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2 Organizational Behavior Issues

1. Managing Generational Differences

Who is Gen Y??

Dealing with the Managerial Challenges

2. Managing Negative Behavior in the Workplace

Chapter 14: Foundation of Behavior/Understanding Individual Behavior

Focus of Organizational Behavior

Contemporary Issues in Organizational Behavior

Focus and Goals of Organizational Behavior

3 major Areas

1. Individual Behavior

Attitudes, personality, perception, learning, and motivation

2. Group Behavior

Norms, roles, team building, leadership, and conflict

3. Organizational Aspects

Structure, human resource, policies and practices

  • Behavior – the action of people

  • Organizational behavior – the study of the actions of people at work

Organizational Behavior has a small visible dimension

and much larger hidden portion

Goals of Organizational Behavior

Employee Behavior Specifically concerned

1. Explain

2. Predict

3. Influence

1. Employee Productivity – a performance measure of both efficiency and effectiveness

2. Absenteeism – the failure to show up for work

3. Turnover – the voluntary and involuntary permanent withdrawal from an organization

4. Organizational Citizenship Behavior – discretionary behavior that is part of an employee’s formal job recruitments, but which promotes the effective functioning of the organization

5. Job Satisfaction – an employee’s general attitude toward his or her job

6. Workplace Misbehavior – any intentional employee behavior that is potentially damaging to the organization or to individuals within an organization

Personality

is unique combintion of emotional,thought nd behavior patterns that affect how a person reacts to situation and interacts with others. Personality is most often described in terms of measurable that a person exhibits.

Attitudes and Job Performance

Classifying personality

Other personality traits

Proactive personality- which describes people who identify opportunities, show actions and persevere.

Resilience- which individuals overcome challenges and turn them into opportunities.

Attitudes are evaluative statements—favorable or unfavorable—concerning objects, people, or events. They reflect how an individual feels about something.

three components:

  • cognitive component – that part of an attitude refers to the beliefs, opinions, knowledge, or information held by a person

  • affective component –that part of an attitude is the emotional or feeling part of an attitude

  • behavioral component- that part of an attitude refers to an intention to behave in a certain way toward someone or something.

*Extra version vs. Introversion- Which individuals showing a preference for extraversion are outgoing, social and assertive. Individuals showing a preference for introversion are quiet and shy. they focus on under-standing and prefer a work environment that is quiet and concentrated.

Emotions and Emotional Intelligence

Emotion- are intense feelings that are direted at someone or something.

Emotional Intelligence- which is the ability to notice and to manage emotional cues and information.

* Sensing vs. Intuition - sensing types are practical and prefer routine and order on the there hand intuition types rely on unconcious processes and look at the big picture. They're the individuals who like solving new problems and dislike doing the thing over andover again.

* Thinking vs. Feeling- Thinking types are reason and logic to handle problems. They're unemotional and uninterested in people feeling like analysis and putting things into logic. Feeling types rely on their personal values and emotions. they're aware of other people feelings.

*Judging vs Perceiving- Judging types want control and prefer their world to be ordered and structured. They're good planners. They're are focusing on completing the task, make decision quickly and want only information necessary to get a task done.

It is composed of five dimension:

Job Satisfaction

Job Involvement and Organizational Commitment

job satisfaction refers to a person’s general attitude toward his or her job.

workplace misbehavior - any intentional employee behavior that is potentially damaging to the organization or to individuals within the organization.

job involvement -The degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance to be important to self-worth

organizational commitment- The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in that organization

perceived organizational support -Employees’ general belief that their organization values their contribution and cares about their well-being

1. Self-awareness - the ability to be aware of what you're feeling.

2. Self-mangement - The ability to mange one's own emotions and impulses.

3. Self-motivation - The ability to persist in the face of setbacks and failures.

4. Empathy - The ability to sense how others are feeling.

5. Social skills - The ability to handle the emotios of others.

The Big Five Model

SATISFACTION AND PRODUCTIVITY

Employee Engagement

For organizations, those with more satisfied employees are more effective than those with less satisfied employees

For individuals, productivity appears to lead to job satisfaction.

SATISFACTION AND ABSENTEEISM

Satisfied employees tend to have lower levels of absenteeism

SATISFACTION AND TURNOVER

Satisfied employees have lower levels of turnover; dissatisfied employees have higher levels of turnover. 

JOB SATISFACTION AND CUSTOMER SATISFACTION

The level of job satisfaction for frontline employees is related to increased customer satisfaction and loyalty. 

When employees are connected to, satisfied with, and enthusiastic about their jobs

  • Cognitive dissonance

Any incompatibility or inconsistency between attitudes or between behavior and attitudes

  • Attitude surveys

Surveys that elicit responses from employees through questions about how they feel about their jobs, work groups, supervisors, or the organization

  • Implications for Managers

Managers should be interested in their employees’ attitudes because they influence behavior. Satisfied and committed employees, for instance, have lower rates of turnover and absenteeism.

1. Extraversion - The degree inwhich someone is sociable,talkative,assertive and comfortable in relationship with others.

2. Agreebleness - The degree in which someone is good natured, cooperative and trusting.

3. Conscientiousness - The degree to which someone is reliable, responsible, dependable, persistent and achievement oriented.

4. Emotional stability - The degree to which someone is calm, secure in tense, nervous , depressed and insecure.

5. Openness to experience - The degree to which someone has a wide range of interest and is imaginative.

Additional Personality insights

* Locus of control- is the intervall; these people believe that they they control their own destiny.

* Machiavellianism- A measureof the degree to which people are programatic, maintain emotional distance and believe that ends justify means.

* Self-esteem- refer to people to which they llike or dislike themselves a trait.

* Self-monitoring- which refers to the ability to adjust behavior to external, situational factors.

* Risk-taking- People differ in their willingness to take chances. Differences in the propensity to assume or to avoid risk

have been shown.

Operant Conditioning

– A theory of learning that says behavior is a function of its consequences.

Social Learning

-a theory of learning that says people can learn through observation and direct experience.

1. Attention processes

2. Retention processes

3. Motor reproduction processes

4. Reinforcement processes

Implication for managers

  • SELF SERVING BIAS - the tendency for individual to attribute their own successes to internal factors while putting the blames for failures on external factors
  • ASSUMED SIMILARITY- the assumption that others are like oneself
  • STEREOTYPING - judging a person on the basis of one's perception of a group to which he ar she belongs
  • HALO EFFECT - a general impression of an individual based on a single characteristic

ATTRIBUTION THEORY

It is a theory used to explain how we judge people differently depending on what meaning we attribute to a given behavior

FUNDAMENTAL ATTRIBUTION ERROR

FACTORS THAT INFLUENCE

PERCEPTION

The tendency to underestimate the Influence of external factors and overestimate the internal factors when making the judgements about the behavior of others

  • perceiver

  • target

  • situation

PERCEPTION

-process that which we give meaning to our environment by organizing and interpreting sensory impressions

Employees are going to learn on the job. The only issue is whether managers are going to manage their learning through the rewards they allocate and the example they set, or allow it to occur harphazdly. If marginal employees are rewarded with pay raises and promotions, they will have a little reason to change their behavior.

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