organizational behavior ( ob )
TRANSCRIPT
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OB
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Session 1-2
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Organisational Behaviour is the studyand application of knowledge about how
people as individuals and as groups act within organisations.
It strives to identify ways in which people can act more effectively.
Organisational BehaviourOrganisational Behaviour
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An organisation is a unique living organismwhose basic component is the individual and
this individual is our fundamental unit of study.
Problems of conflict that we face cannot besolved by scientific and technical skills alone;they require social skills. Many of our mostcritical problems are not in the world of things
but in the world of people.
Importance of OrganisationalImportance of OrganisationalBehaviourBehaviour
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An organisation is a systematic arrangementof people and technology to accomplish some
purpose.
Organisations are social units deliberatelycreated to seek specific goals.
An entire company is an organisation, so is adivision, department or section of several
persons within a larger organisation.
OrganisationOrganisation
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An ideal organisation might be seenas one that operates with maximum
efficiency, profitability andemployee satisfaction.
OrganisationOrganisation Contd.Contd.
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The specific goal is not always consciouslyknown by the individual. The reason for our action is not always apparent to the conscious
mind.
The basic unit of behaviour is an activity. All behaviour is a series of activities. To predict behaviour, managers must know whichmotives or needs of people evoke a certainaction at a particular time.
BehaviourBehaviour Contd.Contd.
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1. Describe how people behave in a variety of conditions.
1. Understand why people behave as they do.3. Predict future human behaviour
4. Control and develop human activity atwork.
GoalsGoals
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1. People make up the internal social systemof the organisation.
1. Structure defines the official relationships
of people in organisations.1. Technology provides the physical and
economic resources with which people
work.1. Environment All organisations operatewithin an internal and an externalenvironment.
Key ElementsKey Elements
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1. Individual differences(Including Perceptions)
2. Whole person
1. Motivated behaviour
1. Desire for involvement
1. Value of the person(Human Dignity / Ethical Treatment)
The Nature of PeopleThe Nature of People
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1.Social Systems
Organisations are social systems and
consequently activities here are governed bysocial and psychological realities.
Just as people have psychological needs, they
also have social roles and status. Their behaviour is influenced by their group as well astheir individual drives.
The Nature of OrganisationsThe Nature of Organisations
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1.Social Systems Contd.
Two types of social systems exist side by side inorganisations. One is the formal (Official) socialsystem and the other is the informal socialsystem.
2. Mutual Interest / Psychological Contract
Organisations need people and people alsoneed organizations.
The Nature of OrganisationsThe Nature of Organisations Contd.Contd.
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Organisational Behaviour ModelOrganisational Behaviour Model
Ability Factors Personality Factors(Mental Factors, Skills, etc.) (Values, Interests, Motivation, etc.)
Selecting forork and Environment
Variables (Equipment,Methods, etc.)
OrganisationalVariables
(Leadership,Incentives, etc.)
Special Training(Amount and Method)
Experience(Amount and Type)
Effective Behaviour and Work Performance
Designing for Training for
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Four Models of Organisational BehaviourFour Models of Organisational Behaviour
Parameters Autocratic Custodial Supportive CollegialBasis of Model Power Economic
ResourcesLeadership Partnership
ManagerialOrientation
Authority Money Support Teamwork
EmployeeOrientation
Obedience Security andBenefits
JobPerformance
ResponsibleBehaviour
EmployeePsychologicalResult
Dependenceon Boss
DependenceonOrganisation
Participation Self-discipline
Employeeneeds met
Subsistence Security Status andRecognition
Self-actualisation
Performance
result
Minimum Passive
Cooperation
Awakened
drives
Moderate
enthusiasm
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Why OB
IT, globalization, diversity, ethics etc arevery important environmental or contextual
dimensions of OB. However the general premise is that OB and managing people ,the HR of an organization have been, are
and shall be the major challenge and sourceof critical competitive advantage.
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Changes and coping with
changes Technological and human components are inextricably
blended. Jobs are less tightly defined. Contingent worker comprise a major chunk of work force. Customers define the work in organisations and standards
applied to evaluating that work.
Teams rather than individuals create the basic unit of work. Organization charts fail to capture the networks of
influence and relationships that characterise organisations.
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The future
Knowledge workers will rent professional skills onfreelance basis to companies at different times.
Downsizing upsizing growth and stabilization will all bewelcome with people having mechanisms to cope with itall.
24/7 global environment will be dependent on efficiencyand t6imeliness rather than dedicated staff hours.
The big companies will become much less of an economicforce.
Employees will customize their benefit programs. Boundaries between school and work will blur. Di ital divide .
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Paradigm
Coined by Thomas Kuhn, a science historian Now used as a broad model, a framework, a way of
thinking, or scheme of understanding reality. paradigm shift means a real controversy at the very basic
levels and requires restructuring of the entire scientificcommunity under conditions of uncertainty. The paradigmeffect is when those in current paradigm dont even see thechanges, let alone reasoning, drawing conclusions and
perceptions about the changes.
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Historical background, methodology
and theoretical framework 3 dimensions of management- technical( including
IT) , conceptual and human.
Managers have traditionally been good intechnical/functional aspects but conceptual andhuman components got ignored or lost in overlysimplistic assumptions.
McGregors theory X lead to application of security , monetary incentives, and good workingconditions. Humans are however too complex.
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Historical background, methodology
and theoretical framework Jeff Pfeffer summarized current status of OB
approach to real world management as 1/8
situation. of managers believe and buy into the human
side of enterprise. Of them do something aboutit in terms of HPWP( high performance work
practices), like pay for performance, 360 feedback,self managed teams, and behavior management.Further only of these stick to these practicesover time. This makes it X X = 1/8
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The Howthorne studies.
Illumination studies: no effect wrt light ,productionincreased and control and test groups behaved similarly
Relay room study: specific variables were altered likelength of workday, rest sessions but the result was thatoutput was independent of these factors too. It increasedirrespective of the subjected conditions.
Bank wiring study: opposite of relay room experiments.Production was low, remained constant and group normsdeterred it from rising. Binging, social ostracism, ridicule,name calling were applied by workers to obtaincompliance to group norms .
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Simple Relationships Among Problems,Methodology, And Knowledge
Body of Knowledge
ResearchMethodology
Problems and Questionsabout Organizational Behavior
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1-24
The Relationship Of Organizational Behavior ToOther Closely Related Disciplines
OrganizationTheory(OT)
OrganizationalBehavior
(OB)
OrganizationDevelopment
(OD)
Human ResourceManagement
(HRM)
Theoretical
Applied
Macro Micro
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A Social Learning Approach ToOrganizational Behavior
Much of complex behavioris acquired by directly
observing and imitatingothers in the surrounding
environment
ORGANIZATIONALPARTICIPANTS
ORGANIZATION ALBEHAVIOR
Cognitiverepresentations of reality help guide
organizational behavior
ORGANIZATIONALENVIRONMENT
Participants control theirown behavior to theextent that they rely
on cognitive supports andmanage relevant environmental
cues and consequences
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Symbolizing
Employeesprocess visualexperiences(customernamed
Applegate) intocognitivemodels (apple)that then serveas guides forfuture actions(rememberinghis nameeasily)
Forethought
Employees plantheir actions(what I amgoing to do),anticipate the
consequences(what am Igoing to get forit), anddetermine thelevel of desiredperformance(what is myperformancegoal)
Self-regulatory
Employees self-control theiractions bysetting internalstandards
(aspired level of performance)and byevaluating thediscrepancybetween thestandard andthe perform-ance (where doI stand) in orderto improve it
Self-reflective
Employeesreflect back ontheir actions(how did I do)and perceptual-
ly determinehow stronglythey believethey cansuccessfullyaccomplish thetask in thefuture given thecontext (0 -100% certainty)
Observational
Employeeslearn byobserving theperformance of referent (peers
or supervisors)and credibleothers (highperformers),and theconsequencesthey receive fortheir actions(what do theyget for it)
The Basic Human Capabilities According ToBanduras Social Cognitive Theory (SCT)
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A Conceptual Framework For The StudyOf Organizational Behavior
Environmental Context
2. Info. Tech & Globalization3. Diversity & Ethics
Organizational Context4. Design & Culture5. Reward System
ognitive Processes6. Perception & Attribution7. Personality & Attitudes8. Motivational Needs & Processes
9. Emotional Intelligence,-
SocialCognitiveTheory
Managing andLeading for High
Performance
15. Goals & JobDesign
16. BehavioralManagement
17. LeadershipProcesses &Skills
18. Great LeadersReally Do
Dynamics
10. Communication11. Decision
Making12. Stress &
Conflict13. Power &
Politics
14. Groups &Teams
OrganizationalBehavior
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The Howthorne experiments: .Elton Mayo- emphasising the significance of recognition security,
informal groups and impact on productivity. Theory X- Douglas McGregor
People are lazy and have inherent dislike for work.
Theory Y- Douglas McGregorWork comes naturally to people.
Theory Z- William OuchiBlends positive aspects of US and japanese mgmtStresses on creating a close and trusting environment.
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1. OB is a field of studyThat investigates the impact of individuals, groups and structure onbehavior within organization.
For purpose of applying such knowledge towardimproving organization effectiveness.
Cause and effect relationship of behavior becomes systematicand replaces intuition.
2.understanding, prediction and management of human behaviour in organisations
Organisation Behavior.
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tributions of various behavioral disciplines
chology. Measure, explain and sometimes change behavior
iology. Studies people in relation to fellow humans.
ial psychology Studies influence of people on one another- Change
hropology: Study of societies to learn about humans and activities.
science: Behavior of groups and individuals in political environ
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Challenges & opportunities of O.B.
1. Responding to globalisationIncreased foreign assignments.Working with people of different cultures.Coping with anticapitalism backlash.Movement of job to countries with low cost labor.
2. Managing workforce diversity- Heterogeneous mix of people.1. Social justice groups.2. Gender issues.
3. Age factor.4. Cultural diversity.
3. Improving Quality and productivity-1. Lean manufacturing2. Empowering people at grassroots for better services.
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Developing an OB model
pendent Variable (Effects)
Productivity.
Absenteeism
Turnover
Organizational citizenship.
Job satisfaction.
Independent Variable (Effects)
1. Individual level variables:Biographical sketch, ability, values, attitudes,emotions, personality.
2. Group level variables.sum total of individuals acting in their own way.Communication pattern, leadership, power,
politics.
3. Organizational variables.HR policies, designs, internal culture.
Situati ons
Contingency model
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Session 2
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Perceptions
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Say the color the word is printed in not the worditself. Do it without a mistake in under 15 seconds.
Th S b Of P i
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The Subprocesses Of Perception
ExternalEnvironment
PhysicalOfficeFactory floor Climatestore
SocioculturalMgmt styleValuesdiscrimination
BEHAVIOR
CONSEQUENCES
TIMULUS OR SITUATION
Confrontationof specific
stimulus
PERSON
Interpretation
of stimulus
Registration
of stimulus
Feedback
for clarification
Behavior (overt or covert )
Consequence(reinforcement, punishment)
Th C P i i l Of P i
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The Contrast Principle Of Perception
The Role That Learning Plays In Perception
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The Role That Learning Plays In Perception
Kellys Model Of Attribution
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Kelly s Model Of AttributionExample of Organizational Behavior Type of Information/
ObservationAttribution
Made
High consensus
Low consistency
High distinctiveness
External(situational or environmental
factors)
Coworkers are also performing poorly on this task
The subordinate does not dowell on this task during only
one time periodThe subordinate does well onother tasks, but not this one
High consistency
Low distinctiveness
Low consensus
Internal(personalfactors)
Coworkers are performingvery well on this task
The subordinate does not dowell on this task at any time
The subordinate does poorly on other tasks as
well as this one
I i M t St t i
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Impression Management Strategies
Demotion-Preventative
Strategy
Accounts Apologies
Disassoci-ation
Promotion-Enhancing
Strategy
Entitlements Enhancements
Obstacledisclosures
Association
Comparing Organizations On The
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Comparing Organizations On TheBasis Of Dress
RandomHeterogeneity
StratifiedHomogeneity
CompleteHomogeneity
C o n s p
i c u o u s n e s s
Low
High
University
Insurance
Agency
Wall Street
Traders
HospitalBurger King
Brinks SecurityAgency
U.S. Army
PittsburghSteelers
Disneyland
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What Is Perception, and Why Is
It Important? Peoples behavior is Peoples behavior isbased on their based on their
perception of what perception of what reality is, not onreality is, not onreality itself.reality itself.
The world as it isThe world as it is
perceived is the world perceived is the world that is behaviorallythat is behaviorallyimportant.important.
Peoples behavior is Peoples behavior isbased on their based on their
perception of what perception of what
reality is, not onreality is, not onreality itself.reality itself.
The world as it isThe world as it is
perceived is the world perceived is the world that is behaviorallythat is behaviorallyimportant.important.
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Sensation: The five senses are
constantly bombarded by numerousstimuli including light, sound waves,mechanical and chemical energy
from objects one can smell or taste
Perception is much more complex and broader than sensation.
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OrganisationalBehaviour 45
Sub processes of Perception
Confrontation of specific stimulus
(e.g., Supervisor or new procedure)
Interpretationof the stimulus
(e.g., motivation,learning
And personality)
Feedback For clarification
(e.g., kinesthetic or
Psychological)
Behavior (e.g., over such as
Rushing off or covertsuch as attitude)
Consequence(e.g., reinforcement/
Punishment or Some organisational
outcome
RegistrationOf Stimulus
(e.g., sensory and
Neural mechanisms)
EXTERNALENVIRONMENTALSensual Stimulation
PhysicalEnvironment
OfficeFactory Floor Research
methodologyStore, etc
SocioculturalEnvironment
Managementstyles
valuesDiscrimination,
etc
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Perception depends uponsenses for raw data, the
cognitive process filters,modifies or completelychanges these data
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Components of Perception
The perceiver is the person trying to interpretsome observation that he or she has just made, or the input from his or her senses.
The target of perception is whatever the perceiver is trying to make sense of. In OB terms, the target of perception is often another
person. The situation is the context in which perception
takes place.
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The Accuracy of Perceptions
The perceptual process does not always yieldaccurate perceptions.
The accuracy of perceptions is critical, however,for a number of managerial functions. Motivating subordinates Treating subordinates fairly and equitably Making ethical decisions
Managers who understand what perceptions are,
how they are formed, and what influences themare in a good position to ensure that their perceptions are as accurate as possible.
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Factors ThatInfluence
Perception
Perceiver
Situation Target
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Characteristics of the Target
Social Status
Use of
ImpressionManagement
Ambiguity
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Ambiguity refers to a lack of clearness or definiteness.
As the ambiguity of a target increases, it becomes increasingly difficult for a perceiver toform an accurate perception.
When a target is ambiguous, the perceiver needsto engage in a lot more interpretation and activeconstruction of reality to form a perception of the target.
The more ambiguous a target is, the more potential there is for errors in perception.
Ambiguity
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Social status is a personsreal or perceived position insociety or in anorganization.
Targets with relatively highstatus are perceived to besmarter, more credible, moreknowledgeable, and moreresponsible for their actionsthan lower-status targets.
Social Status
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Impression management is an attempt to control the perceptions or impressions of others.
Targets are especially likely to use impression
management tactics when interacting with perceiverswho have power over them and on whom they aredependent for evaluations, raises, and promotions.
Individuals who are high in self-monitoring are morelikely than individuals who are low in self-monitoring toengage in impression management tactics.
Impression Management
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Salience is the extent to which a target of
perception stands out in a group of people or things.
Causes of salience Being novel: Anything that makes a target unique in a
situation (e.g., being the only young person). Being figural : Standing out from the background (e.g.,
by wearing bright clothes). Being inconsistent with other peoples expectations:
Behaving or looking in a way that is out of the ordinary. Consequences of salience
Extreme evaluations (positive or negative) Stereotyping
Salience
Ad i M
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-Be careful not to jump to conclusions about coworkers, superiors,and subordinates simply because they appear to fit one of your
preexisting schemas. Wait to form your opinions until you havegathered enough information to make a fair judgment.
-Make sure your perceptions of workers are based on their skills,
capabilities, accomplishments, on-the-job behaviors, and levels of job performance.
-Do not allow your perceptions to be influenced by characteristicsof a target (such as race, age, and gender) that are unrelated to job
behaviors and performance.
-Try to treat organizational members who stand out from others thesame as you treat those who do not stand out.
Advice to Managers
Person/Social Perception: Making
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Person/Social Perception: MakingJudgments About Others
This theory has been proposed to developexplanations of the ways in which we judge peopledifferently, depending on what meaning we attribute
to a given behavior.Basically, the theory suggests that when we observean individuals behavior, we attempt to determinewhether it was internally or externally caused.
Determinants:1. Distinctiveness : shows different behaviors in different situations.2. Consensus: response is the same as others to same situation.3. Consistency: responds in the same way over time.
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Attribution
Theory
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Errors and Biases in Attributions
(contd)
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Actor-observer effectActor-observer effect - The tendency toattribute the behavior of others to internalcauses and to attribute ones own behavior toexternal causes.
Self-serving attributionSelf-serving attribution - The tendency totake credit for successes and avoid blame for failures.
Errors and Biases in Attributions (contd)
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Make sure your attributions for other peoples behavior are as accurateas possible.
Consider external factors that may be responsible for other peoples behavior, such as inadequate resources or supplies, an exceptionallydifficult task, or chance occurrences.
Consider internal factors that may be responsible for your own behavior,such as your personality, your strengths and weaknesses, and your level
of motivation.
Be aware of the tendency in yourself and in others to take credit for successes and avoid blame for errors.
Advice to Managers
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Frequently Used Shortcuts in
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Frequently Used Shortcuts inJudging Others, Contd.,
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Biases and Problems in Perception
PrimacyEffects
The initial pieces of informationthat a perceiver has about a targethave an inordinately large effect onthe perceivers perception andevaluation of the target.
Interviewers decide in the first few minutesof an interview whether or not a job candidateis a good prospect.
ContrastEffect
The perceivers perceptions of others influence the perceivers
perception of a target.
A managers perception of an averagesubordinate is likely to be lower if thatsubordinate is in a group with very high
performers rather than in a group with verylow performers.
HaloEffect
The perceivers general impressionof a target influences his or her
perception of the target on specificdimensions.
A subordinate who has made a good overallimpression on a supervisor is rated as
performing high-quality work and alwaysmeeting deadlines regardless of work that is
full of mistakes and late.
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Biases and Problems in Perception
Similar-to-me Effect
People perceive others who aresimilar to themselves more
positively than they perceive thosewho are dissimilar.
Supervisors rate subordinates who are similar to them more positively than they deserve.
Harshness,Leniency, andAverageTendency
Some perceivers tend to be overlyharsh in their perceptions, someoverly lenient. Others view mosttargets as being about average.
When rating subordinates performances, somesupervisors give almost everyone a poor rating,some give almost everyone a good rating, andothers rate almost everyone as being aboutaverage.
Knowledgeof Predictor
Knowing how a target stands on a predictor of performance influences perceptions of the target.
A professor perceives a student more positivelythan she deserves because the professor knowsthe student had a high score on the SAT.
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Specific Applications of Shortcuts
in Organization Employment Interview Perceptual biases affect the accuracy of
interviewers judgments of applicants.
Performance Expectations Self-fulfilling prophecy ( pygmalion effect ): Thelower or higher performance of employees reflects
preconceived leader expectations about employee
capabilities. Performance Evaluations Appraisals are subjective perceptions of
performance.
Specific Applications of Shortcuts in
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Employee EffortAssessment of individual effort is a subjective
judgment subject to perceptual distortion and
bias.
Employee LoyaltyEmployee support towards the organization.
Whistle-BlowersIndividuals who report unethical practices bytheir employer to outsiders
Specific Applications of Shortcuts inOrganization (Contd)
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Rorschach test ink blotches
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Rorschach test ink blotches
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1. Past experience
.
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2. Gestalt organizing principles(tendencies)
Gestalt psychologists: Recognized- we seek meaning, pattern,
structure Asked: Any basic tendencies governing howwe organize sensory input?
Found several
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Gestalt Movement
Perceptual organization was a big issue. How we perceive the world in terms of
things/objects, not pixels. This was part of broader attack on behaviorism.
Gestalt viewed mind as constructing
representations of the world, nolearning/behavior could be understoodwithout understanding it.
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Perceptual organization
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7-86
Learning Objectives Define the overall meaning of personality Identify the Big Five personality traits and the Myers-
Briggs types Describe the meaning of attitudes and their emotional,
informational, and behavioral components Explain the antecedents of work-related attitudes, the
functions they perform, and how they are changed Examine the major sources and outcomes of job
satisfaction, organizational commitment, and prosocial,organizational citizenship behaviors
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The Jung Theory Dimensions And TheMeyers Briggs Type Indicators
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Meyers-Briggs Type Indicators
Where do you get your energy?
OutgoingInteractingSpeaks, then thinks
Gregarious
QuietConcentratingThinks, then speaks
Reflective
Extraversion (E) Introversion(I)
How do you orient yourself to the outside world?
StructuredTime orientedDecisiveOrganized
FlexibleOpen endedExploringSpontaneous
Judging (J) Perceiving (P)
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Components Of Attitudes
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Emotional Informational
Behavioral
Influences On Job Satisfaction
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JobSatisfaction
PromotionOpportunities
PayThe Work Itself
Coworkers
Supervision Work Conditions
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2005 Prentice HallInc. All rights
494
What is Personality?Personality
The sum total of ways in which an individual reactsand interacts with others.
Personality Traits
Enduring characteristicsthat describe anindividuals behavior.
Personality
Determinants Heredity
Environment
Situation
Personality
Determinants Heredity
Environment Situation
Personality
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y
Characteristic pattern of thinking,feeling and acting.
Four major perspectives on Personality
Psychoanalytic - unconscious motivations
Trait - specific dimensions of personalityHumanistic - inner capacity for growthSocial-Cognitive - influence of environment
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The Myers-Briggs Type Indicator
Personality Types Extroverted vs. Introverted (E or I)
Sensing vs. Intuitive (S or N)
Thinking vs. Feeling (T or F)
Judging vs. Perceiving (P or J)
Personality Types Extroverted vs. Introverted (E or I)
Sensing vs. Intuitive (S or N)
Thinking vs. Feeling (T or F) Judging vs. Perceiving (P or J)
Myers-Briggs Type Indicator (MBTI)
A personality test that taps four characteristics andclassifies people into 1 of 16 personality types.
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Th Bi Fi M d l f
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The Big Five Model of
Personality DimensionsExtroversionSociable, gregarious, and assertive
AgreeablenessGood-natured, cooperative, and trusting.
ConscientiousnessResponsible, dependable, persistent, and organized.
Openness to ExperienceImaginativeness, artistic, sensitivity, and intellectualism.
Emotional StabilityCalm, self-confident, secure (positive) versus nervous, depressed,and insecure (negative).
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Self-Esteem and Self-MonitoringSelf-Esteem (SE)
Individuals degree of likingor disliking themselves.
Self-Monitoring A personality trait that measuresan individuals ability to adjusthis or her behavior to external,
situational factors.
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Risk-Taking
High Risk-taking Managers Make quicker decisions Use less information to make decisions
Operate in smaller and more entrepreneurial organizations Low Risk-taking Managers
Are slower to make decisions Require more information before making decisions
Exist in larger organizations with stable environments Risk Propensity
Aligning managers risk-taking propensity to job requirementsshould be beneficial to organizations.
Personality
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TypesType As1. are always moving, walking, and eating rapidly;
2. feel impatient with the rate at which most events take place;3. strive to think or do two or more things at once;4. cannot cope with leisure time;5. are obsessed with numbers, measuring their success in terms of
how many or how much of everything they acquire.
Type Bs1. never suffer from a sense of time urgency with its accompanying
impatience;2. feel no need to display or discuss either their achievements or
accomplishments;3. play for fun and relaxation, rather than to exhibit their superiority
at any cost;4. can relax without guilt.
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HollandsTypology of Personality
andCongruent
Occupations
E X H I BI T 42
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Types of AttitudesTypes of Attitudes
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Types of AttitudesTypes of Attitudes
Job satisfaction
Job involvement
Organizational
commitment
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Types of Attitudes
Job InvolvementIdentifying with the job, actively participating in it,and considering performance important to self-worth.
Organizational CommitmentIdentifying with a particular organization and itsgoals, and wishing to maintain membership in theorganization.
Job Satisfaction A collection of positive and/or negative feelings thatan individual holds toward his or her job.
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Attitude-Behavior RelationshipAttitude-Behavior Relationship
Importance
Specificity
Accessibility
Social pressures
Direct experience
Moderating VariablesModerating Variables Behavioral InfluenceBehavioral Influence
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An Application: Attitude SurveysAttitude Surveys
Eliciting responses from employees throughquestionnaires about how they feel about their jobs,work groups, supervisors, and the organization.
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Job Satisfaction
Measuring Job Satisfaction Single global rating
Summation score How Satisfied Are People in Their Jobs?
Job satisfaction declined to 50.4% in 2002
Decline attributed to: Pressures to increase productivity and meet tighter
deadlines Less control over work
The Effect of Job Satisfaction on
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Employee Performance Satisfaction and Productivity
Satisfied workers arent necessarily more productive. Worker productivity is higher in organizations with more satisfied
workers.
Satisfaction and Absenteeism Satisfied employees have fewer avoidable absences.
Satisfaction and Turnover Satisfied employees are less likely to quit.
Organizations take actions to retain high performers and to weedout lower performers.
Responses to Job Dissatisfaction
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p
E X H I B I T 35
Source: C. Rusbult and D. Lowery, When
Bureaucrats Get the Blues, Journal of Applied Social Psychology . 15, no. 1,1985:83. Reprinted with permission.
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Job Satisfaction and OCB
Satisfaction and Organizational CitizenshipBehavior (OCB)
Satisfied employees who feel fairly treated byand are trusting of the organization are morewilling to engage in behaviors that go beyondthe normal expectations of their job.
Job Satisfaction and Customer
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Job Satisfaction and Customer
Satisfaction Satisfied employees increase customer satisfaction because:
They are more friendly, upbeat, and responsive. They are less likely to turnover which helps
build long-term customer relationships. They are experienced.
Dissatisfied customers increase employee job dissatisfaction.
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Rokeach Value Survey
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OB Applications of
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ppUnderstanding Emotions
Ability and Selection Emotions affect employee effectiveness.
Decision Making
Emotions are an important part of the decision-making process inorganizations.
Motivation Emotional commitment to work and high motivation are strongly
linked.
Leadership Emotions are important to acceptance of messages from
organizational leaders.
OB A li i ( d)
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OB Applications (contd)
Interpersonal Conflict Conflict in the workplace and individual emotions are strongly
intertwined.
Customer Services Emotions affect service quality delivered to customers which, inturn, affects customer relationships.
Deviant Workplace Behaviors Negative emotions lead to employee deviance (actions that violate
norms and threaten the organization). Productivity failures Property theft and destruction Political actions Personal aggression
Abili d S l i
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Ability and Selection
Emotional Intelligence (EI) Self-awareness Self-management
Self-motivation Empathy Social skills
Research Findings
High EI scores, not high IQscores, characterize highperformers.
Emotional Intelligence (EI) Self-awareness Self-management
Self-motivation Empathy Social skills
Research Findings High EI scores, not high IQ
scores, characterize high performers.
Emotional Intelligence
An assortment of noncognitive skills,capabilities, andcompetencies thatinfluence a personsability to succeed incoping withenvironmental
demands andpressures.