unit 1 notes

Page 1: Introduction to Organizational Behavior

• Organizational Behavior (OB):

  • A field that investigates the impact of individuals, groups, and organization structure on behavior for improving effectiveness.

  • Explores various components:

    • Motivation

    • Leader behavior and power

    • Interpersonal communication

    • Group structure processes

    • Attitude development and perception

    • Change processes

    • Conflict and negotiation

    • Work design

• CFO Survey: 2,100 CFOs indicate lack of interpersonal skills is a major reason for employee advancement failures.

Manager Functions, Roles, and Skills

• Manager Definition: A person who accomplishes tasks through others in organizations.

• Organization Definition: A coordinated social unit with two or more individuals functioning continuously to achieve shared goals.

• Management Functions: Planning, organizing, leading, and controlling.

• Types of Management Skills:

  • Technical Skills: Specialized knowledge applied in tasks.

  • People Skills: Understanding and motivating individuals.

  • Conceptual Skills: Analyzing complex situations.

Effective Versus Successful Managerial Activities

• Traditional Management: Focused on decision-making, planning, controlling.

• Communication: Exchanging routine information and processing paperwork.

• Human Resource Management: Involves motivation, discipline, conflict management, staffing, and training.

• Networking: Engaging socially, politicking, and interacting with outside parties.

Page 2: OB Concepts

• Common Sense in OB: Intuitive understanding of people's behavior.

• Systematic Study of Behavior: Predictable behavior formed by perceptions and priorities.

• Evidence-Based Management (EBM): Decisions should be made based on empirical evidence.

• Intuition: Valuable but should be supported by systematic study and EBM to avoid incomplete information.

Big Data in Management

• Background: Emerging useful area for management practices.

• Usage: Predict events, assess risks, prevent issues.

• Trends: Growing focus on big data to manage and assist workforce.

• Limitations: Data should inform intuition and experience; avoid sole reliance on "gut feelings."

Major Behavioral Science Disciplines in OB

• Psychology: Measures and explains behavior of individuals.

• Social Psychology: Examines how individual behavior is influenced by social groups.

• Sociology: Studies group dynamics and organizational structures.

• Anthropology: Provides cultural insights impacting organizational behavior.

Page 3: Understanding OB Principles

• Few Absolutes in OB:

  • Individual behavior varies based on numerous factors.

  • Contingency Variables: Situational factors that influence behavior outcomes.

Challenges and Opportunities in OB

• Managing Workforce Diversity: Heterogeneous workforces in gender, age, race, and more.

  • Inclusion: Cultivating supportive and diverse workplaces.

• Globalization:

  • Managing expatriates and adapting to cultural differences.

  • Balancing organizational interests with community needs.

• Technology and Social Media:

  • Clear policies on access and impact on employee wellness.

  • Managing virtual workplace dynamics.

• Ethical Behavior:

  • Addressing ethical dilemmas and fostering a healthy ethical climate.

Three Levels of Analysis in OB

1. Inputs: Diversity, personality, and values.

2. Processes: Actions undertaken as a result of inputs leading to outcomes.

3. Outcomes: Key variables affected by processes, such as attitudes and job performance.

Page 4: Outcomes in OB

Key Outcome Variables

• Attitudes and Stress: Employee attitudes evaluated from positive to negative.

• Job Performance: Total contributions through behaviors and effectiveness in tasks.

• Task Performance: Evaluation of effectiveness and efficiency in core tasks influencing organizational success.

Diversity in Organizations

• Surface Level Diversity: Observable characteristics like gender and race.

• Deep Level Diversity: Values, personalities, and work preferences.

• Biographical Characteristics: Age, gender identity, race, and ethnicity.

Page 5: Prejudice and Discrimination

• Prejudice: Generalized feelings towards groups, leading to hierarchy.

• Discrimination: Behaviors creating advantages for certain groups.

• Disparate Impact: Unintended discriminatory effects of employment practices.

• Disparate Treatment: Intentional discriminatory practices.

• Social Categorization: Process of creating social groups based on shared traits.

• Stereotyping: Assessing individuals based on group perceptions.

• Stigma: Concealed attributes that lead to devaluation in society.

Diversity Dynamics

• Group Composition: Effect of team diversity on outcomes.

  • Fault Lines: Divisions within teams based on differences.

Diversity Management Implementation

• Strategies: Celebrate differences, provide equal access, and create an inclusive environment.

• Common Ingroup Identity: Focusing on unity rather than division.

Page 6: Managing Diversity

Contact Hypothesis

• More interaction between diverse groups may reduce prejudice.

Diversity Management Practices

• Leading: Advocating for diversity and promoting intergroup interactions.

• Promoting Inclusion: Ensuring belonging and participation in decision-making.

• Promoting Equity: Communicating expectations and demonstrating fair policies.

• Diversity Culture: Valuing and prioritizing inclusion as organizational norms.

• Diversity Climate: Shared perceptions regarding diversity policies and practices.

Page 7: Job Attitudes

Understanding Attitudes

• Definition of Attitudes: Evaluative statements about various entities.

• Components of Attitudes:

  • Cognitive: Beliefs or opinions.

  • Affective: Emotions or feelings.

  • Behavioral: Intentions to act.

Relationship Between Attitudes and Behavior

• Cognitive Dissonance: Conflict among attitudes influencing actions.

• Seeking consistency between attitudes and behavior.

Major Job Attitudes

• Organizational Identification: Aligning personal identity with organizational identity.

• Job Satisfaction: Overall positive evaluation of job characteristics.

• Job Involvement: Commitment to one's job and its importance to self-worth.

• Psychological Empowerment: Belief in influence, competence, and meaningfulness at work.

• Organizational Commitment: Dedication towards maintaining organizational membership.

Page 8: Organizational Support and Employee Engagement

Perceived Organizational Support (POS)

• Degree of value and care perceived by employees.

• Influences employee engagement and satisfaction levels.

• Important in low power distance cultures.

Employee Engagement

• Definition: Employees' involvement and enthusiasm towards their work.

• Happy workers tend to be more productive.

Relationship Among Job Attitudes

• Job attitudes interrelate significantly; nuances can lead to confusion.

Page 9: Causes and Outcomes of Job Satisfaction

Job Satisfaction Factors

• Job Conditions: Nature of work, social interactions, and supervision.

• Personality: Positive core self-evaluations lead to higher satisfaction.

Job Satisfaction Outcomes

• Job Performance: Connection between worker happiness and productivity.

• OCB: Satisfied employees likely to engage in extra-role behaviors.

• Customer Satisfaction: Positive employee attitudes enhance customer experiences.

Life Satisfaction Connection

• Job satisfaction positively correlated with overall life satisfaction.

Implications for Managers

• Focus on job satisfaction as a key behavior predictor.

• Regularly measure employee attitudes to navigate performance and turnover impacts.

• Tailor jobs to align with employees' interests for enhanced satisfaction.

Page 10: Emotions and Moods

Differentiating Emotions and Moods

• Universal Emotions: Anger, Fear, Sadness, Happiness, Disgust, Surprise.

• Moral Emotions: Have significant moral implications and vary by culture.

Experience of Moods and Emotions

• Positive moods are common in routine scenarios.

• Negative moods often linger longer.

Sources of Emotions and Mood Variation

• Personality: Affect intensity impacts emotional experience.

• Time of Day: Typically happier during mid-awake hours.

• Days of the Week: Happiness tends to increase toward week's end.

• Stress: Constant low stress worsens moods.

• Social Interactions: Negative workplace interactions spill into personal life.

• Sleep and Exercise: Quality and quantity of sleep significantly affect emotions.

Page 11: Emotional Labor and Employee Impact

Types of Emotions in Labor

• Felt vs. Displayed Emotions: Actual versus required feelings in the workplace.

• Emotional Dissonance: Disconnect between felt and projected emotions impacts well-being.

Affective Events Theory (AET)

• Employees' emotional responses to workplace events affect performance.

Emotional Intelligence

• Ability to understand and manage emotional cues.

• Emphasizes positive influence on workplace dynamics.

Page 12: Emotion Regulation Strategies

• Techniques for regulating emotions include:

  • Surface acting, deep acting, emotional suppression, cognitive reappraisal, and social sharing.

• Discussion on ethics surrounding emotion regulation in the workplace.

Page 13: Application of Emotions and Moods in OB Issues

Importance of Emotions in OB

• Emotions shape a variety of workplace factors, including decision-making, creativity, leadership, and safety.

• Implications for Managers:

  • Recognize emotions as part of the workplace;

  • Consider employee responses to policy changes and anticipate reactions.

Page 14: Personality and Individual Differences

Person-Job vs. Person-Organization Fit

• Person-Job Fit Theory: Matches personality with job environments for satisfaction.

• Person-Organization Fit Theory: Attracts individuals that share organizational values.

• Importance of considering cultural differences in fit assessments.

Page 15: Personality Measurement and Frameworks

Personality Definition

• Sum of emotional and behavioral traits that define interactions.

• Measurement Methods: Self-reports, with acknowledgment of limitations.

The Big Five Model

• Conscientiousness, Emotional Stability, Extroversion, Openness, Agreeableness

• Dark Triad: Traits including Machiavellianism, Narcissism, Psychopathy.

Additional Frameworks

• DiSC Framework and HEXACO model contributing to understanding personality structures.

Page 16: Values in Organizations

Understanding Values

• Differentiates between terminal and instrumental values influencing attitudes and behavior.

Generational Perceptions

• Research lacks agreement on solid generational differences but acknowledges perceived variations.

Abilities and OB

Intellectual versus Physical Abilities

• Intellectual abilities needed for mental activities; physical abilities tied to stamina and dexterity.

• Importance of recognizing ability diversity in teams.