MGT 423: Exam 1

Disciplines That Shape OB

Disciplines That Shape OB

Industrial and Org Psychology (job performance & ind characteristics)

Social Psychology (Satisfaction& Team Dynamics)

Sociology (Org Culture)

Economics (Motivation learning & decision making)

OB assumes that employees & main desire.

2 Outcomes are:

Job Performance & Organizational Behavior

Why do they both want the same outcomes?

want hassle to be at a minimum. Stability and routine

List the 5 Individual Mechanisms that employees bring (varies between people) .. second layer of bullseye

1. Job Satisfaction

2. Stress

3. Motivation

4. Trust, Justice, and Ethics

5. Learning and Decision Making

Employees and Mangers Characteristics

1. Ability

2. Personality

3. Cultural Views

Team Characteristics

1. Purpose and Diversity

2. Process and Communication

3. Power and Negotiation

4. Leadership Styles and Behaviors

individual mechanisms are influenced by

team, individual, organization

Organizational Mechanisms

1. Organizational Structure

2. Organizational Culture

What makes up organizational behavior?

Job performance, Organization Commitment

Components of Job Performance

- Task Performance

- Citizenship Behavior

- Counterproductive Behavior

task performance

employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces and sells.

Types of Task Performance

1. routine task performance- normal, repetitive daily task

2. adaptive task performance- responding to task demands

3. creative task performance- come up with something new

Organizations must rely on...

Job Analysis

Occupational Info Network

Job Analysis Steps

1) list activities involved in job

2) rate each activity for importance/frequency

3) highly ranked activities used to define task importance

citizenship behavior

voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting in which work takes place. Range from Interpersonal to the organization.

interpersonal citizenship behavior

helping- in difficult times

courtesy- keeping them in the loop.

sportsmanship- not complaining.

organizational citizenship behavior

voice- speaking up w/ constructive suggestions.

civic virtue- attending voluntary meetings.

boosterism- positive rep in the community

Benefits of interpersonal citizenship behavior

- Benefits coworkers & colleagues

- Involves going beyond expected behavior

- Most effective in small teams

Benefits of organizational citizenship behavior

- supporting/ defending org

- improving its operation

- remaining loyal to the org

Counterproductive Behavior

employee behaviors that intentionally hinder the accomplishment of organizational goals

Deviance in organizations

- production

- property

- political

- personal aggression

property deviance (org)

- harming the org assets

- sabotage (purposely destruct of equipment, org processes, products)

- theft of ind

Production deviance (org)

reducing efficiency of work output (wasting resources, substance abuse)

political deviance (Interpersonal)

behaviors that intentionally disadvantage other individuals rather than the larger organization

- gossiping

- incivility- impolite communication

Personal Aggression Deviance

hostile verbal and physical actions directed toward other employees

- harassment- unwanted physical contact/ verbal remarks

- Abuse- assault that ends in physical/ psych injury

Current Environmental trends effecting job performace

1. Knowledge Work

2. Service Work

3. Gig Work

Tools to measure and influence job performance

1. Management by objectives- obj made by employee & manager (typically numbers)

2. BARS: Results Focused- assessing behaviors, ratings

3. 360 Feedback- collecting info from everyone employee works with

4. Forced Rankings- Vitality curve, Top 20, Vital 70, Bottom 10

5. Social performance Management- use of app/social media to get feedback from peers/ managers

Key Concepts of Organizational Commitment

1. Org commitment

2. Withdrawal behavior

3 types of organizational commitment that leads to psychological attachment

1. Affective Commitment

2. Continuance Commitment

3. Normative Commitment

affective commitment

employees WANT to stay because of the emotional bonds between them (sense of self and org affirmation)

continuance commitment

employees NEED to stay/ come to work. Influenced by their salary, benefits, degree to which they are embedded in the community (Parents kick off payroll)

normative commitment

employees feel they OUGHT to stay because of the org investment in them.

Employee responses to withdrawal

1. Exit- physical withdraw when emp ends org membership.

2. Voice- active and constructive response when emp try to improve situation.

3. Loyalty- Passive and constructive response when emp remains supportive, but hope the situation will improve on its own.

4. Neglect- Psychological withdrawal in which interest and effort in job decrease.

two forms of withdrawal

1. Psychological- actions that provide a mental escape from work environment. Neglect response

2. Physical- short- and long-term actions to escape the work environment. Exit response.

Organizational Commitment

the desire of an employee to remain a member of the organization

withdrawal behavior

a set of actions that employees perform to avoid the work situation - behaviors that may eventually culminate in quitting the organization

Commitment & Withdrawal are.... (How are they related)

negatively related aka high communication, less withdrawal; low communication, high withdrawal;

Manifestations of withdrawal

Psychological:

- daydreaming

- socializing

- looking busy

- moonlighting

- cyberloafing

Physical:

- tardiness

- long breaks

- miss meetings

- absenteesim

- quitting

3 models of withdrawal

independent forms model- various withdrawal forms are uncorrelated, occur for dif reasons, fullfill dif needs of the employee.

compensatory forms model- with forms are correlated but neg corr b/t their occurance .

progression form model- with behaviors are pos correlated, with beh progress over time, supported by research.

Current trends affecting organizational commitment

- factors that reduce org commitment as org grow more diverse and operate om fast changing environments

a) lower levels of effective commitment- when workers are in minority and older

b) less embedded in their current jobs- foreign born/newcomers

c) downsizing (involuntary turnover) reduces affective and normative commitment

psychological contract

-understanding of that each party owes the other

- reinforced during recruitment and socialization

transactional contracts

narrow set of specific monetary obligations

relational contracts

-broader set of open-ended and subjective obligations

- employee owes loyalty and willingness to go above and beyond

- company owes job security, development, and support

3 mechanisms

individual

group (team)

organizational

Taxonomies of personality types

- Big 5 personality types - CANOE

- Myers- briggs type indicator

- RIASIC Model

- Rubin's Four Tendencies

CANOE

C:

conscientiousness (biggest influence on job perf of any of the big 5)

- dependable

- organized

- reliable

- ambitious

- hardworking

- preserving

A:

agreeableness

- kind

- cooperative

- helpful

- courteous

- warm

N:

neuroticism (2nd most impt)

- nervous

- moody

- emotional

- insecure

- jealous

-unstable

O:

openness

- curious

-imaginative

-creative

- complex

-refined

-sophisticated

E:

extraversion

- talkative

-sociable

- passionate

- assertive

-bold

-dominant

Ability

relatively stable capabilities of people to perform a particular range of related activities

3 categories of ability

cognitive, emotional,

physical

cognitive

acquisition and application of knowledge to solve problems

- verbal

- quantitative

- spatial

- reasoning

- perceptual

emotional

the ability of individuals to understand and manage their emotions and to influence the emotions of those around them.

- self awareness

- other awareness

- emotional regulation

- use of emotions

physical

ability of an individual to perform a physical act

- strength

- stamina

- flexibility

- psychomotor

- sensory

- coordination

(T/F): people score higher on some abilities but not others

FALSE

Team

two+ ppl, who work interdependently over some time period to accomplish common goals related to task-oriented purpose.

team types

work teams, management teams, parallel teams, project teams, action teams

work teams

produce goods or services, long life span, high member involvement (ex. self mged work teams, production team, sales team)

Mgmt Team

integrate activities of subunits across business functions, life span- long, member involvement- moderate

(Top mgmt team)

parallel team

provide recommendations and resolve issues. life span- varies, member involvement- low

(ex. quality circle, committee)

project team

produce a one-time output (product, service, plan, design, etc.).

life span- varies, member involvement- varies

(product design team, research group)

action team

Perform complex tasks that vary in duration and take place in highly visible or challenging circumstances. life span- varies, member involvement- varies (sports team, surgical team)

Factors that impact team effectiveness

- degree of team autonomy or self management

- modes of communication

First 4 stages of team development

forming

stroming

norming

performing

forming

members orient themselves to team boundaries

storming

conflict because members remain committed to the ideas, they bring with them to the team

norming

members realize they need to work together to begin to cooperate

performing

members are comfortable working within their roles, and the team makes progress toward goals

adjourning

members experience anxiety and other emotions as they disengage and ultimately separate from the team

Team Process

refers to the different types of activities and interactions that occur within a team as it works toward its goals

- affected by team characteristics (diversity, size, interdependence)

- has a strong impact on team effectiveness

- some processes and communication are observable, while others less visible

components of effective teams

- Task work Processes

- Teamwork Processes

- Communication

- Team States

process gain

getting more from the team than expected given the capabilities of its individual members.

also called synergy.

results in resources and capabilities of its ind members.

Two causes of process loss (think opp cost)

coordination loss, motivational loss

process loss

getting less from the team than expected given the capabilities of its individual members

coordination loss

-the time it takes to coordinate work activities with other team members

- production blocking results from team members waiting on each other before completing their own tasks

motivational loss

- team members tendency to put forth less effort on team tasks than they could

- social loafing: members feeling less accountable for team outcomes compared with their independent work outside the team

taskwork processes

team activities directly related to accomplishment of team tasks.

relates to task performance aspect of job performance

creative behavior

generating novel and useful ideas and solutions. brainstorming is a process to generate these creative ideas

Rules for creative beh:

1. Express all ideas that come to mind (no matter how strange).

2. Go for quantity of ideas over quality.

3. Don't criticize or evaluate the ideas of others.

4. Build on the ideas of others

Drawbacks of creative behavior

social loafing (ind interest take priority),

hesitancy to express ideas in a group setting, production blocking as member setting, production blocking as members wait their turn to express ideas

benefits of creative behavior

morale boosting, idea sharing

Normative Group Technique (creative beh)

team members write ideas and then take turns sharing them with the group

Factors that affect team decision making

decision informity, staff validity, hierarchical sensitivity

decision infirmity

whether members possess adequate information about their own task responsibilities

staff validity

the degree to which members make good recommendations to the leader

hierarchy sensitivity

degree to which the leader effectively weighs the recommendations of the members

Boundary Spanning

-key role of team leader

- relates to taskwork processes that involve individuals and groups outside the team to include:

- ambassador activities

-comm that protect the team, persuade others to support the team, or obtain impt resources for the team

- task coordinator activities

- comm intended to coordinate task- related issues w ppl or groups in other functional areas

communication

process by which info and meaning get transferred from a sender and receiver.

- much team work is done interdependently and involves communication among members

- effectiveness of communication affects whether there will be process gain or loss.

communicator issues:

communicator competence:

the skills involved in encoding, transmitting, and receiving messages

emotions and emotional intelligence of team members: affect how they express themselves and interpret the messages of others

noise

-interferces with messages being transmitted

forms of noise

distance, obstructions, physical noise

information richness

the amount and depth of information being conveyed

- body lang nonverbal (body lang, facial expressions, tone of voice)

high info richness

face to face convo

moderate info richness

personal written note

Low information richness

computer-generated reports filled with numbers

Network Stucture

pattern of communication that occurs regularly among each member of a team.

Centralization

the degree to which the communication in a network flow through some members rather than others

Team States are affected by....

1. cohesion

2. potency

3. mental models

4. transactive memory

team states

Feelings and thoughts in the minds of team members as a consequence of their experience of working together.

-supportive leadership and positive member interactions can lead to feelings of psychological safety

-The sense that it is OK to do things that are interpersonally risky, or that expressing opinions and challenging the status quo won't be met with rejection.

-Ostracism can have negative consequences for both the individual and the team.

Cohesion

when team members have strong emotional bonds w another and team itself.

possible negative outcome of high cohesion:

groupthink:

(mbrs try to keep peace by striving toward consensus without ever offering, seeking, or srsly considering alt view points

Groupthink can be avoided by:

- Acknowledge detrimental aspects of cohesion.

-Assess group's level of cohesion.

- Appoint a devil's advocate.

Potency

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

• High potency: Members are confident, focused.

• Low potency: Members are unfocused, lack confidence.

team confidence can be too high, esp early in its existence.