Organizational Behaviour: Key Concepts

• Week 1 covers organizational behaviour and required skills.
• Week 2 introduces perception, personality, and emotions.
• Week 3 discusses motivation and values.
• Week 6 focuses on communication.

Organizational Citizen Behavior (OCB)

• OCB is discretionary behaviour that goes beyond job requirements.
• It enhances workplace effectiveness.

Organizational Behaviour

• Organizational Behaviour studies the impact of individuals, groups, and structure.
• Human complexity limits generalizations in this field.
• Organizational Behaviour influences how work gets done.
• It can negatively affect employee wellbeing and lower productivity.

Organization

• An organization comprises a group of people working together to achieve a common goal.

Interpersonal Skills

• Interpersonal skills leads to advancements/promotions.
• They improve workplace retention and attract people, improving workplace relationships.

Systematic Study and Intuition

• Practices vary across organizations.
• Systematic study combines intuition with research.
• It looks at cause-and-effect relationships and draws evidence-based conclusions.
• Behaviour is generally predictable, with commonalities despite complexity.
• Intuition is based on personal biases and unsystematic approaches
• Intuition is not always incorrect.

Evidence-Based Management (EBM)

• EBM applies insights from psychology, sociology, and anthropology to the study of organizational behaviour.

Inputs, Processes, and Outcomes

• These are analyzed at individual, group, and organizational levels.
• Topics include interpersonal skills, individual differences, satisfaction, engagement, motivation, teamwork, communication, power, politics, conflict, negotiation, organizational culture, leadership, decision-making, ethics, organizational structure, and change.

Perception

• Perception is the process through which individuals organize and interpret impressions.
• It gives meaning to the environment.
• Behaviour is based on perception of reality, and perception becomes reality.

Factors Influencing Perception

• The situation is a factor is influenced by time and setting.
• The perceiver's attitudes, motives, interests, and experience are factors.
• The target is influenced by sound, background and novelty

Attribution Theory

• Attribution theory explains how we determine if actions are internally or externally caused.
• It depends on distinctiveness across situations, consensus among people, and consistency over time.

Self-Serving Bias

• Self-serving bias involves attributing successes to internal factors like ability and effort.
• Failures are blamed on external factors like luck. It overestimates own good behaviour, and underestimates others.

Fundamental Attribution Error

• It underestimates external factors and overestimates internal factors when judging others' behaviour.

Perceptual Errors

• Errors include attribution theory, selective perception, halo effect, contrast effects, and stereotyping.

Selective Perception

• It selectively interprets situations based on interests, background, experience, and attitudes.

Halo Effect

• The halo effect draws general impressions based on a single characteristic.

Contrast Effect

• The contrast effect means reaction to one person is influenced by others recently encountered.

Stereotyping

• Stereotyping judges someone based on perceptions of the group they belong to.

Reason for the importance of Perception and Judgement

• Important for performance evaluations and employment interviews.

Personality

• Personality is the sum of how an individual reacts and interacts with others.

Factors that determine Personality

• Heredity, environmental factors, and situational conditions.
• Personality traits are enduring characteristics.

Myers-Briggs Type Indicator (MBTI)

• The MBTI assessment tests extroversion vs. introversion, sensing vs. intuition, thinking vs. feeling, and perceiving vs. judging.
• It's restestable, but difficult to interpret.

Big Five Personality Model

• Extraversion indicates comfort with relationships.
• Agreeableness reflects a propensity to defer to others.
• Conscientiousness denotes reliability.
• Emotional stability indicates ability to withstand stress.
• Openness to experience includes range of interests and fascination with novelty.

Dark Triad

• It includes Machiavellianism, narcissism, and psychopathy,
• Machiavellianism is manipulative.
• Narcissism involves arrogance and a sense of grandiose self-importance.
• Psychopathy denotes a lack of emotion, empathy, guilt, and remorse. It involves cunning.

Core Self-Evaluation

• It is the basic evaluation of oneself.

Self-Monitoring

• Self-monitoring pertains to the ability to adjust behaviour to external factors.

Proactive Personality

• Proactive personality identifies opportunities.
• It shows initiative, takes action, and perseveres.

Affect

• Affect is a broad range of feelings.

Emotions

• Emotions are specific and brief feelings.

Moods

• Moods are general and unclear feelings that last longer than emotions.

Emotional Labour and Intelligence

• Emotional intelligence is the ability to detect and manage emotional cues.
• Bad workplace behaviour stems from negative emotions.
• They decrease productivity, and increase stealing/sabotage and aggression.

Values

• They are based on what you believe is important.
• Value system ranks individual values hierarchically.
• Terminal values are lifetime goals.
• Instrumental values are preferable ways of behaving.

Hofstede Framework

• It is an important study from 1967-1973
• Values differ across cultures in power distance, individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance, long-term vs. short-term orientation, and indulgence vs. restraint.

GLOBE (Global Leadership And Organizational Behaviour Effectiveness)

• GLOBE explores global leadership and organizational behaviour.

Generational Subculture Theory

• Distinct generational values relate to beliefs, expectations, and behaviours.
• It remains pretty stable throughout a generation's lifetime.
• Subcultures are shaped by social, economic, and other events.

Characteristics for Baby Boomers (1940s-1960s)

• Baby boomers value achievement and success highly.

Characteristics of Generation X (1960s-1970s)

• They value flexibility and seek job satisfaction.

Characteristics of Millenials (1980s-1990s)

• Millennials have high expectations in their work.

Attitudes

• Attitudes are positive or negative feelings.
• They reflect how we feel about something.

Types of Attitudes

• Cognitive attitude is evaluation.
• Affective attitude is feeling.
• Behavioural attitude is action.

Important Attitudes

• Job satisfaction is very important.

Job Satisfaction

• Relates to the work itself, pay, and coworkers.
• It affects productivity, life, and customer satisfaction.

Counter Work Behaviour (CWB)

• CWB forms from low job satisfaction.
• It involves actions that damage the organization.

Commitment

• Commitment includes emotional attachment to the organization and a sense of obligation.
• Continuance commitment is staying due to costs of leaving.

Involvement

• It is the degree to which a person identifies with a job.
• It measure how much one participates, and how well one performs.

Support

• Is is the perceived organizational support.
• It shows the degree to which employees believe an organization values them.
• Rewards are fair, and employees have a voice.

Engagement

• This measures involvement, satisfaction, and enthusiasm for the work

The Business Case for Diversity

• Diversity allows for different perspectives and ideas.
• It is driven by altruistic reasons.
• Diversity without inclusion will have the opposite impact.

Motivation

• Motivation depends on intensity, direction, and persistence.
• It is needed to show effort in reaching a goal.

Theory X

• Employees dislike work and require external motivators to make them work.

Theory Y

• Employees like work and are creative and engaged.

Extrinsic and Intrinsic Motivators

• Extrinsic motivators include pay and bonuses.
• Intrinsic motivation is inside/internal like perspective.

Maslow's Hierarchy of Needs

• If the bottom isn't met, everything above isn't a concern.
• It is foundational without evidence.

Herzberg's Motivation-Hygiene (Two Factor) Theory

• Hygiene factors cause dissatisfaction while motivators affect satisfaction.
• Satisfaction and dissatisfaction aren't necessarily caused by the same thing.
• Also foundational and not research backed

McClelland's Theory of Needs

• Need for achievement includes the drive to excel.
• Need for power includes a sense of needing to make others behave.
• Need for affiliation includes wanting friendly and close relationships.

Summary of Impact of Needs

• Maslow's theory is widely recognized among practicing managers
• Herzberg's theory studies satisfaction versus engagement.
• McClelland's theory shows a mixed empirical support.

Expectancy Theory

• Expectancy is the belief that effort leads to performance.
• Instrumentality is the belief that performance leads to reward.
• Valence includes how valuable rewards are.

SMART Goals

• Specific.
• Measurable.
• Achievable.
• Relevant.
• Time-bound.

MBO (Management by Objectives)

• Setting SMART goals for employees.
• Giving time period and feedback.

Self-Efficacy

• An individual's belief in their own ability.
• Ways to increase include consistency practice, verbal persuasion, and arousal.

Reinforcement Theory

• Includes positive enforcement, negative, punishment and extinction.

Equity Theory

• Includes correcting inequity, change input and outcome, adjust perception, and leave.

Justice

• Distributive justice is the fair allocations of rewards.
• Procedural justice is a fair a process to determine the distribution of rewards.
• Informational justice is the provision of truthful for decisions.
• Interpersonal justice treats people with dignity.

Self-Determination Theory

• It is concerned with the beneficial effects of intrinsic motivation.

JCM (Job Characteristics Model)

• The dimensions include: skill variety, task identity, task significance, autonomy, and feedback.

Four Drives

• Acquire reward system, bond to culture, comprehend the job design, and defend through management.

Communication Process

• Sender chooses message and encodes.
• The correct channel is chosen and the receiver decodes the message.
• They provide feedback back to sender

Channel Richness

• Low channel richness involves bulletins and memos.
• High channel richness involves face-to-face conversations.

Barriers to Effective Communication

• Filtering information to be favourable.
• Selective perception: hearing only what is needed.
• Information overload: too much information causing one to ignore it.
• Emotions: interpreting the same message differently based on mood.
• Silence means an absense of speech that may convey anxiety.
• Lying: Outright misrepresentation of info.

Organization Communication

• Upward communication reports tasks and gives information.
• Downward communication gives tasks to complete.
• Lateral communication is talking to people of similar levels.
• Informal (grapevine) versus formal (chain of command).

The Grapevine (Rumours)

• 75% hear matters first through the grapevine (rumours).
• Employees perceive it as more reliable or believable.

Kinesics in High and Low Context Cultures

• High context cultures: rely heavily on nonverbal and subtle situational cues.
• Low-context cultures rely heavily on words to convey meaning.

Explore organizational behaviour, interpersonal skills, and organizational citizen behaviour. Understand the impact of individuals, groups, and structure on workplace effectiveness. Learn how these concepts influence work dynamics and employee well-being.