managment

organizational behavior

filed of study devoted to understanding, explaining and ultimately improving the attitudes and behaviors of individuals and groups in an organization

* relationsihs between learning and job performance

Human resource managment

takes the theories and principles studied in OB and explores the nuts and bolts application of those principles in organizations

* best structure training programs to promote learning

Strategic managment

focuses on corporate tactics and industry characteristics that affect an organizations profibility

* relationship between firm diversifaction and the profitability

organizational mechanisms

• organizational culture

• organizational strucute

group mechanisms

• leadership styles and behaviors

• leadership power and negotiation

• team processes and communication

• teams charettes and diversity

individual charecteristics

• ability

• personality and culture value

individual mechanism

• job satisfaction

• stress

• motivation

• trust justice and ethics

• learning and decision making

Individual outcomes

• job perfomance

• organizational commitment

resource based view

makes exactly makes rouces baluble and creating long term profits for the firm

* financial,physical,resouces, knowlege

resouces based view: inimitable

• difficult to imitate

• hisotyr

• small decisions

• socially complex resources

history

collective pool of experiences, wisdom, and knowledge that benefits the organization

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Numerous Small decisions

people make many small descions every day. every decsion is important

Socially complex resources

• teamwork, clutre trust, and repuation

• its not always clear how they came to develop though its clear which organizations do or dont have them

Rule of one-eight

• 1/2 of organizationt wont believe the connection between how they mange a ppl and profits

• 1/2 that do see the connection will try to make a single change to solve thier problem which wont work

• 1/2 of that will make good changes and will persits with their practices ling enough to see economic benifit

model of experience

people hold firmly to some belief because its consistent with their own experience and observations

method of intuition

ppl hold firmly to some belief because it just stands to reason it seem obvious or self evident

method of authority

ppl hold firmly to some belief because some respected offical agency or source has said it is so

method of science

accept some belief because scientific studies have tended to replicate that result using a series of samples settings and methods

Scientific method

• theory

• hypothesis

• data

• verification

causal inferences

one variable really cause another requires three things

1. two varibales are correlated

2. presumed cause preceds the presumed effect in time

3. no aletnative explanation exist for the correlation

meta analysis

all correlation found in studies of a relationship ships and calculates a weighted average

evidence-based management

percepective that argues that scienficic findings should be form the foundation for managment education much as they do for medical education

.5 correlation

strong

.3 correlation

moderate

.1 corrolation

weak

Job perfomance

• value of the set of employee behaviors that contributw either positively or negatively to organizational goal accomplisments

• include behaviors that are within the control of the employees

• places boundry on which behaviors are or arent includened in the performance

Task perfomance

refers to employee behaviors that are directly invlived in the tranfromatition of organizational resources into the goods or services that the organizational produces

• set of obligation a employee must fufull to continue employment

• think job descrimption duties

Routine task perfomance

involves well know responses to demands that occur in a normal routine or predictible way

• ppreogmaed ways that vary very little from one time to another

• example flight attendant saftey speach

Adaptive Task perfomance

• adaptablityt

• employees repsonses to task demands that are novel, unusyal or unpredictable

• becoming increasinlg important in workplace

Creative Task perfomance

degree to which individuals devlop ideas or physical outcome that are both novel and useful

Job analysis

1. list of activites inlolved in a job

2. activity is rated by subject matter experots according to things like importance and frequency

3. activies that are rated highly are reatiend and used to defune task perfomance

Occupational information Network (o\*net)

online database that inlcudes the charectersistc of most jobs in terms of tasks, behaviors and the required knowledge, skills and abilities

citenship behavior

• second catergory of job perfomance

• volunatry employee activties that may or may not be reawrded but that contribute to the organization by improving the overall quality of the setting or context in which work takes place

• good citenship or good soilders

interpersonal citizenship behavior

• helping, courtesy, sportsmanship

• assing supporting and developing other organization members in a way that goes beyond normal job expectation

• super important in small teams

Organizational citienship behavior

• beniftif larger orgnaitoations by supporting and defending the compnay to improve its operation

• voice, civic virtue, boosterism

voice

speaking up and offering constuctive suggestions regarding opportunities ti improve unit or adrees problems

promotive voice

* employee suggestions that focus on opportunities and inititive to enchance the organization

prohibitive voice

problems that need to be addressed in order to prevent potential harm

critic virtue

refers to participating in the companys operations at a deeper than normal level by attedning voulantary meetings, fucntion, accnouncents and news

boosterism

representing the organization in a positive way when out in public

Counterproductive behavior

intenitonal emplotee behaviors that hinder organizational goal accomplishment

Property Devience

• behaviors that harm the organizations assets and pocession

• sabatoge

• theft

• organizational and minor

sabatoge

purposeful destruction of physical equipment, organization processes or company products

Production deviance

• directed against orgnaization but focuses on reducing the effiecieny of work output

• wasiting reouces

• substance abuse

• organizational and serious

types of counter productive behaviors

• production deviance

• property devience

• political devience

• personal agression

political devience

• begaviros that intettionall disadvantage other individuals rather than the larger organization

• gosspibing

• incivility

• interpersonal and minor

personal aggression

• hostile verbal and physical action directed toward employees

• harrasment

• abuse

• interpersanal and serius

**prosocial counterproductive behavior**

• behaviors that are well intentioned but nevertheless are counterproductive in the sense they violate norms rules policies or laws

• example pharmcy who doesnt chare low incomes full amount of their medicine

knowlege work

abiloiyt to create an understanding of nature organization and process and apply this udnerstadning to generate wealth for orgs

• analytics

• fluid and dynamic

Service work

• largest and fastest growing sector in the economy

• provice nontagilbe goods

gig work

deliver a service or pdoduct a side hustle

managment by objectives

managment philosophy that bases an employees evaluation on whther the employee achieves specific perfomance or goal

• agrreed upon goals that a mearuable and specific

behaviorally anchored rating scales BARS

measures pefromance by directly assesing job perfomance behaviors

* short descritpiton of effective and ineffective behaviors to create measurable that can be used to evaluate employee perfomance

360 degree feedback

* approach involves collecting perfomance information not just from supervisor but from anyone who has furshadn knowledge about the employee perfomance behaviors

forced ranking

• not good

• bottom 10

• vital 70

• top 20

issues with forced rankings

• inherently unfair

• employees become competitive with one another

• may avoid stepping outside the bounds of fear of standing out /making mistake

Social performance management

• not been studies very much

• focuses on how the managment systme process and products trnaslates to an organitzation mission

organizational commitment

desire on the part of the employee to remain a member of the organiation

* infliences whether an employee stats a memeber of the organization or leavrs to peruse another job

Withdrawal Behavior

• employee not committed to their organization

• set of action that an employee perfom to avoid work situation

• eventally culminating in quitting

Types of commitment

• affective

• continuance

• normative

affective commitment

• desire to remain a memeber of an organzation due to an emotional attamcent to and involvment with aht organization

• you stay because you want to

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continuance commitment

• desire to remain because you are aware of the cost associated with leaving it

• saty because you need too

• leaving makes u sad

normative commitment

• desire to stay because you feeling of obligation

• stay because you ought too

• leaving makes u feel guilty

focus of commitmetn

various things, people, placrs that inspire a desire to remain a memeber of an organization

erosion model

• lines that show bonds between employees

• people with few lines are most likley to quit

social inflence model

* people with bonds attached to people that quit might follow after

embeddedness

employees lins to their organization and community their sense of fit with their organization and community and what they would have sacrificed for a job change

exit

where someone end or restrics/quits an organization in response to a negatice situation

* active destructive

responses to a negative situation

• voice

• exit

• loyalty

• neglect

voice

an active constructive response in which individuals attempt to improve the situation

* active constuctive

loyalty

• grin and bear it

• mainting your effort level despite unhappiness

• passive constructive

neglect

• passive destructive response

• check out

• intrest and effort in the job decline

4 types of employees

• stars

• lone wolves

• citizens

• apathetics

stars

• high commitment

• high perfomance

• held up as role modles

• use voice in negatice situations

citizens

• high commitment

• low task perfomance

• but may perfom extra role to make things run smoothly

• respond to negatice situations with lyalty

• do little task to make ppl feel good

lone wolves

• low organizational commitment

• high levels of task perfomance

• motived to ahcieve work goles for themselves

• respind to negative events with exit

pyschological withdraw

• consit of action that provide a mental escap from the work enviroment

apathetic

• low levels of organizational commitment

• low levels of task performance

• extent minimum level of effort needed to keep their jobs

• respond to negative events with neglect

physical withdrawal

* actions that provide physical escape, short and long term from the work enviroment

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types of physical withdrawal

• tardiness

• missing meetings

• long breaks

• absenteeism

• quitting

types of physcological withdrawal

• daydreaming

• socializing

• looking busy

• cyberloafing

• moonlighting

independent forms modle

• argues various withdrawal behaviors are uncorelated with one another, occur for different reasons, and fulfull different needs on the part of emplyees

• I can’t stand my job, so I do what I can to get by. Sometimes I’m absent, sometimes I socialize, sometimes I come in late. There’s no real rhyme or reason to it; I just do whatever seems practical at the time.”

Compensatory forms model

• argues that various withdrawal behaviors negatively correlate with one anothe.

• “I can’t handle being around my boss. I hate to miss work, so I do what’s needed to avoid being absent. I figure if I socialize a bit and spend some on my favorite sites, I don’t need to ever be absent. But if I couldn’t do those things, I’d definitely have to stay home … a lot.

preogessio

• I just don’t have any respect for my employer anymore. In the beginning, I’d daydream a bit during work or socialize with my colleagues. As time went on, I began coming in late or taking a long lunch. Lately I’ve been staying home altogether, and I’m starting to think I should just quit my job and go somewhere else.”

transactional contracts

• narrow set of specific monetary obligation

• do things cause u get paid

relational contracts

• open ended and subjective oblication

• emplouee owes loayalty and can go above and beyond becasue the org has job secutity and support

perceived organizational support

* reflect the degree to whihc employees believ that the orgnaization values their contribution and cares about their well being

Job satisfaction

pleasurable emotional state resulting from appraisal of ones job or job experience

* how you feel about your job and what you think about it

values

• those things that people consciousll or subsconscously want to seek or obtain

• if your value alignes with the values of your job you are likely to have a higher job satisfaction

value percept theory

• job satisfaction depends on whether you percieve that your job supplies the things you values

• (want-have)* importance

things that contribute to overall job satisfaction

• pay

• promotion

• supervision

• coworker

• satisfaction with work itself

meaningfulness of work

reflects degree to which work task are viewd as something that counts in the employes belifs

responsibility for outcomes

* captures the degree to which employees feel that theyr key drivers of the quality of the units work

knowledge of results

extent to which employees know how well or how poorly they are doing

job characteristics theory

* describes the central charecteristic of intrinscicall satisfying jobs attempts to answer that question

variety

* is the degree to which the job required a number if different activities that involve a number of skills and talents

meaningfullness of work contributors

• variety

• identity

• significance

identity

* the degree to which the job requires completing a whole, identifiable, piece of work from beginning to end with a visible otucome