Chapter 1: Introduction to the Field of Organizational Behavior

Open Systems Perspective (input, transformation, output): (p9): considers more than just an organizations fit with the external environment. It examines how the company operates internally, in other words how it turns inputs into outputs.

Organizational Efficiency: (p9) also known as productivity. Amount of outputs relative to inputs; companies that produce more goods and services with less labor, materials, and energy are more efficient.

Strategies for Efficiency:Lean Management: continuously reducing waste, unevenness, and overburden in the production process. Minimize overload of people and equipment.

high-performance work practices:

Organizational Learning: Also called knowledge management. Organization effectiveness depends on the orgs capacity to acquire, share, use and store valuable knowledge.

Absorptive capacity: the ability to recognize the value of new information, assimilate it, and use it for value added activities.

Intellectual Capital: a company’s stock of knowledge, including human capital, and relationship capital.

Human Capital: the stock of knowledge, skills, and abilities among employees that provides economic value to the organization. "Organizational" Memory: the storage and preservation of intellectual capital. Another technique is to transfer knowledge to employees. A third strategy is to transfer it to structural capital.

Stakeholder: individuals, organizations, and other entities that affect, or are affected by, the organizations objectives and actions.

Corporate Social Responsibility: organizational activities intended to benefits society and the environment beyond the firms immediate financial interests or legal obligations. Organizational Citizenship Behaviors : various forms of cooperation and helpfulness to others that support the organizations social and psychological context.

Counterproductive Work Behaviors: voluntary behaviors that have the potential to directly or indirectly harm the organization.

Globalization: economic social and cultural connectivity with people in other parts of the world.

Surface Level Diversity: the observable demographic of physiological differences in people such as their race, ethnicity, gender, age, and physical disabilities.

Deep Level Diversity: difference in the psychological characteristics of employees, including personalities, beliefs, values, and attitudes.

Work-life Balance: the degree to which a person minimizes conflict between work and nonwork demands.

Virtual Work: work performed away from the traditional physical workplace by means of information technology.

Anchors : Multidisciplinary anchor: Org Behav should import knowledge form many disciplines.

Systematic inquiry OB should study organizations using systematic research methods; which means that OB knowledge should be based on forming research questions, systematically collecting data, and testing hypotheses against those data.

Contingency: there is no one best solution in all circumstancesMultiple levels of analysis:

Individual: characteristics and behaviors of employees as well as the thought process that are attributed to them like motivation, perceptions, personalities, attitudes, and values.

Group: looks as the interaction between people. Team dynamics, communication, power, organizational politics, conflict, and leadership.

Organization: focus on how people structure their working relationships and on how organizations interact with their environments.

Levels of analysis: from atoms to the universe People run things against reality .How in depth do you want to study? On a micro level, pixel level, cell level? Conclusions in the data to match up well. In this felid in particular we worry about individuals, groups, departments. If you talk about organizational levels you need to have organizational information. Economic Falsely- the mismatch of data from one level to the next.

Ecological fallacy: the mismatch of the data you get and the conclusion that you get. Testing people engaged in work- simplification and do useful things.

Roles of Models and Theory, hypothesis testing

Pure modeling, Logic: robust conclusions. Basis of knowledge in the field. Pure logic is something we can try with humans because it doesn’t (Sports team: Vikings Beat Green Bay and the Green Bay Beet Bears, than Vikings should beet Bears also. Trasitivity is what this is called.)

Testimony: everyone has a different opinion. This is an huge issue in public policy. It can be bought and its possible to have mismatches.

Anecdotes: (IN BOOK)

Case study ("N of 1" study)

Systematic Empirical - reliability, representative, validity, replicability, generalizability, practicality

Internal validity, Generalizability

multiple operationalism: use more than one measure when your measuring something important. EX: how do we know if we are being successful in Affganistan (might measure violence) Anytime you take measurement there is always error. Several measures of one test you are most likely going to get a stronger result.

Role of random sampling from population v. what usually happens: You want to sample from the population in which you want to see in the conclusions.

Subjective Rationality: love, truth, and beauty. Talking about the “eye of the beholder”. What are people most likely going to do? Stationarity: never hold things that don’t stay still. Similarities in behaviors and actions. (EX: Micorsoft- someone already has developed many concepts already and you better figure out something new to do) Things hold still that old system-the less informative that action is for us.

Anthropomorphize: anthro=people. Morph=form organizations done behave people do. People may look like they understand what the professor is saying. People from the same organization saying totally different things. Don’t fall into this trap. Companies cant act like people. Dogs cant act like people.

Leveling, Sharpening: There is an effect if things stick our not when you learn. When learning we tend to remember the beginning and the end of something (first part is leveling and the end part is sharpening) the middle is flattening.

Similarity among the ABC's :people act differently in different setting. If you are running a hospital you might want to talk to buddies that work in the same industry. More similar one

situation is to another, the more useful from those experiences are to your current position. Do not ask someone from a manufacturing side to explain good points or how to run a clinic.

ActorsBehaviorContext

Prediction v. Post-diction

"As if" modeling Relates mostly to accurate in the TAPS model. Simplification of reality. How do we convince ourself that our advice is good things to act on. How things work and how we should approach a business model. The simpler a model or proposal is the most likely someone will be willing to go along with it. Models are incomplete and lets pretend they are good enough to use, and you flow something from there. "Good Theory" Testable, Accurate, Predictive, Simple (TAPS)

Test: be able to rest your research. Accurate: there are limitations of best vs. good predictions. Predictive: Sometimes explanations are not true and you better be able to check if they are. Simple: easier to get people to act on something if the plan is simple. Active listening, professional conduct, 'self-explanation'

Chapter 2 Individual Differences: Individual Behavior and Process

MAPS model: performance= motivation x ability. Human attributes: Motivation, Human Skills (CANNO MODEL, BIG FIVE) Good strategy for managing people at work. Physical skills come in bundles. Individual differences and how does It matter. Personality, motivation, etc…

Mental, physical abilities: intelligence/mental concern- darts or aiming/physical abilities.

Big Five personality model

Agreeableness: people with low agreeableness tend to be uncooperative, short tempered, and irritable. courteous, good natured, empathetic, caring

Conscientiousness: a personality dimension describing people who are careful, dependable and self disciplined. Careful, dependable, self-disciplined.

Neuroticism: characterizes people with high levels of anxiety, hostility, depression, and self consciousness. Low neuro= calm, secure, poised.

Openness to Experience: most complex and has the least agreement among scholars. How much people are creative, curious, and imaginative.

Extroversion: people who are outgoing, talkative, sociable, assertive.

Competencies: skills, knowledge, aptitudes, and other personal characteristics that lead to superior performance.

Conscientousness: a personality dimension describing people who are careful, dependable and self disciplined.

Counterproductive work behaviors

Distributive justice principle: Those who are similar to each other should receive similar benefits and burdens; those who are dissimilar should receive different benefits and burdens in proportion to their dissimilarity.

Ethical PrinciplesEthical sensitivity: a personal characteristic that enables people to recognize the presence of an ethical issue and determine its relative importance. (3 beliefs systems: egoist is purely selfishly concern, absolutist believes ethical conduct is described as whats right and whats wrong, relativists/utilitarian’s which make ethical decisions in the greatest good that effect the most. )

Utilitarianism: Seek the greatest good for the greatest number of people. (p 53)

Individual Rights: everyone has entitlements that let her/him act in a certain way.

Extroversion

Introversion

Job Satisfaction

Attitude-behavior relations: Locus of control: (45) a persons general belief about the amount of control her or she has over personal life events. Moral intensity: the degree to which an issue demand the application of ethical principles.

Motivation (4 components)Direction: the path in which people engage their effort. (get to work on time, finish a project early)Intensity: amount of effort allocated to the goal. Pushing themselves to finish something. Persistence: continuing the effort for a certain amount of time.

(MBTI) Myers Briggs Type Indicator: an instrument designed to measure the elements of Jungian personality theory, particularly preferences regarding perceiving and judging information. Theory explains how people perceive things through 1) sensing and 2) intuition 3) thinking, 4) feeling. Organizational citizenshipPersonality: the relatively enduring patter of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics. In other words it’s the similarities and differences that people have.

Role perceptions: the extent to which people understand the job duties (roles) assigned to or expected of them. People do their job better when they understand. Motivation and ability are importance influences.

Self-monitoring(186): processes of keeping track at regular interval of ones progress toward a goal by using naturally occurring feedback. (chapter 6)????

Task performance :goal directed behaviors under the individuals control that support organizational objectives. MARS (Motivation, Ability..etc) Behavior is a function of the person and the environment. What factors drive task performance? Envbiornment factors,

performance, motivation, personality traints.

Values: relatively stable, evaluative beliefs that guide a person’s preferences for outcomes or courses of action in a variety of situations.

Values Across Cultures: (p50-51)Power distance: a cross cultural value describing the degree to which people in a culture accept unequal distribution of power in a society.Individualism: a cross-culture value describing the degree to which people in a culture emphasize independence and personal uniqueness. Collectivism: a cross cultural value describing the degree to which people in a culture emphasize duty to groups to which people belong and to group harmony.Uncertainty avoidance: a cross cultural value describing the degree to which people in a culture tolerate ambiguity (low uncertainty avoidance) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance)

Values congruence: refers to how similar a persons value hierarchy is to the value hierarchy of the organization, a co worker, or another source of comparison.

Values system: people arrange values into hierarchy of preferences.

Chapter 3 Perception and Learning action learning: while we learning while doing.

attribution process: the perceptual process of deciding whether an observed behavior or event is caused largely by internal or external factors.

behavior modification: a theory that explains learning in terms of the antecedents and consequences of behavior. (A B C Model Antecedents, behavior, consequences.)

contact hypothesis: a theory stating that the more we interact with someone, the less prejudice or perceptually biased we will be against that person.

empathy: a persons understanding of and sensitivity to the feelings, thoughts, and situations of others. extinction: occurs when the target behavior decreases because no consequence flows it.

Punishment: occurs when a consequence decreases the frequency or future probability of a behavior.

fundamental attribution error: the tendency to see the person rather than the situation as the main cause of that persons behavior. someone else is responsible

"politician's bias" erro: Self Serving Bias in Book. If you vote for me I am responsible for this, if something I do that is bad someone else is in trouble and responsible for it. Situational

Perceptual Errors

halo error: perceptual error whereby out general impression of a person, usually based on one prominent characteristic, colors out perception of other characteristics of that person. Take one quality about someone and makes us think about similar qualities. Carry over effect on one quality that effects the judgment of another quality for example in an interview.

Primacy effect: our tendency to quickly form an opinion of people on the basis of the first information we receive about them.

Recency Effect: occurs when the most recent information dominates our perceptions.

contrast errorprojection error/bias

learning: a relatively permanent change in behaviors or behavior tendency that occurs as a results of a persons interaction with the environment.

mental model: visual or relational images in our mind that represents the external world.

Positive reinforcement: occurs when the introduction of a consequence increase of maintains the frequency or future probability of a specific behavior.

Negative reinforcement: : occurs when the removal or avoidance of a consequence increase of maintains the frequency of future probability of a specific behavior.

perception: the process of receiving information about and making sense of the world around us.prejudice: a stereotype bias which people hold unfounded negative attitudes toward people belonging to a particular stereotyped group.

selective attention: process of attending to some information received by our senses and ignoring other information.

bounded rationality: how much attention something or someone can pay attention too. Someone can pay attention to 7 things at a time plus or minus 2 things. There are boundries and limitations on things we can do at one time. subjective rationality: The opium drug trade example. The resources that people have other places, what the family business is, the things you have to do to keep your family alive. Even though it may make perfectly good sense in their case, where in our culture in eh USA it doesn’t make any sence and its illegal. As a manager it pertains to use because each person sees things differently and you have to remember that. self-efficacy(ch2): refers to a persons belief that he or she can successfully complete a task.

self-fulfilling prophesy: the perceptual process in which out expectations about another person cause that person to act in a way that is consistent with those expectations.

self-serving bias: the tendency to attribute out favorable outcomes to internal factor and out failures to external factors. social identity theorysocial learning theory: a theory that much learning occurs by observing others and then modeling the behaviors that lead to favorable outcome and avoiding behaviors that lead to punishing consequences. stereotyping: the process of assigning traits to people on the basis of their membership in a social category. tacit knowledge: knowledge that is embedded in our actions and ways of thinking and is transmitted only thought observation and experience.

Chapter 4 Emotions and Attitudes attitude: the cluster of beliefs, assessed feelings, and behavioral intentions toward a person, object or event.

emotion: physiological, behavioral, and psychological episodes experienced toward an object, person or event that create a state of readiness.

cognitive dissonance: condition that occurs when we perceive an inconsistency between our beliefs, feelings, and behavior.

emotional intelligence: a set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others.

emotional labor: the effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions.

partial inclusion: the way we have to act at work is way different from how we feel normally. Sometimes we have shy people and end up taking a very social roll. But its not healthy for this to happen. The closest you can find a job that matches your personality and social comfort level the better you will be!

Job Satisfaction

job satisfaction: a person evaluation of his or her job and work context.

exit-voice-loyalty-neglect: a way to organize and understand job dissatisfaction. The four ways as indicated in the name, that employees respond to job dissatisfaction.

Stress

general adaptation syndrome: a model of the stress experience, consisting of three stages: alarm, reaction, resistance, and exhaustion.

distress: the negative experience to the degree of physiological, psychological, and behavioral deviation from healthy functioning.

Eustress: it’s a necessary part of life because it activates and motivates people to achieve goals, change their environments, and succeed in life’s challenges.

Job Descriptive Index: measure of job satisfaction. Work, supervision, coworkers, pay, promotion. (5 levels) It’s the most widely used, best measure of job satisfaction/attitudes-great model to use and pay attention to the scores. Chuck Huen.

positive and negative affectivityattitude-behavior relations"happy worker is productive worker": long standing myth. It doesn’t mean that it cant inform us. Its much more complicated than this. Knowing someone’s feelings and emotions doesn’t

necessarily tell us how well the worker will work. Consulting practices focus on this aspect, but this is not the correct way to measure productive works/ motivation.

organizational commitment: the employees emotional attachment to identification with, and involvement in a particular organization. organizational citizenship behaviors

Chapter 5 Motivation

drive theory: motivation theory that is based on the innate drives to acquire, bond, learn, and defend and that incorporates both emotions and rationality. need theorysocial comparison theoryequity theoryexpectancy (VIE) theory: a motivation theory based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes. MBO,

goal setting: the process of motivating employees and clarifying their rose perceptions by establishing performance objectives.

effective feedback360 degree feedback

executive coaching: most effective way of training is to train as you go. Training on the spot. If someone asked you to hire an accountant you would then find Staffing to be very interesting because you would need to know the steps to do so.

distributive justicebehaviorism: school of motivations, get inside the head and see what motives are. People that want to see changes in the environment which changes behavior. How big a consequence is that is tied to a behavior. The bigger the consequence the biggest change in behavior you will see. There is a curve that follows this model and there are fluctuations at high and low levels. (EX: casino- high rates of slot machine behavior more money addictive). How and when things are rewarded at work. Behaviorist use techniques to backfire.

balance theories:

rational hedonist theories: see the future of others we can see coming. “Get in someone’s head”. People will choose so that they maximize pleasure minimize pain. How positive motivation force score is (Valent) the greater the odds that our behavior goe sin the direction. Good model for thinking through “how people work”. Handling problems of motivation. continuous reinforcement schedule

"stretched" reinforcement schedule: using a behaviorist results when helping to learn. Trying to change results by using punishment or congrats. Chriters figured out that there doesn’t always need to be a reward. Its hard to administer a system as such and monitor it close. As learning is concluded how do we maintain the behavior other those how we are observing.

fixed and variable consequence delivery with respect to time, actions

procedural justice: models are a version of balance theorie reguarding attitude

existence/relatedness/growth (ERG): a need hierarchy theory consisting of three fundamental needs. Existence, Relatedness, and Growth.

need for achievement: a need in which people want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success.

Need for affiliation: a need in which ppl seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation.

Need for power: a need in which people want to control their environment, including people and material resources, to benefit either themselves (personalized power) or others (socialized power). frustration-regression : maslows need hierarchy-when we look inside ourselves when you look at youself vs how you act vs what you feel. How people move up or down the hierarchy. As we move up the lowest need on the hierarchy must be met. This relates to how we move down the hierarchy we are going backwards. We get frustrated and move towards social need. This test fails on the accuracy test because people don’t move backwards in the way that his model is designed to.

valence, instrumentality, expectancy (VIE)4 components of motivation (attention/amplitude/direction/persistence)