organizational behavior group 1

8/4/2019 Organizational Behavior GROUP 1

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ORGANIZATIONALBEHAVIOR

Group 1


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Chapters

1. Individual indifferences

2. Values, Attitudes, Moods, and Emotions

3. Perception, Attribution,and the Management of Diversity


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Individual Differences


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Nature of personality

Individuals

Not alike

Environment, instinct and experiences

Emotions and actions


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Determinants of personality

Nature

Biologicalheritage

Nurture

Lifeexperiences


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Interaction

Personality

Feelings

Thoughts

Attitudes

behavior

Situational

factors


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ASA framework

Individualpersonality

Organizationalpersonality

Attraction

Individualpersonality

Organizationalpersonality

Attrition

Similar Not similar


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The BIG five model of personality

Openness

conscientiousness

ExtraversionAgreeableness

Neuroticism


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Openness to experience

Art, emotion, adventure, unusualideas, imagination, curiosity, andvariety of experience

Intellectually curious, appreciative ofart, and sensitive to beauty

More creative and more aware oftheir feelings


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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


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Conscientiousness

Self-discipline, act dutifully, and aimfor achievement

Planned rather than spontaneous

behavior

Control, regulate, and direct ourimpulses

Need for Achievement


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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 thingsI often forget to put things back in their proper place

I shirk my duties


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Extraversion

Positive emotions,surgency

Extraverts

Introverts

People

Energy

Enthusiastic

Action-oriented

Lack the social exuberance &

activity levels Quiet, low-key, deliberate, andless involved in the social world


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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 myselfI don't talk a lot

I have little to say


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Agreeableness

Compassionate and

cooperative

Considerate, friendly,

generous, helpful, and willingto compromise their interests


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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


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Neuroticism

Emotional instability

Experience Negative emotions, suchas anger, anxiety, or depression

Think clearly, make decisions, andcope effectively with stress


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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 thingsI am relaxed most of the time

I seldom feel blue


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Organizationally relevant personality

traits

External

Internal

High

Low


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Nature of ability

Cognitive ability

Motor skill

Physical skill

Physical ability

Emotional intelligence


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Types of Cognitive Ability


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The Determinants of Cognitive and

Physical Abilities

Nature

Biological heritage

Nurture

Education, practice& exercise


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Management ability


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Nature of values

Values

Work values

Intrinsic

Work

Values

Extrinsic

Work

Values

Ethical values

Justice values Utilitarian values

Moral rights values


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Outcome expectations and work

Comfortable existence

Family security

Sense of accomplishment

Self-respect

Social recognition

Exciting Life


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Intrinsic and Extrinsic Work Values

Interesting workand Challengingwork

Learning newthings

Making importantcontributions

Responsibility andautonomy

Being creative

High pay, Jobsecurity & Jobbenefits

Status in widercommunity

Social contacts

Time with family

Time for hobbies


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Work attitudes


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Components of work attitudes


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Work Moods

Excited

Enthusiastic

Active

Strong

Peppy

Elated

Distressed

Fearful

Scornful

Hostile

Jittery

Nervous

PositiveNegative


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Emotions

Intense, short-lived feelings that arelinked to specific cause or antecedent

Emotions can feed into moods

Emotional labor


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Emotional Labor


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Relationships Between Values,

Attitudes, Moods, and Emotions


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Determinants of Job Satisfaction


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Theories of Job Satisfaction

The Facet Model

H

erzbergs Motivator-H

ygiene Theory

The Discrepancy Model

The Steady-State Theory


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Consequences of no Job Satisfaction


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Determinants of Absence from Work

Motivationto attendwork is

affectedby

Jobsatisfaction

Organizationsabsencepolicy

Other factors

Abilityto

attendwork is

affected

by

Illness andaccidents

Transportationproblems

Familyresponsibilities


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Mobleys Model of the Turnover

Process

Jobdissatisfactionexperienced

Evaluationof

alternatives

Comparisonof

alternativeswith present

job

Intentionto

quit/stay

Search foralternatives

Thinkingof

quitting

Evaluationof benefitsand costsof quitting

Intention tosearch foralternatives

Quit/stay


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Consequences of job satisfaction

Organizational

citizenshipbehavior

Employeewell-being


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OrganizationalCommitment

Feelings and

beliefsabout theemploying

organizationas a whole

Affectivecommitment

Continuancecommitment


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Perception

Select, organize, and interpret the input from their

senses to give meaning and order to the world

around them


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Components of perception


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The Accuracy of Perceptions

Not always accurate

Perceptions arecritical for

managerial functions

Accuracy can beimproved by

understanding

Motivating subordinates Treating subordinates

fairly and equitably

Making ethical decisions

what perceptions are

how they are formed what influences them


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Characteristics of the Perceiver That

Affect Perception

Perceiver

Schemas

Motivationalstate

Perceptionof a target

Mood


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Factors That Influence Perception

Characteristics

of the Perceiver

Characteristics

of the Target

Characteristics

of the Situation

Schemas Ambiguity Additionalinformation

Motivational

state

Social status Salience

Mood Use of

impression

management


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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


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Impression Management Tactics

Behavioral

Matching

The target of perception matches

his or her behavior to that of the

perceiver.

A subordinate tries to imitate her bosss

behavior by being modest and soft-spoken

because her boss is modest and soft-spoken.

Self-

Promotion

The target tries to present herself

or himself in as positive a light as

possible.

A worker reminds his boss about his past

accomplishments and associates with co-

workers who are evaluated highly.

Conforming

to Situational

Norms

The target follows agreed-upon

rules for behavior in the

organization.

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.

Appreciating

or FlatteringOthers

The target compliments the per-

ceiver. This tactic works best when

flattery is not extreme and when itinvolves a dimension important

to the perceiver.

A coworker compliments a manager on his

excellent handling of a troublesome employee.

Being

Consistent

The targets beliefs and behaviors

are consistent. There is agreement

between the targets verbal and

nonverbal behaviors.

A subordinate delivering a message to his boss

looks the boss straight in the eye and has a

sincere expression on his face.


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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.

Interviewers decide in the first few minutes

of an interview whether or not a job candidate

is a good prospect.

Contrast

Effect

The perceivers perceptions of

others influence the perceivers

perception of a target.

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.

Halo

Effect

The perceivers general impression

of a target influences his or her

perception of the target on specific

dimensions.

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.


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Similar-to-

me 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

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.

Knowledge

of Predictor

Knowing how a target stands on apredictor of performance influences

perceptions of the target.

A professor perceives a student more positivelythan she deserves because the professor knows

the student had a high score on the SAT.


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Attribution Theory

Attribution

Externalattribution

Internalattribution


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Diversity Programs

Making explicit and breaking down organizationalmember stereotypes that result in inaccurateperceptions and attributions

Making members aware of different kinds of

backgrounds, experiences, and values

Showing members how to deal effectively withdiversity-related conflicts and tensions

Generally improving members understanding of eachother


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Sexualharassment

Quid proquo

Hostile workenvironment


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Combat Sexual Harassment

Develop a sexual harassment policy

Clearly communicate the organizations sexualharassment policy

Investigate charges of sexual harassment

Take corrective action

Provide sexual harassment training and education


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AMERICAN COMPANIES

SUFFERED IN RECENT YEARS

effort toreduce costs

restructuringand

downsizing

poorleadership

e.g., Kodak;Xerox.


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NEW CHALLENGES

CONFRONTING MANAGERS

IN TODAY'S BUSINESSENVIRONMENT


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THREE DIMENSIONS OFMANAGEMENT

Solutions for management problems byusing innovative technological solutions

Technical, Conceptual, and Human


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ORGANIZATIONAL BEHAVIOR,

ORGANIZATION THEORY (OT),

PERSONNEL/HUMAN RESOURCES(P/HR), AND ORGANIZATION

DEVELOPMENT

Organizationalbehavior is theoreticaland micro-oriented

Organizationalbehavior is theoreticaland micro-oriented

P/HR is applied and micro-oriented

OD is applied and macro-oriented.


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HENRI FAYOL'S CONTRIBUTIONS

TO ORGANIZATIONAL THEORY

He has beencalled thefather of

management

& successfulFrench

industrialist.

HenriFayol's

FourteenManagement

Principles

Given majorclassical

managementconcepts ofplanning,

organizing,developing,

staffing,coordinating,

andbudgeting

(PODSCORB)


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Fourteen Management Principles

Division of work

Authority andresponsibility

Discipline

Unity of command

Unity of direction

Subordination ofindividual interest to

general interest Remuneration of

personnel

Centralization

Scalar chain

Order

Equity

Stability of tenure ofpersonnel

Initiative

Espirt de corps


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Weber Believes AllBureaucracies Have CertainCharacteristics

Max Weber can be classified in the bureaucraticmanagement

He constructed a "rational-legalauthority" model of anideal type bureaucracy.


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FREDERICK W. TAYLOR'S

CONTRIBUTIONS TOORGANIZATIONAL THEORY

Ta lor has bee ter e the

father of scie tific a a e e t

pri ar otivationof an

e ployee was toearnoney

Taylor's ajor techniques inclu ed

ti e and otion

Taylor also pushed stronglyfor standardization in thedesign and useof tools


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Employee been divided into two group.

Experiment group & Control group


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MARY PARKER FOLLET &

HER IMPORTANTORGANIZATIONAL THEORY

Known as mother of Management


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ABRAHAMMASLOW'S


Need

Safety

Social

Esteem

Self actualization


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DOUGLAS MCGREGOR'S


Theory x- in its we deals with ve points

Theory Y +ve abt employee


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FREDERICK HERZBERG'SCONTRIBUTIONS TO THE

STUDY OF

ORGANIZATIONALBEHAVIOR

Motivation Need

Hygiene


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THANK

You

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