Organizational Behavior

and Development

UBSE 1123
UTM AHIBS

BY

DR.ONG CHOON HEE

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 Course Content

 Organizational Behavior (OB)

 Individual Level Analysis
 Group Level Analysis
 Organizational Level Analysis

 Organization Development (OD)

 Phase 1: Entering and Contracting
 Phase 2: Diagnosing (Organizational, Group, Individual)

 Phase 3: Planning and Implementing Change

 Phase 4: Evaluating and Institutionalizing Change

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 What is Organizational Behavior?

 A field of study that investigates the impact that individuals,

groups, and structure have on behaviour within organizations for
the purpose of applying such knowledge toward improving an
organization’s effectiveness.

 It interprets people-organization relationships in terms of the

person, group and organization.

 Its purpose is to build better relationships by achieving human

objectives and organizational objectives.

 All these components determine the development of an

organization.
Overview of OBD 3
 Roles of Organizational Behavior

Understand
Behavior

Roles of
Organizational
Behavior
Influence Predict
Behavior Behavior

Roles of Organizational Behavior

Overview of OBD 4
 Why Study Organizational Behavior?

 Organizations are deeply affected by external environment.

 Organizations need to anticipate and adjust to environment

changes in order to maintain good fit with the environment.

 Changes require corporate leaders and all employees to

adjust to the new realities.

 There are few major challenges facing the organizations

that make OB knowledge more relevant than ever.

Overview of OBD 5
 Major Challenges for Organizations

Globalization

Workforce Diversity

Economic Pressure

Network and IT

Employee Well-Being

Ethical Behavior

Major Components of the Contemporary Challenges

Overview of OBD 6
 Responding to Globalization

 Increased foreign assignments.

 Working with people from different cultures.

 Overseeing movement of jobs to countries with low-cost

labour.

 Adapting to differing cultural and regulatory norms.

Overview of OBD 7
 Managing Workforce Diversity

 There are 2 level of workforce diversity:

1) Surface level diversity. 2) Deep level diversity.

 Surface diversity indicates the observable demographic or

physiological differences in people, such as race, ethnicity,
gender, age and physical disabilities.

 Deep level diversity explain about the differences in the

psychological characteristics of employees, including
personalities, beliefs, values and attitudes across different
cohorts.

Overview of OBD 8
 Responding to Economic Pressure

 In tough economic times, effective management is an asset.

 In good times, understanding how to reward, satisfy, and

retain employees is at a premium.

 In bad times, issues like stress, decision making, and coping

come to the forefront.

Overview of OBD 9
 Networked Organizations

 Networked organizations are becoming more pronounced.

 A manager’s job is fundamentally different in networked

organizations.

 Challenges of motivating and leading “online” require different

techniques.

 Policies on accessing social media at work.

 When, where, and for what purpose.

 Impact of social media on employee well-being.

Overview of OBD 10
 Enhancing Employee Well-Being

 The creation of the global workforce means work no longer

sleeps.

 Communication technology has provided a vehicle for working at

any time or any place.

 Employees are working longer hours per week.

 The lifestyles of families have changed—creating conflict.

 Balancing work and life demands now surpasses job security as

an employee priority.
Overview of OBD 11
 Improving Ethical Behavior

 Ethical dilemmas and ethical choices are situations in

which an individual is required to define right and wrong
conduct.

 Good ethical behavior is not so easily defined.

 Organizations distribute codes of ethics to guide employees

through ethical dilemmas.

 Managers need to create an ethically healthy climate.

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 3 Level of Analysis in OB

Source: Robbins, S P and Judge, T. A. (2019) Organizational Behaviour: Global Edition. 18th ed. Pearson Education Limited.

Overview of OBD 13
 Diversity in Organizations

How Organizations Manage Diversity Effectively?

 Diversity is more successful when it is everyone’s business,

not just for certain groups of employees.

 Teach managers about the benefits for equal employment

opportunity and encourage fair treatment of all people.

 Teach managers how a diverse workforce will be more

effective at serving a diverse customer base.

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 Attitudes

 Attitudes are evaluative statements - either favorable or

unfavorable – about objects, people or events. They reflect how
we feel about something.

 There are 3 components in attitudes: cognitive, affective and

behavioral.

 Cognitive: Opinion or belief of an attitude.

 Affective: Emotional or feeling of an attitude.

 Behavioral: Intention to behave toward someone or something.

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 Components of an Attitude

Cognitive = opinion
My superior gave a
promotion to my colleague
who deserve it less than me.
My superior is unfair.
Negative
Affective = feeling attitude
I dislike my superior toward
Superior
Behavioral = action
I’m looking for other job; I
will complain about my
superior to anybody who
would listen

Cognition, affect and behavior are closely related.

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 Discussion

 Research has generally concluded

that people do seek consistency
among their attitudes and
behaviors. However, there are
inconsistencies between their
attitudes and behaviors in reality,
So……

 Does behavior always follow

attitudes? Or attitudes follow
behavior?

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 Cognitive Dissonance

 BEHAVIOR follows ATTITUDES or ATTITUDES follow

BEHAVIOR?

 ATTITUDES follow BEHAVIOR: Sometimes people act in the

other way from what they believe and this is referring to as
cognitive dissonance.

 Cognitive dissonance (inconsistency): Any incompatibility

between two or more attitudes and behaviors.

 When inconsistency is experienced, individuals tend to attempt

to reduce this dissonance and try to avoid situations that are
likely to increase it.
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 Job Satisfaction – A Job Attitude

 A positive feeling about one’s job resulting from an

evaluation of its characteristics.

 Worker’s emotional response to different job related factors

resulting in finding pleasure, comfort, confidence, rewards,
personal growth and various positive opportunities.

 Job dissatisfaction is about employee’s response to their job

that can range from feelings of apathy, depression, despair,
anger, frustration and resentment. Desire to quit or move
on to something better in other place.

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Malaysian Job Happiness Motivators

Source: Employee Job Happiness Index 2017, JobStreet.com

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Top 3 Motivators for Increased Happiness

Source: Employee Job Happiness Index 2017, JobStreet.com

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Key Take Away for Hirers

Source: Employee Job Happiness Index 2017, JobStreet.com

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 Herzberg’s Two Factor Theory

Traditional View

Satisfaction Dissatisfaction

Motivators

Satisfaction No Satisfaction

Hygiene Factors

No Dissatisfaction Dissatisfaction

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Herzberg’s Two Factor Theory

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The Consequences of Dissatisfaction

Constructive Destructive

Active VOICE EXIT

(attempting to improve (leaving the organization)
conditions, discussing
problems with superior)

Passive LOYALTY NEGLECT

(passively but (passively allows
optimistically waiting for conditions to worsen
conditions to improve) includes absenteeism,
lateness)

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 Emotions and Moods

Affect
Broad range of feelings that people
experience. Can be explained in the
form of emotions and moods

Emotions
Moods
• Caused by specific event
• Cause is often general and unclear
• Brief in duration (seconds or
• Last longer than emotions (hours
minutes)
or days)
• Specific emotions such as
• More general (positive or negative
anger, fear, sadness,
affect)
happiness, surprise)
• Generally not indicated by distinct
• Usually accompanied by
expressions
distinct facial expressions
• Cognitive in nature
•Action oriented in nature
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 The Basic Emotions

 Many researchers agree on six essentially universe

emotions:

happiness surprise fear sadness anger disgust

 The six emotions were plotted along a continuum. The

closer two emotions are to each other, the more likely
people will confuse them. For exp: happiness for surprise
but not happiness and disgust.

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 The Basic Moods

High Negative Affect High Positive Affect

Tense Alert
Nervous Excited

Elated
Stressed
Happy
Upset

Sad Content

Depressed Serene

Bored Relaxed
Fatigued Calm
Low Positive Affect Low Negative Affect

Source: Robbins & Judge (2019) 28

 Discussion

 When nothing in particular is going on, what is the state of

mood that most individuals experience?

 Are emotions rational or irrational? What are the functions

they serve in the workplace?

 Why do we think people are in better moods than they

really are?

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Sources of Emotions and Moods

Personality

Day of the
Age and
week, Time
Gender
of the day

Sources of
Emotions
Sleep and
Exercise
and moods Stress

Social
Weather
Activities

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 Moods by the Day of the Week

High Negative moods are highest on Monday

Positive moods are highest

at the end of the week
Average

Low

9.00 AM Mon Tue Wed Thu Fri Sat

Positive affect Negative affect

Source: Mood and Temperament by D. Watson
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 Moods by the Time of Day

Positive mood peaks during the middle part of the day

High

Average
Negative moods show little variation over the day

Low

9.00 AM Noon 3.00 PM 6.00 PM 9.00 PM Midnight

Positive affect Negative affect
Source: Mood and Temperament by D. Watson
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