RJ Chapter 1 Introduction to Organizational Behavior Organization Behavior the study of the impact that individuals groups and structure have on behavior w organizations for the purpose of improving an org s effectiveness Systematic Study look at relationships attempting to attribute causes and effects and basing conclusions on scientific evidence Organization Consciously coordinated social unit Composed of two or more people Functions on a continuous basis to achieve a common goal Characterized by formal roles that define the behavior of its members Disciplines Psychology seek to measure explain and change the behavior of humans and other animals learning motivation personality emotions etc Social psychology focus on people s influence on one another change how to implement it and how to reduce barriers to its acceptance Sociology studies people in relation to their social environment or culture structure organizational technology communication conflict Anthropology learn about human beings and their activities organizational culture environments and differences among national cultures Contingency Approach using management concepts tech in a situationally appropriate manner instead of trying to rely on one best way it depends few absolutes Absolutes X leads to y but only under conditions specified in z contingency variables Challenges and Opportunities Responding to economic pressures globalization managing workforce diversity Improving customer service people skills stimulating innovation and change Coping with temporariness fast and flexible Working in networked organizations helping employees balance work life conflicts Improving ethical behavior Correlation vs Causation Correlation an association btw two variables the extent to which they co Correlation does not mean causation the association could be caused by a occur 3rd variable that affects both Scientific Management Frederick Taylor systematically determine best work methods time motion matching the best person to the job pay the worker a strong wage result max profit for both management and labor Evidence based Management basing managerial decisions organizational practices on the best scientific evidence It is NOT intuition gut feelings common sense Scientific theory allows to predict and control future behavior or outcomes Open Systems Model it interacts with the environment in which it operates An organization is a social collective with assigned tasks and roles EBM that are coordinated to achieve a purpose or set of goals Create a system of interdependent components pieces change one component and it affects other components Inputs 1 Environment external stakeholders broader environmental conditions 2 Internal resources employees financial capital reputation 3 History organizational inertia organizations tend to continue doing what they ve done in the past Organizational Components transform inputs to outputs structure culture leadership team dynamics motivation incentives primary focus of organizational behavior research Strategy goals mission of the organization decisions about how to use inputs to accomplish these goals Outputs individual level group level organizational effectiveness social impact Congruence Theory Congruence the degree to which the needs demands goals objectives structures of one component are consistent with the needs demands goals objectives and structures of another component Congruence theory organizational effectiveness is driven in large part by the congruence or fit among the elements of the system ii iii iv RJ Chapter 5 Personality and Values Individual Differences i Determinants of Behavior Behavior Ability are you able to Motivation do you want to Situation do conditions allow you to B A M S How individuals differ demographic biographical abilities knowledge skills personality values interests experience Abilities individual s capacity to perform various tasks Intellectual ability capacity to do mental activities Physical ability capacity to do tasks demanding stamina dexterity strength Personality sum total of ways in which an individual reacts to and interacts with others measurable traits a person exhibits Measuring personality personality tests are useful in hiring decisions and help managers forecast who is best for a job self report surveys Personality determinants Heredity factors determined at conception Personality traits exhibit characteristics in a large number of situations The Myers Briggs Type Indicator MBTI self awareness and providing career guidance 1 Extraverted E vs Introverted I Outgoing sociable assertive quiet shy 2 Sensing S vs Intuitive N practical routine order details unconscious valuable tool for increasing processes big picture 3 Thinking T vs Feeling F use reason logic to handle problems rely on 4 personal values and emotions Judging J vs Perceiving P control prefer ordered and structured world flexible and spontaneous The Big Five Personality Model variety of real life situations 1 Extraversion captures comfort level with relationships gregarious assertive sociable Introverts reserved timid quiet increased learning predict how people behave in a creative flexible autonomous training performance enhanced leadership more adaptable to change 2 Agreeableness refer to an individual s propensity to defer to others cooperative warm trusting cold disagreeable antagonistic better liked more complaint and conforming higher performance lower levels of deviant behavior 3 Conscientiousness measure of reliability responsible organized dependable persistent distracted disorganized unreliable less negative thinking emotions higher job life satisfaction lower stress levels 4 Emotional stability neuroticism negative affectivity ability to withstand stress calm self confident secure l nervous anxious depressed insecure better interpersonal skills greater social dominance more emotionally expressive higher performance enhanced leadership higher job life satisfaction 5 Openness to experience range of interests and fascination with novelty creative curious artistically sensitive comfort persistence drive and discipline better organized planning higher performance enhanced leadership greater longevity Machiavellianism Mach Core self evaluations CSE more ambitious goals committed to goals persist longer in attempting to reach goals pragmatic maintain emotional distance believe ends can justify means but more stressed engage in more deviant work behaviors Narcissism Self
View Full Document
Unlocking...