MGMT

1-4

organizational behavior

a field of study devoted to understanding , explaining and ultimately improving the attitudes and behaviors of individuals nad groups in organizations

integrative model of organizational behavior

organizational mechanisms, group mechanisms, individual characteristics, individual mechanisms, and individual outcomes

Management of system has primary impact on profitability

have to recognize that all resources are finite

resource-based model

the more scarce, the bigger impact on us

resource valuable

when rare and inimitable

resource valuable includes

factors of its history, numerous small decisions, and socially complex resources

1/8 rule

Of the firms that make comprehensive changes, probably only ½ will persist with their practice long enough to actually derive economic benefits

most organizations do not manage properly

undervalue their people (monetary, intangible, environmental, benefits)

to manage an organization

allocating resources in rational matter(can be in different ways) are part of resource-based model

\-people need to stay healthy (social, emotional, physical), happy, job satisfied

methods of knowing

experience, intuition, authority, science

experience

learn what attracts vs drives us away

intuition

qualitative

authority

delegated power

authority ex

student/instructor relationship

power

ability to make an individual do something they normally would not

science

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qualitative and quantitative

theory

collection of assertions(verbal and symbolic) based on practical data that specify how and why variables are related and conditions in which they should/should not be related

to test a theory

gather data on variable included in hypothesis, use variant of correlation coefficient to test hypotheses to see if they verify our theory

more compact points

strong correlation

less compact points

weaker correlation

In groups we build a theory for any job outcome

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* Job satisfaction
* Strain -job crosses from professional into personal
* Motivation
* Trust in supervisor-correlated with most IMMEDIATE supervisor

correlations from multiple studies

get averaged

meta-analyses can

 form the foundation for evidence based management(used of scientific findings to inform management practice)

proving causation

Correlation, temporal precedence(more time the better→more robust model), elimination of alternative explanations  1) be quite 2) question everything (devils advocate)

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job performance

the value of the set of employee behaviors that contribute to, either positively or negatively, to an organizational goal accomplishment

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**-not the consequence or results of behavior -the behavior itself**

categories of behavior relevant to job performance

task performance, citizenship, counterproductive behavior

task performance

certain jobs require certain types of behavior (routine/mundane activities)

* Behaviors directly involved in transforming organizational resources into the goods or services an organization produces (behaviors included in job description
* Typically a mix of: routine/adaptive/creative task performance
* The things that can separate you from your job

How do we identify relevant behaviors

job analysis(changes with technology

job analysis

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* Determine requirements associated with a specific job (more tech, more dynamic changes)
* Rate the tasks on frequency and importance
* Use most frequent and important tasks to define task performance (have to rank order/prioritize)

citizenship behavior

\-individuals within the larger environment and how they fit it, adds to the overall environment and can occur in different ways

* Voluntary actions that may or may nor be rewarded but that contribute to the organization by improving the quality of the setting where work occurs

organizational (citizenship)

voice, civic virtue, boosterism→mainly benefit organization

voice

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* speaking up and offering constructive suggestions to improve unit or organization functioning or to address problems-can be impacted by organizational systems/hierarchy
* Is There a culture that supports giving/receiving constructive feedback

civic virtue

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* participating in companies operations at a deeper than normal level-going above requirements (loyalty)

boosterism

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* representing the organization in a positive way when out of office (matters more to higher level positions)

interpersonal (citizenship)

helping, courtesy, sportsmanship-→ mainly benefit interpersonal relationship

helping

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* assisting new coworkers or those with heavy workloads

courtesy

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* -keeping coworkers informed about matters that are relevant to them

sportsmanship

* maintaining positive attitudes with coworkers

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counterproductive behavior

undermines the goals and interests of a business

minor organizational counterproductive behavior

product deviance

* Wasting resources.substance abuse

serious organizational counterproductive behavior

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* sabotage/theft

minor interpersonal counterproductive behavior

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* gossiping/incivility

serious interpersonal counterproductive behavior

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* harassment/abuse

trends affecting performance

knowledge work and service work

knowledge work

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* Cognitive emphasis-things that individuals are focusing on at that moment in time
* fluid/dynamic in nature but slow moving-necessitates people to stay on track of what their doing

service work

* Growing segment providing nontangible goods to customers
* Requires direct interaction with customers
* __**Emphasizes the need for high levels of citizenship and low levels of counterproductive behavior**__

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\-what tools do organizations use to manage job performance among employees

→Management by objectives(MBO)what managers see on the ground is how they frame their framework to accomplish goals, 

behaviorally anchored rating scales(BARS)

360 degree feedback-annual reviews (pos/neg-things to work on)

forced rankings- goals to be required to meet upfront

social networking systems

organizational commitment

desire on the part of an individual (employee )to remain a member of an organization-strength of quantitative analysis

May be based on a want, need or feeling of obligation

inverse relationship

relationship between organizational commitment and withdrawal (counterproductive) behavior

-the more an individual is committed to an organization, the less likely it is to observe withdrawal

ex: if one is moderate, other is moderate

drivers of overall organizational commitment

affective, continuance and normative commitment

→ all 3 felt in reference to one's company, top management, department, manager, work team, specific coworkers

affective commitment

desire on the part of an employee to remain a member of an organization because of an emotional(intangible) attachment to and involvement with that organization

-You stay because you want to

-What would you feel if you left?

continuance commitment

desire on the part of an employee to remain a member of an organization because of an awareness of the costs associated with leaving it (opportunity cost)

-family business

normative commitment

desire on the part of an employee to remain a member of an organization because they have a feeling of obligation

withdrawal

set of actions that employees perform to avoid the work situation

60

Around __% of employees think about looking for jobs, difficult times put an employees commitment to the test

51

what percent of mployees time was spent working, other 49% allocate to coffee breaks, late starts, early departures, personal and other forms of withdrawal

negative work events-exit

ending or restricting organizational membership

negative work events-voice

constructive response where individuals attempt to improve the situation

negative work events-loyalty

passive response where the employee remains supportive while hoping for improvement (relationship build upon over time)

negative work events-neglect

reduced interest and effort in the job

moderately-strongly

various forms of withdrawal are almost always ____-____correlated

correlations suggest a progression

lateness strongly correlates with absenteeism, and absenteeism is strongly correlated with quitting

psychological (neglect)

includes daydreaming, looking busy, cyberloafing, socializing and moonlighting

physical (exit)

includes tardiness, missing meetings, quitting, long breaks and absenteeism

stars

high organizational commitment/high task performance

citizens

high organizational commitment/low task performance

lone wolves

low organizational commitment/high task performance

apathetic

low organizational commitment/low task performance

trends affecting commitment

diversity, changing employee-employee relationship

diversity

Growing more racially and ethnically diverse

Becoming older

Including more foreign-born workers

changing employee - employee relationship

Psychological contracts

Transactional contacts

Relational contracts

commitment initiatives

-employees are more committed when employers are committed to them

Perceived organizational support is fostered when organizations:

Provide rewards

Protect job security

Improve work conditions

Minimize impact of politics

job satisfaction

a pleasurable emotional state resulting from the appraisal of one's job/job experiences

-based on how you think about your job and how you feel about your job

-what kind of things do you value in a job, what is it that makes you satisfied?

value-percept theory

job satisfaction depends on whether you perceive that your job supplies the things you value

-does your job support what you value?

job satisfaction affected by 5 components

Pay satisfaction

Promotion satisfaction

Supervision satisfaction

Coworker satisfaction

Work satisfaction