BUS3 CH1-CH4

Organization

Collection of People who work together and coordinate their actions to achieve a wide variety of goals

Organizational Behavior

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 and organization’s effectiveness

Management Skills

Technical Skills, Human skills, conceptual skills

Technical skills

the ability to apply specialized knowledge or expertise. All jobs require some specialized expertise, any many people develop their technical skills on the job

Human skills

the ability to work with, understand, and motivate other people

Conceptual Skills

the mental ability to analyze and diagnose complex situations

What are the characteristics of this field (organizational behavior)?

1. Multidisciplinary

2. 3 levels of analysis

3. basic tenet: behavior is a function of the person and the environment

4. knowledge in the field is accumulated by using the scientific method

What are the 3 levels of analysis?

Individual level, group level, organizational level

Level of analysis determined by the ___

Outcome ; ex: waiter/waitress tips - individual, department turnover rate - group, company profitability - organizational

Scientific Management

Efficient division of labor → small standardized jobs

What are the 4 primary functions of managers?

Plan, control, organize, command

What was learned from the Hawthorne studies?

That people don’t operate like machines. that the employees being watched made them work harder simply because they were under observation

Human Relations School

Acknowledged the effect of the informal social system with its norms and individual attitudes and feelings on organizational functioning; underlined the importance of employee morale and participation

Contingency Approach

There is no one best way to manage in every situation; managers must find the appropriate method to match a given situation

Challenges and opportunities

1. economic pressure

2. globalization

3. managing workforce diversity

4. improving customer service

5. employee well being

6. improving ethical behavior

Milgram’s obedience study

famous 1961 social psychology experiment by Stanley Milgram at Yale University that measured a person's willingness to obey an authority figure who ordered them to conflict with their personal conscience.

HOMER

Hypothesize, Operationalize, Method, Evaluate, Revise/Replicate

Hypothesize (HOMER step 1)

explicit, testable prediction about the relationship between 2 or more variables

Positively related

both variables increasing/decreasing at the same time

negatively related

variables increasing/decreasing oppositely (one variable increases while the other decreases and vice versa)

Operationalize (HOMER step 2)

Conceptual Definition & operational definition

conceptual definition

the general abstract variable you are interested in

operational definition

how you measure the conceptual variable. a concrete variable

Meta Analysis

hundreds of studies put together in 1 study to reach conclusion

methods (HOMER Step 3)

qualitative research, cross sectional, experimental research

Qualitative research

careful observation of actual behavior in organizations

Cross sectional research

survey data collected at 1 time point

Experimental Research

Allows casual conclusions; needs more than 1 survey date; experiment with time lag and controlled manipulation called “random assignment”

Mediator

middle term: explanatory ; explains how or why 2 variables are related

Moderator

relationship between ___ & ___ depends on ____ ; circumstantial statement; affects the strength or direction of the relationship

Workplace diversity

diversity management → surface level diversity → deep level diversity

Surface level diversity

diversity you can see; ex: age, gender, race

deep level diversity

diversity you don’t see; ex: values, preferences, personality

Forms of discrimination

discriminatory policies or practices, sexual harassment, intimidation, mockery and insults, exclusion, incivility

federal discrimination protected characteristics

race, color, religion, sex, national origin, age (40 or older), disability, genetic information

Managing diversity

diversity management; attracting, selecting, developing, and retaining diverse employees; diversity in groups

Diversity management

the process and programs by which managers make everyone more aware of and sensitive to the needs and differences of others

Attracting, selecting, developing, and retaining diverse employees

target recruiting messages to specific demographic groups

Diversity in groups

most people in groups need a common way of looking at and accomplishing major tasks, and they need to communicate well with each other; emphasize higher level similarities among people

What do effective diversity programs do?

teach managers about the legal framework for equal employment opportunity and encourage fair treatment of all people; teach managers how a diverse workforce will be more effective at serving a diverse customer base; foster personal development practices that bring out the skills and abilities of everyone

Negative spillover

when a diversity issue has an undesirable impact on something other than the outcomes you’re trying to achieve

Attitude

evaluative elements - either favorable or unfavorable - about objects, people, or events; they reflect how we feel about something

3 components of an attitude

affective, behavioral, cognitive

affective

feeling ; ex: “i dislike my supervisor”

behavioral

action; ex: “I’m looking for other work. I’ve complained to other people about this issue “

Cognitive

evaluation ; ex: “supervisor gave promotion to someone less deserving”

cognitive dissonance

any incompatibility an individual might perceive between 2 or more attitudes or between behavior and attitudes

signs of cognitive dissonance

feeling guilty about your decision; rationalizing your behavior

effects of cognitive dissonance

anxiety, regret, shame, anger

Major job attitudes

1. job involvement

2. psychological empowerment

3. organizational commitment

4. perceived organizational support

5. employee engagement

Job involvement

degree to which a person identifies with a job, actively participates in it, and considers performance important to self worth

psychological empowerment

belief in the degree of influence over one’s job, competence, job meaningfulness, and autonomy

organizational commitment

identifying with a particular organization and its goals and wishing to maintain membership in the organization; employees who are committed are less likely to engage in work withdrawal even if they are dissatisfied, because they have a sense of organizational loyalty

perceived organizational support

degree to which employees believe the organization values their contribution and cares about their well being; higher when rewards are fair, employees are involved in decision making, and supervisors are seen as supportive

employee engagement

the individuals involvement with, satisfaction with, and enthusiasm for the work; engaged employees are passionate about their work and company

Job satisfaction

a positive feeling about a job resulting from an evaluation of its characteristics

How is job satisfaction measured or operationalized?

single global rating; summation of job facets

What causes job satisfaction

job condition, personality, corporate social responsibility

Outcomes of job satisfaction

job performance (happy workers are more likely to be productive workers), organizational citizenship behavior (people who are more satisfied are more likely to engage in OCB), customer satisfaction (satisfied employees increase customer satisfaction and loyalty), life satisfaction (research shows that job satisfaction is positively correlated with life satisfaction)

Organizational citizenship behavior

doing things above and beyond job description

4 employee responses to dissatisfaction

voice, exit, loyalty, neglect

Affect

broad range of feelings that people experience. Can be experienced in the form of emotions or moods

Emotions

caused by specific events; very brief in duration (seconds or minutes); specific in nature, usually accompanied by specific facial expression; action-oriented

Moods

cause is often general and unclear; last longer than emotions (hours or days); more general (2 main distinctions: positive affect & negative affect that are composed of multiple specific emotions); generally indicated by distinct expressions; cognitive in nature

predictors of emotions and moods

1. personality

2. time of day

3. day of week

4. weather

5. stress

6. social activities

7. sleep

8. exercise

9. age

10. gender

Emotional labor

An employees expression of organizationally desired emotions during interpersonal transactions at work

types of emotions

felt & displayed

felt emotions

the individuals actual emotions

Displayed emotions

surface acting (hiding feelings and foregoing emotional expressions in response to display rules); deep acting (trying to modify true inner feelings based on display rules)

Emotional dissonance

inconsistencies between the emotions people feel and the emotions they project

Emotional Intelligence

a persons ability to: perceive emotions in the self and others, understand the meaning of these emotions, regulate ones emotions accordingly in a cascading model

Emotion regulation

identifying and modifying the emotions you feel

emotional regulation techniques

emotional suppression, cognitive reappraisal, social sharing, mindfulness