MGMT 311 Final

Organizational Behavior

Understanding, explaining, and improving the attitudes and behaviors of individuals and groups in organizations

Integrative Model

1. organizational mechanisms

2. group mechanisms

3. individual characteristics

4. individual mechanisms

5. individual outcomes

What are the individual Outcomes of the Integrative Model?

Job Performance

Organizational Commitment

Resource Based View

Competitive Advantage comes from (valuable) resources that are rare and inimitable & is socially complex which all contribute to a firm's profitability

Socially Complex Resources

Intangible resources which include culture, trust, and teamwork. Difficult to imitate due to the amount of time and numerous small decisions that must be put into creating them

The Rule of One-Eighth

Only about 1/8 of companies truly excel at managing people - Organization Behavior gives you the edge

Job Performance

The value of behaviors that contribute the organizational goals

3 Major Categories Relevant to Job Performance

Task Performance

Citizenship Behavior

Counterproductive behavior

Types of Citizenship Behavior

Organizational (Voice, Civic Virtue, Boosterism)

Interpersonal (Helping, Courtesy, Sportsmanship)

Both Forms are voluntary

Voice

Speaking up and offering constructive suggestions to

improve unit or organizational functioning or to address problems

Civic Virtue

Participating in the company's operations at a deeper-than-normal level

Do you offer stability? Doing more than job functions of your job

Boosterism

Representing the organization in a positive way when out of the office

How do we identify relevant behaviors?

(a) determine the requirements associated with the specific job

(b) rate the tasks on frequency & importance

(c) Use most frequent and important tasks to define task performance

What key tool is used for job analysis?

O*NET Database -> used to identify important tasks and required knowledge, skills, abilities and other characteristics for thousands of jobs

3 Categories of Task Performance

1. Routine Task Performance

2. Adaptive Task Performance

3. Creative Task Performance

Team

People who work interdependently to accomplish common goals (teams and work groups are different)

Types of teams

Work Teams, Management Teams, Parallel Teams, Project Teams, Action Teams

Types of Task Interdependence

Pooled, Sequential, Reciprocal, Comprehensive

Pooled interdependence

Members work independently and then pool the results

Sequential Interdependence

Members work on specialized tasks in a prescribed order

Reciprocal Interdependence

Members perform specialized tasks and then interact with other members to complete work

Comprehensive Interdependence

Members interact to a high degree to coordinate and perform tasks

Surface Level Diversity

Diversity of observable attributes such as race, gender, ethnicity, and age

Deep Level diversity

Diversity of attributes that are difficult to observe initially but can be inferred through direct experiences such as personality, values, and attitudes

Ideal Team size for satisfaction

4-5

Team Stages

forming, storming, norming, performing, adjourning

Organizational Commitment

The desire of an employee to remain a member of an organization (based on either want, need, or feeling of obligation)

What are the three types of organizational commitment?

Affective commitment (emotional attachment)

Continuance Commitment (cost of leaving is perceived)

Normative Commitment (Feeling of obligation)

Withdrawal

A set of actions that employees perform to avoid the work situation (Ie Coffee Breaks)

Withdrawal is the opposite of Commitment (Inverse)

Embeddedness

Links, Fit, and Sacrifice. Increases the likelihood of staying with the organization

Job Satisfaction

An enjoyable emotional state as a result of appraisal of one’s job

Value-Percept Theory

Job satisfaction depends on whether you perceive that your job supplies the things or certain aspects that you value

What are the job characteristics that are correlated with overall satisfaction?

Pay, Promotion, Supervision, coworker & the work itself

Which job characteristics has the strongest correlation?

Work Itself (0.70)

Job Characteristics Theory (VISAF)

Skill variety, task identity, task significance, autonomy, and feedback

*** 3 of them are associated with meaningfulness of work

Skill Variety

The degree to which a job requires using a range of different skills and talents.

Task Identity

Completing a whole, identifiable piece of work from start to finish.

Task Significance

The job's impact on other people's lives or work (clients, colleagues, or the organization)

Autonomy

The freedom and discretion an employee has in scheduling work and determining procedures

Feedback

Receiving direct, clear information about the effectiveness of one's performance

What are the moderators in the job characteristics theory?

Growth needs strength and Knowledge and skill

Motivating Potential Score (MPS)

(Variety + Identity + Significance)/3 * Autonomy * Feedback

Job Satisfaction itself is most strongly correlated with

Life Satisfaction, health, and lower counterproductive behavior

Team processes include

Different types of activities/interactions to work toward a goal through communication and task interdependence. These processes can be observable or less visible

Process Gain

Getting more from the team than you would expect according to the capabilities of individual members, also known as snergy

Motivational Loss

Process loss due to lack of effort from team members. Social loafing is an example of motivational loss

Taskwork Processes

Creative behavior, decision making and boundary spanning

Teamwork Processes

Transition, action, and interpersonal processes

Transition teamwork process

Focus on preparation for future work

• Mission analysis involves an analysis of the team’s task, the challenges that face the team, and the

resources available for completing the team’s work.

• Strategy formulation refers to the development of courses of action and contingency plans, and then

adapting those plans in light of changes that occur in the team’s environment.

• Goal specification involves the development and prioritization of goals related to the team’s mission and strategy.

Action Team Process

Important as taskwork is being accomplished

• Monitoring progress toward goals involves recording accomplishments on a progress chart or something similar.

• Systems monitoring involves keeping track of things that the team needs to accomplish its work.

• Helping behavior involves members going out of their way to help or back up other team members.

• Coordination refers to synchronizing team members’ activities in a way that makes them mesh effectively and seamlessly.

Interpersonal Team Process

These are important before, during, or between periods of taskwork, and they relate to the way in which team members manage their relationships.

Motivating and confidence building refers to things team members do or say that affect the degree to which members are motivated to work hard on the task.

Affect management involves activities that foster a sense of emotional balance and unity.

Conflict management involves activities that the team uses to manage conflicts that arise in the course of its work.

• Relationship conflict: Disagreements among team members in terms of

interpersonal relationships or incompatibilities with respect to personal values or

preferences

• Task conflict: Disagreements among members about the team’s task

Communication in Teams

Communication is dense, centralized, and has a network structure

Cohesion

When team members develop strong emotional bonds to other members of their team and to the team itself, forming a sense of unity. Has the chance to increase motivation and performance when the goals align

Mental Model

Shared understanding amongst team members with regard to important aspects of the team and tasks

Transactive memory should:

Possess both specialized knowledge that is useful to the team and meta-knowledge regarding who knows what

Team potency

Degree to which members believe that the team can be effective across a variety of situations and tasks

Stress

A psychological response to demands that tax or exceed a person’s capacity or resources

Transactional Theories of Stress (Stressors)

Hindrance is a negative stressor that can lower performance whereas challenge stressors can be good and raise performance

Hindrance Stressor Example

Work-family conflict, Financial uncertainty, Negative life events

Challenge Stressors Example

Time pressure

Work complexity

Work responsibility

Family time demands

Personal development

Positive life events

Transactional Model

Primary Appraisal: Is it stressful?

Secondary Appraisal: Do I have the resources to cope?

3 Facets of Strain

Medical/Physiological, psychological, behavioral

How do people cope with stressors?

Problem focused or Emotion Focused

Problem Focused Coping

Behavioral methods: Working harder, seeking assistance, acquiring additional resources

Cognitive Methods: Strategizing, Self-motivating, Changing priorities

Emotion Focused Coping

Behavioral Methods: Engaging in alternative activities, Seeking support, Venting anger

Cognitive Methods: Avoiding, distancing, ignoring, looking for the positive in the negative, reappraising

Stress Management and Instrumental Support

Includes tangible help and resources to reduce strains

Motivation

Energetic forces that initiate work-related effort. It determines direction, intensity, and persistence

Expectancy Theory

Motivation is fostered when employees believe that effort results in performance, performance results in outcomes (instrumentality), and those outcomes will be valuable (valence)

Expectancy can be shaped by self-efficacy through

Past accomplishments, vicarious experiences, verbal persuasion, and emotional cues

Goal Setting Theory

Goals must be specific and difficult

Equity Theory and Sensitivity

Motivation is enhanced when the ratio of outcomes to inputs is compared to others. Equity sensitivity involves differences in reactions to perceived equity

Psychological Empowerment is fostered by

Meaningfulness, self-determination, competence, and impact

Trust

The willingness to be vulnerable

Trust is rooted in

Disposition based, Cognition based, Affect Based Factors

Cognition based Trust

The characteristics or attributes of a trustee that inspire trust (ability, benevolence, integrity)

Types of Justice

Disruptive, Procedural, Interpersonal, Informational

Disruptive Justice

Reflects perceived fairness of decision-making outcomes

• Gauged by perceived fairness of outcomes such as pay, promotions, and assignments

• Equity typically the norm (that is, more inputs typically lead to more outcomes)

Procedural Justice

Fairness of the decision-making processes used to arrive at outcomes.

Interpersonal Justice

The degree to which individuals are treated with respect, kindness, and dignity in interpersonal interactions. High levels of organizational justice lead to increased employee commitment, job performance, organizational citizenship behaviors, and customer satisfaction

Informational Justice

the principle that people should receive fair and accurate information about decisions that affect them, including clear explanations for why certain procedures or outcomes were chosen

Ethics

Behaviors of an authority are in accordance with generally accepted moral norms

Categories of Ethical Decision influences

Moral intensity, Moral Principles, Moral Outcomes

Moral intensity includes

Specific Effect, Magnitude of consequences, probability effect, temporal immediacy, and concentration of effect

Stages of Moral Judgement

Preconventional, Conventional, Principled

Components of Corporate Social Responsibility Pyramid

Economic, legal, Ethical, Social, and philanthropic responsibilities

Learning

Reflects permanent changes in knowledge/skill that result from experience

Expertise

The knowledge or skills that distinguish experts from less experienced people

Two Types of Expertise (Knowledge)

Explicit and Tacit

Explicit

Easy to communicate and teach

Tacit

More difficult to communicate, gained with experience

Reinforcement

Method of learning also known as operant conditioning

Contingencies of Reinforcement

Positive Reinforcement, Negative reinforcement, Punishment & Extinction

Positive Reinforcement

Positive outcome follows a desired behavior

3 Facets of Goal orientation

Learning orientation, Performance-prove orientation, performance-avoid orientation

Bounded Rationality

Not having the ability or resources to process all available information and alternatives which leads to satisficing

Personality

Propensities inside a person that explain their thought, emotion, and behavior

Characteristics of The Big Five Taxonomy

Conscientiousness, Agreeableness, Neuroticism, openness to experience, extraversion

Which characteristic of the Big Five is the strongest predictor of performance?

Conscientiousness

Positive Affectivity

A tendency to experience pleasant moods such as enthusiasm, excitement and elation that is commonly linked to extraversion

Locus of Control

A personality trait where people attribute the causes of events to themselves or the external environment