Organizational Behavior: Management functions

Introduction to Organizational Behavior

• Organizational Behavior investigates the impact individuals, groups, and structures have on behavior within organizations
• Its ultimate goal is to improve an organization's effectiveness

Origins of Management

• Frederick W. Taylor advocated for scientific management principles
• Henri Fayol focused on the functions of management

Four Management Functions

• Planning defines organizational goals
• Organizing determines how tasks should be done
• Leading involves motivating, directing, and resolving issues
• Controlling monitors performance

Mintzberg's Managerial Roles

• Interpersonal roles involve being a figurehead, leader, and liaison
• Informational roles include monitoring, disseminating information, and acting as a spokesperson
• Decisional roles encompass entrepreneurship, disturbance handling, resource allocation, and negotiation

Katz's Essential Management Skills

• Technical skills involve specialized knowledge and expertise
• Human skills involve the ability to work with others
• Conceptual skills involve the mental ability to analyze and diagnose complex situations

Luthans' Study of Managerial Activities

• Traditional management includes decision-making, planning, and controlling
• Communication involves exchanging routine information and processing paperwork
• Human Resource Management focuses on motivating, disciplining, managing conflict, staffing, and training
• Networking includes socializing, politicking, and interacting with others

Principal Applications of OB

• OB can improve interpersonal skills
• It can transform workplaces
• OB enhances workplace relationships, job satisfaction, and helps manage stress and turnover

Core Topics in OB

• Motivation
• Leader behavior and power
• Interpersonal communication
• Group structure and processes
• Attitude development and perception
• Change processes
• Conflict and negotiation
• Work design

Goals of Organizational Behavior

• To explain behavior
• To predict behavior
• To control behavior

Key Elements in Organizational Behavior

• People comprise the internal and social systems
• Structure defines the formal relationships of people
• Technology combines resources
• The environment includes external institutions and forces

Benefits of Studying Organizational Behavior

• Development of people skills
• Personal growth
• Enhancement of organizational and individual effectiveness
• Sharpening and refinement of common sense

Complementing Intuition with Systematic Study

• Intuition and systematic study are complementary means of predicting behavior
• Together, they allow for greater predictability

Evidence-Based Management

• Evidence-Based Management complements systematic study by basing managerial decisions on the best available scientific evidence

Thinking Like a Scientist

• Pose managerial questions
• Search for the best available evidence
• Apply relevant information to the case

Disciplines Contributing to OB

• Psychology studies the behavior of humans and other animals, with the individual as the unit of analysis
• Social psychology examines the influence of people on one another, with the group as the unit of analysis
• Sociology studies people in relation to their fellow human beings, with the organizational system and group as the unit of analysis
• Anthropology studies societies, with the organizational system and group as the unit of analysis

Challenges and Opportunities for OB

• Responding to globalization is a key challenge
• Managing workforce diversity, including demographic differences, is another significant opportunity

Developing an OB Model

• A model is an abstraction of reality
• There are three levels: individual, group, and organizational systems

Basic OB Model

• Inputs are variables that set the stage
• Processes are actions engaged in
• Outcomes are key variables to explain or predict

Individual Differences, Mental Ability, and Personality

• Individual differences refer to the variations in how people respond to situations based on personal characteristics

Consequences of Individual Differences

• Differences in productivity
• Differences in work quality
• Different reactions to empowerment
• Different reactions to leadership styles
• Varying needs for contact
• Varying levels of commitment
• Different levels of self-esteem

Demographic Diversity

• Generational differences can affect behavior in the workplace

Defining Culture

• Culture refers to the shared ways of thinking of acting among a group of people or society

Classifications of Culture

• Social culture defines conventional behavior in a society
• Organizational culture is shared among members of an organization

Aptitude and Ability

• Aptitude is the capacity to learn skills
• Ability is the capacity to perform tasks

Physical Abilities

• Dynamic strength is the ability to exert muscular force repeatedly or continuously
• Trunk strength involves using trunk muscles
• Static strength is the ability to exert force against external objects
• Explosive strength involves expending maximum energy in one or more explosive acts
• Extent flexibility is the ability to move trunk and back muscles far
• Dynamic flexibility allows for rapid repeated flexing
• Body coordination is the ability to coordinate actions
• Balance is maintaining equilibrium despite forces
• Stamina allows prolonged effort

Intellectual/Mental Ability

• Intellectual abilities are the capacity to think

Dimensions of Intellectual Ability

• Cognitive intelligence is the capacity to apply knowledge
• Social Intelligence is the capacity to relate effectively with others
• Emotional intelligence includes self-awareness, empathy, and emotion regulation

Triarchic Theory of Intelligence

• Robert Sternberg developed the Triarchic Theory of Intelligence

Parts of Intelligence

• Componential intelligence is traditional analytical intelligence
• Experiential intelligence involves creative intelligence
• Contextual intelligence is practical, street-smart intelligence

Multiple Intelligences

• Howard Gardner's theory includes 8 components

Components of Intelligence

• Linguistic intelligence involves sensitivity to language
• Logical-mathematical involves abstract thought
• Musical is the capacity to create understanding
• Spatial is the ability to manipulate images
• Bodily-kinesthetic involves skilled physical movements
• Intrapersonal involves self-understanding
• Interpersonal involves understanding others
• Naturalist involves recognizing patterns in nature

Determinants of Personality

• Personality is a result of both heredity and environmental factors

Environmental Factors

• Cultural, social, and situational factors impact ones personality and behavior

Personality Factors and Traits

• Emotional Stability: calm, confident, and secure
• Extraversion: sociable, gregarious, and assertive
• Openness to Experience: imaginative, cultured, curious, and intelligent
• Agreeableness: interpersonal orientation; cooperative, warm, and trusting
• Conscientiousness: responsible, organized, dependable, and persistent
• Self-Monitoring: adjusting behavior to external factors
• Risk-Taking: willing to take risks
• Optimism: tendency to have positive states

Emotional Intelligence

• Emotional intelligence involves perceiving, evaluating, and regulating emotions

Physical Ability

• Physical ability affects behaviors

Chapter 3: Learning, Perception, and Attribution

• Learning is a relatively permanent change in behavior or knowledge due to experience

Classical Conditioning

• A stimulus gains the ability to evoke a response

Operant Conditioning

• People learn to repeat behaviors and avoid others

Social Learning

• Social learning involves observing others and altering behavior as a result

Factors Influencing Perception

• Influenced by perceiver, target, and situation factors

Attribution

• Attribution is the process of assigning causes to behavior

Common Attribution Errors

• Fundamental Attribution Error
• Self-Serving Bias

Factors Influencing Attribution

• Distinctiveness considers behavior across situations
• Consensus examines similar responses by other people
• Consistency measures responses over time

Impression Shortcuts

• Selective Perception happens when someone selectively interprets
• Halo Effect develops an overall impression
• Contrast Effect is the evaluation of a persons characteristics that are affected by comparisons with other people recently encountered
• Projection attributes ones own thoughts
• Stereotyping Judges based on their group

Values, Attributes, and Job Satisfaction

• Values are importance a person attaches to things or ideas that serves as guide to action

Espoused vs Enacted Values

• Espoused values are what they say they value
• Enacted values are are what the person actually does

How People Learn Values

• Modeling
• Communication of Attitudes
• Unstated but Implied Attitudes
• Religion

Instrumental vs Terminal Values

• Instrumental helps achieve terminal

Attitudes vs Meaning

• Linked with perception, learning, emotions and motivations

Components

• Cognitive (Beliefs)
• Affective (Feelings
• Behavioral (Predisposition to Act)

Most Important Attitudes in The Workplace

• Job Satisfaction
• Job Involvement
• Organizational Commitment

Effects of Employee Attitudes

• Positive will result in better output and better performance. Negative will result to the contrary

Measuring Job Satisfaction

• Measured through surveys

Job Involvement

• A person identifies with a job and actively involved

Job Satisfaction

• Attitude people have and feeling about their jobs

Factors of Job Satisfaction

• Salary
• Work Itself
• Opportunity of Promotion
• Quality of Supervision

Dimensions of Organizational Commitment

• Affective (Emotional and belief)
• Continuance (Obligation)
• Normative (Inability to leave)