OB Management

Organizational Behavior Management - BCOR 2202

Organizational Behavior

A field of study devoted to understanding and explaining the attitudes and behaviors of individuals and groups in organizaitons

Interdisciplanary

Draws from psycology, sociology, economics, anthropology, etc.

Interdisciplanary - Individual level

How personality, ability, and learning affect work behavior

Interdisciplanary - Group Level

How teams, leadership, and communication influence outcomes

Interdisciplanary - Organizational level

How structure, culture, and change impact performance

Human Capital

Knowledge, skills, abilities, and experience are rare, inimitable, and valuable

rule of one-eighth

Only a small fraction of organizations effectively manage their people to gain a competitive advantage

strategic management

Focuses on product choices and industry characteristics that affect an organizations profitability

Organizational Behavior’s role

provide insights into how firms manage their employees to achieve strategic objectives and sustain competitive advantage

method of experience

a subjective belief consistent with ones own experience/observations

method of intuition

a subjective belief caused by obvious-ness or self-evidency

Method of authority

A subjective belief caused because a respected source “said so”

Method of science

an objective belief based on scientific studies which have replicated results using series of samples, settings, and methods.

evidence based management

a commitment to finding and using the best theory and data avaiable when making decisions

four sources of evidence

scientific literature, organizational data, professional experience, stakeholder concerns

scientific literature

peer reviewed research findings

organizational data

internal metrics and analytics

professional experience

managerial knowledge and judgement

stakeholder concerns

employee and customer input

correlation

statistical relationship between variables as defined by R (-1 to 1)

Causal inferences

one variable being caused by another, presumed cause precedes presumed effect

task performance

in-role behaviors

citizenship behavior

voluntary, helpful behaviors

counterproductive behavior

harmful behaviors

affective commitment

emotional attachment

continuance commitment

cost-based attachment

normative commitment

obligation-based attachment

hiring decisions

using personality assessments and structured interviews

team formation

balancing skills, personalities and cultural backgrounds

motivation programs

designing rewards that match employee values

leadership development

training managers in situational leadership

change management

understanding resistance and building commitment

performance management

setting clear goals and providing feedback

Personality

a collection of traits you have- refers to the structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior.

Trait

consistent ways of responding to an enviornment that influence how you behave

key characteristics of personality

relatively stable across time and situations

people vary on traits (individual differences)

influences behaviors but doesnt determine them

observable through consistent patterns

Big 5 Model

OCEAN- Openness, conscientiousness, extraversion, agreeableness, neuroticism

Openness

the curiosity trait: curiousity, intellecual, flexibility,

low openness traits

conventional, practical, routine-based

high-openness traits

creative, curious, artistic

Consientiousness

the achievement trait- organization, responsibility, persistence

Low Consientiousness traits

disorganized, careless, impulsive

High Consientiousness traits

organized, responsible, persistent

Extraversion

the social energy trait- sociability, assertiveness, energy

Introversion traits

reserved, quiet, independent

extraversion traits

talkative, social, assertive, positive affectivity

Agreeableness

the cooperation trait- cooperation, trust, good nature

low agreeableness traits

competitive, critical, tough

high agreeableness traits

cooperative, trusting, helpful

neuroticism

the emotional stability trait- anxiety, moodiness, emotional instability

low neuroticism traits

calm, confident, resilient, internal locus of control

high neuroticism traits

anxious, insecure, moody, external locus of control

nature vs nurture

each of the 5 traits variation can be accounted for by 35% or more (up to 49%) from genetics

Personality changes over time

personality heritability drops with age, but heritability increases for intellegence. in general, personality becomes more positive with age. neuoticism drops, conscientousness increases, agreeableness increases,

Holland’s “Big 6” interest (RIASEC model)

realistic, investigative, artistic, social, enterprising, conventional

realistic

enjoys practical, hands on, real world tasks

Investigative

enjoys abstract, analytical, theory-oreinted tasks

Artistic

enjoys entertaining, and fascinating others using imagination

Social

enjoys helping, serving, or assisting others

Enterprising

enjoys persuafing, leading, and outperforming others

conventional

enjoys organizing, counting, regulating people or things

motivation definition

a set of energetic forces that originates both within and outside an employee,initiates work related effort, and determines its direction, intensity, and persistence

3 key components of motivation

direction, intensity, persistence

direction

what employees choose to do when faced with choices

intensity

how hard employees work toward their chosen goals

persistence

how long employees work toward their chosen goals

Engagement definition

high levels of persistence and intensity in work effort

engagement implications

engaged employees devote high levels of energy, attention, and concentration to job. and take more initiative than unengaged employees

expectancy theory make-up

expectancy, instrumentality, and valence

expectancy

belief that effort leads to performance

expectancy: self- efficacy

the belief that a person has the capabilities needed to excecute the behaviors required for a task

expectancy: past accomplishments

the degree to which a person has succeeded or failed in similar tasks in the past

expectancy: vicarious experiences

observations of and discussions with others who have performed some work task

expectancy: verbal persuesion

pep talks that lead employees to believ that they can get the job done

expectancy: emotional cues

positive or negative feelings that can help or hinder task accomplishment

instrumentality

belief that performances lead to outcomes

valence

value placed on outcomes

valence: positive (attractive) rewards based on needs

needs are outcomes we view as having critical psychological/physiological consequences

choosing attractive rewards are based on…

attractiveness of outcomes (meets multiple needs), prioritization of needs (person by person basis), culture, meaning of money

motivation equation

expectancy x instrumentality x valence = motivation

goal setting theory

a theory that views goals as the primary drivers of the intensity and persistance of effort

Smart’d goals framework terms

specific, measurable, attainable, relevant, time-bound, difficult

Equity theory

my inputs and outcomes are equal to others outcomes/imputs

equity implications

ratios are equal, leads to satisfaction and motivation

inequity implications

ratios are unequal, leads to tension and corrective action

equity theory key insight

people comare the imput/oucome ratio to others. Percieved unfairness reduces motivation even if absoloute rewards are high

when employees feel under-rewarded, they may:

reduce inputs, increase outcomes, change comparisons, distort perceptions, or even leave the situation

reduce imputs

work less hard, take breaks

increase outcomes

ask for raises, take company resources

change comparisons

find different comparison others

comparison other

another person who provides a frame of reference or judging equity

distort perceptions

rationalize the situation

leave the situation

transfer departments or quit

cognitive distortion

a reevaluation of the imputs an employee brings to a job, often occuring in response to equity distress

equity distress

an internal tension that results from being overrewarded or underrewarded relative to some comparison other

psychological empowerment definiton

energy rooted in the belief that work tasks contribute to some larger purpose

psychological empowerment makeup

meaningfulness, self-determination, competence, impact

meaningfulness

the extent to which a task is joyful, or percieved as significant or important

self-determination

the extent to which a person has control and autonomy over how a task is completed

competence

ability to perform at a high level of quality. Skillset, understanding, mastery, overall knowledge are all players