Reviewer For: Organizational Behavior, 3rd Edition International Student Version

8/10/2019 Reviewer For: Organizational Behavior, 3rd Edition International Student Version

1/14

CHAPTER 1

Organizational Behavior- Actions of individuals and

groups in an organizational context.

Managing Organzational Behavior - Actions

focused on;

acquiring

developing

applying

The knowledge and skills of people.

Strategic OB Approach- Organizing and managing

peoples knowledge and skills to;

implement strategy

gain competitive advantage

Importance of Understanding OB

Enhance our ability to leverage peoples

potential within the organization.

Gain confidence in empowering associates to

work toward solving problems.

Integrate behavioral science knowledge to

organizational applications.

Behavioral Sciences:

Psychology

Social psychology

Sociology Economics

Cultural anthropology

Organization Defined - Collection of individuals

forming a coordinated system of specialized

activities for the purpose of achieving certain goals

over some extended period of time.


2/14

Features of Organizations

Network of individuals

System

Coordinated activities

Division of labor

Goal orientation

Continuity over time, regardless of individual

membership change

Human Capital

Sum of skills, knowledge, and general attributes of

people in the organization.

Competitive Advantage

Able to perform some aspect of work better than

competition offering customers added value.

Valueo Individuals capable of supporting strategy

for competing.

Rareness

o Unique skills and talents of individuals.

Imitability

o Extent that individual skills and talents can

be copied.

Positive OB Nurtures individuals strengths for

personal and professional advantage.

High-Involvement Management

Selective Hiring

Extensive Training

Decision Power

Information Sharing

Incentive Compensation

Demands on High-Involvement Managers

Selective Hiring

Extensive Training

Decision Power

Information Sharing

Incentive Compensation

CHAPTER 2

Diversity A characteristic of a group of people

where differences exist on one or more relevant

dimensions.

Multicultural Organization The organizationa

culture values differences.

Plural OrganizationHas a diverse workforce and

takes steps to be inclusive and respectful of

differences, but where diversity is tolerated rather

than valued.

Monolithic OrganizationHomogeneous.

Forces of Change

Changing Population Demographics

Increase in the Service Economy Global Economy

Requirements for Teamwork


3/14

Roadblocks to Diversity

Prejudice and Discrimination

Stereotyping

Differences in Social Identity

Power Differentials

Poor Structural Integration

Communication Problems

Prejudice

Unfair negative attitudes about people who belong

to social or cultural groups outside our own.

DiscriminationBehavior resulting in unequal treatment of

individuals based on group membership.

Modern Racism

Subtle discrimination despite people knowing it is

wrong to be racially prejudice and thinking they are

not.

Stereotyping

Generalized beliefs about the characteristics of agroup of individuals.

Social Identity

Persons knowledge that he/she belongs to certain

social groups, where belonging has emotional

significance.

Power DifferentialsSources of Power

Expert knowledge

Formal position

Control rewards/resources

Being irreplaceable

Ascribed Status

Status and power that is assigned by cultural norms

and depends on group membership.

Structural Integration

Degree to which minorities and women are

represented in all occupations within an

organization.

Communication Problems

Willingness to openly disagree Importance of maintaining face, or dignity

Way agreement is defined

Time devoted to establishing persona

relationships

Willingness to speak assertively

Mode of communication

Personal space and nonverbal communication

Criteria for Creating and Managing Diversity

Commitment from upper-level management

Diversity linked to strategic plan

Involve associates

CHAPTER 3

Globalization

Trend toward a unified global economy where

national borders mean relatively little.

Culture

Shared values and assumptions that governacceptable behavior and thought patterns in a

country.


4/14

Internationally Focused Jobs

Thrive on challenge

Geographically dispersed teams

Rely heavily on electronically mediated

communicationo Virtual electronic teams

Develop trust quickly

o Swift trust

Learning About a Counterparts Culture

Dont try to identify anothers culture too

quickly.

Beware of the Western bias toward taking

actions.

Avoid formulating simple perceptions of others

cultural values.

Dont assume your values are the best for the

organization.

Recognize that norms for interacting with

outsiders may differ from those between

compatriots.

Be careful in making assumptions about cultural

values and expected behaviors based on

published dimensions of a persons nationalculture.

Foreign Job Assignments

Expatriate Individual who leaves his/her home

country to live and work in a foreign land.

Training Expatriates

Convince its important

Train entire family

Predeparture orientation

Key cultural information

Conversational language training

Consider additional training after arrival

o Language

o Cultural exposure

o Host-country support

Culture ShockStress involving difficulties coping

with the requirements of life in a new country.

EthnocentrismBelief that ones culture is better

than others.

Glass Border Unseen but strong discriminatory

barrier blocking many women from internationa

assignments.

Results in issues of development and

knowledge for higher-level jobs

Impact on human capital

Cross-cultural Working Relationships High-context Cultures:

o Use contextual cues to understand people

and their communications

o Value trust and personal relationships

Low-context Cultures:

o Rely on direct questioning to understand

people and their communications

o Value efficiency and performance


5/14

Monochronic Time Orientation

o Prefer to focus on one task per unit of time

o Complete that task in a timely fashion

Polychronic Time Orientation

o Willing to juggle multiple tasks per unit of

time

o Accept interruptions and unwilling to be

driven by time

Cultural IntelligenceAbility to separate aspects of

behavior based in culture versus unique to

individuals or humans in general.

International Participation

Culture and High-involvement Management

High versus Low Uncertainty Avoidance

High versus Low Assertiveness

Low-power versus High-power Distance

Individualistic versus Collectivistic

Ethics and Globalization

International EthicsPrinciples of proper conduct

focused on issues such as corruption, exploitation of

labor, and environmental impact.

CHAPTER 4

Learning Process through which individuals

change their behavior based on positive or negativeexperiences in a situation.

Operant Conditioning

Explanation for consequence-based learning.

Assumes learning results from simple

conditioning.

Higher mental functioning is irrelevant.

Social Learning Theory

Explanation for consequence-based learning.

Acknowledges the higher mental functioning ofhuman beings.

Recognizes the role such functioning can play in

learning.

Basic Elements of Learning

Situation + Behavioral Response + Consequence

= Learning.

Reinforcement

Positive

o Behavior followed by positive consequence.

o Increases likelihood behavior will be

repeated.

Negative

o Behavior followed by withdrawal of

previously encountered negative

consequence.

o Increases likelihood that behavior will be

repeated.


6/14

Punishment

Behavior followed by negative consequence.

Reduces likelihood behavior will be repeated.

Guidelines for Punishing

Deliver as quickly as possible.

Direct at specific behaviors made clear to the

recipient.

Deliver in objective, impersonal fashion.

Listen to their explanation before taking action.

Extinction

Behavior followed by absence of previously

encountered positive consequence.

Reduces likelihood behavior will be repeated.

Schedules of Reinforcement

Continuous

o Reward occurs after each behavior

Intermittent

o Reward does not occur after each behavior

fixed interval

variable interval

fixed ratio

variable ratio

Other Conditions for Learning

Know why they are learning what theyre

learning.

Use their own experiences as the basis for

learning.

Practice what theyve learned.

Get feedback.

Training Steps:

Organizational Behavior Modification Forma

procedure to improve task performance through

positive reinforcement and extinction.

Simulations

A representation of a real system that allows people

to try various actions and receive feedback.

Observation

Self-

efficacy

Symbolization

and

Forethought


7/14

Learning from Failure

Failure not resulting in learning = mistake

Failure resulting in learning = intelligent failure

o Actions;

thoughtfully planned

reasonable chance of success

modest in scale

quickly executed and evaluated limited to familiar domains

Perception

Process of sensing various aspects of a person, task,

or event and forming impressions based on selected

inputs.

Perceptions of People

Attributionprocess of determining what caused

behaviour.

Internal Factors

o Personality

o Attitudes

o Abilities

External Factors

o Organizational resources

o Luck

o

Uncontrollable influences

Fundamental Attribution Error A person wil

attribute the behavior of others to internal rather

than external causes.

Self-serving BiasA person that attributes others

failure to internal causes and success to external,

will attribute their failure to external and success to

internal causes.

CHAPTER 5

Personality Stable characteristics representing

internal properties reflected in behaviora

tendencies across a variety of situations.

Enduring

Influence Behavior

Across Various Situations

What Determines Personality? HeredityGenes

o combination

o 50% personality

Environment

o Experiences

o Events

o Socioeconomic circumstances

o Other?


8/14

Cognitive Concepts A persons perception andthoughts affect how they process information.

Locus of Control

Authoritarianism

Self-Monitoring

Motivational Concepts Stable differences that

energize and maintain a persons behavior.

Achievement Motivation

Approval Motivation

Intelligence General mental ability used in

complex information processing: Does genera

intelligence have meaningful effects on success in

the workplace?

What Type of Intelligence Do You Have?

Number aptitude

Verbal comprehension

Perceptual speed

Spatial visualization

Deductive reasoning

Inductive reasoning

Memory

AttitudePersistent tendency to feel and behave in

a favorable or unfavorable way toward a specific

person, object, or idea. Stable

Directed at:

o object

o person

o idea

Essential Elements of Attitudes

Cognitive

o what we think

o

what we know

Affective

o how we feel

o like or dislike

Behavioral

o how we act

o intendedactions


9/14

Important Workplace Attitudes

Job Satisfaction

o High Satisfaction

positive work attitude

o Low Satisfaction

negative work attitude

Organizational Commitment

o

Strong Commitment positive organizational attitude

o Weak Commitment

negative organizational attitude

Causes of Satisfaction and Commitment

Role ambiguity

Supervision/leadership

Pay and benefits

Nature of the job Organizational climate

Stress

Perceptions of fair treatment

Types of Commitment

Affective commitment

o strong positive attitudes toward

organization

Normative commitment

o

feelings of obligation

Continuance commitment

o lack of better opportunities

Can You Change Attitudes? Persuasive

Communication

1. Communicator

2. Message

3. Situation

4. Target

Cognitive Dissonance An uneasy feeling

produced when a person behaves in a manner

inconsistent with an existing attitude.

EmotionsComplex subjective reactions that have

both a physical and mental component.

Organizational Impact:

o Direct Effect on Behavior

o Emotional Labor

o Emotional Intelligence

Direct Effects of Emotion Emotional contagion

occurs when emotions experienced by one or a few

members of a work group spread to other members

Positive Emotions Influence:

o Social activity

o Altruism and helping behavior

o Effective conflict resolution

o Job satisfaction

o Motivation

o Organizational citizenship behaviour

Negative Emotions Influence:

o Aggression against co-workers

o Aggression toward the organization

o Workplace deviance

o Job dissatisfaction

o Decision making

o Negotiation outcomes

Emotional LaborProcess whereby associates must

display emotions that are contrary to what they arefeeling.

Outcome depends on:

o how supervisors enforce display rules

o self-identities of associates

o networks of supportive people

Emotional Intelligence

Appraise emotions

o self and others

Regulate emotions

o self and others

Use emotions

o motivate

o plan

o achieve


10/14

CHAPTER 6

Motivation Forces within a person, resulting in

effort toward goal achievement.

Theories of Motivation

Content Theories

o Hierarchy of Needs

o

ERGo Achievement, Affiliation, and Power

o Two-Factor

Process Theories

o Expectancy

o Equity

o Goal-Setting

Hierarchy of Needs (Maslow) People are

motivated by desire to satisfy specific needs. People

must satisfy needs at lower levels before being

motivated by higher level needs:

1.

Self-actualization

2. Esteem

3. Social

4. Safety

5. Physiological

ERG Theory (Alderfer)

Achievement, Affiliation, and Power (McClelland)

Need for Achievement

o Perform well against a standard of

excellence

Need for Affiliation

o Be liked and on good terms with people

Need for Powero Desire to influence people and events

Two-Factor Theory (Herzberg) Job satisfaction

and dissatisfaction are independent states that

different factors affect.

Motivatorsinfluence satisfaction

o Achievement

o Recognition

o Responsibility

o

Opportunity for advancement/promotion

o Challenging work

o Potential for personal growth

Hygienesinfluence dissatisfaction

o Pay

o Technical supervision

o Working conditions

o Company policies and procedures

o Interpersonal relationships

o

Statuso Security

Expectancy Theory (Vroom) Managers and

associates consider three factors in deciding

whether to exert effort.

Expectancy

o Probability that effort leads to performance

Instrumentality

o Perceived connection between performance

and an outcome

Valence

o Value placed on the outcome


11/14

Equity Theory (Adams)Motivation is based on the

assessment of ones ratio of outcomes for inputs

compared to others.

My Outcomes + My Inputs

VS

Others Outcomes+ Others Inputs

Resolving Perceived Inequity

Increasing or decreasing inputs.

Changing their outcomes.

Distorting perceptions of their (others/inputs)

and outcomes.

Changing the referent other.

Leaving the organization.

People React Differently to Inequity

Sensitives

o resolve whether favorable or unfavorable

Benevolents

o tolerate unfavorable

o resolve favorable

Entitleds

o resolve unfavorable

o tolerate favorable

Distributive JusticeDegree to which people think

outcomes are fair.

Procedural JusticeDegree to which people think

procedures used to determine outcomes are fair.

Some rules:

Goal-Setting TheoryChallenging and specific

goals increase performance through attention,effort, and persistence.

THEORY and MOTIVATION PRACTICES


12/14

Motivating Associates

Find Meaningful Individual Rewards

Tie Rewards to Performance

Redesign Jobs

o Job enlargementAdding tasks that are

similar in complexity

o Job enrichmentIncreasing responsibility

Provide Feedback

Clarify Expectations and Goals

CHAPTER 7

StressFeeling of tension when a person perceives

a situation exceeds their ability to cope.

Job StressFeeling that ones capabilities,

resources, or needs do not match the demands or

requirements of the job.

Stress Types:

Acute

o Short-term

o Reaction to an immediate threat

Chronic

o Long-term

o Reaction to an ongoing situation

EustressGood Stress

Positive stress

Energizing

Motivating

Improves performance

DystressBad Stress

Negative stress

Physiological problems

Psychological problems

Signs of Dystress

o Feel irritable

o Sleeping difficulties

o

Joyless life

o Disturbed appetite

o Relationship problems

Two Models of Workplace Stress

1. Demand-Control

Workplace demands faced

Control exerted in meeting demands

2. Effort-Reward Imbalance

Effort required Rewards received as a result of effort

Effort-Reward Imbalance Model


13/14

Stressors

Role Conflict

Role Ambiguity

Work Overload

Occupation

Resource Inadequacy

Working conditions

Management Style

Monitoring

Job Insecurity

Incivility

Individual Influences on Stress

1. Personality

2. Self-esteem

3. Hardiness

4.

Gender Personality Types

o Type A

Competitive

Aggressive

Impatient

o Type B

Less Competitive

Less Aggressive

Patient

Self-Esteem

o High Self-Esteem

Greater well-being

More resistant to stressors

Engage in positive coping behaviors

o Low Self-Esteem

Withdrawn

Procrastinate

Less resistant to effects of stressors

Engage in negative coping behaviors

High Hardiness

o Internal commitment to activities

o Internal locus of control

o Seek challenge

o Less negative reactions to stress

Gender

o Women

Seek more emotional social support

Seek more instrumental social support

Engage in more positive self-talk

Exhibit rumination

Experience more stress in the workplace

Individual Consequences of Stress

Psychological

o Anxiety

o

Depressiono Low self-esteem

o Sleeplessness

o Frustration

o Family problems

o Burnout

Behavioral

o Excessive smoking

o Substance abuse

o Accident proneness

o

Appetite disorders

o Violence

Physiological

o High blood pressure

o Muscle tension

o Headaches

o Ulcers, skin diseases

o Impaired immune systems

o Musculoskeletal disorders

o

Heart diseaseo Cancer

Organizational Consequences of Stress

Individual Stress Management

Exercise

Proper Diet

Social-Support Networks

Relaxation Techniques


14/14

Organizational Stress Management

Increase individuals autonomy and control

Ensure individuals are compensated properly

Maintain job demands/requirements at healthy

levels

Ensure associates have adequate skills to keep

up-to-date with technical changes in the

workplace

Increase associate involvement in important

decision making

Improve physical working conditions

Provide job security and career development

Provide healthy work schedules

Improve communication to avoid uncertainty

and ambiguity

Reviewer For: Organizational Behavior, 3rd Edition International Student Version

Documents

Transcript of Reviewer For: Organizational Behavior, 3rd Edition International Student Version