[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 ofimproving an org.’s effectiveness Systematic Study: look at relationships, attempting to attribute causes andeffects, 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 humansand other animals (learning, motivation, personality, emotions, etc.) - Social psychology: focus on people’s influence on one another (change-howto 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 (organizationalculture, environments, and differences among national cultures)Contingency Approach: using management concepts/tech in a situationallyappropriate 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 (contingencyvariables) Challenges and Opportunities:- Responding to economic pressures, globalization (managing workforcediversity)- Improving customer service, people skills, stimulating innovation andchange- Coping with “temporariness”-fast and flexible - Working in networked organizations, helping employees balance work-lifeconflicts- Improving ethical behavior Correlation vs. Causation: Correlation: an association btw two variables, the extent to which they co-occur Correlation does not mean causation (the association could be caused by a3rd variable that affects both)Scientific Management (Frederick Taylor): systematically determine best workmethods (time-motion), matching the best person to the job, pay the worker astrong wage (result: max profit for both management and labor) Evidence-based Management (EBM): basing managerialdecisions/organizational practices on the best scientific evidence [It isNOT intuition, gut feelings, common sense] - Scientific theory allows topredict (and control) future behavior or outcomesOpen Systems Model (it interacts with the environment in which itoperates) - An organization is a social collective with assigned tasks and rolesthat are coordinated to achieve a purpose or set of goals - Create a system of interdependent components/pieces (change onecomponent 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 whatthey’ve done in the past)Organizational Components: transform inputs to outputs: structure,culture, leadership, team dynamics, motivation & incentives (primary focusof organizational behavior research)- Strategy: goals/mission of the organization, decisions about how to useinputs to accomplish these goalsOutputs: individual-level/group-level/organizational effectiveness, socialimpact - 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 bythe congruence (or fit) among the elements of the system[RJ] Chapter 5 Personality and ValuesIndividual 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)]ii. How individuals differ: demographic/biographical, abilities, knowledge,skills, personality, values, interests, experience iii. 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 iv. Personality: sum total of ways in which an individual reacts to andinteracts with others (measurable traits a person exhibits) Measuring personality: personality tests are useful in hiring decisions andhelp 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 ofsituations The Myers-Briggs Type Indicator (MBTI): valuable tool for increasingself-awareness and providing career guidance 1. Extraverted (E) vs. Introverted (I): Outgoing, sociable, assertive/quiet, shy2. Sensing (S) vs. Intuitive (N): practical, routine, order, details/unconsciousprocesses, big picture3. Thinking (T) vs. Feeling (F): use reason, logic to handle problems/rely onpersonal values and emotions 4. Judging (J) vs. Perceiving (P): control, prefer ordered and structuredworld/flexible and spontaneous The Big Five Personality Model: predict how people behave in avariety of real-life situations 1. Extraversion: captures comfort level with relationships (gregarious,assertive, sociable); Introverts (reserved, timid, quiet)-increased learning,creative, flexible & autonomous—training performance, enhancedleadership, more adaptable to change2. Agreeableness: refer to an individual’s propensity to defer to others(cooperative, warm, trusting); cold, disagreeable, antagonistic-betterliked, more complaint and conforming—higher performance, lower levelsof deviant behavior 3. Conscientiousness: measure of reliability (responsible, organized,dependable, persistent); distracted, disorganized, unreliable, lessnegative thinking & emotions- higher job & life satisfaction, lower stresslevels4. Emotional stability (neuroticism/negative affectivity): ability to withstandstress (calm, self-confident, secure)l nervous, anxious, depressed,insecure-better interpersonal
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