ba 350 exam 1 (cobb sdsu)

WHAT IS ORGANIZATIONAL BEHAVIOR?

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organizational behavior (OB)

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

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(no absolutes bc contingencies exist)

four disciplines that contribute to OB

1. PSYCHOLOGY\= measure, explain, and sometimes change the behavior of humans and animals
2. SOCIAL PSYCHOLOGY\= the influence of people on one another
3. SOCIOLOGY\= people in relation to social environment or culture
4. ANTHROPOLOGY\= studies societies to learn about human beings and their activities

contingency variables

= situational factors or variables that moderate the relationship between two to more variables

\-appropriate management depends on the demand of the situation or conditions... aka how individuals attitude change when something happens

(ex. when a senior leader quits, it can negatively affect the morale and dynamics of other employees)

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OR a specific factor that could impact the outcome of a particular situation positively or negatively

VUCA acronym

volatility, uncertainty, complexity, ambiguity

*vuca environment is influencing ob*

VUCA...

-managing workforce diversity and inclusion
-responding to globalization
-technology and social media
-always on work cultures
-focus on CSR
-artificial intelligence and machine learning
-shift to gig economy (non traditional 9-5 jobs such as door dash, uber eats, etc.)

counterproductive work behavior (CWB)

refers to employee voluntary behaviors that harm organizations or people working in the organizations

ex. destroying company property, calling in sick when not ill, insulting an employee, stealing, etc.

systematic study of behavior

\=looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on evidence

-cause and effect focused
-behavior generally is predictable (perception, importance)

EBM

\= evidence based management ; basing managerial decisions on the best available scientific evidence

-complements systematic study
-argues for individuals to make decisions based on evidence

intuition

\=an instinctive feeling not necessarily supported by research

-systematic study and EBM add to intuition (aka 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

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

(coordinated effort to bring people together to contribute to the goal of a company, like a mission statement)

manager

someone who gets things done through other people in organizations ; an individual who achieves goals through other people

(they need to build on the skillsets of the people they hired and then let them go apply that to the workforce)

worker

someone who contributes to the accomplishment of goals

basic OB model

inputs -\> processes -\> outcomes


\** occurs on an individual, group, and organizational level

input variables

\=people team, etc. (think of it as a noun)

INDIVIDUAL:
-diversity
-personality
-values

GROUP:
-group structure
-group roles
-team responsibilities

ORGANIZATIONAL:
-structure
-culture

process variables

\=defined as actions that individuals, groups, and organizations engage in as a result of inputs, and that lead to certain outcomes (if input is a noun, process is a verb)

INDIVIDUAL:
-emotions and moods
-motivation
-perception
-decision making

PROCESSES:
-communication
-leadership
-power and politics
-conflict and negotiation

ORGANIZATIONAL:
-human resource management
-change practices

outcome variables

\=key variables that you want to explain or predict, and that are affected by some other variables

INDIVIDUAL:
-attitudes and stress
-job performance
-citizenship behavior
-withdrawal behavior (doing the bare minimum or "silent quitting"... gossip, not doing work, etc.)

GROUP:
-team performance

ORGANIZATION:
-productivity (transforming inputs to outputs aka efficiency)
-survival (evidence you will continue to exist as a company)

four functions of managers

1. planning
2. organizing
3. leading
4. controlling

planning

\= a process that includes DEFINING GOALS, establishing strategy, and developing plans to coordinate activities


-environment context: market, trends, history, competition

organizing

\= determining WHAT tasks are to be done, WHO is to do them, HOW the tasks are to be grouped, who reports to whom, and where decisions are to be made


-workers/people, tasks, structure, processes
*role clarity

leading

\= a function that includes MOTIVATING employees, DIRECTING others, selecting the most effective communication channels, and resolving conflicts


-hire, train, coach, mentor

controlling

\= MONITORING activities to ensure that they are being accomplished as planned, and correcting any significant deviations (aka pivot/react!)


-performance: organization group, individuals
-did we perform and achieve what we set out to achieve?

mintxberg's managerial roles

1. interpersonal roles
2. informational roles
3. decisional roles

interpersonal roles

\= face of the organization (internal and external)
-figurehead
-leader
-liaison

figurehead

symbolic head; required to perform a number of routine duties of a legal or social nature (represents the organization)

ex. president of a college hands out diplomas or giving high school students a tour

leader

responsible for the motivation and direction of the employees (communicating with people about what you need them to do)

liaison

maintains a network of outside contacts who provide favors and information (going outside of organization to create partnerships)

ex. when a sales managers obtains info from quality control manager of their own company, it's internal liaison relationship.... if sales manager has contact with other sales executives, external

informational roles

\= eyes and ears of the company
-monitor
-disseminator
-spokesperson

monitor

receives a wide variety of information; serves as nerve center of internal and external information of the organization (keeping our eyes on the external environment to see if something is affecting our business)

disseminator

transmits information received from outsiders or from other employees to members inside of the organization (bring outside info inside)

spokesperson

transmits information to outsiders on organization's plans, policies, actions, and results; serves as expert on organization's industry (telling the outside world what we are doing to hold onto shareholder values)

ex. we are changing out name and here is why

decisional roles

\= brain or head decisions of the company
-entrepreneur
-disturbance handler
-resource allocator
-negotiator

entrepreneur

searches organization and its environment for opportunities and initiates projects to bring about change (brings new business)

disturbance handler

responsible for corrective action when organization faces important, unexpected disturbances

resource allocator

makes or approves significant organizational decisions
(deciding where to put money or human resources in order to help us accomplish our goals)

negotiator

responsible for representing the organization at major negotiations (when working with an outside partner, how do we best get outcomes for our organizations)

stages of management skills

four stages:
1. contributing dependently
2. contributing independently
3. contributing through others
4. contributing strategically

stage 1: contributing dependently

need managers to guide you, tell you what to do, and how to navigate the organizations culture (usually when first our of college and get first major job)

stage 2: contributing independently

not as much guidance from manager, getting goals done with very little coaching, delegating tasks only

stage 3: contributing through others

where management starts to happen; contributing through other people rather than contributing to work yourself

stage 4: contributing strategically

looking at the outside world (risks and threats) and bringing that information back inside the company to figure out game plans

between what stages does it become hardest for people to move up? why?

stages 2 to 3

-\> when you contribute independently, you can control the outcome and get credit... when you move to stage 3, you have to let go of owning that outcome and learn to trust your people (hard for people to not do the work themselves so they are stuck in stage 2)... or some people are so good at what they do that people don't see them as a leader/manager and will never reach stage 3 level

technical skills

the ability to apply specialized knowledge or expertise


-critical at stages 1 and 2
-ex. civil engineers or oral surgeons

people skills

the ability to work with, understand, and motivate other people, both individually and in groups (need to be a good listener, understand what others needs, and good at managing conflicts)

-stage 3

conceptual skills

the mental ability to analyze and diagnose complex situations (integrate new ideas with existing processes and innovate on the job)

-stage 4 (knowing whats happening in your own business/area, but also looking at the bigger picture to see how you can get your organization to the next level)

effective vs successful managers

based on...

* traditional management (decision making, planning, controlling)
* communication (exchanging routine info and processing paperwork)
* human resources management (motivating, disciplining, managing conflict, staffing, and training)
* networking (socializing, politicking, and interacting w outsiders)

compare/contrast successful vs effective managers...

successful managers:
\-based on getting promoting quickly
\-more NETWORKING aka spending time outside of organization

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effective managers:
\-employees are satisfied; seek input from employees and explains reason for their decisions
\-more COMMUNICATION aka more time inside of the organization

PERSONALITY, INDIVIDUAL DIFFERENCES, AND VALUES

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personality

the sum of ways in which an individual reacts to and interacts with the world around them

measurable traits a person exhibits

personality traits

enduring characteristics that describe an individual's behavior

-the things that stick with us over time... the traits people would use to describe us

person-job fit theory

\= a theory by John Holland that identifies six personality types and proposes that the fit between type and occupational environment determines satisfaction and turnover

1. realistic
2. investigative
3. artistic
4. social
5. enterprising
6. conventional

-\> how to use personality traits to figure out what type of job would be the best fit for you (what are you good at and when are you at your best?)

person-organization fit theory

\= suggests that people are attracted to and selected by organizations that match their values and leave when there is no compatibility

career orientation + work environment \= behavior and attitudes

ex. we could expect that extroverts fit well with organizations that value relationships and socialization

why do we measure personality?

-to predict behavior (and emotion)
-to predict how X situation will produce Y behavior
-to determine proclivity/tendency
(no personality test will give you a better understanding of someone than repeated interaction and conversation)

Myers-Brigg Type Indicator (MBTI)

\= a personality test that taps four characteristics and classifies people into one of sixteen personality types (the most widely used personality assessment instrument in the world)

individuals are classified as:
-extroverted or introverted (E or I)
-sensing or intuitive (S or N)
-thinking or feeling (T or F)
-perceiving or judging (P or J)



**not super reliable or research based

the big five

\= a personality model that proposes five basic dimensions encompass most of the differences in human personality

OCEAN
Openness to experience
Conscientiousness
Extroversion
Agreeableness
Emotional stability (Negative emotionality)

**way to measure personality that is backed by a lot more research than myers-brigg

the dark triad

\= a constellation of negative personality traits consisting of...
1. machiavellianism
2. narcissism
3. psychopathy

machiavellianism

the degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means

ex. "i do whatever i have to do to get ahead"

narcissism

the tendency to be arrogant, have a grandoise sense of self importance, require excessive admiration, and possess a sense of entitlement

-like to be the center of attention, have fantasies of grand success, a tendency to exploit situations/people, and can be hypersensitive or fragile

ex. ceo bc they tend to be more close minded

psychopathy

the tendency for a lack of concern for others and a lack of guilt or remorse when actions cause harm

-lack of empathy, willingness to use deceit to obtain desired ends (ex. i want what i want)

core self evaluation

bottom line conclusions individuals have about their capabilities, competence, and worth as a person (how we think about ourselves)

-if evaluation is positive, it allows us to build resilience and work better; if negative, we might give up quicker and look for external evaluation which is not good

self monitoring

measures an individual's ability to adjust his or her behavior to external, situational factors
(how we perceive ourselves and how we may need to regulate ourselves)

-high self monitors show considerable adaptability and are sensitive to external cues and can behave differently (big difference bw their public and private selves) ; low self monitors tend to display their true dispositions and attitudes in every situation

proactive personality

people who identify opportunities, show initiative, take action, and persevere until meaningful change occurs

-high levels of job performance, do not need much oversights (given more autonomy), achieve career success; but are often envied by coworkers and teams

INDIVIDUAL DIFFERENCES - SITUATIONS AND VALUES

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situation strength theory

\= the way personality translates into behavior depends on the strength of the situation (the degree to which norms, cues, or standards dictate appropriate behavior)

-\> strong situations show us what right behavior is, pressure us to exhibit it, and discourage the wrong behavior; weak situations "anything goes," and freer to express our personality

-clarity
-consistence
-constraints
-consequences

-\>we need situations at work with less constraints!! the minute people think they can't communicate, is when ideas shut down and the organization suffers

trait activation theory (TAT)

predicts that some situations, events, or interventions "activate" a trait more than others
(if these traits that need to be activated are not activated, then you may have a lower performance at work)

ex. a commission based compensation plan would activate extroversion bc extroverted people are more reward sensitive

ex. in jobs that encourage creativity, activating openness may better predict desired behavior

values

basic convictions that some actions and outcomes are more morally, socially, or personally preferable than others

-evaluative
-enduring
-influential

evaluative

-judgmental (what is right, good, or desirable)
-content (mode of conduct)
-intensity (how important)

enduring

-tend to be stable (values tend to be really hard to change)
-often established early in life

influential

-attitudes and behavior (positive or negative)
-can cloud objectivity

terminal values

\= lifetime goals, desirable end states of existence (what do i care about for my life, why am i here, whats the purpose of my life)

ex. money, internal peace, contentment/fulfillment, family, self respect, health

intrinsic values

personal feelings that stem from the direct relationship between you and the work (joy, helping, innovating)... thing that come INSIDE from ourselves

extrinsic values

rewards or benefits that that stem from the work environment or evaluation (money, promotion, recognition)... thing that come OUTSIDE from ourselves

generational values

instrumental values

\= preferred modes or behavior or means of achieving terminal values
(things that get us to our end game)

ex. going to college/ getting an education, perseverance, if end goal is your health then you go to the gym and eat good

JOB ATTITUDES

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attitudes

judgements or evaluative statements (either favorable or unfavorable) about objects, people, or events

-they reflect how we feel about something or someone

components of an attitude

1. cognitive \= evaluation (opinion or belief)
2. affective \= feeling (emotional)
3. behavioral \= action (an intention to behave in a certain way)

cognitive dissonance

a psychological discomfort that results from holding two conflicting attitudes or between behavior and attitudes

-creates a disequilibrium within us... brain hold two contradicting ideas until WE change them to become consistent with each other
- people tend to seek consistency in their attitudes so the conflict causes discomfort which motivates us to take action

ways we avoid the discomfort of cognitive dissonance:

-reject information
-explain or rationalize away
-reduce the significance
-avoid new information

organizational identification

extent to which employees define self by the same characteristics that define the organization

-how i define the organization is how i define my situation (company becomes an extension of you)

job satisfaction

positive feelings about a job based on its characteristics

*attitudes are the most important driving factor for job satisfaction

job involvement

extent to which we identify with a job and consider it important to self worth

organizational commitment

extent to which we identify with and desire to maintain membership in the organization

-how long will i stay here and how committed am i to making this organization succeed

employee engagement \=

satisfaction + involvement + enthusiasm

(am i satisfied with day to day work, does my job make me feel involved and personable, and am i excited or passionate about coming in)

measurement (job satisfaction)

-the single global rating
-summation of job facets

influences of job satisfaction

-economic conditions
-job facets

(if economy is bad, people may say they are satisfied just bc they actually have a job... when economy is good, it is okay to not be satisfied bc u can find another job)

what contributes to job satisfaction?

job conditions
-nature of the work itself
-social interactions
-supervisions

personality and individual differences
-self core evaluations
-culture

pay
**people do not prioritize high pay, but rather the people and the work itself

contrasting satisfaction levels

high job satisfaction:
-job performance
-organizational citizenship behavior (OCB)
-customer satisfaction
-life satisfaction

low job satisfaction:
-counterproductive work behaviors (CWB)
-absenteeism
-turnover
-withdrawal

responses to dissatisfaction

active (take initiative)
passive (sit back)
constructive (do something that makes it better)
destructive (do something that makes it worse)

EMOTIONS AND MOOD

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how many emotions do we all express? what are they?

6 different emotion:

1\. anger

2\. fear

3\. disgust

4\. surprised

5\. happiness

6\. sadness

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\*\*employee emotions CANNOT be separated from work

affect

a term used to describe a broad range of feelings that people experience, including emotions and moods

emotions

intense, discrete, and short-lived feelings directed at someone or something and often caused by a specific event (indicated by distinct facial expressions)

moods

feelings that tend to be longer-lived and less intense than emotions, and lack a contextual stimulus (aka we do not know what brought them on)

the affective circumplex

categorizes and arranges emotions by their degree of positivity and negativity

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4 quadrants:

\-high positive affect

\-high negative affect

\-low positive affect

\-low negative effect

high positive affect

alert, excited, elated, happy, content

low negative affect

happy, content, serene, relaxed, calm

low positive affect

calm, fatigued, bored, depressed, sad, upset

high negative effect

upset, stressed, nervous, tense, alert

moral emotions

emotions that have moral implications because of our instant judgement of the situation that evokes them

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if something is programed with more positive language, it will be more appealing even if all options are the same (ex. save half or kill half… tempted to save half even though they are the same outcome)