Selected Topics in Organizational Behavior an der LMU München

Karteikarten und Zusammenfassungen für Selected Topics in Organizational Behavior an der LMU München

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Lerne jetzt mit Karteikarten und Zusammenfassungen für den Kurs Selected Topics in Organizational Behavior an der LMU München.

Beispielhafte Karteikarten für Selected Topics in Organizational Behavior an der LMU München auf StudySmarter:

Explain: How do faultlines work? (the dynamics of faultlines)

Beispielhafte Karteikarten für Selected Topics in Organizational Behavior an der LMU München auf StudySmarter:

What are the compositional factors to the strength of faultlines?

Beispielhafte Karteikarten für Selected Topics in Organizational Behavior an der LMU München auf StudySmarter:

Explain: How do faultlines work? (the dynamics of faultlines)

Beispielhafte Karteikarten für Selected Topics in Organizational Behavior an der LMU München auf StudySmarter:

Do emotions make us irrational?

Beispielhafte Karteikarten für Selected Topics in Organizational Behavior an der LMU München auf StudySmarter:

How can one link the processes regarding the emergence of group affective tone?

Beispielhafte Karteikarten für Selected Topics in Organizational Behavior an der LMU München auf StudySmarter:

If there is a question including affect in the organizational behavior context - how would you define it?

Beispielhafte Karteikarten für Selected Topics in Organizational Behavior an der LMU München auf StudySmarter:

Discuss in how far affect matters in organizations? How does it affect performance?

Beispielhafte Karteikarten für Selected Topics in Organizational Behavior an der LMU München auf StudySmarter:

What is "social identity" according to social identity theory?

Beispielhafte Karteikarten für Selected Topics in Organizational Behavior an der LMU München auf StudySmarter:

What is "self-categorization" according to Social Identity Theory?

Beispielhafte Karteikarten für Selected Topics in Organizational Behavior an der LMU München auf StudySmarter:

What can be inferred from Social Identity Theory?

Beispielhafte Karteikarten für Selected Topics in Organizational Behavior an der LMU München auf StudySmarter:

Which concepts did we discuss in class with regards to diversity?

Beispielhafte Karteikarten für Selected Topics in Organizational Behavior an der LMU München auf StudySmarter:

Explain the impact of subgroup size and 'status and power' on the dynamics of faultlines.

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Beispielhafte Karteikarten für Selected Topics in Organizational Behavior an der LMU München auf StudySmarter:

Selected Topics in Organizational Behavior

Explain: How do faultlines work? (the dynamics of faultlines)
1) When the demographic conditions of a group form a faultline and are related to a group's task, the formation of conflicting subgroups becomes more likely. 2) When Faultlines occur, they are likely to accentuate subgroups' salience and lead to relative short sensemaking processes. 3) Once formed, subgroups are more likely to perist. If they do not form, the salience of demographic faultlines will decrease as group members common taks experience and mutual understanding accumulate. 4) Compared to smaller subgroups, larger subgroups tend to reduce the vocalization of minority opinions within the group and to create infrequent, latent, and covert conflicts that, when they surface, last longer than members of the larger subgroup might expect.

Selected Topics in Organizational Behavior

What are the compositional factors to the strength of faultlines?
1) The number of individual attributes apparent to group members 2) their alignment 3) the number of potentially homogeneous subgroups

Selected Topics in Organizational Behavior

Explain: How do faultlines work? (the dynamics of faultlines)
When the demographic conditions of a group form a faultline and are related to a group's task, the formation of conflicting subgroups becomes more likely.

Selected Topics in Organizational Behavior

Do emotions make us irrational?
On the one hand, rationality and emotions are often in conflict and the display of emotions is supposed to be toxic for the career. On the other hand, emotions provide additional information and especially according to evolutionary psychology, they developed over time to help humans to solve problems. Thus, they are critical to reasoning.

Selected Topics in Organizational Behavior

How can one link the processes regarding the emergence of group affective tone?
- Bottom-Up Processes (Emphasize, how your affective inputs (e.g.: emotional contagion (e.g.: you smile, others smile), empathy, and affective interpersonal influence (e.g.: a joke to start)) combine with bottom-up affective processes to shape their group's collective experiene of affect. (both implicitely and explicitely)) - Top-Down Processes are the (substantial) effects that the group or the context have on shaping an individuals experience of affect in line with their group's affective tone. E.g.: ASA-Modell on persons, Homophily, whether you are more a positive or negative affect person (trait-wise), Socilization (you become the way, people around you are) ( --> Bottom = Individual ; Top = Group )

Selected Topics in Organizational Behavior

If there is a question including affect in the organizational behavior context - how would you define it?
Affect in organizational behavior is a umbrella term for a broad range of feelings, individuals experience. On the one hand, feeling states, such as (discrete) emotions (relatively intense and brief in durations) and moods, which are longer, but often lack the awareness of the eliciting stimulus; on the other hand, we have the feeling traits, so the dispositional trait affect, which is the personality tendency to respond to situations in a predictable (positive or negative) way.

Selected Topics in Organizational Behavior

Discuss in how far affect matters in organizations? How does it affect performance?
First: Definition of affect. Second: Affect influences the thoughts and behaviors of individuals and groups within organizations. In that manner, it influences performance too. E.g.: through creativity and group dynamics. For example, a comprehensive meta-analysis has shown that an individuals tendency to experience positive emotions and moods is associated with a variety of work performance measures. Salesmen general positive affect was found to significantly predict sales performance.

Selected Topics in Organizational Behavior

What is "social identity" according to social identity theory?
That part of an individual's self-concept which derives from his knowledge of his membership of a scoial group (or groups) together with the value and emotional significance attached to that membership"

Selected Topics in Organizational Behavior

What is "self-categorization" according to Social Identity Theory?
The process by which people define their self-concepts in terms of membership in social groups.

Selected Topics in Organizational Behavior

What can be inferred from Social Identity Theory?
- Self-enhancement and uncertainity reduction are the motives to build social identity and social concepts. - Other motives are: Self-knowledge, self-expression, self-coherence, self-continiuity, self-distinctiveness. - However, with Social Identity Theory, there is a (large) risk of stereotyping as people are not as much viewed as individuals, but as merely parts of certain groups. (additional emergent effects?)

Selected Topics in Organizational Behavior

Which concepts did we discuss in class with regards to diversity?
- Faultlines - Social Identity Theory - Similarity Attraction Paradigm (e.g.: Homophily and ASA-Model) - Information Processing (In more diverse groups, more information can be accessible and thus improve the group outcome)

Selected Topics in Organizational Behavior

Explain the impact of subgroup size and 'status and power' on the dynamics of faultlines.
Size: Compared to smaller subgroups, larger subgroups tend to reduce the vocalization of minority opinions within the group and to create infrequent, latent, and covert conflicts that, when they surface, last longer than members of the larger subgroup might expect. Power and Status: Groups that split into subgroups of comparable power are likely to experience intense, overt conflict, if they successively resolve their disagreements, members will increase understandings of each other and their mutual tasks and will become less susceptible to future conflict.

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