Organizational behavior

Sanjika PereraDepartment of Animal Production and Health

Organizational Behavior

04/15/2023 Sanjika Perera 2

The Field of study the impact that individuals, groups and structure have on behavior within organizations, for

the purpose of applying such knowledge towards improving the

organizational effectiveness

WHAT ?


Here we consider,

• Individual level– Attitudes– Personality– Emotions and moods– Perception– Motivation


Group level– Groups/Teams– Power and Politics– ConflictsStructure level– Organization structure and design– Human resource Polices and practices– Organizational culture– Organizational change and development


What are challenges and opportunities of OB?

• Responding to economic pressure• Responding to globalization• Increase foreign assignments• Work with people with different cultures• Managing work force diversity• Improving customer service• Improving people skills• Innovation/growth• Coping with temporariness• Networked organizations• Work-life balance• Improving ethical behavior


Focused on

• Reducing– absenteeism – turn over– deviant work place

behavior


Increasing•productivity•organizational citizenship behavior•job satisfaction


Help Managers

• Managing work place diversity• To empower people• Design and implement change programs• Improve customer service• Achieve work –life balance


• Manage Labor shortages• Temporariness• Stimulate innovation • Ethical/healthy work culture


Diversity

Surface Level• Different in easily seen

characters such as race, age, disability etc

• Not necessarily reflect the ways people think and feel

Deep Level• Differences in values,

personality and work preferences

• More important to get to know each other


Surface level Diversity• Age• Gender• Race/ Religion /ethnicity• Disability• Tenure• Sexual Orientation


Deep Level Diversity

• Values• Personality• Work Preferences

AttitudesAnd

Job Satisfaction


• What is an attitude ?

Feelings

Thought

Behavior


Situation 1• You have to give a

report to cull animals. You are a devote Buddhist/Hindu that despise killing animals.

• How do you behave in such situation?

Situation 2• Some of you may tried

hard to become a doctor and you end up being a veterinarian.

• Do you like being a veterinarian now?


Cognitive Dissonance


Job Attitudes

Job Satisfaction• A positive feeling

about one’s job resulting from an evaluation of its characteristics

Job Involvement• The degree to which

a person identifies with a job, actively participates in it, and considers performance important to self worth


Organizational Commitment • Degree to which an

employee identifies with a particular organization and its goals and wishes to maintain membership in the organization

Organizational Citizenship Behavior• Discretionary

behavior which is not part of an employee’s formal job requirements, but that nevertheless promotes the effective function of the organization


How to make your employee satisfied?

• Increasing pay /incentives/bonus will not work

• Make work challenging and interesting

• Create a positive work environment

• Group works, trainings, responsibilities and limited freedom to control own work environment


The Personality


Is this the personality?


• The sum total of ways in which an individual reacts to and interacts with others

• Dynamic concept of describing the growth and development of person’s whole psychological system


Extraversion

• Interpersonal skills• Greater social dominance• More emotionally expressive

• Higher performance• Easily emerge as Leaders• High Job satisfaction/life satisfaction


Conscientiousness

• Greater effort /persistence• Better organized /planning• More drive and discipline

• Higher performance• Enhanced leadership• Better longevity


Openness

• Increased learning• More creative• More flexible and autonomous

• Training performance• Enhanced leadership• More adaptable to change


Agreeableness

• Better liked• More compliant and conforming

• Higher performance• Lower level of deviant behavior


Emotional Stability

• Less negative thinking • Fewer negative emotions• Less hyper vigilant

• High job/life satisfaction• Lower levels of stress


Narcissism

• Like to be the center of attention

• Grandiose sense of self importance

• Requires excessive admiration

• Sense of entitlement • arrogant


Type A Personality

• Extremely competitive• Moving, walking, eating

rapidly• Feel impatient with rate

of events take place• Cannot cope with leisure

time• Obsessed with numbers,

How much, how many


Type B Personality


Machiavellianism

• “If It works, use it”• Pragmatic• Maintains emotional

distance• Believes end can justify

means• Manipulate more, win

more, persuaded less and persuade others


Core self evaluators

Positive• See themselves as Capable Effective• In control of their

environment

Negative• Question their abilities• Tend to dislike

themselves• View them selves as

powerless over their environment


SELF MONITORING


Risk TakingWilling to

take chances


Proactive Personality

Show initiative,Take action

Persevere until meaningful results

occurs


• Do personality related to work performances?


Emotions and Moods


• Emotions are intense feelings directed to someone or something

• Eg. Anger, Happiness, fear etc

• Positive emotions /Negative emotions

• No neutral emotions


• Moods Less intense feeling usually last for long time

• No contextual stimulation


Sources of Emotions

• Personality• Day of the week• Time of the day• Age• Gender• Stress• Social activities• Sleep• exercise


Emotional Labor

Is she really happy?• The situation where the

employee expresses organizationally desired emotions during interpersonal transactions at work

• Receptionists• Air Hostesses• Call center workers


Emotional Dissonance

• The inconsistency between the emotions people feel and emotions they project

• Surface acting : suppress display emotions

• Deep acting : modify felt emotions


Emotional Intelligence

• Be self aware• Detect emotions of

others• Manage emotional

cues and information

• Empathy• (Angry, but express

it without violating social norms)


Studies show emotions are

critical to rational thinking!!!!!


Perception


• Individuals organize and interpret their sensory impressions in order to give meaning to their environment

• The challenge is what we perceive is substantially different from the objective reality


• Peoples behavior based on their perception of what reality is, not on reality itself

Isn’t she beauti ful?


SituationTimeWork settingSocial setting

Receiver AttitudesMotivesInterests Experienceexpectations

TargetNoveltyMotionSoundsSizeBack groundProximitySimilarity

Perception

Factors that influence perception


Personal PerceptionMaking judgments About Others

We try to explain others behaviors

assume other people’s internal statusjudge people based on our perceptions

04/15/2023 54

• We tend to underestimate influence of external factors

• Tend to over estimate influence of internal factors (personal Factors)

This is fundamental attribution error

Sanjika Perera


• Individuals /organizations tend to attribute their ,

success to internal factors-ability and effort Failures to external factors –bad luck, lack

of timeThis is Self Serving Bias


Common Short cuts in Judging

Selective perception

• Tendency to selectively interpret what one sees on the based of ones interests, back ground, experience, attitudes


Halo effect• Draw a general

impression about an individual based on a single characteristic


Contrast effect

• Evaluation of a persons is not done in isolation, we compare he/she with people we recently encountered


Stereotyping• Judging someone

on the basis of one’s perception of the group to which that person belongs

• This activates prejudice and discrimination


For managers

• Employee interview-first impression within 1/10seconds

• Performance expectations-expect big things-they deliver big! –Self –fulfilling Prophecy

• Performance evaluation-very often Subjective• Halo, contrast effects, selective perception

and stereotypes all play a part


Motivation


Motivation

• A process that account for an individual’s intensity, direction and persistence of effort toward attaining a goal


Maslow’s Hierarchy of needs


Self Determination Theory

• Concerned with the beneficial effects of intrinsic motivation and harmful effects of extrinsic motivation


Reinforcement Theory


Social Learning Theory


Expectancy Theory


Equity Theory


• Relevant to motivation special through feed back

• facilitate decision making• Displayed emotions are important to

negotiations and customer service• Emotional Intelligence important to predict

behavior


Groups/Teams


Group

• Two or more individuals interacting and interdependent, who have come together to achieve particular goal


Why do we form groups?


Group Properties


1.Group Roles

• Role perception: how to act on given situation

• Role expectation: Our belief how others should act in given situation

• Role conflict: contradictory roles in organization or social setting


2.Group Norms

Conformity


Conformity• need to accept by a

group• susceptible to conform

to group norms


Deviant work place behavior

Voluntary behavior violates

significant organizational

norms


3.status

Socially define rank

Depends on • Power over

others• Ability to

contribute to groups goals

• Personal characteristics


4.Group SizeSmall Groups/Big groups

Advantages and disadvantages


Group Decision making-Brain storming


Social Loafing


5. Group Cohesiveness

Degree to which members attract to each other

And wish to remain in the group


Group think

• Group pressures for conformity

• Deter the appraisal of unusual, minority and unpopular views

• Dramatically hinder performance


Group Shift or Group polarization


• Groups properties are related to the group performance

• If norms support high out put- organization’s productivity increases

• Group works increase job satisfaction

• Teams and groups are not always the answer


Organizational

Power and Politics


Power is the capacity that A has to influence the behavior of B so B

acts in accordance with A’s wishes


5 Bases of Power• Formal Power• Coercive- fear of negative results• Reward-ability to distribute valuable rewards• Legitimate – position and formal hierarchy• Personal Power• Expert –special skills and knowledge• Referent –desirable resources and personal

traits


Key to Power

Dependency

• Importance: should posses important resource

• Scarcity : it should be hard to find

• Non-substitutability : it cannot be easily replaced


Power tactics


Unequal Power in the Working Place

Sexual Harassment

Any unwanted activity of Sexual nature that affects an individual’s employment and creates hostile work environment


Politics-Power in Action

legitimateNormal every day activities• Complaining to

supervisors• By pass chain of

command• Form coalitions• Obstructing org polices

through inaction or adhering to rules

• Outside professional contacts


illegitimate

• Sabotage• Whistle –Blowing• Symbolic protests• Calling sick


Impression Management

• The process by which individuals attempt to control the impression others form on them


Conflicts

• A process begins when one party perceives that another party has negatively affected , or is about to negatively affect, something that the first party cares about


Result in

• Lack of Communication

• Lack of trust

• Lack of openness


Are conflicts good or bad?

• Task conflicts -related to content and goals of the work

• Relationship Conflicts -focus on interpersonal relationships

• Process conflict -relate to how the work is done


• What are functional and dysfunctional conflicts?

• Functional conflicts: supports the group goals of the group

• Dysfunctional Conflicts : Hinder goals of the group


Devil’s advocate

• A person expresses opinion what he/she do not hold

• To encourage the discussion

• This may increase new way of thinking and healthy conflicts levels in discussions


• Relationship conflicts are always bad

• Task conflicts and Process conflicts are

good only at a lower levels

• Be mindful of conflict levels of

discussions they may all together

disrupt healthy out comes


Negotiations

• A process in which two or more parties exchange gods or services and attempt to agree on the exchange rate for them


• Organization structure and design• Human resource Polices and

practices• Organizational culture

• Also contribute to Organizational behavior

Thank you

Organizational behavior

Leadership & Management

Transcript of Organizational behavior