MGT4472 – Organizational Behavior

Essay Questions for reviews

1) Define organizational behavior and explain how it is used by organizations.

Organizational Behavior (OB) is a field of study that investigates the impact that individuals,
groups, and structure have on behavior within organizations for the purpose of applying such
knowledge toward improving an organization’s effectiveness.
Therefore, OB is the study of what people do in an organization and how their behavior affects
the organization’s performance. Because OB is concerned specifically with employment-related
situations, it examines behavior in the context of job attitudes, absenteeism, employee turnover,
productivity, performance, and management. For example, organizational behavior can be used
by managers and consultants to improve the performance of an organization and to address
certain key issues that commonly arise. These may include a lack of direction or strategic vision
for a company, difficulty getting employees on board with that vision, pacifying workplace
conflict or creating a more amenable work environment, issues with training employees, poor
communication or feedback, and so on.

2) What are the four ways that employees can express job dissatisfaction and how do they
differ?

 Exit. The exit response directs behavior toward leaving the organization, including
looking for a new position or resigning. To measure the effects of this response to
dissatisfaction, researchers study individual terminations and collective turnover, the total
loss to the organization of employee knowledge, skills, abilities, and other characteristics.
 Voice. The voice response includes actively and constructively attempting to improve
conditions, including suggesting improvements, discussing problems with superiors, and
undertaking union activity.
 Loyalty. The loyalty response means passively but optimistically waiting for conditions
to improve, including speaking up for the organization in the face of external criticism
and trusting the organization and its management to “do the right thing.”
 Neglect. The neglect response passively allows conditions to worsen and includes chronic
absenteeism or lateness, reduced effort, and an increased error rate.
The differ:
- exit: Dissatisfaction expressed through behavior directed toward leaving the organization.
- voice Dissatisfaction expressed through active and constructive attempts to improve
conditions.
- loyalty Dissatisfaction expressed by passively waiting for conditions to improve.
- neglect Dissatisfaction expressed through allowing conditions to worsen.

3) Explain the relationship between job satisfaction and turnover.

The pattern of lowered job satisfaction is the best predictor of turnover. Turnover also has a
workplace environment connection too. If most of the other employees in the immediate
workplace are also dissatisfied, there may be a contagion effect. The satisfaction–turnover
relationship is affected by alternative job prospects. If an employee accepts an unsolicited job
offer, job dissatisfaction was less predictive of turnover because the employee more likely left in
response to “pull” (the lure of the other job) than “push” (the unattractiveness of the current job).
Similarly, job dissatisfaction is more likely to translate into turnover when other employment
opportunities are plentiful. Likewise, even employees who are satisfied with their jobs may be
more likely to leave when there are high amounts of job insecurity. When employees have high
“human capital” (high education, high ability), job dissatisfaction is more likely to translate into
turnover because they have, or perceive, many available alternatives.

4) Explain how managers can influence moods.

The first thing we need to know that What are the moods? Feelings that tend to be longer-
lived and less intense than emotions and that lack a contextual stimulus are called moods.
Managers are the people responsible for ensuring all of the operations in the organization are
effectively executed, and they work towards achieving the preset objectives. They are in charge
of making decisions that involve the well-being of the entire organization.

Recognize that emotions, mood, and affect are a natural part of the workplace. Managers can
create a positive work environment that involves acknowledging and addressing mood needs.
For instance, managers should be mindful of their own moods before attempting to change
routines. Using humor as a tool can positively impact emotions and contribute to a more
conducive workplace atmosphere. Managers can also influence moods by promoting breaks and
ensuring a balanced work-life environment. Acknowledging the need for silence or personal
time, supporting a good work-life balance, and encouraging frequent breaks contribute to
improved emotional well-being. Establishing strong interpersonal relationships is another
essential aspect. Managers should develop connections with employees, understanding their
personal struggles and offering support and encouragement. By being aware of factors affecting
individuals, managers can effectively contribute to positive mood changes. Providing structure
and guidance is fundamental. Clear goals, deadlines, and feedback contribute to employees'
understanding of expectations, fostering motivation and productivity. Managers should also be
willing to share leadership, creating a collaborative culture that values relationships and
teamwork.

5) Describe a workplace example of how people seek consistency among their attitudes and
their behavior by reducing cognitive dissonance. Then, sort your example into the three main
components of attitudes.

People seek a stable consistency among their attitudes and between their attitudes and their
behavior. Any form of inconsistency is uncomfortable, and individuals attempt to reduce or
minimize it. When there is dissonance, people alter their attitudes or behavior to minimize the
dissonance or develop a rationalization for the discrepancy. For example, Imagine a scenario
where a company introduces a new training program aimed at enhancing employees' skills and
knowledge. The management strongly emphasizes the importance of attending these training
sessions for professional development and the overall success of the team. However, some
employees, despite acknowledging the value of the training, consistently skip the sessions.
Sorting into Attitude Components:
- Cognitive Component: The cognitive component involves beliefs, thoughts, and knowledge
about the attitude object. In this example, the company has communicated that training is crucial
for individual growth and team success. Employees who do not attend may experience
dissonance due to the conflict between their acknowledgment of the training's importance and
their behavior of consistently skipping sessions.
- Affective Component: The affective component pertains to the emotional reactions or feelings
associated with the attitude object. Employees might feel positive emotions about the idea of
improving their skills but may experience negative emotions like reluctance or inconvenience
when it comes to attending the training sessions.
- Behavioral Component: The behavioral component reflects the actions or intentions
associated with the attitude object. In this scenario, the behavioral component involves the actual
attendance or non-attendance at the training programs. The inconsistency arises when
employees, despite understanding the importance (cognitive) and feeling positive about it
(affective), fail to align their behavior with these attitudes.

6) What is the difference between fundamental attribution error and self-serving bias?

• Fundamental attribution error: explain why we might perceive the wealthy as intelligent,
savvy, or innately effective without considering the external factors that precluded their success
(e.g., being born into a wealthy family).
• Self-serving bias: people tend to attribute ambiguous information as relatively flattering,
accept positive feedback, and reject negative feedback.
→Errors or biases can distort attributions. Fundamental attribution error occurs when we
underestimate the influence of external factors and overestimate the influence of internal factors
when making judgments about the behavior of others. Self-serving bias occurs when individuals
attribute their own successes to internal factors, such as ability or effort, while putting the blame
for failure on external factors, such as luck.

Fundamental attribution error Self-serving bias

Focuses on how individuals attribute others'
behavior
Involves attributing others' behavior to
internal factors and underestimating external
factors.
Occurs when observing and explaining others'
behavior from an external perspective.
Relates to how individuals perceive and judge
the actions of others in social situations.
Focuses on how individuals attribute their
own behavior
Involves attributing positive outcomes to
internal factors and negative outcomes to
external factors.
Occurs when interpreting and explaining
one's own behavior, often from a self-
enhancing perspective.
Relates to how individuals perceive and
interpret their own achievements and failures
in social situations.

7) Explain the three relationships that form the basis of expectancy theory.

• Expectancy theory: A theory that suggests that the strength of a tendency to act in a
certain way depends on the strength of an expectation that the act will be followed by a given
outcome and on the attractiveness of that outcome to the individual. →Expectancy theory argues
that the strength of one’s tendency to act in a certain way depends on the strength of the
expectation that the act will be followed by a given outcome and on the attractiveness of that
outcome to the individual. It says that an employee will be motivated to exert a high level of
effort when he or she believes that effort will lead to a good performance appraisal, that a good
appraisal will lead to organizational rewards, and that the rewards will satisfy his or her
personal goals. Expectancy theory helps explain why a lot of workers are not motivated in their
jobs and do only the minimum necessary to get by. It can also explain employees’ efforts toward
goal accomplishment.

• Three relationships:
1. Expectancy: the effort–performance relationship. The degree to which the individual
believes exerting a given amount of effort will lead to performance.
2. Instrumentality: the performance–reward relationship. The degree to which the individual
believes performing at a particular level will lead to the attainment of a desired outcome.
3. Valence: the rewards–personal goals relationship. The degree to which organizational
rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential
rewards for the individual.
→ Individual effort to individual performance requires an effort-performance relationship.
Individual performance to organizational rewards requires a performance-reward relationship.
Organizational rewards to personal goals require a rewards-personal goals relationship.

8) What are the advantages and disadvantages of group decisions as compared to individual
decisions?

The advantages of group decisions compared to individual decisions are as follows:

● More complete information and knowledge: Groups can aggregate the resources and
perspectives of several individuals, leading to a broader range of information and
knowledge available for decision-making.

● Increased diversity of views: Group decision-making allows for the consideration of

multiple approaches and alternatives, leading to a more comprehensive evaluation of the
options.

● Increased acceptance of solutions: Members of a group are more likely to accept and
support the final decision when dissenting opinions are framed as debates rather than
disagreements.

● Effectiveness in creativity: When creativity is essential, groups tend to be more effective

due to the diverse ideas and brainstorming opportunities they offer.

● Broader input for information gathering: Groups provide both breadth and depth of input
during the information-gathering phase of decision-making.
Disadvantages of group decisions as compared to individual decisions include:

● Time-consuming: Group decision-making typically takes more time than individual

decision-making, especially for virtual groups.

● Conformity pressures: The desire for acceptance within a group can lead to the
suppression of dissenting opinions and a tendency to settle for suboptimal solutions.

● Dominance by certain members: Group discussions may be dominated by one or a few

members, potentially leading to ineffective decision-making if their abilities or provided
information are unreliable.

● Ambiguous responsibility: In group decisions, individual accountability is diluted,

making it unclear who is ultimately responsible for the outcome.

● Reduced efficiency: Group decision-making generally consumes more work hours than
individual decision-making, except in situations where diverse input from various sources
is required.

9) Describe the full range of leadership model.

- Laissez-Faire Leader
Laissez-Faire: Abdicates responsibilities, avoids making decisions.
- Transactional Leader
+ Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good
performance, recognizes accomplishments.
+ Management by Exception (active): Watches and searches for deviations from rules and
standards, takes corrective action.
+ Management by Exception (passive): Intervenes only if standards are not met.
- Transformational Leader
+ Idealized Influence: Provides vision and sense of mission, instills pride, gains respect and trust.
+ Inspirational Motivation: Communicates high expectations, uses symbols to focus efforts,
expresses important purposes in simple ways.
+ Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving.
+ Individualized Consideration: Gives personal attention, treats each employee individually,
coaches, advises.

10) Describe servant leadership and explain characteristic behaviors of servant leaders.

- Servant leadership: is a leadership style marked by going beyond the leader’s own self-interest
and instead focusing on opportunities to help followers grow and develop.
- Characteristic behaviors of servant leaders include listening, empathizing, persuading,
accepting stewardship, and actively developing followers’ potential.
● Listening: Servant leaders actively listen to their team members, seeking to understand
their concerns, ideas, and needs. They create an open and safe space for honest
 communication.
● Empathizing: Servant leaders show empathy and compassion towards their followers,
understanding their emotions and perspectives. This helps build trust and stronger
relationships within the team.
● Persuading: Instead of relying on formal authority, servant leaders persuade and influence
their team members through reasoning, collaboration, and shared vision.
● Acceptance: Servant leaders accept their followers as they are, recognizing and
appreciating their unique qualities, skills, and contributions.
● Stewardship: They view their leadership role as stewardship, responsible for guiding and
nurturing the growth and development of their team members and the organization.
● Actively Developing Followers' Potential: Servant leaders are committed to the growth
and well-being of their followers. They invest time and effort in helping their team
members reach their full potential.
Although servant leadership is highly related to transformational, authentic, and ethical
leadership (particularly the latter), research suggests that it holds the most promise “of standing
on its own” as a unique leadership style in practice when compared with authentic and ethical
leadership.

11) Describe the bases of formal power.

Formal power is based on an individual’s position in an organization. There are three types of
formal power: coercive, reward, and legitimate.
- Coercive power depends on fear of negative results from failing to comply or acting in a
way that would anger the powerholder. Coercive power comes also from withholding key
information. People in an organization who have data or knowledge others need can
make others dependent on them.
- Reward power is the opposite of coercive power. People comply because doing so
produces positive benefits; therefore, one who can distribute rewards that others view as
valuable will have power over those others. These rewards can be either financial—such
as controlling pay rates, raises, and bonuses—or nonfinancial, including recognition,
promotions, interesting work assignments, friendly colleagues, and preferred work shifts
or sales territories.
- Legitimate power is shown in formal groups and organizations through one’s structural
position. It represents the power a person receives as a result of his or her position in the
formal hierarchy. Legitimate power is broader than the power to coerce and reward. It
includes acceptance of the authority of a position by members of an organization.
Nếu đề hỏi thêm personal power:
The second group of power—personal power—comes from an individual’s unique
characteristics and includes expert power and referent power.
Expert power is influence wielded as a result of expertise, special skill, or knowledge. As jobs
become more specialized, we become increasingly dependent on experts to achieve goals.
Referent power is based on identification with a person who has desirable resources or personal
traits. If I admire and identify with you, you can exercise power over me because I want to please
you. Referent power develops out of admiration of another and a desire to be like that person; it
is a lot like charisma. It also explains why celebrities are paid millions of dollars to endorse
products in commercials. Some people who are not in formal leadership positions nonetheless
have referent power and exert influence over others because of their charismatic dynamism,
likability, and emotional effects on us.

12) Explain the concept of organizational climate.

Organizational climate: refers to the shared perceptions organizational members have about their
organization and work environment. This aspect of culture is like team spirit at the
organizational level. When everyone has the same general feelings about what’s important or
how well things are working, the effect of these attitudes will be more than the sum of the
individual parts. A positive overall workplace climate has been linked to higher customer
satisfaction and financial performance.
Climates can interact with one another to produce behavior. For example, a positive climate for
worker empowerment can lead to higher levels of performance in organizations that also have a
climate for personal accountability.
Climate also influences the habits people adopt. If the climate for safety is positive, for example,
everyone wears safety gear and follows safety procedures even if individually they wouldn’t
normally think very often about being safe. Indeed, many studies have shown that a positive
safety climate decreases the number of documented injuries on the job.