ORGANIZATIONAL BEHAVIOR

Group 1

Chapters
1. 2. 3.

Individual indifferences Values, Attitudes, Moods, and Emotions Perception, Attribution, and the Management of Diversity

Individual Differences

Nature of personality
Individuals Not alike Environment, instinct and experiences Emotions and actions

Determinants of personality

Nature Biological heritage

Nurture Life experiences

Interaction
Personality Feelings Thoughts Attitudes behavior Situational factors

ASA framework

Attraction

Attrition

Individual personality
Similar

Individual personality
Not similar

Organizational personality

Organizational personality

The BIG five model of personality

Openness

Neuroticism

conscientiousness

Agreeableness

Extraversion

Openness to experience
Art, emotion, adventure, unusual ideas, imagination, curiosity, and variety of experience Intellectually curious, appreciative of art, and sensitive to beauty More creative and more aware of their feelings

Measures
I have a rich vocabulary I have a vivid imagination I have excellent ideas I spend time reflecting on things I use difficult words I am not interested in abstractions I do not have a good imagination I have difficulty understanding abstract ideas

Conscientiousness
Self-discipline, act dutifully, and aim for achievement Planned rather than spontaneous behavior Control, regulate, and direct our impulses Need for Achievement

Measures
I am always prepared I am exacting in my work I follow a schedule I get chores done right away I like order I pay attention to details I leave my belongings around I make a mess of things I often forget to put things back in their proper place I shirk my duties

Extraversion
Positive emotions, surgency Extraverts
People Energy Enthusiastic Action-oriented

Introverts

Lack the social exuberance & activity levels Quiet, low-key, deliberate, and less involved in the social world

Measures
I am the life of the party I don't mind being the center of attention I feel comfortable around people I start conversations I talk to a lot of different people at parties I am quiet around strangers I don't like to draw attention to myself I don't talk a lot I have little to say

Agreeableness
Compassionate and cooperative Considerate, friendly, generous, helpful, and willing to compromise their interests

Measures
I am interested in people I feel others' feelings I have a soft heart I make people feel at ease I sympathize with others feelings I take time out for others I am not interested in other peoples problems I am not really interested in others I feel little concern for others I insult people I like being isolated

Neuroticism
Emotional instability Experience Negative emotions, such as anger, anxiety, or depression Think clearly, make decisions, and cope effectively with stress

Measures
I am easily disturbed I change my mood a lot I get irritated easily I get stressed out easily I get upset easily I have frequent mood swings I often feel blue I worry about things I am relaxed most of the time I seldom feel blue

Organizationally relevant personality traits

High Low

Internal

External

Nature of ability
Cognitive ability

Physical ability Motor skill Physical skill Emotional intelligence

Types of Cognitive Ability

The Determinants of Cognitive and Physical Abilities

Nature Biological heritage

Nurture Education, practice & exercise

Management ability

Nature of values
Values

Work values

Ethical values

Intrinsic Work Values

Extrinsic Work Values

Justice values

Utilitarian values

Moral rights values

Outcome expectations and work

Comfortable existence Family security Sense of accomplishment Self-respect Social recognition Exciting Life

Intrinsic and Extrinsic Work Values

Interesting work and Challenging work Learning new things Making important contributions Responsibility and autonomy Being creative High pay, Job security & Job benefits Status in wider community Social contacts Time with family Time for hobbies

Work attitudes

Components of work attitudes

Work Moods
Excited Distressed

Enthusiastic

Fearful

Active Scornful

Positive
Strong

Negative
Hostile

Peppy Jittery Elated Nervous

Emotions
Intense, short-lived feelings that are linked to specific cause or antecedent Emotions can feed into moods

Emotional labor

Emotional Labor

Relationships Between Values, Attitudes, Moods, and Emotions

Determinants of Job Satisfaction

Theories of Job Satisfaction

The Facet Model Herzbergs Motivator-Hygiene Theory The Discrepancy Model The Steady-State Theory

Consequences of no Job Satisfaction

Determinants of Absence from Work

Motivation to attend work is affected by

Job satisfaction Organizations absence policy Other factors

Ability to attend work is affected by

Illness and accidents Transportation problems Family responsibilities

Mobleys Model of the Turnover Process

Job dissatisfaction experienced Thinking of quitting Evaluation of benefits and costs of quitting

Evaluation of alternatives

Search for alternatives

Intention to search for alternatives

Comparison of alternatives with present job

Intention to quit/stay

Quit/stay

Consequences of job satisfaction

Employee well-being Organizational citizenship behavior

Organizational Commitment
Feelings and beliefs Affective commitment about the employing Continuance organization commitment as a whole

Perception
Select, organize, and interpret the input from their senses to give meaning and order to the world around them

Components of perception

The Accuracy of Perceptions

Not always accurate
Motivating subordinates Perceptions are Treating subordinates critical for fairly and equitably managerial functions Making ethical decisions

Accuracy can be improved by understanding

what perceptions are how they are formed what influences them

Characteristics of the Perceiver That Affect Perception

Schemas Perceiver Motivational state Mood Perception of a target

Factors That Influence Perception

Characteristics Characteristics of the Perceiver of the Target Schemas Motivational state Mood Ambiguity Social status Use of impression management Characteristics of the Situation Additional information Salience

Impressions management
People attempt to influence the perceptions of other people about a person, object or event; they do so by regulating and controlling information in social interaction

Impression Management Tactics

Behavioral Matching SelfPromotion Conforming to Situational Norms Appreciating or Flattering Others Being Consistent
The target of perception matches his or her behavior to that of the perceiver. The target tries to present herself or himself in as positive a light as possible. The target follows agreed-upon rules for behavior in the organization. The target compliments the perceiver. This tactic works best when flattery is not extreme and when it involves a dimension important to the perceiver. The targets beliefs and behaviors are consistent. There is agreement between the targets verbal and nonverbal behaviors. A subordinate tries to imitate her bosss behavior by being modest and soft-spoken because her boss is modest and soft-spoken. A worker reminds his boss about his past accomplishments and associates with coworkers who are evaluated highly. A worker stays late every night even if she has completed all of her assignments because staying late is one of the norms of her organization. A coworker compliments a manager on his excellent handling of a troublesome employee.

A subordinate delivering a message to his boss looks the boss straight in the eye and has a sincere expression on his face.

Biases and Problems in Perception

Primacy Effects
The initial pieces of information that a perceiver has about a target have an inordinately large effect on the perceivers perception and evaluation of the target. The perceivers perceptions of others influence the perceivers perception of a target. Interviewers decide in the first few minutes of an interview whether or not a job candidate is a good prospect.

Contrast Effect

A managers perception of an average subordinate is likely to be lower if that subordinate is in a group with very high performers rather than in a group with very low performers. A subordinate who has made a good overall impression on a supervisor is rated as performing high-quality work and always meeting deadlines regardless of work that is full of mistakes and late.

Halo Effect

The perceivers general impression of a target influences his or her perception of the target on specific dimensions.

Similar-tome Effect

People perceive others who are similar to themselves more positively than they perceive those who are dissimilar.

Supervisors rate subordinates who are similar to them more positively than they deserve.

Harshness, Leniency, Average Tendency Knowledge of Predictor

Some perceivers tend to be overly harsh in their perceptions, some overly lenient. Others view most targets as being about average.

When rating subordinates performances, some supervisors give almost everyone a poor rating, some give almost everyone a good rating, and others rate almost everyone as being about average. A professor perceives a student more positively than she deserves because the professor knows the student had a high score on the SAT.

Knowing how a target stands on a predictor of performance influences perceptions of the target.

Attribution Theory

Attribution

External attribution

Internal attribution

Diversity Programs
Making explicit and breaking down organizational member stereotypes that result in inaccurate perceptions and attributions Making members aware of different kinds of backgrounds, experiences, and values Showing members how to deal effectively with diversity-related conflicts and tensions Generally improving members understanding of each other

Sexual harassment

Quid pro quo

Hostile work environment

Combat Sexual Harassment

Develop a sexual harassment policy Clearly communicate the organizations sexual harassment policy Investigate charges of sexual harassment Take corrective action Provide sexual harassment training and education

effort to reduce costs

restructuring and downsizing

poor leadership

e.g., Kodak; Xerox.

AMERICAN COMPANIES SUFFERED IN RECENT YEARS

NEW CHALLENGES CONFRONTING MANAGERS IN TODAY'S BUSINESS ENVIRONMENT

Technical, Conceptual, and Human

Solutions for management problems by using innovative technological solutions

THREE DIMENSIONS OF MANAGEMENT

ORGANIZATIONAL BEHAVIOR, ORGANIZATION THEORY (OT), PERSONNEL/HUMAN RESOURCES (P/HR), AND ORGANIZATION DEVELOPMENT
Organizational behavior is theoretical and micro-oriented Organizational behavior is theoretical and micro-oriented P/HR is applied and micro-oriented OD is applied and macro-oriented.

HENRI FAYOL'S CONTRIBUTIONS TO ORGANIZATIONAL THEORY

He has been called the father of management & successful French industrialist.

Henri Fayol's Fourteen Managem ent Principles

Given major classical management concepts of planning, organizing, developing, staffing, coordinating, and budgeting (PODSCORB)

Fourteen Management Principles

Division of work Authority and responsibility Discipline Unity of command Unity of direction Subordination of individual interest to general interest Remuneration of personnel Centralization Scalar chain Order Equity Stability of tenure of personnel Initiative Espirt de corps

Weber Believes All Bureaucracies Have Certain Characteristics Max Weber can be classified in the bureaucratic management He constructed a "rational-legal authority" model of an ideal type bureaucracy.

Ta lor has bee ter e the father of scie tific a a e e t

pri ar otivation of an e ployee was to earn oney Taylor also pushed strongly for standardization in the design and use of tools

Taylor's

ajor techniques inclu ed ti e and otion

FREDERICK W. TAYLOR'S CONTRIBUTIONS TO ORGANIZATIONAL THEORY

Employee been divided into two group. Experiment group & Control group

MARY PARKER FOLLET & HER IMPORTANT ORGANIZATIONAL THEORY

Known as mother of Management

Need Safety Social Esteem Self actualization

ABRAHAM MASLOW'S CONTRIBUTIONS TO ORGANIZATIONAL THEORY

Theory x- in its we deals with ve points Theory Y +ve abt employee

DOUGLAS MCGREGOR'S CONTRIBUTIONS TO ORGANIZATIONAL THEORY

Motivation Need Hygiene

FREDERICK HERZBERG'S CONTRIBUTIONS TO THE STUDY OF ORGANIZATIONAL BEHAVIOR

THANK
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