[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-occur Correlation does not mean causation (the association could be caused by a 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 (EBM): 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 outcomesOpen Systems Model (it interacts with the environment in which it operates) - An organization is a social collective with assigned tasks and roles 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[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 )] 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 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): valuable tool for increasing 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 processes, big picture 3. Thinking (T) vs. Feeling (F): use reason, logic to handle problems/rely on personal values and emotions 4. Judging (J) vs. Perceiving (P): control, prefer ordered and structured world/flexible and spontaneous The Big Five Personality Model: predict how people behave in a variety 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, 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
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