2_Basics of Organizational Behavior

7/31/2019 2_Basics of Organizational Behavior

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BASICS OF ORGANIZATIONAL BEHAVIOR

MGMT 360

Instructor: Marie S. Mitchell

Individual Behavior, Values, Ethics and Personality


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EMPLOYEE ENGAGEMENT

Defined

How much employees identify with and are emotionallycommitted to their work, are cognitively focused on thatwork, and possess the ability and resources to do so


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MARS MODEL OF INDIVIDUAL BEHAVIOR

IndividualBehavior

and Results

RolePerceptions

SituationalFactors

Motivation

Ability

Values

Personality

Perceptions

Emotions

Attitudes

Stress


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EMPLOYEE MOTIVATION

Defined

Internal forces that affect a persons voluntary choice of

behavior

Influences Direction

Intensity

Persistence

M

A

R

S

BAR


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ABILITY

Defined

Natural aptitudes and learned abilities required tosuccessfully complete a task competencies;

Personal characteristics that lead to superiorperformance

Can gain ability by

Selecting

Developing Redesigning M

A

R

S

BAR


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ROLE PERCEPTIONS

Defined

Beliefs about what behavior is required to achieve

Employee should understand

what tasks to perform relative importance of tasks

which tasks are preferred

how to accomplish tasks

MR

S

BAR

A


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SITUATIONAL FACTORS

Environmental conditions that constrain or facilitatebehavior

Time

People Budge

Work facilities

M

S

BAR

A

R


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BEHAVIOR

The basic unit of analysis in the study of organizationalbehavior


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TYPES OF BEHAVIOR

OrganizationalCitizenship

Performance beyond the requiredjob duties

Task Performance Goal-directed behaviors under

persons control

more

CounterproductiveWork Behaviors

Voluntary behavior that potentiallyharms the organization


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TYPES OF CWB

Severe

Individual

Organization

Minor

Personal Aggression

Sexual harassment

Verbal attacks

Stealing from a coworker

Endangering a coworker

Political Deviance

Showing favoritism

Gossiping

Blaming others

Competing non-beneficially

Property Deviance

Sabotaging equipment

Accepting kickbacks

Lying about hours

Stealing company property

Production Deviance

Leaving early

Excessive breaks

Intentionally workingslow

Wasting resources


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VALUES AND PERSONALITY

Stable influences of organizational behavior


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VALUES

Defined

Stable, long-lasting beliefs about what is important in avariety of situations

Define whats right and wrong Values influence behavior

Habitual behavior is usually consistent with values

Conscious behavior less guided by values

Decisions and behaviors linked to values when Mindful of our values

Have logical reason to apply values in that situation

Situations does not interfere with values


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VALUE CONGRUENCE

Defined

Where 2+ entities have similar value systems

Problems with incongruence

Incompatible decisions Lower satisfaction and commitment

Increased stress and turnover

Benefits of incongruence

Better decision-making (diverse values)

Enhanced problem definition

Prevents corporate cults and group think


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HOFSTEDES 5 VALUE CLUSTERS

1. Individualism vs. Collectivism

Individualism interests based on self

Collectivism interests based on group

2. Power Distance High powerful people yield influence

Low see little use of power or those in power

3. Uncertainty Avoidance

High wish to reduce uncertainty or ambiguity

Low not bound by rules, time or strong work ethic


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HOFSTEDES 5 VALUE CLUSTERS (CONT.)

4. Achievement vs. Nurturing Orientation

Achievement value money, material objects,independence

Nurturing value relationships, modesty, quality of life5. Time Orientation

High future orientation

Low emphasize past and present


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INDIVIDUALISM VS. COLLECTIVISM

Peru

Chile

Italy

Nigeria

India

United States

Japan

Egypt

Korea

PR China

Portugal

Mexico

Hong Kong

Taiwan

C

ollectivism

High

Low

IndividualismHighLow

Australia

Hungary

NewZealandSingapore


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POWER DISTANCE

Japan

Israel

Denmark

Venezuela

High Power Distance

Malaysia

Low Power Distance

U.S.

The degree thatpeople accept an

unequal distributionof power in society


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ACHIEVEMENT VS. NURTURING

Achievement

Nurturing

Japan

U.S.

Sweden

The degree that peoplevalue assertiveness,

competitiveness, andmaterialism (achievement)versus relationships andwell-being of others(nurturing)

China

Chile

France


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UNCERTAINTY AVOIDANCE

High U. A.

Low U. A.

JapanGreece

U.S.

The degree that peopletolerate ambiguity (low) or

feel threatened byambiguity and uncertainty(high uncertaintyavoidance).

Italy

Singapore


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TIME ORIENTATION

Japan

Netherlands

Russia

Long-Term Orientation

Short-Term Orientation

China

The degree that people valuethrift, savings, andpersistence (long-term)versus past and presentissues, respect for traditionand fulfilling social

obligations (short-term).U.S.A.


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INDIVIDUAL AND ORGANIZATIONAL ETHICS

Principles that determine whats right and wrong


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ETHICAL DECISION-MAKING MODEL

1.Awareness


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INFLUENCES OF AWARENESS

Moral Intensity

Degree that issue demands ethical principles

Ethical Sensitivity

Ability to recognize the presence and determine therelative importance of an ethical issue


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ETHICAL DECISION-MAKING MODEL (CONT.)

2. Judgment

1.Awareness


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ETHICAL PRINCIPLES: INFLUENCE JUDGMENT

Utilitarianism

Individual

Rights

Greatest good for the greatestnumber of people

Every person is entitled to legal and

human rights

DistributiveJustice

People who are similar should berewarded similarly

CareFavor those with whom we havespecial relationships


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ETHICAL DECISION-MAKING MODEL (CONT.)

4. Conduct

5. Motivation

2. Judgment

1.Awareness


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INFLUENCES OF MOTIVATION & CONDUCT

Situational Influences

Competitive pressure

Organizational structure and climate

Social models at work Individual Characteristics

Personality


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BUILDING AN ETHICAL WORKPLACE

Ethical Code of Conduct

Establishes standards of behavior

Problem: Limited effect alone on ethical behavior

Ethics Training Awareness and clarification of ethics codes

Practice resolving ethical dilemmas

Ethics Officers

Educate and counsel; hear about wrongdoing

Ethical Leaders and Culture

Demonstrate integrity and role model ethical conduct


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ETHICAL DILEMMA

The Scenario Ted works at a local accounting firm. In recent years, Ted's firm,

like many, has embraced a host of new technologies includingadding email accounts for all full-time staff. The other day Tedwas checking his email when he came upon a strange message

... apparently sent to his email address by mistake. (By the way,Ted's email address is only one character different from thecompany CEO's address.) The message indicated that Ted'sgood friend and co-worker Nancy is scheduled to be "laid-off" asa part of a workforce reduction next week.

Ted happens to know that Nancy is pregnant but that she hasn't

told her boss yet because she really needs to continue workingfor a few months to save money before the new baby arrives.


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TEAMWORK: THINK AND RESPOND

As a Team decide what Ted should do and justifyyour answer.


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PERSONALITY

Relatively stable patterns of behaviors and consistentinternal states that explain a persons behavioral tendencies


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BIG 5 PERSONALITY DIMENSIONS

Outgoing, talkative

Sensitive, flexible

Careful, dependable

Courteous, caring

Anxious, hostile

Extroversion

Openness to Experience

Conscientiousness

Agreeableness

Neuroticism


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MYERS-BRIGGS TYPE INDICATOR

4 Basic Dimensions

Extroversion/introversion

Sensing/intuition

Thinking/feeling Judging/perceiving

Most widely used in organizations

Least validated and correlated with work behavior

Do not use for selection of any job (new orpromotions)


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QUESTIONS?

2_Basics of Organizational Behavior

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