Management and Organizational Behavior

Lecture 1: Introduction

• A worker contributes to achieving work goals
• A manager achieves goals through other people
• Managers engage in planning, organizing, leading, and controlling activities
• Managers require technical, people, and conceptual skills
• Mintzberg identified interpersonal, informational, and decisional managerial roles.
• An organization is a coordinated social unit that functions continuously to achieve common goals
• Organizational behavior studies the impact of individuals, groups, and structure on organizational behavior for improving effectiveness
• OB examines behaviors in the context of job attitudes, absenteeism, employee turnover, productivity, performance and management
• Systematic study looks at relationships and attempts to attribute causes and effects based on scientific evidence
• Evidence-based management bases managerial decisions on the best available scientific evidence
• Psychology seeks to measure, explain, and change the behavior of humans and other animals

Workforce Diversity & Inclusion

• Workforce diversity recognizes differences in gender, age, race, ethnicity, sexual orientation and other characteristics
• Workforce inclusion creates and maintains workplaces that support and leverage diversity
• Globalization promotes worldwide integration and interdependence, changing the manager's job
• (Un)ethical behavior are actions that violate widely accepted moral norms
• Ethical behaviors meet or exceed widely accepted moral norms
• Corporate social responsibility is an organization's self-regulated actions to benefit society or the environment
• Positive organizational scholarship studies how organizations develop human strengths, foster vitality, build resilience, and unlock potential
• Citizenship behavior is discretionary and contributes to the psychological and social environment of the workplace

Lecture 2: Attitudes, Personality & Behavior

• Attitudes are evaluative statements about objects, people or events indicating how an individual feels about something
• Attitudes have three components: cognitive, affective, and behavioral
• Cognitive component is the opinion or belief segment of an attitude
• Affective component is the emotional or feeling segment of an attitude
• Behavioral component id an intention to behave in a certain way toward someone or something
• Organizational identification is the extent to which employees define themselves by the same characteristics that define their organization
• Job satisfaction is a positive feeling about one's job resulting from an evaluation of its characteristics
• Job involvement is the degree to which a person identifies with a job, actively participates, and considers performance important to self-worth
• Psychological empowerment is an employee's belief in the degree to which they affect their work environment, competence, meaningfulness, and autonomy
• Organizational commitment is the degree to which an employee identifies with an organization and wishes to maintain membership
• The exit-voice-loyalty-neglect framework outlines four responses to job dissatisfaction: exit, voice, loyalty, and neglect
• Counterproductive work behavior comprises harmful actions to the organization

Implications For Managers

• Job satisfaction levels are the best single predictor of behavior
• Pay attention to employees' job satisfaction levels as determinants of their performance, turnover, absenteeism & withdrawal behaviors
• Measure job attitudes at intervals
• Evaluate the fit between work interests and the intrinsic parts of the job, create work that is both challenging and interesting

Personality, Core-Self Evaluation & Values

• Personality-job fit theory aligns 6 personality types with congruent occupations
• People are attracted to & selected by organizations when there is compatibility, lower turnover, and higher job commitment.
• Personality is the total number of ways in which an individual reacts to & interacts with the world around them
• Personality traits are enduring characteristics that describe behavior
• Self-concept is the concept the individual has about themselves
• Core self-evaluation is the concept the individual has about their capabilities, competences and worth
• Self-esteem is belief about self-worth based on overall self-evaluation
• Self-efficacy is individual's belief of being capable of performing a task
• Pygmalion-Golem effect occurs when other's influence self-efficacy by self-fulfilling prophecies
• Self-monitoring is the extent to which a person observes and adapts their behavior to situational demands
• Personality The total number of ways in which an individual reacts to and interacts with the world around them
• Personality traits are enduring characteristics

Big Five Model of Personality

• The Big Five Model: dimensions encompass most differences in human personality:

• Extraversion - Introversion

• Agreeableness

• Conscientiousness

• Emotional stability vs Neuroticism

• Openness to Experience

• Trait activation theory predicts that some situations, events, or interventions "activate" a trait more than others

• The situation strength theory determines hhow personality translates into behaviour depends on the strength of the situation.

The Nature of Emotion

• General agreement among scholars list six basic emotions
• Afeer is is either positive or negative
• Westen cultures tend to value PA more than Eastern cultures

Lecture 3: Leadership and Structure

• Organizational structure is the way job tasks are formally divided, grouped, and coordinated
• 7 key elements: work specialization, departmentalization, chain of command, span of control, centralization and decentralization, formalization, boundary spanning
• Work specialization involves subdividing tasks into separate jobs
• Departmentalization groups jobs by function
• Chain of command defines authority from top to bottom
• Span of control is the number of subordinates a manager can efficiently direct
• Centralization concentrates decision-making at a single point
• Formalization standardizes jobs
• Boundary spanning is when teams form relationships outside their formally assigned groups

Leadership Theories

• Chain of command affects innovation
• Organic structures positively influence innovation.
• Leaders influence group toward goal
• Trait leadership theories consider personal qualities to differentiate leaders from nonleaders
• Behavioral leadership theories suggest specific behaviors leaders
• Initiating structure defines & structures their role.
• Contingency theories are situational, and depend on the type of person
• The Fiedler contingency model is a popular perspective

Theories of Effective Leadership

• A contingency theory suggests that the appropriate leadership style depends on followers' readiness to reach a goal
• Laissez-Faire abdicates responsibilities
• Transactional leaders use contingent rewards & management by exception
• Transformational leaders inspire, intellectually stimulate, and give individualized consideration
• A vision is important to have
• Espoused vs actual vision is imporfant
• Full Range Leadership Model

Lecture 4: Perception & Decision-Making in Work Teams

• Perception is the process by which a person organizes and interprets sensory impressions to give meaning to their environment

• With rational processes, people try to weigh up pro's and cons

• The rational decision-making model describes how individuals should behave to maximize some outcome

• Bounded rationality is a simplified process of making decisions by extracting the essential features of problems without capturing their complexity"

• Errors in decision-making:

• Anchoring bias is tendency to fixate on initial information

• Confirmation bias is tendency to seek out information that reaffirms past choices,

• Availability bias: The base of judgements are on the information which is readily available

• Risk averson

• Inuituve decsion making

• To overcome decision making challenges, use rational based methods

• The best people for group roles depend on how the team is set-up

Teams vs Individuals

• Work groups share information
• Work teams generate positive synergy through coordination
• A work team is a group whose individual efforts result in performance greater than the sum of individual inputs

Lecture 5: The Individual in the Group

• Groups are defined as two or more individuals, interacting and interdependent, coming together to achieve particular objectives
• Formal groups are those defined by an organization's structure
• Informal groups form separately in response to other needs and values
• Social identity theory determines membership of a group and self-concept
• Categories come about through a sense of diversity, "in" vs "out, and personal investment in shared accomplishments

Diversity

• Surface-level diversity represents perceived characteristics that don't necessarily reflect thoughts or feelings
• Deep-level diversity represents differences in values, personality, and work preferences
• Stereotyping infers that all people within a group possess the same traits
• Role is a set of expected behavior patterns attributed to someone occupying a given position in a social unit
• Role perception is an individual's view of how to act in a given situation
• Role expectations are how others believe a person should act in a given situation
• Norms are acceptable standards of behavior within a group that are shared by the group's members
• Conformity is the adjustment of one's behavior to align with the norms of the group
• The most effective diversity management acknowledges both group and individual identities

Organisational Processes

• Bias can be reduced and inclusion fostered by transforming workers' focus on what divides to what unites.
• The contact hypothesis involves more interation decrease some factors.
• Glass cliff is putting someone in a 'bound to fail situation, may be job because of it, and can be used to get to it
• Social loafing, and if you conform. You can't meet.

Lecture 6: Organizational Development

• 1. Organizational culture creates distinctions, commitment, reduces self-interest,
• 2. Creates an environment
• Forces help create a more productive employee.

Overcoming Resistance to Change

• Communication is key to prevent misinformation. With participation, things change. Building support and commitments
• People are more likely to take up things if people trust. This will improve the situation
• 3. You need people that accept changed.

Effective Organizational Change

• Lewin has done effective change in organization. Build upon the change to create a change
• Action researched is needed
• Process consultation is critical, improve workplace and have more

Lecture 7: Motivation

• Theories to go over:
  • equity theory: people need to be on same footing and have power. 1.The use to have that person can make themselves make

Models of Organizational Justice.

• 5. Fairness of allocation, resources
• The job has a high

Lecture 8: Culture

• All these factors depend on all in
  • Strength (core values, what do you, do what you say?)
  • Sub

Forces Affecting Organizational Culture

• Ethics in organizational culture
  • You need to be visible.
• The 8 step Kotters model, what can do.

lecture 9: Communication

• The model requires
• The best. Which way you can put the two people do you use so much at the same thing that they feel that they aren't
  • (1) Personal barriers (two do you, do and the other.)(2) Physical bari (3) barriers. There would also be (3) semantic. barriers.

Barriers to Effective Communication

• -Low trust at all, they
  • Trust. There are some people who don't have a thing for it
• High low do they make
• High low context, and how do we feel

The Grapevine

Overcoming communication challenges

• 1:27, two can, be used to improve the communications
• the can have.

lecture 10: Human Resources

• Recruitment and select.
• Make real.
  • The first