Organizational Behavior: Management and Leadership

Understanding OB (Organizational Behavior)

• Job W is when you are sitting on a position not necessarily doing what the organizing goal necessitates, causing a psychological disconnect to the job.
• Organization relies on a common goal.
• Management is achieved through managers.
• Managers perform roles, motivate people, and are not leaders.
• Functions of management include planning, controlling, organizing, and leading.

Leadership Roles

• Leaders play a big role in change and vision.
• Mintzberg identifies 9 managerial roles.
• Interpersonal
• Informational
• Decisional

Interpersonal Roles

• Involve 3 specific roles.
• Figurehead: Requires performance of routine legal or social duties.
• Leader: Sets objectives for employees to achieve.
• Liaison: Maintains a socially and politically active network.

Informational Roles

• Monitor: Monitors information.
• Seeks a variety of information and pays attention to organizational objectives.
• Disseminator: Shares information.
• Spokesperson: Gives points of view, shares thoughts and shares progress.

Decisional Roles

• Includes roles such as entrepreneur, resource allocator, and negotiator.

Essential Management Skills

• Includes 3 kinds of skill.
• Technical skill: Involves tools and ability to use them.
• Human Skill: Involves knowing how to guide people to achieve objectives.
• Conceptual Skill: Involves thinking and providing long-term, innovative solutions.

Types of Management Activities

• Includes 4 types of activities.
• Traditional: Includes decision making, planning, and controlling.
• Communication: Involves exchanging routine information and processing paperwork.
• Human Resource Management: Includes motivation, discipline, managerial conflict, and training.
• Networking: Involves socializing and interacting with outsiders.

Organizational Behavior Defined

• Is a field of study that investigates the influence of individuals and groups within an organization
• Aims to apply knowledge for the betterment of organizational employees.
• Individuals adapt to change.
• Groups adopt good practices from each other.
• It includes organizational structure and also the environment and surroundings.

Diversity

• Has 3 layers.
• Surface-level diversity: Includes stereotypes and characteristics readily visible.
• Deep-level diversity: Involves diversity of values, beliefs, thoughts, and norms.
• Diversity is valuable because it brings a broader range of useful knowledge.

Social Identity & Discrimination

• Confirmation Bias: A tendency to screen out information that contradicts one's beliefs.
• Discrimination: Noticing differences.
• Can be positive or negative.

Forms of Discrimination

• Discriminatory policies: Deny equal rights and opportunities.
• Harassment: Includes unwanted moves and advantages, and horsestyle behavior.
• Intimidation: Overt threats directed at specific group members.
• Mock or Insult: Jokes incorporating negative stereotypes.
• Exclusion: Exclusion of certain people for some opportunity or discussion.
• Incivility: Disrespectful treatment, including behaving aggressively or ignoring someone's opinion.

Biological Characteristics

• Age: Differences exist between young and old people.
• Younger people tend to be more active; older people have more creativity.
• Gender: People have the same responsibilities but may act differently.
• Disability
• Race and Ethnicity

Abilities

• Defined as the capacity of doing things.
• Two types: Physical and Intellectual

Intellectual Abilities

• Cognitive abilities to solve problems.
• Involve mental activities like thinking and reasoning.
• Reasoning: Thinking about something.

Dimensions of Intellectual Ability

• Number Aptitude: The ability to do speedy and accurate calculations.
• Verbal Comprehension: The ability to understand comprehensive information.
• Perceptual Speed: The ability to quickly identify similarities and differences.

Perception & Reasoning

• Perception: What we think about what other people now will do
• Inductive Reasoning: The ability to identify a logical sequence in a problem and then solve the problem
• Deductive Reasoning: The ability to use logic & assess the application of an argument
• Spatial Visual: The ability to imagine how an object would look if its position is changed
• Memory: The ability to retain & recall past experiences.
• Physically Ability: The capacity to perform physical tasks that require coordination, strength, & endurance.

Diversity Management

• Diversity Management: Refers to the processes and programs by which managers make everyone aware of and sensitive to the needs and differences of others

Johari Window Model

• Self-Awareness Model:
• Open Self: Information about you that you know and others know
• Hidden Self: Information about you that you know, but others don't
• Blind Self: Information about you that you don't know, but others do
• Unknown Self: Information about you that neither you nor others know.

Attitudes and Job Satisfaction

• Are influenced by values derived from culture and religion.
• Values are things that matter to us and deeply held beliefs about what is good or bad.
• Hofstede's Cultural Dimensions: Framework of culture, including:
• Power distance: How unequally power is distributed in institutions
• Individualism vs. Collectivism: Whether the individual or the group is considered more important -Achievement vs. Nurturing: Whether high achievement or relationships are valued more -Risk Taking: How societies adapt to risk -Long Term vs. Short Term Orientation: Whether future planning or short term gains are prioritized

Attitudes & Components

• Attitudes: Evaluative statements about objects, people, or events, whether favorable or not
• Attitudes statement, whether favorable or negative about people or situations.
• Components of Attitudes: Leon Festinger, 1960
• Affective components: Emotion
• Cognitive components: Opinion, likes, dislikes
• Behavioural components: Action + Interaction

Cognitive Dissonance

• Cognitive Dissonance: Any incompatibility between two or more attitudes or between behavior and attitude.
• Occurs from the tension by holding from two conflicting thoughts at the same time
• Types of attitudes faced in organizations include:
• Job satisfaction
• Work involvement
• Organizational commitment
• Perceived organizational support
• Employee engagement
• Organizational citizenship behavior

Job Satisfaction Responses

• Job Satisfaction: A collection of positive or negative feelings that an individual holds towards his or her job
• Job Involvement: Identifying with the job, actively participating in it, and considering performance important to self-worth.
• Organizational Commitment: Identifying with the organization’s goals and wishing to continue as a member.
• Perceived Organizational Support: The degree to which employees feel the organization cares about their well-being.
• Employee Engagement: Individual’s involvement with, satisfaction with, and enthusiasm for the work.
• Organizational Citizenship Behavior (OCB): Discretionary behavior that is not part of an employee’s formal job requirements, but that promotes the effective functioning of the organization
• Includes exit, voice, loyalty, and neglect.
• Response job to active dissatisfaction

Job Satisfaction Responses:

• Destructive and constructive
• Passive: Loyalty, neglect
• Active: Exit, voice