MAN5246 Exam 1 (ch. 1-5)

the great resignation

A phenomenon where employees voluntarily leave their jobs in large numbers, often driven by factors such as job dissatisfaction, burnout, and a desire for better work-life balance.

organizational behavior

studies what people think, feel, and do in and around organizations

organizations

groups of people who work interdependently toward some purpose

benefits of OB

-helps comprehend workplace events
-helps predict workplace events
-helps get things done by influencing/coordinating with others

ideal state of organizations

-good fit with environment (orgs as open systems)

-effectively transforms inputs into outputs (human capital)

-satisfied needs of key stakeholders

OB theories

improve the org’s effectiveness

main purpose = studying inputs to maximize effectiveness of outputs

human capital

-knowledge, skills, abilities, creative thinking, and other resources employees bring to the org

-gives firm’s competitive advantages (makes employees hard to replace/copy with technology)

benefits of human capital

-improves individual performance/behavior

-shown to help employee adaptability and performance in diverse tasks

-can promote organizational citizenship by investing in employees

corporate social responsibility

-activities intended to benefit society and the environment beyod the firm’s immediate financial interests or legal obligations

-align with triple bottom line philosophy (economic, society, and environment)

integrative model of OB

framework that shows interaction between individual, team, and organizational levels of org behavior

organizational behavior anchors

1) systematic research anchor

2) practical orientation anchor

3) multidisciplinary anchor

4) contingency anchor

5) multiple levels of analysis anchor

systematic research anchor

-OB knowledge is built on systematic research

-companies should used evidence based management (NOT FADS)

practical orientation anchor

-OB theories need to be useful in practice

multidisciplinary anchor

-many OB concepts adopted from other disciplines (ex: psych, social, marketing, etc.)

-develops own theories but scans from other fields

-runs risk of being not developing own field’s theories

contingency anchor

-action may have diff consequences in diff situations

-need to diagnose the situation to choose best action

multiple levels of analysis anchor

-OB behavior is relevant at all levels of analysis (individual, team, and organizational)

inclusive workplace

-values diversity

-allows ppl of all identities to be fully themselves while contributing to org

-relevant at individual AND organizational level

surface level diversity

observable demographics or physiological differences

deep level diversity

-psychological differences (ex: personalities, beliefs, values, attitudes, etc.)

benefits and challenges of inclusive workplace

benefits:

-better decisions, employee attitudes, team performance

-fulfill ethical standards of fairness

-diversity may be moral/legal imperative

challenges:

-diverse teams take longer to perform effectively

-if there’s more conflict, there is less knowledge sharing

work life integration

-effectively engaged in work and nonwork roles with low role conflict

how to effectively implement:

-integration of multiple roles

-boundary mgmt (ex: time blocks, tech boundaries, etc.)

distributed organizations

-organizations with a completely remote workforce

-usually does not have physical head office

remote work benefits and risks

benefits:

-better work life integration, higher productivity, low turnover, and attractive for applicants

-lower unpaid time, less emissions, reduced corporate real estate

risks:

-social isolation, less info from coworkers, low team cohesion, weak org structure

-stressful in home space (work life integration becomes difficult)

remote work contingencies

employee level:

-self motivation/organization, need for autonomy, fulfill social needs outside of work, and good IT skills

job characteristics:

-low task interdependence, resources are digital/transportable, and performance is measurable (for accountability)

org characteristics:

-rewards for performance, maintain team cohesion and psychological connectedness

MARS model of individual behavior

says individual behavior and results is LOW if ANY SINGLE factor is low

MARS = motivation, ability, role perceptions, and situational factors

motivation (MARS)

-internal forces that affect a persons effort for voluntary behavior (affected by cognitive AND affective factors)

-3 components:

direction (where ppl steer their effort)

intensity (amount of effort allocated)

persistence (continuing effort for extended time)

ability (MARS)

-natural aptitudes, learned capabilities, and habits required to successfully complete a task

-aided by person-job matching

role perception (MARS)

-when we understand the job duties expected of us

-goal = role clarity (ex: understand tasks, priorities, and preferred behaviors/procedures)

situational factors (MARS)

-any context beyond a person’s immediate control

-has two possible influences on behaviors:

1) constraint/facilitator

2) cues

types of individual behavior

1) task performance (proficient, adaptive, proactive)

2) organizational citizenship behaviors (OCB’s)

3) counterproductive work behaviors

4) joining and staying with org

5) maintaining work attendance

personality

relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person (along w/ psych processes behind those)

personality traits

-discernable patterns to label and understand individual differences

-people may adjust behavior to situation

five factor personality model

1) conscientiousness (organized, dependable, discipline, etc.)

2) agreeableness (trusting, helpful, selfless, generous, etc.)

3) neuroticism (anxious, insecure, etc.)

4) openness to experience (imaginative, creative, unconventional, etc.)

5) extraversion (outgoing, sociable, assertive)

five factor model issues

-higher scores aren’t always better

-personality isn’t static

-doesn’t cover ALL personality

the dark triad

1) machiavellianism

2) narcissism

3) psychopathy

machiavellianism

-strong motivation to get what one wants at expense of others

-believe deceit is natural and acceptable to achieve goals

-lacks empathy/trust for coworkers

narcissism

-obsessive belief in one’s own superiority

-excessive need for attention

-intensely envious

psychopathy

-social predators may ruthlessly dominate and manipulate others

-mask of psychopathy = superficial charm but selfish self-promoters

-callously do as they want

-antisocial, impulsive, and fraudulent

organizational politics

-using influence tactics for personal gain at the expense of others and interests of the entire organization

Jungian Personality Theory

personality is primarily represented by the individuals preferences regarding how they perceive the enviro and judge it

Meyers Brigg Type Personality (MBTI)

-16 distinct personality types

-8 dimensions of personality..

extraversion(E), introversion (I)

sensing(S), intuitive (N)

thinking (T), feeling (F)

judging (J), perceiving (P)

strengths and limitations of jungian theory

strengths:

-modeled around perceiving and deciding

-recognizes strenghts/limitations of each type

limitations:

-lacks systematic testing and validation

-ambiguously defines and distinguishes personality types (some overlap occurs)

-dichotomizes people to distinct groups (does NOT recognize continuum)

values

-stable and evaluative beliefs that guide our preferences

-define right/wrong, good/bad, etc.

-direct our motivation, decisions, and behavior

-in comparison with personality, they are:

>evaluative

>may conflict

>affected more by nurture (socialization and reinforcement)

Schwartz’s Value Model

-57 values clustered into 10 categories and 4 quadrants

-4 quadrants are
1) openness to change (innovation)

2) conservation (preserve status quo)

3) self enhancement (self-interest)

4) self transcendence (welfare of others)

values congruence

-similarity of a person’s values hierarchy to another entity

***values operate as a SET, not individually***

ethics

moral principles or societal norms that determine whether actions are right or wrong

4 major ethical principles:

1) utilitarianism

2) individual rights

3) distributive justice

4) ethics of care

moral intensity

-degree an issue demand application of ethical principles

-increases with..

>severity of consequences

>probability of consequences

># of ppl who will experience consequences

>level of agreement by others

moral sensitivity

-person’s ability to detect a moral dilemma and estimate its relative importance

-higher in people with:

>expertise/knowledge of norms/rules

>past experience with specific moral dilemmas

>empathy, situational mindfulness

corporate code of conduct

-desired practices, rules of conduct, philosophy about stakeholders

-aided by ethics training and testing, compliance focused initiatives, communicating/investigating wrongdoings (ex: hotlines)

individualism

-degree to which people value personal freedom, self sufficiency, control over their lives, and being appreciated for unique capabilities

high = USA / South Africa

low = Taiwan

collectivism

-degree to which people value their group membership and harmonious relationships within the group

high = Taiwan and Israel

low = USA and Japan

power distance

-extent to which people accept equal distribution of power in society

high = value obedience to authority, accept superior commands, prefer formal rules and authority to resolve conflicts

low = expect relatively equal power, view relationship with boss as interdependence, etc.

uncertainty avoidance

high = feel threatened by ambiguity and uncertainty, value sutrcutre

low = tolerate ambiguity and uncertainty

achievement-nurturing

-aka previously masc-fem

high = assertive, competitive, materialism

low = value relationships, focus on human interaction