INDIVIDUALS IN ORGANIZATIONS

What is Organizational Behavior?

Organizational Behavior is the study of how people behave in organizations (descriptive) how to improve behavior to accomplish organizational goals (normative)

OB draws on many disciplines - sociology,

psychology, anthropology, political science

Why study Organizational Behavior?

We spend most of our waking life in organizations. We need to understand

how and why organizations function, and how and why we personally act in organizations

This prepares us to

increase our personal effectiveness; increase organizational effectiveness; resist organizations and reduce stress; make choices about organizations we join; create change.

If we dont understand organizations, we might be ineffective and

unsatisfied.

ORGANIZATIONAL BEHAVIOR (1)

Analyses and interprets peoples behavior in work

organizations
Multidisciplinary field:

Application of psychology, sociology, social psychology, political science, anthropology and economy to work settings

Human side of enterprise Causes and consequences of behavior Practical solutions to managerial problems

ORGANIZATIONAL BEHAVIOR (1)

A field of study that investigates the impact that

individuals, groups, and structure have on behavior within organizations

for the purpose of applying such knowledge toward improving an organizations effectiveness

What people do in an organization How that behavior affects the performance of the

organization Behavior related to jobs, work, absenteeism, employment turnover, productivity, human performance, and management

ORGANIZATION: DEFINITION (1)

A group of people working together towards a

common goal

developing and maintaining rather stabile and predictable behavioral models, even if the individuals of the organization may change

Examples

Companies Hospitals Schools Army

ORGANIZATION: DEFINITION (2)

A collectivity with relatively an identifiable boundary a normative order authority ranks communication systems membership coordinating systems;
this collectivity exists on a relatively continuous basis

in an environment and engages in activities that are usually related to a goal or a set of goals
(Hall, 1972)

Why Study Mgmt & Org Behavior

Organizational Behavior (OB): Provides a road map

OB Defined: The behaviors of individuals & groups within an organization, & the interaction between the Org. & environmental forces.

Management provides direction & organization

Management Defined: Practice of organizing, directing, & developing people, technology, & financial resources to provide products & services thru Org systems.

Slide 1-4

Basic OB Model
Independent Variables
Organizational Level

Dependent Variables
Productivity Absenteeism

Group Level

Turnover
Individual Level Job Satisfaction

Slide 1-3

Roots of Organizational Behavior

Psychology

Individual Organizational Behavior

Social Psychology

Groups
Sociology

Anthropology Political Science

Organization

Slide 1-6

Model of an Open Systems Organization

Feedback INPUTS Materials People Money Info OUTPUTS Products/Services Profits/Losses Employee Actions Information

TRANSFORMATION Technology

Environment

Organizations
Structures Processes Culture Environment Globalization Diversity Natural Environment

Individuals in Organizations
Motivation

Leadership
Power & Politics Conflict Management Decision-making Groups & Teams Stress

Organizations of the Future

Use knowledge to add value
Connectivity & flexibility

Alliances IT support Teams Networks

Shared vision
People relationship management

Individuals in Organizations
Knowledge workers

Teams
Adhoc & transient workforce Self-managing

Accountable Autonomous Creative

Life-long learning

ORGANIZATIONAL FORMS
TRADITIONAL ORGANIZATIONS NEW ORGANIZATIONS: NETWORK ORGANIZATION

LEVELS OF STUDYING ORGANIZATIONS

ORGANIZATIONAL LEVEL Organizational structure Organizational culture Leadership Communication Knowledge management Organizational learning Productivity

INDIVIDUAL LEVEL Motivation Communication Leadership Learning Productivity Wellbeing Stress MARKET GROUP LEVEL Customers Teams Leadership Knowledge management Communication

SOCIETY Citizens Government Information society

BETWEEN ORGANIZATIONS Networks Knowledge management Learning Communication

BASIC MODEL OF INDIVIDUAL BEHAVIOR

ENVIRONMENT
Other people Objects Events

BEHAVIOR
Visible reactions: Talking, Movements Expression of emotions

CONSEQUENCES
Productivity Conflicts Reactions to others Stress Etc.

PERSON
Heredity Knowledge Attitudes and values Skills Needs Personality

Biographical characteristics

INDIVIDUAL LEVEL

Perception
Personality and emotions Values and attitudes Motivation Individual decision making

Abilities

Individual learning

BIOGRAPHICAL CHARACTERISTICS

Age Gender Marital status Tenure:

lenght of service with an organization

 Individuals capacity to perform the various

tasks in a job What a person can do Intellectual abilities

Number aptitude, verbal comprehension, perceptual speed, inductive reasoning, deductive reasoning, spatial visualization, memory

Physical abilities The ability job fit

 Total number of how a person can react and interact with

others Personality determinant - clan

- environment - situation
Especially personality atribute

- locus of control
- machiavellianism - self-esteem - self-monitoring - Take a risk - Type A Personality

 Any relatively permanent change in

behavior that occurs as a result of experience

Learning involves change Change must be relatively permanent Learning takes place when there is a

change in action or attitudes

Some form of experience is necessary

for learning

Observation Practice Reading, etc.

Methods of shaping behavior

Positive reinforcement

A response something pleasant

Negative reinforcement

A response -> termination or withdrawal of something unpleasant

Punishment Extinction

Eliminating any reinforcement that is maintaining a behavior

VALUES
Values contain a jugdemental element, they carry an individuals ideas as to what is right, good, or desirable
Content: what is important Intensity: how important

Value system: the ranking of an individuals values in terms of their intensity

freedom, pleasure, self-respect, honesty, obedience, and equality, etc.

Company values (Organizational level) Values across cultures

3 components: Cognition Affect

Behavior: intention to behave in a certain way Job related attitudes

The emotional or feeling segment of an attitude

Job satisfaction: general attitude towards job Job involvement Organizational commitment: identification with the organization and its goals

PERSONALITY

Ways in which an individual reacts to and interacts with others The dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment (Allport) Personality traits: Big Five Extraversion introversion Agreeableness (e.g. co-operation, trust) Conscientiousness (e.g. responsible, persistent, organized) Emotional stability Openness to experience

The person-job fit Fit between an individuals personality characteristics and his or her occupational environment The person-organization fit

EMOTIONS

Affect: a generic term for feelings Emotions

Intense feelings that are directed at someone or something Reactions to an object

Moods are feelings that tend to be less intense than emotions and that lack a contextual stimulus Emotional labor

Expression of organizationally desired emotions during interpersonal transactions Felt emotions <-> displayed emotions

EMOTIONAL INTELLIGENCE
An assortment of noncognitive skills,

capabilities, and competencies that influence a persons ability to succeed in coping with environmental demands and pressures

Self-awareness Self-management Self-motivation Empathy Social skills

PERCEPTION
A process by which individuals organize

and interpret their sensory impressions in order to give meaning to their environment
Applications in organizations Employment interview Performance expectations Performance evaluation Employee effort Employee loyalty

ORGANIZATIONAL LEVEL
Human resource policies and practices

HUMAN OUTPUTS Productivity Stress Absenteeism Turnover Citizenship Satisfaction

Organizational culture

Organizational structure and design

Work design and technology

Group level