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CHAPTER 1
Organizational Behavior- Actions of individuals and
groups in an organizational context.
Managing Organzational Behavior - Actions
focused on;
acquiring
developing
applying
The knowledge and skills of people.
Strategic OB Approach- Organizing and managing
peoples knowledge and skills to;
implement strategy
gain competitive advantage
Importance of Understanding OB
Enhance our ability to leverage peoples
potential within the organization.
Gain confidence in empowering associates to
work toward solving problems.
Integrate behavioral science knowledge to
organizational applications.
Behavioral Sciences:
Psychology
Social psychology
Sociology Economics
Cultural anthropology
Organization Defined - Collection of individuals
forming a coordinated system of specialized
activities for the purpose of achieving certain goals
over some extended period of time.
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Features of Organizations
Network of individuals
System
Coordinated activities
Division of labor
Goal orientation
Continuity over time, regardless of individual
membership change
Human Capital
Sum of skills, knowledge, and general attributes of
people in the organization.
Competitive Advantage
Able to perform some aspect of work better than
competition offering customers added value.
Valueo Individuals capable of supporting strategy
for competing.
Rareness
o Unique skills and talents of individuals.
Imitability
o Extent that individual skills and talents can
be copied.
Positive OB Nurtures individuals strengths for
personal and professional advantage.
High-Involvement Management
Selective Hiring
Extensive Training
Decision Power
Information Sharing
Incentive Compensation
Demands on High-Involvement Managers
Selective Hiring
Extensive Training
Decision Power
Information Sharing
Incentive Compensation
CHAPTER 2
Diversity A characteristic of a group of people
where differences exist on one or more relevant
dimensions.
Multicultural Organization The organizationa
culture values differences.
Plural OrganizationHas a diverse workforce and
takes steps to be inclusive and respectful of
differences, but where diversity is tolerated rather
than valued.
Monolithic OrganizationHomogeneous.
Forces of Change
Changing Population Demographics
Increase in the Service Economy Global Economy
Requirements for Teamwork
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Roadblocks to Diversity
Prejudice and Discrimination
Stereotyping
Differences in Social Identity
Power Differentials
Poor Structural Integration
Communication Problems
Prejudice
Unfair negative attitudes about people who belong
to social or cultural groups outside our own.
DiscriminationBehavior resulting in unequal treatment of
individuals based on group membership.
Modern Racism
Subtle discrimination despite people knowing it is
wrong to be racially prejudice and thinking they are
not.
Stereotyping
Generalized beliefs about the characteristics of agroup of individuals.
Social Identity
Persons knowledge that he/she belongs to certain
social groups, where belonging has emotional
significance.
Power DifferentialsSources of Power
Expert knowledge
Formal position
Control rewards/resources
Being irreplaceable
Ascribed Status
Status and power that is assigned by cultural norms
and depends on group membership.
Structural Integration
Degree to which minorities and women are
represented in all occupations within an
organization.
Communication Problems
Willingness to openly disagree Importance of maintaining face, or dignity
Way agreement is defined
Time devoted to establishing persona
relationships
Willingness to speak assertively
Mode of communication
Personal space and nonverbal communication
Criteria for Creating and Managing Diversity
Commitment from upper-level management
Diversity linked to strategic plan
Involve associates
CHAPTER 3
Globalization
Trend toward a unified global economy where
national borders mean relatively little.
Culture
Shared values and assumptions that governacceptable behavior and thought patterns in a
country.
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Internationally Focused Jobs
Thrive on challenge
Geographically dispersed teams
Rely heavily on electronically mediated
communicationo Virtual electronic teams
Develop trust quickly
o Swift trust
Learning About a Counterparts Culture
Dont try to identify anothers culture too
quickly.
Beware of the Western bias toward taking
actions.
Avoid formulating simple perceptions of others
cultural values.
Dont assume your values are the best for the
organization.
Recognize that norms for interacting with
outsiders may differ from those between
compatriots.
Be careful in making assumptions about cultural
values and expected behaviors based on
published dimensions of a persons nationalculture.
Foreign Job Assignments
Expatriate Individual who leaves his/her home
country to live and work in a foreign land.
Training Expatriates
Convince its important
Train entire family
Predeparture orientation
Key cultural information
Conversational language training
Consider additional training after arrival
o Language
o Cultural exposure
o Host-country support
Culture ShockStress involving difficulties coping
with the requirements of life in a new country.
EthnocentrismBelief that ones culture is better
than others.
Glass Border Unseen but strong discriminatory
barrier blocking many women from internationa
assignments.
Results in issues of development and
knowledge for higher-level jobs
Impact on human capital
Cross-cultural Working Relationships High-context Cultures:
o Use contextual cues to understand people
and their communications
o Value trust and personal relationships
Low-context Cultures:
o Rely on direct questioning to understand
people and their communications
o Value efficiency and performance
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Monochronic Time Orientation
o Prefer to focus on one task per unit of time
o Complete that task in a timely fashion
Polychronic Time Orientation
o Willing to juggle multiple tasks per unit of
time
o Accept interruptions and unwilling to be
driven by time
Cultural IntelligenceAbility to separate aspects of
behavior based in culture versus unique to
individuals or humans in general.
International Participation
Culture and High-involvement Management
High versus Low Uncertainty Avoidance
High versus Low Assertiveness
Low-power versus High-power Distance
Individualistic versus Collectivistic
Ethics and Globalization
International EthicsPrinciples of proper conduct
focused on issues such as corruption, exploitation of
labor, and environmental impact.
CHAPTER 4
Learning Process through which individuals
change their behavior based on positive or negativeexperiences in a situation.
Operant Conditioning
Explanation for consequence-based learning.
Assumes learning results from simple
conditioning.
Higher mental functioning is irrelevant.
Social Learning Theory
Explanation for consequence-based learning.
Acknowledges the higher mental functioning ofhuman beings.
Recognizes the role such functioning can play in
learning.
Basic Elements of Learning
Situation + Behavioral Response + Consequence
= Learning.
Reinforcement
Positive
o Behavior followed by positive consequence.
o Increases likelihood behavior will be
repeated.
Negative
o Behavior followed by withdrawal of
previously encountered negative
consequence.
o Increases likelihood that behavior will be
repeated.
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Punishment
Behavior followed by negative consequence.
Reduces likelihood behavior will be repeated.
Guidelines for Punishing
Deliver as quickly as possible.
Direct at specific behaviors made clear to the
recipient.
Deliver in objective, impersonal fashion.
Listen to their explanation before taking action.
Extinction
Behavior followed by absence of previously
encountered positive consequence.
Reduces likelihood behavior will be repeated.
Schedules of Reinforcement
Continuous
o Reward occurs after each behavior
Intermittent
o Reward does not occur after each behavior
fixed interval
variable interval
fixed ratio
variable ratio
Other Conditions for Learning
Know why they are learning what theyre
learning.
Use their own experiences as the basis for
learning.
Practice what theyve learned.
Get feedback.
Training Steps:
Organizational Behavior Modification Forma
procedure to improve task performance through
positive reinforcement and extinction.
Simulations
A representation of a real system that allows people
to try various actions and receive feedback.
Observation
Self-
efficacy
Symbolization
and
Forethought
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Learning from Failure
Failure not resulting in learning = mistake
Failure resulting in learning = intelligent failure
o Actions;
thoughtfully planned
reasonable chance of success
modest in scale
quickly executed and evaluated limited to familiar domains
Perception
Process of sensing various aspects of a person, task,
or event and forming impressions based on selected
inputs.
Perceptions of People
Attributionprocess of determining what caused
behaviour.
Internal Factors
o Personality
o Attitudes
o Abilities
External Factors
o Organizational resources
o Luck
o
Uncontrollable influences
Fundamental Attribution Error A person wil
attribute the behavior of others to internal rather
than external causes.
Self-serving BiasA person that attributes others
failure to internal causes and success to external,
will attribute their failure to external and success to
internal causes.
CHAPTER 5
Personality Stable characteristics representing
internal properties reflected in behaviora
tendencies across a variety of situations.
Enduring
Influence Behavior
Across Various Situations
What Determines Personality? HeredityGenes
o combination
o 50% personality
Environment
o Experiences
o Events
o Socioeconomic circumstances
o Other?
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Cognitive Concepts A persons perception andthoughts affect how they process information.
Locus of Control
Authoritarianism
Self-Monitoring
Motivational Concepts Stable differences that
energize and maintain a persons behavior.
Achievement Motivation
Approval Motivation
Intelligence General mental ability used in
complex information processing: Does genera
intelligence have meaningful effects on success in
the workplace?
What Type of Intelligence Do You Have?
Number aptitude
Verbal comprehension
Perceptual speed
Spatial visualization
Deductive reasoning
Inductive reasoning
Memory
AttitudePersistent tendency to feel and behave in
a favorable or unfavorable way toward a specific
person, object, or idea. Stable
Directed at:
o object
o person
o idea
Essential Elements of Attitudes
Cognitive
o what we think
o
what we know
Affective
o how we feel
o like or dislike
Behavioral
o how we act
o intendedactions
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Important Workplace Attitudes
Job Satisfaction
o High Satisfaction
positive work attitude
o Low Satisfaction
negative work attitude
Organizational Commitment
o
Strong Commitment positive organizational attitude
o Weak Commitment
negative organizational attitude
Causes of Satisfaction and Commitment
Role ambiguity
Supervision/leadership
Pay and benefits
Nature of the job Organizational climate
Stress
Perceptions of fair treatment
Types of Commitment
Affective commitment
o strong positive attitudes toward
organization
Normative commitment
o
feelings of obligation
Continuance commitment
o lack of better opportunities
Can You Change Attitudes? Persuasive
Communication
1. Communicator
2. Message
3. Situation
4. Target
Cognitive Dissonance An uneasy feeling
produced when a person behaves in a manner
inconsistent with an existing attitude.
EmotionsComplex subjective reactions that have
both a physical and mental component.
Organizational Impact:
o Direct Effect on Behavior
o Emotional Labor
o Emotional Intelligence
Direct Effects of Emotion Emotional contagion
occurs when emotions experienced by one or a few
members of a work group spread to other members
Positive Emotions Influence:
o Social activity
o Altruism and helping behavior
o Effective conflict resolution
o Job satisfaction
o Motivation
o Organizational citizenship behaviour
Negative Emotions Influence:
o Aggression against co-workers
o Aggression toward the organization
o Workplace deviance
o Job dissatisfaction
o Decision making
o Negotiation outcomes
Emotional LaborProcess whereby associates must
display emotions that are contrary to what they arefeeling.
Outcome depends on:
o how supervisors enforce display rules
o self-identities of associates
o networks of supportive people
Emotional Intelligence
Appraise emotions
o self and others
Regulate emotions
o self and others
Use emotions
o motivate
o plan
o achieve
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CHAPTER 6
Motivation Forces within a person, resulting in
effort toward goal achievement.
Theories of Motivation
Content Theories
o Hierarchy of Needs
o
ERGo Achievement, Affiliation, and Power
o Two-Factor
Process Theories
o Expectancy
o Equity
o Goal-Setting
Hierarchy of Needs (Maslow) People are
motivated by desire to satisfy specific needs. People
must satisfy needs at lower levels before being
motivated by higher level needs:
1.
Self-actualization
2. Esteem
3. Social
4. Safety
5. Physiological
ERG Theory (Alderfer)
Achievement, Affiliation, and Power (McClelland)
Need for Achievement
o Perform well against a standard of
excellence
Need for Affiliation
o Be liked and on good terms with people
Need for Powero Desire to influence people and events
Two-Factor Theory (Herzberg) Job satisfaction
and dissatisfaction are independent states that
different factors affect.
Motivatorsinfluence satisfaction
o Achievement
o Recognition
o Responsibility
o
Opportunity for advancement/promotion
o Challenging work
o Potential for personal growth
Hygienesinfluence dissatisfaction
o Pay
o Technical supervision
o Working conditions
o Company policies and procedures
o Interpersonal relationships
o
Statuso Security
Expectancy Theory (Vroom) Managers and
associates consider three factors in deciding
whether to exert effort.
Expectancy
o Probability that effort leads to performance
Instrumentality
o Perceived connection between performance
and an outcome
Valence
o Value placed on the outcome
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Equity Theory (Adams)Motivation is based on the
assessment of ones ratio of outcomes for inputs
compared to others.
My Outcomes + My Inputs
VS
Others Outcomes+ Others Inputs
Resolving Perceived Inequity
Increasing or decreasing inputs.
Changing their outcomes.
Distorting perceptions of their (others/inputs)
and outcomes.
Changing the referent other.
Leaving the organization.
People React Differently to Inequity
Sensitives
o resolve whether favorable or unfavorable
Benevolents
o tolerate unfavorable
o resolve favorable
Entitleds
o resolve unfavorable
o tolerate favorable
Distributive JusticeDegree to which people think
outcomes are fair.
Procedural JusticeDegree to which people think
procedures used to determine outcomes are fair.
Some rules:
Goal-Setting TheoryChallenging and specific
goals increase performance through attention,effort, and persistence.
THEORY and MOTIVATION PRACTICES
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Motivating Associates
Find Meaningful Individual Rewards
Tie Rewards to Performance
Redesign Jobs
o Job enlargementAdding tasks that are
similar in complexity
o Job enrichmentIncreasing responsibility
Provide Feedback
Clarify Expectations and Goals
CHAPTER 7
StressFeeling of tension when a person perceives
a situation exceeds their ability to cope.
Job StressFeeling that ones capabilities,
resources, or needs do not match the demands or
requirements of the job.
Stress Types:
Acute
o Short-term
o Reaction to an immediate threat
Chronic
o Long-term
o Reaction to an ongoing situation
EustressGood Stress
Positive stress
Energizing
Motivating
Improves performance
DystressBad Stress
Negative stress
Physiological problems
Psychological problems
Signs of Dystress
o Feel irritable
o Sleeping difficulties
o
Joyless life
o Disturbed appetite
o Relationship problems
Two Models of Workplace Stress
1. Demand-Control
Workplace demands faced
Control exerted in meeting demands
2. Effort-Reward Imbalance
Effort required Rewards received as a result of effort
Effort-Reward Imbalance Model
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Stressors
Role Conflict
Role Ambiguity
Work Overload
Occupation
Resource Inadequacy
Working conditions
Management Style
Monitoring
Job Insecurity
Incivility
Individual Influences on Stress
1. Personality
2. Self-esteem
3. Hardiness
4.
Gender Personality Types
o Type A
Competitive
Aggressive
Impatient
o Type B
Less Competitive
Less Aggressive
Patient
Self-Esteem
o High Self-Esteem
Greater well-being
More resistant to stressors
Engage in positive coping behaviors
o Low Self-Esteem
Withdrawn
Procrastinate
Less resistant to effects of stressors
Engage in negative coping behaviors
High Hardiness
o Internal commitment to activities
o Internal locus of control
o Seek challenge
o Less negative reactions to stress
Gender
o Women
Seek more emotional social support
Seek more instrumental social support
Engage in more positive self-talk
Exhibit rumination
Experience more stress in the workplace
Individual Consequences of Stress
Psychological
o Anxiety
o
Depressiono Low self-esteem
o Sleeplessness
o Frustration
o Family problems
o Burnout
Behavioral
o Excessive smoking
o Substance abuse
o Accident proneness
o
Appetite disorders
o Violence
Physiological
o High blood pressure
o Muscle tension
o Headaches
o Ulcers, skin diseases
o Impaired immune systems
o Musculoskeletal disorders
o
Heart diseaseo Cancer
Organizational Consequences of Stress
Individual Stress Management
Exercise
Proper Diet
Social-Support Networks
Relaxation Techniques
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Organizational Stress Management
Increase individuals autonomy and control
Ensure individuals are compensated properly
Maintain job demands/requirements at healthy
levels
Ensure associates have adequate skills to keep
up-to-date with technical changes in the
workplace
Increase associate involvement in important
decision making
Improve physical working conditions
Provide job security and career development
Provide healthy work schedules
Improve communication to avoid uncertainty
and ambiguity