organizational behavior (lussier)

8/14/2019 Organizational Behavior (Lussier)

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Organizational Behavior Organizational Behavior Definition: the study of actions OFDefinition: the study of actions OFPEOPLE at work that affect performancePEOPLE at work that affect performancein the workplace.in the workplace.Goal? To explain and predict behavior Goal? To explain and predict behavior Behaviors/Outcomes of concern?Behaviors/Outcomes of concern?

Both cognitive and affectiveBoth cognitive and affective


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I. PersonalityI. Personality

Combination of traits that classifiesCombination of traits that classifiesindividuals. Stable?individuals. Stable?Affects behavior, perceptions, andAffects behavior, perceptions, andattitudes.attitudes.Dimensions include locus, optimism, risk,Dimensions include locus, optimism, risk,machiavellianism, Big 5, EI, MBTI, self-machiavellianism, Big 5, EI, MBTI, self-

efficacy, self-esteem etc.efficacy, self-esteem etc.Use to establish a good match betweenUse to establish a good match betweenemployee and job/organization.employee and job/organization.


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I. a. Emotional IntelligenceI. a. Emotional Intelligence

1. Self-awareness: ability to recognize and1. Self-awareness: ability to recognize andunderstand your moods, emotions, andunderstand your moods, emotions, anddrives as well as their effect on othersdrives as well as their effect on others

(self-confidence, realistic self-assessment,(self-confidence, realistic self-assessment,self-deprecating sense of humor)self-deprecating sense of humor)2. Self-regulation: ability to control or 2. Self-regulation: ability to control or

redirect disruptive impulses and moods;redirect disruptive impulses and moods;think before acting (trustworthiness,think before acting (trustworthiness,integrity, comfort with ambiguity, opennessintegrity, comfort with ambiguity, openness


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I. a. Emotional Intelligence (contd.)I. a. Emotional Intelligence (contd.)

3. Motivation: passion to work for reasons3. Motivation: passion to work for reasonsbeyond money or status (strong drive to achieve,beyond money or status (strong drive to achieve,optimism, commitment)optimism, commitment)

4. Empathy: ability to understand emotional4. Empathy: ability to understand emotionalmakeup of others, treat people according to their makeup of others, treat people according to their emotional reaction (building and retaining talent,emotional reaction (building and retaining talent,cross-cultural sensitivity, service to clients)cross-cultural sensitivity, service to clients)

5. Social skill: managing relationships and5. Social skill: managing relationships andnetworks, building rapport (effectiveness innetworks, building rapport (effectiveness inleading change, persuasiveness, leading teams)leading change, persuasiveness, leading teams)


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II. PerceptionII. Perception

Definition Organizing and interpretingDefinition Organizing and interpretinginformation to make sense or meaning of information to make sense or meaning of the environment. Perceptions are in partthe environment. Perceptions are in partbased on judgments.based on judgments.The perception process involves selecting,The perception process involves selecting,organizing, and interpreting environmentalorganizing, and interpreting environmentalinformation.information.


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II. a. Models of AttributionII. a. Models of Attribution

Your book Attribution is the process of Your book Attribution is the process of determining the reason for behavior.determining the reason for behavior.

Kelleys model is useful for explainingKelleys model is useful for explainingcauses/reasons for others behavior or causes/reasons for others behavior or performance.performance.Weiners model is useful for explainingWeiners model is useful for explainingcauses/reasons for our own behavior or causes/reasons for our own behavior or performance.performance.


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Kelleys Attribution ModelKelleys Attribution Model

Distinctiveness is performance highlyDistinctiveness is performance highlydistinctive relative to other distinctive relative to other taskstasks ??Consensus is performance highly similar (inConsensus is performance highly similar (inconsensus) to other consensus) to other peoples peoples performance?performance?Consistency is performance highlyConsistency is performance highlyconsistent consistent over time?over time?The answers to these questions will lead toThe answers to these questions will lead toan internal or an external performancean internal or an external performanceattribution.attribution.


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DistinctivenessDistinctiveness high?high? external attr.external attr.DistinctivenessDistinctiveness low?low? internal attr.internal attr.

ConsensusConsensus high?high? external attr.external attr.ConsensusConsensus low?low? internal attr.internal attr.ConsistencyConsistency high?high? internal attr.internal attr.

ConsistencyConsistency low?low? external attr.external attr.


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Weiners Attribution ModelWeiners Attribution Model

Attributions can be considered on twoAttributions can be considered on twodimensions:dimensions:

Internal/externalInternal/external

Stable/unstableStable/unstable

Four common attributions include ability, luck,Four common attributions include ability, luck,

task difficulty, and efforttask difficulty, and effort


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Why are attributions important?Why are attributions important?

The attributions you make have psychologicalThe attributions you make have psychologicaland behavioral consequencesand behavioral consequencesFundamental attribution error Fundamental attribution error

Self-serving biasSelf-serving biasManagers need to recognize that employeesManagers need to recognize that employeesreact to perceptions, not necessarily to reality.react to perceptions, not necessarily to reality.

Need to manage perceptions (e.g. of fairness).Need to manage perceptions (e.g. of fairness).Perceptions are in part based on attributions.Perceptions are in part based on attributions.


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II. b. Biases in PerceptionII. b. Biases in Perception

SelectivitySelectivityFrame of ReferenceFrame of Reference

Confirmatory biasConfirmatory biasStereotypesStereotypesHalo effectHalo effect


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II. c. Learning theoryII. c. Learning theory

Social Learning Theory people learn bySocial Learning Theory people learn byobserving others, e.g. modeling.observing others, e.g. modeling. Attentional processAttentional process Retention processRetention process Motor reproduction processMotor reproduction process Reinforcement processReinforcement process


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III. a. Cognitive DissonanceIII. a. Cognitive Dissonance

Definition Inconsistency betweenDefinition Inconsistency betweenattitudes and behavior. People areattitudes and behavior. People aremotivated to reduce cognitive dissonance.motivated to reduce cognitive dissonance.Can be corrected by altering behavior or Can be corrected by altering behavior or attitude.attitude.


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IV. Power IV. Power

7 bases of Power: Coercive, Connection,7 bases of Power: Coercive, Connection,Reward, Legitimate, Referent, Information,Reward, Legitimate, Referent, Information,Expert. These are derived from theExpert. These are derived from theposition as well as the person.position as well as the person.


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VI. ConflictVI. Conflict

Psychological contract implicit expectationsPsychological contract implicit expectationsFunctional and dysfunctional conflictFunctional and dysfunctional conflictConflict management stylesConflict management styles AvoidingAvoiding AccommodatingAccommodating ForcingForcing NegotiatingNegotiating

CollaboratingCollaborating

Conflict Resolution and BCF statementsConflict Resolution and BCF statements

organizational behavior (lussier)

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