BU288 MT1

What are organizations

Social inventions for accomplishing common goals through group effort

Key characteristics of organizations

social inventions, goal accomplishment, group effort

What is OB

attitudes and behaviours of individuals and groups in organizations

What is social capital

resources that people gain from participation in a social tructure (e.g. relationships, social ties, networking)

Goals of OB

Predictability, explaining behaviour, management

Scientific management

use of research to efficienty divide work based on standardization and specialization. written instructions to detail procedures and standardize workers movements/breaks

Bureaucracy

One superior, strict chain of command, jobs must be done well and quickly, high specialization, high security and sense of purpose

What is specialization in management

Workers doing tasks that they excel at

hawthorne study

Manipulate temperatures, lighting, work hours. Observe the effect worker productivity. main finding that any change had positive effects

findings from hawthorne study

intangible motivators such as the desire to be a part of a group and be included in decision making

human relations movement

advocated for people-oriented styles of management catering to social and psychological needs of employees, strict specialization = no growth and achievment, strong centralization/authority = less creative ideals and knowledge from low level members

contingency approach

there is no best way to manage, rather an appropriate style depends on the demands of the situation

managerial roles

informational --> ways managers receive and transmit information, interpersonal --> expected behaviours having to do with establishing and maintaining personal relationships, decisional --> decision making

managerial activites

routine communication, traditional management, networking, HR management

managerial agenda

agenda setting, networking w/ insiders + outsiders, agenda implementation

how do managers use intuition

sense a problem exists, perform well-learned mental tasks rapidly, sysnthesize info/data

international managers

NA --> cultural heroes, distinct social class

Germany --> worship engineers, few managerial types

Japan --> group solidarity > star employees

Netherlands --> exhibiy modesty and strive for consensus

workplace spirituality

provides employees with meaning, prupose, sense of community, and a connection to others

positive organizational behaviour

the study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement

psychological capital

an individual's positive psychological state of development that is characterized by self-efficacy (confidence to take on and succeed at challenging tasks), optimism (internal attributions about positive events now and external attributions about negative events), hope (goal perseverence), and resilience (bounce back from adversity)

corporate social responsibility

organization taking responsibility for the impact of its decisions and actions on its stakeholders

personality

set of psychological characteristics that influence the way an individual interacts with the environemtns and how they react to people/situations/problems

where does personality come from

genetics and long-term learning history, susceptible to change through adult learning characterisitcs

dispositional approach

individuals possess stable traits or characteristics that influence their attitudes and behaviours

situational approach

behavior is determined largely by the situation or environment

interactionist approach

personality is based on combination of genetically determined predispositions and environmental circumstances (most agreed upon)

weak vs strong situations

weak --> expectations and roles not clear, personality has a big impact

strong--> clear expectations for appropriate behaviour, personality has less impact

trait activation theory

some personality characteristics are most useful in certain organizational situations

conscientiousness

responsible and achievement oriented, postitive relationship with job performance

agreeableness

the tendency to get along well with other people

neuroticism

degree of emotional instability or stability

openness to experience

a person thinks flexibly and is receptive to new ideas

extraversion

extent of outgoing vs. shy

CANOE to job performance

C --> positive

A --> concave down parabola

N --> threshold

O --> no relation, but more receptive to training

E --> weak positive

locus of control

a belief about the location and factors that control their behaviour --> one end has high internals, other has high externals

self-monitoring

extent to which people observe and regulate how they appear and behave in social settings and relationships

connect self-monitoring to OB

high monitors gravitate towards flexible jobs that require roleplaying and self-presentation skills, but don't feel comfortable in ambiguous social settings

self-esteem

degree to which a person has positive self-evaluation

behavioural plasticity

the difference between high and low self esteem

positive affectivity

a dispositional tendency to experience pleasant, engaging moods, higher = increased job satisfaction and creativity

negative affectivity

a dispositional tendency to experience unpleasant moods, higher = increased stress and strain

proactive personality

a stable personal disposition that reflects a tendency to take personal initiative across a range of activities and situations and to effect positive change in one's environment

general self-efficacy

an individual's general belief that he or she is capable of meeting job demands in a wide variety of situations, motivational trait not affective

core self evaluations

how someone views themseleves and their self-worth, broken up into self-efficacy, self-esteem, locus of control, neuroticism, positive = higher job satisfaction, organizational commitment, job performance, intrinsic happiness

learning

occurs when practice or experience leads to a relatively permanent change in beahvioural potential

what employees learn

practical skills, intrapersonal skills, interpersonal skills, cultural awareness

operant learning theory

learning occurs only through the making and subsequent reinforcement of behavior

positive reinforcement

adding positive stimuli, e.g. do well on test --> more free time

negative reinforcement

removing negative stimuli, e.g. do well on test --> less detention

extinction

terminating the reinforcement that is maintaining an unwanted behaviour, e.g. stopping people from laughing at a person making jokes

punishment

adding negative stimuli, e.g. do bad on test --> more detention

reinforcement strategies

fast acquisition --> continuous and immediate reinforcement, delayed acquisition --> delayed and partial reinforcement (facillitates persistent learning)

organizational errors involving reinforcement

Confusing rewards with reinforcers, neglecting diversity in preferences for reinforcers, neglecting important sources of reinforcement

social cognitive theory

role of cognitive processes in regulating behaviour, people learn by observing other's behaviour, people develop beliefs about their abilities through interaction with environment, key components: observational learning, self-efficacy, self-regulation

observational learning

observing and imitating behaviour of others

self-efficacy beliefs

beliefs that one can engage in the behaviours necessary to perform a task

self-regulation

the use of learning principles to regulate one's bahaviour

organizational learning practices

organizational behaviour modification, employee recognition programs, training and development programs

perception

process of interpreting the messages of our senses to provide order and meaning to the environment

components of perception

perciever/target/situation

social identity theory

people form perceptions of themselves based on their personal characteristics and memberships in social categories

perceptual process

when perceiver encounters an unfamiliar target, perceiver is open to the informational cues contained in the target and surrounding situation. These cues provide base perceptions of the target. key characteristics: selective, constancy, consistency

selective perception

tendency to see things based on your own frame of reference

primary effect

reliance on early cues or first impressions

recency effect

reliance on most recent encounters

reliance on central traits

personal characteristics of the target that are of special interest to them

implicit personality theory

personality characterisitcs go together (hardworking

halo effect

one positive aspect = other unrelated positive aspects

horn effect

one negative aspect = other unrelated negative aspects

projection

tendency to attribute one's own thoughts and feelings to others

stereotyping

tendency to generalize about people in a certain social category & ignore variations among them. 3 key aspects: distinguish a category of people --> assume individuals have certain traits --> perceive all have these traits

attribution

we assign causes or motives to explain people's behaviours

external cues for attribution

consistency cues (how often does it happen), consensus cues (how does it compare to others' behaviours), distinctiveness cues (is it a common theme)

fundamental attribution error

overemphasize dispositional explanations for behaviour at the expense of situational explanations

actor-observer effect

propensity for actors and observers to view the causes of the actor's behaviour differently

self-serving bias

take credit for successful outcomes and to deny responsibility for failures

confirmation bias

seek out confirmatory information, not disconfirming information

workforce diversity

describes differences among workers in gender, race, age, ethnicity, religion, sexual orientation, and able-bodiedness

diversity advantages

improved problem solving and creativity, improved recruiting and marketing when HR profile matches labour pool and customer base, improved competitiveness in global markets

organizational climate perception

how employees esperience and describe their workplace

trust perception

willingness to be vulnerable and to take risks with respect to the actions of another party, based on ability, benevolence and integrity

percieved organizational support

employees' general belief that their organization values their contribution and cares about their well-being

organizational support theory

employees who have strong perceptions of organizational support feel an obligation to care about the organization's welfare and to help the organization achieve its objectives

role of perception in 3 areas of human resources management

recruitment: signaling theory

interview: contrast effect between applicants

performance appraisal: objective and subjective measures, rater errors, similar-to-me effect

behaviourally anchored rating scale (BARS)

specific behavioural examples of good, average, and poor performance

frame of reference (FOR)

training method to improve rating accuracy that involves providing raters with a common frame of reference to use when rating individuals

values

broad tendency to prefer certain states of affairs over others

differences in values

generational and cultural

generational differences

traditionalist: respects authority and work ethic

boomers: optimisitc workaholics