Organizational Behavior 4)Organizational Development: collection of change methods that try

Organizational Behavior: impact that individuals, groups, and structure to improve organizational effectiveness & employee well-being ; method
have on behavior within organizations, especially in how it relates to an values human and organizational growth, collaboration and participation
organization’s effectiveness Emotions and Moods
Roles Managers play in Workplace: 1) Interpersonal - Figurehead, Emotions: intense feelings that are directed at someone or something
Leader, Liaison 2) Informational - Monitor, Disseminator, Spokesperson Moods: feelings that tend to be less intense than emotions and that lack
3) Decisional - Entrepreneur, Disturbance Handler, Resource Allocator, a contextual stimulus; tend to be prolonged in nature Emotional
Negotiator Key Skills Managers Need: Technical Skills, Human Skills, Intelligence (EI): ability to detect and to manage emotional cues and
Conceptual Skills; Manager Allocation of Activities: 1) Successful information ; Emotional Intelligence Competencies: 1)Self-
managers - spends lot of time networking Awareness: understanding our emotions and their impact on ourselves
2) Effective managers - focus lot of time on communication and others 2) Social Awareness: empathy; understanding the emotions
Foundations of Organizational Structure of others and their impact on relationships 3) Self-Management: self
Organizational Structure: way in which job tasks are formally divided, regulation; thinking before acting and staying in control of our emotions
grouped, and coordinated 7 Elements in Org. Structure: 1) Work 4) Relationship Management: ability to establish rapport with others to
specialization: degree that tasks in an org. Are subdivided build good relationships
2) Departmentalization: how jobs in an org. Are grouped 3) Chain of Affective Events Theory: Employees react emotionally to events at
Command: unbroken line of authority from top down 4) Span of work, which affects their job performance and satisfaction.
Control: number of subordinates a manager can efficiently and Personality and Values
effectively direct 5) Centralization & Decentralization: degree to which Personality: enduring characteristics that describe an individual’s
a decision is concentrated or not concentrated at a single point in an org. behavior BIG 5 PERSONALITY MODEL: 5 basic dimensions marking
6) Formalization: degree to which jobs within org. are standardized 7) significant variation between human personalities 1) Extraversion -
Boundary Spanning: when people form relationships outside of their comfort level with relationships: assertiveness, sociable 2)
pre-established groups Agreeableness - ability to agree with others: cooperative, warm, &
Types of Organizational Structures: 1) Simple Structure: manager trusting 3) Conscientiousness - measure of reliability: responsible,
and owner are one and the same 2) Bureaucracy: very standardized; organized, dependable, persistent degree of organization, persistence,
highly routine operations, formalized rules and regulations, centralized and motivation in goal directed behavior. High means hard working and
authority 3) Matrix Org: combines two forms of departmentalization - diligent which is essentital. High means when task are hard, they don’t
functional and product; disadvantage - can create confusion 4) Virtual slack or quit. 4) Emotional Stability / Neuroticism - ability to withstand
Org: mgmt outsources primary functions of business 5) Team stress, be calm, self-confident, and secure 5) Openness to Experience
Structure: eliminates chain of command and replaces departments w/ - range of interests and fascination with novelty: creative, curious,
empowered teams 6) Circular Structure: @ center are executives then artistically sensitive
working outward is managers, specialists, etc Motivation Concepts
2 Broader Models of Org. Structure: 1) Mechanistic: bureaucratic, Motivation: processes that account for an individual’s intensity,
departmentalized, formalized, limited info network, little participation in direction, and persistence of effort toward attaining a goal
decision making 2) Organic: cross-hierarchical, cross-functional, low Extrinsic Motivation: force inspiring your performance is in achieving a
formalization, open info network, high participation in decisions goal outside of the activity itself Intrinsic Motivation: individual
Mechanistic better for cost minimization; organic better for innovation characteristics that drive you to engage in work activities and behaviors,
Organizational Culture such as needs, personality traits, and values
Organizational Culture: system of shared meaning held by members Herzbeg Two Factor- hygiene elements of life that do not increase
that distinguished the organization from other organizations satisfaction but can promote dissatisfaction(quality of supervision,
Dominant Culture: expresses core values shared by many members working conditions,pay, policies, physical conditions, relationships, and
Subculture: minicultures within an org; often departmental or job security are hygiene) and intrinsic are motivation factors (promotional
geographic. Reflect common problems or experiences opportunities, growth opportunities, recognition, responsibility,
Observable Core culture- core values(beliefs about right way to achievement)
behave). Heroes- people past and present who display core values. Maslow’s Hierarchy of Needs: theory of motivation 1st (bottom) level:
Rites and rituals – celebration of heroes and events displaying core Physiological 2nd level: Safety 3rd Level: Social affection,
values. Stories- tales about events conveying core values. Symbols- belongingness 4th Level: Esteem (self-respect, autonomy) 5th Level:
language and other symbols conveying core values Self-Actualization growth, achieving potential, self-fulfillment
Organizational culture- innovation and risk taking( degree encouraged McClelland’s Theory of Needs: states that achievement, power, and
to take risks), stability (degree organizational decisions and actions affiliation are 3 important needs that help explain motivation 3 Needs: 1)
emphasize maintaining status quo), attention to detail ( degree that Need for Achievement - drive to excel, achieve in relationship to a set
employees are expected to exhibit precision, analysis), outcome of standards, strive to succeed 2) Need for Power - need to make
orientation (degree managers focus on outcomes rather than how they others behave in a way in which they would not have behaved otherwise
are achieved), people orientation ( effects on people), team orientation) 3) Need for Affiliation - desire for friendly and close interpersonal
degree to which work is organized are teams rather than individuals, relationships
aggressiveness (degree that employees are aggressive and competitive Goal-Setting Theory: says that specific and difficult goals, with
rather than cooperative) feedback, lead to higher performance Equity Theory: says that
Once a culture is formed it can be difficult to change; cultures that lack individuals compare their job inputs and outcomes with those of others
ethical norms can lead to people blindly making bad choices and then respond to eliminate any inequities; fairness - is salary
Organizational Change and Stress Management distributed fairly? Same processes/procedures applied to everyone?
1)Lewin’s 3 Step Model: 1) Unfreeze(1-4): overcome pressures of Self-determination theory- proposes that in addition to being driven by
individual resistance / group conformity 2) Movement(5-7): change a need for autonomy, people seek ways to achieve competence and
process that transforms org from status quo to desired state 3(8) positive connections with others
Refreeze: stabilize the change by balancing driving and restarting forces Expectancy Theory: tendency to act in a certain way depends on the
(reinforce the changes by demonstrating the relationship between new expected outcome; 3 Relationships: 1) Effort-performance: probability
behaviors and organizational success) that exerting extra effort will yield better performance 2) Performance-
2)Kotter’s 8 Step Plan: 1) establish urgency 2) identify powerful reward: probability that reward will be received 3) Rewards-personal
sponsors 3) develop vision 4) communicate vision 5) empower others to goals: probability that personal goals will be met
act out vision 6) generate short-term wins, publicize, and reward results Perception and Individual Decision Making
7) consolidate improvements & facilitate more change 8) monitor and Perception: how individuals organize and interpret their sensory
institutionalize changes impressions to give meaning to their environment
3)Action Research: change process based on systematic collection of Perception influenced by: perceiver, target, situation
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data and then selection of a change action based on what the analyzed Attribution Theory: attempt to determine whether an individual’s
data indicate 1) diagnosis 2) analysis 3) feedback 4) action 5) evaluation behavior is internally or externally caused
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Decision making mistakes Escalation of Commitment: staying with a visual; Communicators- friendly, positive, understanding; Expediters-
decision even when there is clear evidence that it is wrong detail-oriented, hardworker
Fundamental Attribution Error: tendency to underestimate the Leadership
influence of external factors and overestimate the influence of internal Leadership: the ability to influence a group toward a set of goals.
factors when making judgments about the behavior of others Selective Focuses on downward influence
Perception: tendency to selectively interpret what one sees on the basis Behavioral Theories of Leadership: theories proposing that specific
of one’s interests, background, experience, and attitudes Confirmation behaviors differentiate leaders from non-leaders. Actions they can be
Bias: type of selective perception; seek out info. That reaffirms past trained to do.
choices, and discount information that contradicts past judgments Self- Good LEADERS ≠ Good MANAGERS & Vice Versa
Fulfilling Prophecy: people’s expectations of one another can
determine their behavior; expectations become reality Anchoring Bias: Don’t need formal appointment, formal rights don’t ensure success, all
fixating on initial information as a starting point and failing to adequately managers aren’t leaders, all leaders aren’t superior to followers
adjust for subsequent information Self-Serving Bias: tendency of
Non-sanctioned leadership is often as important or more
individuals to attribute their own successes to internal factors and put
important than formal influence
blame of failures on external factors
Trait Theories of Leadership: focus on personal qualities and
Decisions: choices made from among two or more alternatives
characteristics; Good Leaders: extraverted, assertive, conscientious,
Rational Decision-Making Model (Doesn’t take into consideration that
creative and flexible ; Research has shown that traits can predict the
all information might not be available to decision maker): describes how
emergence of a leader, but not his or her efficiency as a leader.
individuals should behave in order to maximize some outcome
5 Types of Leaders: 1) Consideration / Employee Oriented: friendly,
STEPS: 1) Define Problem 2) identify decision criteria 3) Allocate
supportive, trustworthy 2) Structure / Production Oriented: defines and
weights to the criteria 4) Develop Alternatives 5) Evaluate Alternatives 6)
structures goals, coordinates activities and criticizes poor performance
Select best alternative; Bounded Rationality: making decisions by
3) Charismatic / Transformational: personal risk, sensitivity to follower
constructing simplified models that extract the essential features from
needs, unconventional behavior, vision & articulation 4) Transactional:
problems without capturing all their complexity Intuitive Decision
laissez-faire, contingent reward (setting targets, monitoring performance,
Making: unconscious process created out of distilled experience
and correcting employees. Predetermined expectations 5) Authentic
Foundations of Group Behavior
(includes ethical leadership): primarily romotes TRUST. know who
Group: two or more individuals, interacting and interdependent, who’ve
they are, know what they believe in, act on those values candidly and
come together to achieve particular objectives
people subsequently have faith in them
Forming stage- beginning to merge. Takes a while for close
Power and Politics
relationships to develop and group shows cohesiveness
Power: capacity that A has to influence the behavior of B so that B acts
Temporary Work groups- different than permanent groups and not
in accordance with A’s wishes
best understood in same model of development.
Power vs leadership- does not require goal compatability between
Social Identity Theory: idea that individuals have emotional reactions
leaders and followers
to the success or failure of their group because their self-esteem gets
Dependence: B’s relationship to A when A possesses something that B
tied into the performance of the group Ingroup Favoritism: perspective
requires; 5 Bases of Power: 1) Coercive: power base dependent on
in which we see members of our ingroup as better than other people
fear of negative results from failing to comply 2) Reward: power based
Status: socially defined position / rank given to group members by
others Status Characteristics Theory: states that differences in status on ability to give rewards that others see as valuable 3) Legitimate
power a person receives as a result of his or her position in formal
characteristics create status hierarchies within groups Roles: set of
hierarchy of an org. 4) Expert: influence based on special skills /
expected behavior patterns attributed to someone occupying a given
knowledge 5) Referent(ial): influence based on identification with a
position in a social unit Role Perception: tells us how we should act
person who has desirable resources or personality traits
Role Expectations: how others think we should act Role Conflict:
personal sources of power are most effective for increasing
experienced by people facing different role expectations Interrole
employee performance and satisfaction
Conflict: when expectations of our different, separate groups are in
9 Distinct Influence Tactics: 1) Legitimacy: relying on authority
opposition Interacting Groups: members meet face-to-face and rely on
position or rules to give power 2) Rational persuasion: logical
both verbal and non-verbal interaction to communicate with each other
arguments and factual evidence 3) Inspirational Appeals: emotional
Social Loafing: tendency for people not to try as hard when working in
commitment by appealing to values, needs, hopes 4) Consultation:
a group ; bystander effect Brainstorming: idea-generation that
increasing target’s support by involving them in decision, making them
encourages all ideas; can overcome pressures for conformity Nominal
feel important 5) Exchange: rewarding target w/ benefits in exchange for
Group Technique: restricts discussion during decision making process-
following order 6) Personal Appeals: asking to follow orders based on
members all present but they operate independently - avoids groupthink
friendship / loyalty 7) Ingratiation: flattery, praise, friendly behavior 8)
- members then rank each others’ ideas
Pressure: using warnings, repeated demands, & threats 9) Coalitions:
Understanding Work Teams
enlisting aid or support of others to persuade target to agree
Work Group: group that interacts primarily to share info. and make
Conflict and Negotiation
decisions to help each group member perform within his or her area of
Conflict: process that begins when one party perceives that another
responsibility
party has negatively affected, or is about to negatively affect, something
Successful Teams (member selected to ensure all various roles are
that the first party cares about Functional Conflict: supports goals of
filled)
the group and improves performance; Dysfunctional Conflict:
Effective teams: leadership structure, member flexibility, team efficacy,
destructive, does not help achieve goals Traditional view of conflict:
and enough resources to achieve their goals
all is harmful and should be avoided 3 Types of Conflict: 1) Task
Work Team: group whose individual efforts result in performance that is
Conflict: relates to content and goals of the task 2) Relationship
greater than the sum of the individuals inputs
Conflict: focuses on interpersonal relationships 3) Process Conflict:
TEAMS HAVE SYNERGY ; GROUPS ARE JUST RANDOM PEOPLE
about how the work gets done 3 Loci of Conflict: 1) Dyadic Conflict:
4 Types: 1) Problem-Solving 2) Self-Managed (higher satisfaction,
conflict between 2 people 2) Intragroup Conflict: occurs within a group
don’t manage conflict well, supervisory positions take on decreased
or team
importance, 10-15 people) 3) Cross-Functional 4) Virtual; Cross-
3) Intergroup Conflict: occurs between different teams
Functional Teams: employees from about the same hierarchical level
Conflict process- 1 )potential opposition or incompatability
from different work areas who come together to accomplish a task;
(communication, personal variables, structure, 2) Cognition and
Team Effectiveness Model: Context: Adequate resources, leadership
Personalization ( perceived or felt conflict),3) Intentions (Conflict
and structure, climate of trust, performance evaluation & reward system
handling-intentions, competitng, collaborating, compromising, avoiding,
Composition: abilities of members, personality, allocating roles, diversity,
accommodating, 4) Behavior (parties behavior and other’s reaction) 5)
size, member flexibility, member preferences Process: common
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purpose, specific goals, team efficacy, conflict levels, social loafing;
performance)
Composition: Leaders- organized, conscientious; Artists- creative,
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