds or thousands, because of their interest
in it.
34.
Logical Resistance is based on disagreement with the facts, rational
reasoning etc. It arises from the actual time and effort required to adjust to
change, including new job duties that must be learned.

35.
Transformational leaders - are managers who initiate bold strategic changes
to position the organization for its future. They articulate vision and promote it
vigorously.
36.
Vision- is a crystallized long-range image or idea of what can and should be
accomplished. It typically stretches people beyond their current capabilities and
thinking and excites them to new levels of commitment and enthusiasm.
37.
Charisma is a leadership characteristic that can help influence employees
to take early and sustain action.
38.
Double-Loop Learning its name is derived from the fact that the way a
change is handled should not only reflect current information gathered but also
prepare the participants to manage future changes even more effectively.
39.
Unfreezing means that old ideas and practices need to be cast aside so
that new ones can be learned often this step of getting rid of old practices is just as
difficult as learning the new ones.
40.
Changing is the step in which the new ideas and practices are learned and
this process involves helping an employee think, reason and perform in new ways.
It can be a time confusion, disorientation, overload and despair.
41.
Refreezing - means that what has been learned is integrated into actual
practice and the new practices become emotionally embraced and incorporated
into employees routine behavior.
42.
Participation a fundamental way to build support for change is through this.
It encourages employees to discuss, to communicate, to make suggestions, and to
become interested to change.
43.
Communication and Education it is essential in gaining support for change.
Even though a change will affect only one or two in a work group of ten persons, all
of them need to be informed clearly and regularly about the change in order to feel
secure and maintain group cooperation.
44.
Stimulating employee Readiness closely related to communication is in the
idea of helping employees become aware of the need for a change. This approach
builds on the premise that change is more likely to be accepted if the people
affected by it.
45.
Organization Development is the systematic application of behavioural
science knowledge at various levels to bring about planned change.
46.
Understanding Causality one contribution of the systems orientation is to
help managers view their organizational processes in terms of a model with three
types of variables.
47.
Humanistic Values - which are positive beliefs about the potential and desire
for growth among employees
48.
Change Agents - whose role is to stimulate facilitate and coordinate change.
Usually, it acts as a catalyst, sparking change within the system while remaining
independent of it.
49.
Action Research this cyclical process of using research to guide action,
which generates new data as the basis for new actions.
50. Appreciative Inquiry this approach turns employee attention away from a
negative focus on problems, missteps, deficiencies, shortcomings and blaming.