review what is ob? (chap.1) implications for managers (ms chung)
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OB 2. Review What is OB? (Chap.1) Implications for Managers (Ms Chung) Point - Counterpoint presentations True/False Review Questions (Book) Review questions (Multiple Choice) New: Foundations of Individual Behavior (Chapter 2). Using a Good T heoretical Model for Learning OB. - PowerPoint PPT PresentationTRANSCRIPT
Review What is OB? (Chap.1) Implications for Managers (Ms Chung) Point - Counterpoint presentations True/False Review Questions (Book) Review questions (Multiple Choice)
New: Foundations of Individual Behavior (Chapter 2)
OB 2OB 2
Using a Good Theoretical Model for Learning OB
Defines key terms : e.g. TQM p.15 Constructs a conceptual framework that
explains how important factors are interrelated : Basic OB model p. 28
Provides a departure point for research and practical application.
© The McGraw-Hill Companies, Inc., 1998
Point-counter Point 1: Analysis
The 2 articles acknowledge the importance of understanding organizational behavior; they propose different means to this end.
Point: Social life is social: Human beings do not live in isolation: structured relationships between individuals. A more pragmatic view in terms of a systems and contingency approach, keeping with modern management theory.
counterPoint: No 2 people do the same job in exactly the same way. There is always an element of individual discretion. Systematic observation of people in organizations will show that indeed individualism is alive and well. There is influence of the individual factors on the dependent variables (productivity …).
S. ROBBINS, OB 8th ed., 1998, Prentice Hall, p. 30
Company Carsproduced
Employees Ratio
Austin 500,000 130,000 4:1
GM 4,000,000 517,000 8:1
VW 1,600,000 150,000 11:1
Renault 1,700,000 100,000 17:1
Toyota 2,000,000 45,000 44:1
Employee efficiency ratios Daft and Steers, Organizations: A Micro/Macro Approach, 1986
Answer to Review Questions Chap. 1 (Q1)
Better: Given situational variables, human behavior is predictable with some probability of certainty.
OB represents substantial progress in predicting behavior, however it cannot yet consistently and perfectly predict behavior.
Some research is inconsistent and controversial. Recent trends in research: tremendous gains in
knowledge.
S. ROBBINS, OB 8th ed., 1998, Prentice Hall
Answer to Review Questions Chap. 1 (Q3)
An organization is a consciously coordinated social unitcomposed of 2 or more people that function on a relatively continuous basis to achieve a common goal or set of goals.
Vietnam Airlines is an organization. Green Peace is an organization. Technically the family unit is an organization. OB focuses on formal, work-related organizations.
Answer to Review Questions Chap. 1 (Q5)
TQM is a philosophy of management, driven by the constant attainment of customer
satisfaction through the continuous improvement of all organization processes.
Relevant for OB because it: can affect the organization structure’ often requires change in the work teams and it requires individual employees to rethink what they do and become more involved in workplace decisions.
Answer to Review Questions Chap. 1 (Q8)
The OB-model proposes that there are are 3 levels of analysis in OB.
As we move from the individual level, through the group level, to the organization-systems level, we add systematically to our understanding of behavior in organizations.
The 3 levels are analogous to building blocks, each level is constructed upon the previous level.
See Exhibit 1-8
Answer to Review Questions Chap. 1 (Q9)
Job satisfaction is an attitude rather than a behavior.
It is the difference between the amount of rewards workers receive and the amount they believe they should receive.
It is important because of its demonstrated relationship to turnover and absenteeism .
S. ROBBINS, OB 8th ed., 1998, Prentice Hall
Answer to Review Questions Chap. 1 (Q10)
Productivity is a performance measure including both effectiveness and efficiency.
Effectiveness is the achievement of goals. Efficiency is the ratio of output to input required
to achieve goals. Goals are part of OB motivational models. Chap. 5 and 6: theories and practices are
directly related to both.
S. ROBBINS, OB 8th ed., 1998, Prentice Hall
Three Uses of OB Research Findings
Instrumental: Direct practical application e.g. high stress => relaxation techniques
Conceptual: General conceptual enlightenment e.g. negative correlation age_absenteeism => positive attitude for hiring older people
Symbolic: Verify or legitimize existing positions e.g. favorable research report about impact of goal setting on job performance => managers maintain confidence in setting performance goals
© The McGraw-Hill Companies, Inc., 1998
Summary: Implications for Managers
In any organization there is a need for developing interpersonal and people skills.
OB replaces intuition by systematic study at three levels: individual, team, organization.
OB focuses on how to improve the dependent variables: productivity, ethically healthy work climate, …
Ultimate Goal of OB in Today’ s Business
3. Act for sustainable
change
2. Decide what to do
1. Think Study Explain Predict
Right perception
.
S A V Swiss-AIT-Vietnam Management Development Programme
Dr. Arno SchircksAlbert EinsteinAlbert Einstein
SDC
Case Bob Lutz(Chapter 2, page 41)
1932 in Zurich, Switzerland BS and MBA Product planner at GM Exec VP Sales & Mktg. at BMW Exec VP Internat. Oper’s at FORD Later President of Chrysler Corp. Love for speed and high flying. His personality shapes his behavior !
S A V Dr. A. SchircksSDC
S. ROBBINS, OB 8th ed., 1998, Prentice Hall
Case Bob Lutz Personality aggressive flamboyant assertive bold blunt internal locus of control high Mach type A
S A V Dr. A. SchircksSDC
S. ROBBINS, OB 8th ed., 1998, Prentice Hall
Objectives
Introduce basic psychological concepts Their implication for performance and satisfaction Topics:
Ability Learning Personality Values Attitudes Perception
Individual different variables for explaining and predicting behavior, but:
Consider always the cultural environment!
Biographical characteristics
Age
Turnover-, satisfaction for professionals+,
performance, productivity, learning?
Gender
Marital status
Tenure
Seniority or length of service or past behavior is a
powerful predictor of future behavior
Consider always the cultural environment!
Ability
Intellectual abilities
Physical abilities
Ability-job fit, e.g.
sales people: communication
airline pilots: spatial-visualization
high-rise construction workers: balance
Seven Major Mental Abilities
Verbal comprehension: Meaning of words and reading comprehension
Word fluency: Ability to produce isolated words to meet specific requirements
Numerical: Arithmetic computation Spatial: Perceive spatial patterns and visualize
geometric shapes Memory: Good rote memory of words, symbols, and lists Perceptual speed: Perception of similarities and differences in
figures Inductive reasoning: Reasoning from specifics to general
conclusion
Personality
Personality determinants Heredity Environment Situation
Personality traits MBTI Big Five
Consider always the cultural environment!
Jung’s psychological types
Extraversion and Introversion: our personal orientation (E, I) extra: directed outward toward external people and
things intro: focused inward on one’s personal phenomena
Perceiving and Judging : what we do with the information (P, J) perceiving: obtain an awareness of a situation and the
factors involved in it judging: deciding what to do about the situation
Myers-Briggs Type indicator (MBTI)
Ways of perceiving (P) Sensing and Intuition (S, N)
Ways of judging (J) Thinking and Feeling (T, F)
Consider always the cultural environment!
Jung’s Cognitive Styles Typology
Sensing/thinking (ST): Uses senses for perception and rational thinking for judgment
Sensing/feeling (SF): Factual person who relates well with others
Intuition/feeling (NF): Has artistic flair and relies on personal insights rather than facts
Intuition/thinking (NT): Focuses more on possibilities than on facts; theoretical and technical abilities
© The McGraw-Hill Companies, Inc.
Consider always the cultural environment!
The Big Five Personality Dimensions
Extraversion: Outgoing, talkative, sociable, assertive Agreeableness: Trusting, good natured, cooperative,
soft hearted Conscientiousness: Dependable, responsible,
achievement oriented, persistent Emotional stability: Relaxed, secure, unworried Openness to experience: Intellectual, imaginative,
curious, broad minded Research finding: Conscientiousness is the best (but
not a strong) predictor of job performance
© The McGraw-Hill Companies, Inc.
Emotions
Negative emotions (Goal incongruent):- Anger - Fright/anxiety- Guilt/shame - Sadness- Envy/jealousy - Disgust
Positive emotions (Goal congruent)- Happiness/joy - Pride- Love/affection - Relief
Complex, patterned, organismic reactions to how we think we are doing in our lifelong efforts to survive and flourish and to achieve what we wish for ourselves.
© The McGraw-Hill Companies, Inc.
Personality Attributes Influencing OB
Locus of control =>your LC p.57 Machiavellianism =>your Mach p.59 Self-Esteem =>your SE p.60 Self-Monitoring =>your SM p.61 Risk-Taking =>your RT p.62 Type A and B Personality=>p.64
A: 50% of US population
Consider always the cultural environment!
Albert EinsteinAlbert Einstein
Machiavellianism (Mach)
Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means. => High Mach when:
Face to face interaction needed Rules and regulations limited,
improvisation needed Emotional involvement with details is
irrelevant
Self-Esteem (SE) A belief about one’s own self worth based on an
overall self-evaluation. Self-perceived value that individuals have of themselves as member of a family, a group, a team or an organization.
Determinants of SE in organizations Organizational structure Managerial respect Job complexity
Factors Influenced by SE Organizational behavior Job performance General satisfaction
Organizational commitment and satisfaction
Self-Monitoring
The extent to which a person observes their own self-expressive behavior and adapts it to the demands of the situation.
Self-Management
Learning skills that allow individuals to manage their own behavior so that less external management control is necessary.
E.g. of skills:Goal-setting: short-term and
intermediate-termWrite a behavioral contract Identify self-chosen reinforcersSelf-monitoring own behaviorAdminister incentives for goal
achievement
Personality relationshipsSteers & Black, Organizational Behavior, 1994
Work-related
ATTITUDES and
BEHAVIOR
Work-related
ATTITUDES and
BEHAVIOR
Influenceson
personality
development
•Physiology•Culture•Family & group•Role•Situation
Influenceson
personality
development
•Physiology•Culture•Family & group•Role•Situation
Personality
differences(examples)
•Self-Esteem•Locus of control•Intro/Extro•Drives•Time Mgt.
Personality
differences(examples)
•Self-Esteem•Locus of control•Intro/Extro•Drives•Time Mgt.
Matching Personality and Jobs
John Holland’s fit theory page 66 e.g.
Enterprising: Prefers verbal activities,
influence others, attain power => self-
confident, ambitious, energetic, domineering
=> Small Business Manager, Lawyer
Individual Profile and Job Profile session 4job
perso
n
Learning involves change
Theories of learning page 69
Examples of reinforcement schedules
Fixed-interval: salaried workersVariable-interval: unannounced visits to a
company officeFixed-ratio: number of zippers sewn into
garmentsVariable-ratio: salespeople on commission
Mentoring
Functions of Mentoring Career Functions
- Sponsorship- Exposure and visibility- Coaching- Protection- Challenging assignments
Psychosocial Functions- Role modeling- Friendship
© The McGraw-Hill Companies, Inc., 1998
The process of forming and maintaining an intensive and lasting developmental relationship between a senior person (the mentor) and a junior person.
Psychological contract QWL Schermerhorn, Hunt, Osborn, Managing OB, 1994
Contributionserving needs of the organizationEffort SkillsLoyalty CreativityKnowledge Time
Contributionserving needs of the organizationEffort SkillsLoyalty CreativityKnowledge Time
Inducementsserving needs of the individualEffort SkillsLoyalty CreativityKnowledge Time
Inducementsserving needs of the individualEffort SkillsLoyalty CreativityKnowledge Time
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INDIVIDUAL
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INDIVIDUAL
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ORGANIZATION
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ORGANIZATION
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