MGT 3301 Exam 1

Organizational Behavior

interdisciplinary field dedicated to better understanding and managing people at work

Contingency Perspective

• no one best way to manage people , teams or organizations

• the best course of action often will depend upon the interplay of multiple persons and situational factors

What are the three levels of OB

1. Individual

2. Group / Team

3. Organization

The Person - Environment Distinction

• person factors

• situation factors

Hard skills definition

technical expertise and knowledge to do a particular task or job function such as financial analysis accounting or operations

Soft Skills Definition

interpersonal skills and personal attributes related to our human interactions

Hard Skills

Carpenter , electrican trade school

Soft Skill

communication , critical thinking and problem solving

Self Awareness

the ability to focus on yourself and how your actions, thoughts, or emotions do or don't align with your internal standards.

Ethics

guides behavior by identifying right wrong and the many shades of gray in between

• the legal system cannot always be relied upon to assure work conduct that is ethical

Ethical Dilemmas

situations with two choices , neither of which resolves the situation in a ethically acceptable manner

Cause of unethical behavior

• ill-conceived goals

• motivated blindness

• indirect blindness

• the slippery slope

• overvaluing outcomes

• ones personal motivation to perform

• pressure from a supervisor

• reward systems that incentive bad behavior

• employees perception of no consequences for crossing the line

ill- conceived goals

incentive to promote desired behavior but they encourage negative ones

motivated blindness

overlooks ethical behavior of another because it is in your best interest , you don’t want to be the whistle blower to a cheating “ winning” team

Indirect Blindess

hold others less accountable because carried out through 3rd parties

• Nike shoes made in sweat shops nike says they didn’t hire those people directly so it is not there problem

Slippery Slope

gradual behavior developing , don’t overlook see something say something

overvaluing outcomes

pass to unethical behavior saying ends justifies the means even if It is unethical

personal motivation

ethics not all there its no big deal do whatever it takes to get there

pressure from supervisor

do anything to meet demands even it if not ethical

Reward System

billable hours

Employees perception of no consequences for crossing the line

understand code of ethics readress workshops

Applying OB to Solve problems

1. Define the problem

2. identify OB concepts to solve the problem

3. make recommendations and take action

Values

abstracts area ideals that guide ones thinking and behaviors across all situations

parents , religion , spiritual beliefs , your environment

Personal Attitudes

encompass our feelings or opinions about people , places objects comprised on 3 things

Components of Attitude

1. affective - feelings

2. cognitive - beliefs

3. behavioral - intentions

Self Enhancement

care more about yourself, social status and the ability to control things driven value in power

Openess to change

Hedonism

stimulation

self direction

Hedonism

value the pleasure and gratfication in ones self

self direction

openness to change , explore life as you see fit

stimulation

something new - skydiver adrenaline junkie

Self Transcendence

universalism

benevolence

universalism

you respect everyone and everything

benevolence

welfare of other people charity

Conformity/ tradition

value respect and commitment or idea value for years passed down in generation and culture , value ability to conform to these traditions

Conservation

stay the same

conformity

tradition

security

security

value safety and stability

Implications of Schwartz’s value theory

• workplace applicaton

• personal application

workplace application

managers can better manage their employees when they understand an employees values and motivation

pursuit of incongruent goals may lead to conflicting behavior and employee actions

personal application

employees will derive more meaning for work by pursuing goals that are consistent with their values

Schwartz Value theory

values are motivational

represent broad goals over time

• bipolar values are incongruent while values are complementary

Cognitive dissonance

when attitudes and reality collide , the matrix and simulation

Ajzens theory of planned behavior

Attitude toward behavior

subjective norm - intention- behavior

perceived behavioral control

Subjective norm

social factor and pressure

Physiological Contracts

individuals' expectations, beliefs, ambitions and obligations, as perceived by the employer and the worker.

Organizational Commitment

• the extent to which an employee identifies with an organization and is committed to its goals , workers stay for years this is done by hiring people whose personal values align with the companies 

• Guard against managerial breaches of psychological contracts 

• Build level of trust 

Employee Engagement

the extent to which employees give it their all to their work roles 

-urgency / Being focused /Intensity /Enthusiasm 

It gets affected by personal factors, organizational 

Environmental factors 

• Employees are better more sales more money 

Perceived Organizational Support

 is to the extent to which employees believe that the organization values their in contributions 

Genuine cares about their well-being reduce stressors 

Job Satisfaction

an affective or emotional response toward various facts of one's job /Need Fulfillment / Met expectations Value attainment /Equity / Disposition and genetic components

Organizational Citizenship

• an employee's willingness to go above and beyond in the workplace.

• Employees perform positive actions that benefit their coworkers and the business even though they are not included in the basic job description.

Counterproductive work behaviors

tardiness, theft, fraud, sexual harassment, workplace bullying, absenteeism, substance abuse, workplace aggression, or sabotage.

Individual difference

nature v nurture

• relatively fixed

• relatively flexible

Relatively Fixed

• stable over time more difficult to change

• intelligence , cognitive abilities , personality

Relatively flexible

• it will change depending on the situation,

• core self-evaluations (self-efficacy, self esteem , locus of control , emotional stability)

attitudes

emotions

Emotion

Are complex brief response aimed at a Particular  target such as a person information experience event or nonevent , more intense than moods

Emotional. labor

what is to be displayed at work but you may not feel it so it the active display of your emotions however you are not feeling it therefore it is laborious 

This is done for good customer experience 

Trying it sell something or make an action 

Better work environment 

 Emotional contagion

emotions transfers to work place, because it will effect them and all the people they work with

Emotional Intelligence

manage and recognize emotion i oneself and on other

We have to control our emotions so we can contain them when dealing with a customer 

Gardners Theory of Multiple Intelligences

• Linguistics - the ability to learn more tongues

• Logical-mathematical- good problem solver

• musical - potential to learn heard music notes

• bodily-kinesthetic- mind-muscle connection

• Spatial-pattern recognition

• interpersonal -social understanding self

• intrapersonal - regulate one’s self

• naturalist - one with nature

Core Self - Evaluations

a broad personality of four narrow and positive individual traits

• generalized self efficacy

• self esteem

• locus of control

• emotional stability

Self efficacy

A belief about your chances of successfully accomplishing a specific task 

HIgh condition  in job abilities and you can complete task 

Low ineffective at work, express doubts 

If you dont have it you need more encouragement 

Was drives it or improve it more experience doing different task 

Seeing other people do things 

Self esteem

A general belief about your own self worth 

Stable during your life time 

Believe strengths  are better than there weaknesses 

High self worth 

Praise can boost your worth 

Locus of Control

Describes how much personal responsibnlty and how we view the outcomes of life 

External - negative things happen to me , i blame others i determine the outcomes of my life  

Needs a more structured work setting , external will determine outcome , constantly need to be supported 

Internal  other influences rule anyhting i do  all about what is around be give this employee more free reign because they are more deprived have better coping skills , 

Emotional Stability

High -Relaxed , secure , unworried Less likely to experience negative emotion under pressure 

LOW- Anxious , Negative world view fold under pressure 

Personality

The combination of physical , behavioral chracterics that an individual their unique identities 

What are the big five personality scale

1. opens to experience

2. conscientiousness

3. extroversion

4. agreeableness

5. emotional stability

MBTI dimensions

extrovert

introvert

sensing

intuitive

thinking

feeling

judging

perceiving

Openness to experience

open to do new things

conscientiousness

detailed oriented, understanding of time , highly reliable , the opposite world would be spontaneous and not bounded by time

Extroversion

peolpe who are energiezed by others and enjoy interacting with people opposite ; energy by spending with self and quite atmosphere

Agreeableness

get along with people , good at maintaining relationships

opposite - okay with conflict

Emotional Stability

calm relaxed

opposite will fold under pressure

what is perception

a cognitive process that enables us to interpret and understand our surroundings

what are the characteristics of perception based on

• the perceiver

• the target

• the situation

The Perceiver

direction of gaze what we focus on tell ours brain what to focus on , experience with target , category based knowledge , gender and emotional status congitive load ( well rested brain ) 

The target

direction of gaze , facial and body shape , nonvernal cues , appearance or dress , physical attractiveness 

The situation

content of interaction , culture race and consistency between perceiver and target

implicit cognition

• Your thoughts and beliefs about people that 

• Are subconsiuisly activated when you see someone 

• Biased decisions are avoided by training, use of

• structured interviews, and use of multiple interviewers.

causal attributions

suspected or inferred causes of behavior

• affect our perceptions of cause and our choice of action

Attribution errors

1. fundamental attribution bias

2. self serving bias

Social categorization theory

we are drawn to similar others

Sterotypes

an individuals set of beliefs about the characteristics or attributes of a group

Diversity

the multitude of individual differences and similarities that exist among people

• they are broader than we think

• and it is inevitable

What are the four layers of diversity

1. Personality

2. Internal Characteristics apparent to others (unchangeable) (surface level)

3. External influences (deep level)

4. organization dimensions (deep level)

What is Kelley’s Model of Attribution

behaviors can be attributed either internal factors within a person or external factors in the environment

we make casual attributions by observing three dimensions of behavior these can be high or low

1. Consensus ( people )

2. Distinctiveness (Task)

3. Consistency (time)

Internal

Consensus - low

Distinctiveness - low

Consistency - high

external

Consensus - high

Distinctiveness - high

Consistency - low

what are the two fundamental perspectives on motivation

1. content theories

2. process theories

what is content theories

focus on identifying internal factors such as needs and satisfaction

what’s process theories

focus on explaining the process by which internal factors and envionremental chactericts influence employee motivation

Extrinsic Motivation

come from outside job task , it self a pay raise or promise of promotion

Intrinsic factors

comes from the work itself

Theory X

Employees dislike work and can only be motivated with rewards and punishments , belives In a pessimistic view of people doesn’t want to take responsibility are very self centered but want paid time off and employee of the month

Theory Y

Employee are self engaged, committed , responsible and creative , believe the good of people and will take responsibility they are self motivated to like there job

Maslows Hierarchy of needs

1. Self actualization

2. esteem

3. Love

4. Safety

5. Physiological

Self actualization

self fulfillment desire , how do I become the best possible person

Esteem

prestige and reputation ,go respect from other people

Love

desire to be loved, sense of belonging , relationship with others, social connections

Safety

safe from physiological harm , place to sleep at night

physiological

esstenciaks food , water this level will motivate you whole behavior when those modes are met we move to the next one and that becomes your motivations you cannot go higher if you have not meant the current need .

McClelland’s Acquired Needs Theory

1. Achievement

2. Affiliation

3. Power