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organizational behavior definition
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 an organization’s effectiveness.
____ CFOs across 20 industries indicated that a lack of interpersonal skills is the top reason employees fail to advance.
2,100
define manager
someone who gets things done through other people in organizations
define organization
a consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals.
Systematic Study of Behavior
Behavior generally is predictable if we know how the person perceives the situation and what is important to the person.
Evidence-Based Management (EBM)
Complements systematic study.
Argues for managers to make decisions based on evidence.
Intuition
Systematic study and EBM add to intuition, or those “gut feelings” about “why I do what I do” and “what makes others tick.”
If we make all decisions with intuition or gut instinct, we’re likely working with incomplete information.
true or false: OB concepts are common sense, everyone “reads” people
true
management skills
technical, people, conceptual
technical management skills
the ability to apply specialized knowledge or expertise. All jobs require some specialized expertise, and many people develop their technical skills on the job.
people management skills
the ability to work with, understand, and motivate other people
conceptual management skills
the mental ability to analyze and diagnose complex situations.
management activities
traditional, communication, HR management, networking
Traditional Management
decision making, planning, and controlling
communication management
exchanging routine information and processing paperwork.
HR management
motivating, disciplining, managing conflict, staffing, and training.
networking management
socializing, politicking, and interacting with outsiders
define inputs
Variables like diversity, personality, and values are shaped by nature and nurture
define processes
actions that individuals, groups, and organizations engage in as a result of outputs and that lead to certain outcomes
define outcomes
Key variables that you want to explain or predict, and that are affected by some other variable
examples of inputs at the individual, group and organizational level
individual level include: motivation, skills, knowledge, attitude, personality, perception
examples of processes at the individual, group, and organizational level
examples of outcomes at the individual, group, and organizational level
surface level diversity
gender, age, race, ethnicity,
deep level diversity
values, personality, work preferences
Biographical Characteristic
such as age, gender identity, race, and ethnicity are some of the most obvious ways employees differ.
Define Prejudice
an attitude representing broad, generalized feelings toward a group or its members that maintains a hierarchy between that group and other groups. (sexism, racism, ageism)
Define Discrimination
involves actions or behaviors that create, maintain, or reinforce some groups’ advantages over other groups and their members
Disparate impact
occurs when employment practices have a discriminatory effect on a legally protected group of people.
Disparate treatment
is intentional and represents employment practices intended to have a discriminatory effect on a legally protected group of people.
social categorization
a process through which people make sense of others by constructing social categories, or groups sharing similar characteristics. (ingroups and outgroups)
stereotyping
judging someone based on our perception of the group to which the person belongs.
stigma
represents attributes that cannot be readily seen, are concealable, and convey an identity that is devalued in certain social contexts.
group composition
Building a team consider surface level, deep level and functional diversity.
fault lines
perceived divisions that split groups into two or more subgroups based on individual differences such as sex, race, age, work experience, language, and education.
diversity management
diversity, equity, inclusion
diversity
celebrate rather than attack differences
equity
strive to provide access to the same opportunities for all workers.
inclusion
create an environment in which all people feel valued, welcomed, and included.
define attitude
judgments or evaluative statements—either favorable or unfavorable—about objects, people, or events.
3 components of attitude
Cognitive: opinion or belief
Affective: emotional of feeling
Behavioral: intention to behave a certain way
Cognitive dissonance
any incompatibility an individual might perceive between two or more attitudes or between behavior and attitudes.
Organizational Identification:
The extent to which employees define themselves by the same characteristics that define their organization.
Job Satisfaction:
A positive feeling about the job resulting from an evaluation of its characteristics
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.
Perceived organizational support:
Degree to which employees believe the organization values their contribution and cares about their well-being.
Employee engagement:
The individual’s involvement with, satisfaction with, and enthusiasm for the work.
Job conditions:
The intrinsic nature of the work itself, social interactions, and supervision are important predictors of satisfaction and employee well-being.
Personality and individual differences:
People who have positive core self-evaluations, who believe in their inner worth and basic competence, are more satisfied with their jobs than those with negative core self-evaluations.
dissatisfaction:
voice, loyalty, exit, neglect
voice
active, contructive
Loyalty:
passive, constructive
Exit:
active, destructive
neglect
passive, destructive
Counterproductive work behavior
abseenteesim, turnover
Absenteeism
the more satisfied you are, the less likely you are to miss work.
turnover
a pattern of lowered job satisfaction is the best predictor of intent to leave
affect
broad range of feelings that people experience
emotions
caused by a specific event, very brief (seconds or minutes)
moods
cause is often general and unclear, lasts hours or days
universal emotions
anger, fear, sadness, happiness, disgust, surprise
positively offset
Most individuals experience a positive mood when nothing is going on
Negative emotions lead to negative moods
People think about strong negative emotional events 5 times as long as strong positive emotional events.
does emotion vary across culture?
yes
Affect intensity
Moods and emotions have a trait component.
time of day
Happier in the midpoint of the daily awake period
Days of week
Happier toward the end of the week
weather
hotly debated
illusory correlation
The tendency of people to associate two events when there isn't a connection
stress
Even low levels of constant stress can worsen moods
social interactions
Negative interactions at work not only can affect your emotions at work, they can “spill over” into family life
sleep
Poor sleep quality increases negative affect. 62% of adults in 12 countries do not sleep well or enough
exercise
Does improve mood, especially for depressed people.
define emotional labor
an employee’s expression of organizationally desired emotions during interpersonal transactions at work.
types of emotional labor: felt
the individual’s actual emotions.
types of emotional labor: displayed
required or appropriate 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
the ability to detect and to manage emotional cues and information
emotional regulation
identifying and modifying the emotions you feel
emotional regulation techniques
o Surface acting
o Deep acting
o Emotional suppression: best used in a crisis
o Cognitive reappraisal: best used in uncontrollable situations
o Social Sharing/Venting
Which are effective and ineffective:
Some people might argue or perceive that controlling your emotions is unethical because it requires a degree of acting. Other people might argue that all emotions should be controlled so you can take a dispassionate perspective.
Emotions and Moods on OB Issues
selection, decision making, motivation, customer service, work life conflict, unethical workplace behaviors
selection
Emotional intelligence should be a hiring factor, especially for social jobs.
decision making
Positive emotions can lead to better decisions.
motivation
Positive mood affects expectations of success.
customer service
Authentic emotions influence customer service.
emotional contagion
catching emotions
work life conflict
A good day at work tends to be followed by a good mood at home and vice versa.
unethical workplace behaviors
Negative emotions lead to deviant behaviors.