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.

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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

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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

gives

INDIVIDUAL

gets

gives

INDIVIDUAL

gets

gets

ORGANIZATION

gives

gets

ORGANIZATION

gives