Notes on Organizational Behaviour

Definition of Organizational Behaviour (OB):
- OB studies what people think, feel, and do in and around organizations. It encompasses emotions (affect, feelings), cognition (thoughts), and behavior (actions).
Definition of Organizations:
- Organizations are groups of people who work interdependently toward some common purpose.

Organizational Behaviour skills are essential for personal and career development, helping individuals to:
- Understand workplace events.
- Predict workplace events.
- Influence and coordinate with others to achieve desired outcomes.

OB theories enhance organizational effectiveness. Organizational effectiveness refers to:
- A favorable alignment with the external environment (open system).
- Successful transformation of inputs into outputs using human capital.
- Satisfaction of the needs of key stakeholders.
Emphasizes the need for organizations to interact positively with society.

External Environment: Influences the organization's operations and strategies.
Inputs:
- May include raw materials, information, human resources, financial resources, and equipment.
Transformation Process:
- Raw inputs are changed into outputs (products/services)
- Output examples include shareholder dividends and community support, while also managing waste/pollution.
Feedback Mechanism:
- Essential for continuous improvement and adaptation to meet environmental demands.

Organizational Inputs and Processes:
- Organizational structure, culture, technology, and change.
- Human resource practices and organizational strategy influence outcomes.
Individual Inputs and Processes:
- Personality, values, abilities, emotions, motivation, and self-leadership.
Team Inputs and Processes:
- Team tasks, size, composition, development, trust, cohesion, communication, leadership, power/influence, and negotiation.
Outcomes of Individual Behaviour:
- Performance, organizational citizenship, well-being, and creativity.
Team Outcomes:
- Team performance, decision-making, collaboration, and social networks.
Organizational Outcomes (Effectiveness):
- Transformation of inputs through focus on human capital development and stakeholder engagement, including corporate social responsibility.

Anchors and Their Connections:
- Interrelation of inputs and outputs to understand how they constitute the organization as a whole.
- Examination of how theories can be applied practically for employee satisfaction and best practices.
- Consideration of physiological and gender factors that affect behaviour in the workplace.

Components of MARS Model:
- Motivation: Internal forces that influence voluntary behaviours across three dimensions:
  - Direction: The choice of outcomes.
  - Intensity: The amount of effort.
  - Persistence: The continuous effort over time.
- Ability: Aptitudes and learned capabilities required to perform tasks effectively, touching on person-job matching, selection, and redesigning tasks based on employee skills.
- Role Perceptions: Clarity and understanding of job duties influence job performance, coordination, and motivation.
- Situational Factors: Conditions beyond one's immediate control; these can either facilitate or constrain behaviours (e.g., time, budget).

Characteristics:
- Voluntary, goal-directed behaviours divided into:
1. Proficient: Competently executing assigned tasks.
2. Adaptive: Adjusting performance based on changing conditions.
3. Proactive: Anticipating changes and acting accordingly.

Definition: Behaviours that support the work environment through cooperation and helpfulness, directed towards individuals and the organization.
Characteristics of OCBs:
- Can be discretionary or implicit job requirements.
- Potential negative consequences if misaligned with job roles (e.g., expectations of picking up trash when not a formal duty).

Definition: Voluntary behaviours that can harm the organization.
Examples:
- Issues regarding attendance, including presenteeism, where individuals attend work despite being unwell or in reduced capacity due to external pressures.