Organizational Behavior Notes

OB Concept, Organizational Justice, Ethics, and Corporate Social Responsibility

• Organizational Behavior (OB): Study of human behavior, attitudes, and performance in organizations.
• Value of OB: Helps people become effective employees, team leaders/members, or managers.

Organizational Justice

• Organizational justice encompasses distributive, procedural, interpersonal, and informational justice.
• Distributive Justice: Satisfaction with outcomes (e.g., pay, work assignments).
• Procedural Justice: Adherence to rules; impacted by voice, consistency, accuracy, opportunity to be heard and safeguards against bias.
• Interaction of Distributive and Procedural Justice: Reactions to favorable outcomes are positive regardless of procedure fairness. Unfavorable outcomes are better received with fair procedures.
• Strategies to Promote Organizational Justice: Pay fairly, use open procedures, offer voice, explain decisions thoroughly, train for fairness, encourage organizational citizenship behaviors.
• Fair Process Effect: Employees given a voice feel valued, believe the process and resulting decision are fair, and support the organization.

Ethical Behavior in Organizations

• Ethics: Standards of conduct aligned with moral values.
• Moral values influence ethical decision-making, affected by religious background and cognitive moral development.
• Organizational factors influencing ethics: Clear standards, training, norms, culture, leader behavior, work attitudes, and external stressors.
• Bad ethics can lead to customers switching brands and refusal to invest/work at the company.
• Ethics enforcement policies: Federal sentencing guidelines, limited gift acceptance, accurate documentation.
• Global ethics: Balancing ethical relativism ("When in Rome…") and ethical imperialism (one's own standards are best).
• Guiding principles of global ethics: respect core values, sensitivity to local traditions recognizing that context matters..
• Situational determinants of unethical behavior: Societal norms, organizational counternorms, managerial values (bottom-line mentality).
• Corporate ethics programs: Code of ethics, ethics training, ethics bodies, communication mechanisms, ethics audits.
• Effectiveness of Ethics Programs: Ethics programs are more effective at reducing employee theft among workers at the conventional level of cognitive moral development.

Corporate Social Responsibility

• CSR encompasses financial, legal, ethical, and philanthropic responsibilities.
• Forms of socially responsible behavior: Charitable contributions, environmental preservation, social investing, employee welfare.
• Virtuous circle: Socially responsible behavior can lead to financial profitability and vice versa.

Perception and Learning

• Social Identity Theory: Personal identity (characteristics) vs. social identity (group affiliations).
• Attribution Process: Correspondent inferences (linking actions to dispositions).
• Internal Attribution: behavior based on action
• External Attribution: behavior based on situation
• Causal attribution theory (Kelly): Consensus, Consistency, Distinctiveness.

Perceptual Biases

• Halo Effect: Overall impression influences perception of specific traits.
• Fundamental Attribution Error: Ignoring situational factors when judging others.
• Similar-to-Me Effect: Favoring those similar to oneself.
• Selective Perception: Focusing on certain aspects based on background.
• First Impression Error: Initial impressions cloud later evaluations.
• Self-Fulfilling Prophecy: Manager expectations influence worker performance (Pygmalion/Golem effects).
• Stereotyping: Performance aligns with negative stereotypes when identified.
• Social perception process operates in performance appraisals, employment interviews, and corporate image cultivation contexts.
• Impression Management: Techniques like self-promotion and other-enhancement used by job applicants.

Learning

• Operant Conditioning: Learning through reward and punishment (antecedents, behavior, consequences).
• Reinforcement Contingencies: Positive reinforcement, punishment, extinction, negative reinforcement.
• Reinforcement Schedules: Continuous, partial, fixed interval/ratio, variable interval/ratio.
• Observational Learning: Learning by observing and imitating models.
• Training: Classroom, apprenticeship, cross-cultural, corporate universities, executive, e-training.
• Effective Training Keys: Participation, repetition, transfer of training and feedback.
• Organizational Behavior Management: Application of learning principles in organizations.
• Discipline: Progressive discipline.
• Effective Discipline: Immediate, moderate, consistent, and focused on behavior.

Individual Differences

• Personality: Traits stable over time; influenced by interaction with the situation.
• Interactionist perspective: Personality + situation = influence behavior.
• Measuring Personality: Objective and projective tests; reliability, validity, and predictive validity considered.
• Big 5 Personality Dimensions: Extraversion, Agreeableness, Conscientiousness, Neuroticism, Openness to experience.
• Positive and Negative Affectivity: Affectivity: tendencies toward joy/enthusiasm or fear/nervousness..
• Core Self-Evaluations: Self-esteem, self-efficacy, locus of control, emotional stability.
• Work-Related Personality: Machiavellianism (manipulation), Achievement motivation (desire to excel).
• Goal orientation, morning vs. evening preference impact work behavior.
  *Intelligence Types: Cognitive (understanding), Practical (problem-solving), Emotional (emotional judgement).
• Physical Abilities: Strength, Flexibility, Stamina, Speed.
• Social Skills: Social perception, Impression management, Persuasion and social influence, Social adaptability, Emotional awareness/control.

Coping with Organizational Life - Emotion & Stress

• Emotions: Have an object, are contagious, expressed universally, follow culture-based display rules.
• Types of Emotions: Anger, Fear, Disgust, Envy, Alarm, Anxiety, Love, Affection, Longing, Lust, etc.
• Social emotions (external): pity, envy, jealousy, scorn.
• Emotion Sources: Self-conscious (internal)
  *Circumplex Model of Affect: Activated vs. unactivated; Pleasant vs. unpleasant.
• Moods: Combination of personality and conditions; states (short-term) vs. traits (consistent tendencies).
• Happier People: Better job, increased job performance, higher income.
• More Successful: improve concentration, positively influence in recalling events, better decision in good mood, bias evaluation and tend to carefully work.
• Affective Events Theory: Work environment affects emotions, which influence job satisfaction and performance.
• Managing Emotions: Job satisfaction, emotional dissonance, emotional labor (anger management).
• Organizational Stress: Physical, psychological, and behavioral reactions to threatening situations.
  *Stressors: Occupational demands, work/non-work conflict, sexual harassment, information overload/underload, responsibility for others.
• Stress Negatively affects task performance, increased accident/mistake, ill health(metabolic syndrome).

Attitude Related to Work

• Attitudes: Feelings about people and things, including prejudice, job satisfaction, and organizational commitment.
• Prejudice (attitude) vs Discrimination (behavior).
  *Basis of Prejudice: age, physical condition, against women, sexual orientation, race and national origin.
• Overcome of Prejudice: Affirmative Action Plans and Diversity Management Programs.
• Theories of Job Satisfaction: Two-Factor Theory (hygiene factors & motivators), Social Information Processing Model.
• Dispositional Model of Job Satisfaction: experience more job satisfaction due to their outlook.
• Promoting Job Satisfaction: Pay people fairly, Improve the quality of supervision , Decentralize organizational power and Match people to jobs that fit their interests .
• Organizational Commitment: refers to the strength of a person’s desire to remain working for an organization and are interested in remaining a part of them.
• Organizational Commitment: Continuance (costly to leave), Affective (agree with values), Normative (obligation).
• High Committed Workforce result in: Low Withdrawals and willing to make sacrifices.
• Develop of Organizational Commitment: Enrich jobs Align Align interests with employee a Recruit and select new employees with match values.

Motivation in Organizations

• Key Points: Motivation and job performance not synonymous, it is multifaceted, People are motivated by more than just money.
• Motivation: Processes arousing, directing, and maintaining behavior to attain goals..
  *Need Hierarchy Theory (Maslow): Base = Physiological needs, Safety needs. Higher-order = Social needs, Esteem needs, Self-actualization needs..
  *Motivational Fit Approach: job = skill or motivation . Person = characteristic. If matched skill is achieved.
  *Goal Setting Theory. desire , perceived, goal and performance will affect Self-efficacy(belief).
• Goal Setting Guidelines: Specific goals. Performance goals. Give feedback.
• Equity Theory: Fair Payment to Equitable payment. Social Comparisons on self and peers.
• Expectancy Theory:Effort will enhance Reward as per Skil and opportunity.
• Other Job Performance Determinants : Role perceptions & Opportunities to perform.
• Implications = Clarify, perform, link incentive.
  *Interesting Jobs = Job enlargement = Add more tasks = Job enrichment = increase the tasks..
• Job Characteristics Model: Skill variety or Task significance will lead to high performance.

Group Dynamics and Work Teams

• Group: Two or more people in social interaction; stable structure; common goals; perceive themselves as a group.
• Group Types: Formal (command, task) and Informal (interest, friendship) and group can lead to achieve security,esteem and interest by filling people that are more recognized..
  *Group Stages: Forming, Storming, Norming, Performing, Adjourning.
• Group Structure: Roles (role incumbent, expectations, ambiguity), Norms (prescriptive, proscriptive), Status (formal, informal).
• Punctuated Equilibrium: Alternating between equilibrium and change.
• Group Cohesiveness: Affected by severity of initiation, external threats, time together, group size, success history.
• Effect: satisfaction, participation High productivity decrease absent, turnover.
• Social Facilitation: The presence of others affects performance based on learning
  *Social Loafing: Reduced individual effort in larger groups.
  *Social Loafing Cultural: People perform individually in individualistic or group in Collectivistic culture.
• Team: Individual contributions Members are interested in Common goals Responsive responsive.
• Compensate team performance Communitrain Train communicate Train for skills. train self manage. Be Patient.

Decision Making in Organizations:

• Decision Making: The process of making choices from among several alternatives.
  *Analytical Model: process starts with Identify then end evaluating process.
• Nonprogrammed Decisions: Complex and creative. High and reliance can bring guidance.
• Risk: Reduction Uncertainty is to linkages and information
• Individual Decision Styles: Directive, Analytical, Conceptual, Behavioral. Decision can be from empowered of Top
• Group Influences: Potential benefits can be pooling expertise however takes wasted time.
  *Organizations Influences: Politics and Pressure and Time Sensitive.
  *Rational-Economic Model: Attain goals .consider options Select optimal- Normative approach
  *Group vs Individual: heterogenous skill and good ideas bring out from best.
  *Computer based: Electronic meetings help group Support
• Techniques for improving: Trainging and problem solving can enhance individual and also team in work enviroment

Conflict, Cooperation, Trust, and Deviance

*Workplace Behavior includes Prosocial, Competition, Deviant behavior.

• Psychological Contract: Transactional contracts (economic factors), Balanced contracts (Primary focus), Relational contract (People Based)
  *Trust: Calculus Based and Identification-Based (people Behave and think
• Develop and promote:Some people and meet the time.
  *Organizational Citizenship Behavior (altruism, conscientiousness, civic virtue, sportsmanship).
• Cooperation: Helping Each other with goals.
• Types:Substantive, Effect and Process
• Effective Conflict Managment: Process know area responsibilty and power.
  *Win Win Solutions: common group . Alternative Dispute Resolutions (Arbitration, mediation etc).
• Organizational Deviance (constructive, destructive)
• Managing Workplace Aggressin: Establish norms for bad behaviour and promote Interpesonal skill.

Leadership in Organizations

• Leadership Behavoir can make the whole process in Influencing other members and attaning their goals.
  *Traits include Drive, Honesty and integrity motivation and confidence. . Delegatiion will affect subordinates.
• Leaders vs. Managers: Setting mission vs. Implementing strategy
  *Leader-Member affects relationship. Attributional Approach involves poor performance.
  lities . Also they should have vision and behavior change agents.
• Charismatic Leader: Have high- PerformanceLevelsenthusiasmandGenerally polarized.
  *Transformational Leader: Leader Quality =Stimulation and motivation.
• LPC Contingency: Effectiveness under situation. Theory Normative = Rules.
• Leadership Developments through Networking, Mentoring Job as well

Power

• Key Terms:The capacity to change the behavior or attitudes of others in a desired manner
• Influences include appeal,Persuasion, Collaboration etc. and gain power to legitimize them..Individual Power = Position Power = Reward Power with Personal Power = Information
  *Strategic Contingencies Model: High Organizational Capacity =Subunit
  *Power = Lack of Capacity and High and Non substitute
• Managing Sexual Harassment: Policy and Procedure to stop behaviours.