Organisational Behaviour Basics
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Questions and Answers

Define organisational behaviour.

Organisational behaviour is the field of study that investigates the effect that individuals, groups, and structure have on behaviour within organisations for the purpose of improving the organisation's effectiveness.

Which of the following are considered essential managerial skills?

  • Technical skills
  • Human skills
  • Conceptual skills
  • All of the above (correct)
  • Quality interpersonal skills are critical for managers to achieve positive work outcomes.

    True

    _______ refers to the ability to work with, understand, and motivate other people individually and in groups.

    <p>Human skills</p> Signup and view all the answers

    Match the following managerial roles with their descriptions:

    <p>Interpersonal = Required to perform routine legal or social duties Leader = Responsible for motivating and directing employees Liaison = Maintains a network of outside contacts for favors and information Disseminator = Transmits information from outside sources to organization members</p> Signup and view all the answers

    What are the three components that make up an attitude?

    <p>Cognitive, affective, behavioral</p> Signup and view all the answers

    Why do individuals experience cognitive dissonance when attitudes and behaviors don't align?

    <p>Because it causes discomfort.</p> Signup and view all the answers

    Match the following job attitudes with their definitions: Job satisfaction, Job involvement, Organizational commitment.

    <p>Job satisfaction = Positive feeling about the job resulting from an evaluation of its characteristics. Job involvement = Degree of psychological identification with the job. Organizational commitment = Identifying with the organization's goals and wishing to maintain membership.</p> Signup and view all the answers

    Job satisfaction is solely influenced by the amount of pay employees receive.

    <p>False</p> Signup and view all the answers

    Employees with strong perceived organizational support (POS) perceptions are more likely to have higher levels of ______________ behaviors.

    <p>organizational citizenship</p> Signup and view all the answers

    Study Notes

    Organisational Behaviour

    • Organisational behaviour is the field of study that investigates the effect of individuals, groups, and structure on behaviour within organisations to improve organisational effectiveness.

    Interpersonal Skills

    • Interpersonal skills are the behaviours and tactics a person uses to interact with others effectively, including understanding others' emotions, working well with them, appreciating others, resolving disputes, and listening well.
    • Managers need interpersonal skills to create a productive work environment, which leads to positive work outcomes, such as lower turnover of strong employees, improved recruitment pools, and better financial performance.

    Managerial Functions, Roles, and Skills

    • A manager is someone who gets things done through other people in organisations.
    • Planning, Organising, Leading, and Controlling are some of the functions most often studied.
    • Managerial roles include:
      • Interpersonal: symbolic head, performing routine duties of a legal or social nature.
      • Leader: responsible for motivating and directing employees.
      • Liaison: maintaining a network of outside contacts who provide favours and information.
      • Informational: receiving and transmitting information.
      • Disseminator: transmitting information to members of the organisation.
      • Spokesperson: transmitting information to outsiders on organisation's plans, policies, actions, and results.
      • Decisional: searching for opportunities and initiating projects to bring about change.
      • Disturbance handler: responsible for corrective action when the organisation faces unexpected disturbances.
      • Resource allocator: making or approving significant organisational resource decisions.
      • Negotiator: representing the organisation at major negotiations or discussions to make an agreement.
    • Managerial skills include:
      • Technical skills: applying specialized knowledge or experience in a particular industry.
      • Human skills: working with, understanding, and motivating other people.
      • Conceptual skills: using thinking, reasoning, and logic to make decisions.

    Systematic Study of Behaviour

    • The systematic study of OB aims to predict the behaviour of individuals and groups by understanding the situation and composition of the people.
    • Organisations need to study individual and group behaviour to identify key elements to improve overall work environments.
    • There are three ways to conduct this type of organisational behaviour study:
      • Systematic study: looking at relationships, attributing causes and effects, and drawing conclusions based on scientific evidence.
      • Intuition: a feeling, not necessarily supported by research, about why things are the way they are.
      • Evidence-based management: making decisions based on evidence, which complements systematic study.

    Contributing Disciplines to OB

    • Psychology: focuses on the individual level, studying learning, motivation, personality, emotions, perceptions, and training.
    • Sociology: studies the relationship between individuals and their environment, looking at group behaviour, communication, power, conflict, and inter-group behaviour.
    • Social Psychology: blends sociology and psychology, studying group behaviour and how individuals can influence and be influenced by others.
    • Anthropology: studies human beings and their activities in their environment, focusing on values, attitudes, and cultural analysis.

    Challenges and Opportunities for OB

    • Responding to economic pressure: managers need to make decisions based on resource constraints, which can be challenging.
    • Responding to globalisation: managers need to have a broader perspective when making decisions, and be able to manage a workforce that is different from what they may be used to.
    • Managing Workforce Diversity: managers need to embrace diversity and find ways to manage it effectively.
    • Improving Customer Service: OB helps identify the characteristics and situations that can be managed to make employees and managers more sensitive to customer satisfaction.
    • Improving People Skills: OB provides concepts and theories that help predict behaviour to create a more effective organisation.
    • Stimulating Innovation and Change: OB helps employees and managers suggest innovation and change to improve the organisation, its people, processes, and products.
    • Creating a Positive Work Environment: creating a positive work environment has been found to be a basis for employee satisfaction, increased productivity, and longevity of skilled personnel.

    Attitudes and Job Satisfaction

    • An attitude is an evaluative statement or judgment concerning objects, people, or events, composed of three components: cognitive, affective, and behavioral.
    • The cognitive component is made up of beliefs about the way things are.
    • The affective component is the emotional or feeling aspect of an attitude.
    • The behavioral component describes the intention to behave in a certain way toward someone or something.

    The Relationship between Attitudes and Behavior

    • Sometimes, people change their attitudes to align with their behavior to avoid cognitive dissonance.
    • Cognitive dissonance is an uncomfortable feeling that arises from holding two conflicting attitudes or behaviors.
    • The relationship between attitudes and behavior can be influenced by variables such as importance, correspondence, accessibility, social pressures, and personal experience.

    Job Attitudes

    • Job satisfaction is a positive feeling about a job resulting from an evaluation of its characteristics.
    • Job involvement is the degree of psychological identification with a job.
    • Organizational commitment is identifying with a particular organization and its goals, with a desire to maintain membership.
    • Perceived organizational support (POS) is the degree to which employees believe the organization values their contribution and cares about their well-being.
    • Employee engagement is the degree of involvement with, satisfaction with, and enthusiasm for the job.

    Measuring Job Satisfaction

    • Job satisfaction can be measured through single global ratings, where respondents rate their overall satisfaction on a scale.
    • The summation of job facets is a more sophisticated method that identifies key elements in a job, such as the nature of the work, supervision, and pay.

    Causes of Job Satisfaction

    • Pay influences job satisfaction only to a point, and there is no direct relationship between amount of pay and job satisfaction.
    • Interesting jobs that provide training, variety, independence, and control satisfy most employees.
    • Social context, including interdependence, feedback, social support, and interaction with coworkers, is strongly related to job satisfaction.
    • Personality also plays a role in job satisfaction, with people who have positive core self-evaluations being more satisfied with their jobs.

    Employee Responses to Dissatisfaction

    • Exit: behavior directed toward leaving the organization, including looking for a new position or resigning.
    • Voice: actively and constructively attempting to improve conditions, including suggesting improvements and discussing problems with superiors.
    • Loyalty: passively, but optimistically, waiting for conditions to improve, including speaking up for the organization in the face of external criticism.
    • Neglect: passively allowing conditions to worsen, including chronic absenteeism or lateness, reduced effort, and increased error rate.

    Implications for Managers

    • Satisfied and committed employees have lower rates of turnover, absenteeism, and withdrawal behaviors.
    • Managers should measure job attitudes effectively to understand how employees are reacting to their work.
    • Focusing on the intrinsic parts of the job, such as making the work challenging and interesting, can raise employee satisfaction.
    • While paying employees poorly may not attract high-quality employees or keep high performers, high pay alone is unlikely to create a satisfying job.

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    OB unit 2.pptx

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    Test your understanding of organisational behaviour, including the impact of individuals, groups, and structure on behaviour within organisations and the importance of interpersonal skills.

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