Taylorism and Organizational Behavior

• Taylorism: A management theory focused on workflow analysis and synthesis

Shortcomings of Taylorism

• Repetitive tasks can bore workers, hindering skill development and achievement
• Task specialization can cause workers to lose sight of the overall significance of their work
• Strict rules may lead to minimal effort or rebellion
• Customer feedback may be ignored due to limited interaction with consumers
• Organizational Behavior: Examines individual and group actions, thoughts, and feelings within organizations

Organizations Defined

• Social inventions designed to achieve common goals through group effort
• Essential: Coordinated presence of people
• Goal is effective people management How can organizations survive and adapt to change?
• Effective teamwork

Organizational Behavior Explained

• Encompasses the attitudes and behaviors of individuals and groups in organizations
• Human Capital: Includes the knowledge, skills, and abilities (KSAs) of an organization's employees
• Social Capital: Social resources gained through participation in a social structure

Goals of Organizational Behavior

• Predicting future employee behavior, such as ethical decisions, innovation, or harassment
• Explaining factors affecting engagement, motivation, satisfaction, and resignation
• Managing organizational effectiveness through others
• Management: Achieving organizational goals through others
• Evidence-based Management: Translating scientific principles into organizational practices

Contrasting Classical and Human Relations Viewpoints

• Classical Viewpoint (Scientific management/Taylorism):
  • High specialization of labor
  • Intensive coordination
  • Centralized decision-making
  • Bureaucracy
• Human Relations Movement:
  • Importance of psychological factors at work
  • Advocated for participative management styles oriented toward employee needs
  • Advocated for interesting job design, more employee participation in decisions, and less centralized control
  • Hawthorne studies demonstrated the importance of psychological factors at work

Contingency Approach to Management

• The most effective management style depends on the situation's demands

Managerial Roles

• Informational Roles:
  • Monitor: Collect information
  • Disseminator: Communicate information internally.
  • Spokesperson: Communicate information externally
• Interpersonal Roles:
  • Figurehead: Symbolic leader.
  • Leader: Motivates and directs employees.
  • Liaison: Maintains external relationships
• Decisional Roles:
  • Entrepreneur: Initiates change.
  • Disturbance handler: Addresses unexpected issues.
  • Resource allocator: Distributes resources.
  • Negotiator: Represents the organization in negotiations

Managerial Activities

• Routine communications
• Traditional management
• Networking
• Human resources management

Managerial Agendas

• Agenda setting
• Networking
• Agenda implementation

Contemporary Management Concerns

• Diversity (Local and Global): Develop cultural intelligence and inclusive workplaces for a competitive advantage
• Employee Health and Well-Being: Address stress, motivation, and workplace design to foster well-being and engagement
• Talent Management and Employee Engagement: Attract, develop, and retain skilled employees
• Alternative Work Arrangements
• Corporate Social Responsibility: Organizations taking responsibility for the impact of their decisions and actions on stakeholders

History of Organizational Behavior

• Turn of the 20th Century: Goods were crafted, and labor productivity was low
• Early 1900s: Industrialization led to questions about worker efficiency, and scientific management and Taylorism emerged
• 1920s and 1930s: The Human Relations Movement explored social influences on worker behavior
• Today: Contingency approach is used

Personality Traits

• Psychological characteristics that influence how a person interacts their environment
  • Relatively stable across situations and time

The Big Five Personality Traits

• Extraversion
• Emotional Stability
• Agreeableness
• Conscientiousness
• Openness to Experience

Personality Traits: Self-Monitoring

• High Self-Monitors: Use social cues to guide their behavior
• Low Self-Monitors: Do not use social cues to guide their behavior

Personality Traits: Locus of Control

• External Locus of Control: Belief that behavior is determined by fate, luck, or powerful people
• Internal Locus of Control: Belief that behavior is determined by self-initiative, personal actions, and free will

Personality Traits: Self-Esteem

• Self-Esteem is the degree to which a person has a positive self-evaluation
• High Self-Esteem:
  • Positive relationship with job performance
  • Positive relationship with job satisfaction
• Low Self-Esteem:
  • More susceptible to external influence
  • Good at behavioral modeling
  • Respond poorly to negative feedback

Can Personality Change?

• Personality can change over long periods
• Extraversion shows minor change
• Emotional Stability, Agreeableness, and Conscientiousness increase
• Openness to Experience shows an inverted U shape over time

Does Personality Limit You?

• Over 50% of job performance depends on learnable knowledge and skills
• Personality traits can be altered with effort

Cognitive Intelligence

• An individual's ability to process, understand, and learn information
• Verbal, quantitative, and reasoning abilities are components
• Measured by the Wonderlic Personnel Test (50 items, 12 minutes)

Emotional Intelligence

• Myths: Emotions hinder rational thinking
• Reality: Emotions are useful and functional
• Includes identifying emotions, using emotions to guide thinking, understanding emotions, and regulating emotions
• Measured by the Mayer-Salovey-Caruso Emotional Intelligence Test (141 items, Untimed)

Defining Personality in Organizational Behavior

• Personality comprises relatively stable psychological characteristics influencing individual interaction with their environment
• Dispositional Approach: Emphasizes stable traits influencing attitudes and behaviors
• Situational Approach: Emphasizes organizational setting characteristics influencing attitudes and behaviors
• Interactionist Approach: Emphasizes that attitudes and behaviors are a function of both dispositions and the situation
• Trait Activation Theory: Certain traits lead to behaviors when the situation makes the need for the trait important

Five-Factor Model (FFM)

• Broad framework to conceptualize personality
• Extraversion: Sociable and talkative vs. quiet and reserved High extroverts enjoy social situations, introverts avoid them Important for jobs requiring interpersonal interaction, such as sales and management
• Emotional Stability / Neuroticism: Stable and confident vs. depressed and anxious Degree of a person having appropriate emotional control High emotional stability = self-confident, high self-esteem, calm, secure Lower emotional stability = self-doubt, depression, prone to stress

Five-Factor Model (FFM) continued...

• Agreeableness: Tolerant and cooperative vs. cold and rude Most likely to contribute to jobs that require interaction and involve helping and nurturing others, as well as jobs involving teamwork and cooperation.
• Conscientiousness: Dependable and responsible vs. careless and impulsive Responsible, goal-oriented People high in conscientiousness are likely to perform well in most jobs as they tend toward hard work and achievement
• Openness to Experience: Curious and original vs. conventional and conservative Thinking flexibly, receptivity to new ideas Likely to succeed in jobs involving learning and creativity

Locus of Control Explained

• Beliefs about whether one's behavior is controlled mainly by internal or external forces

Self-Monitoring Explained

• The extent to which people observe and regulate how they appear and behave in social settings and relationships

Self-Esteem Defined

• Degree to which a person has a positive self-evaluation
• Behavioral Plasticity Theory: People with low self-esteem tend to be more susceptible to external and social influences than those with high self-esteem

Affectivity, Personality, Self-Efficacy, and Core Self Evaluations

• Positive Affectivity (PA): Propensity to view the world (including themselves and other people) in a positive light Strongest predictor of employee engagement, increases job satisfaction and performance and employee engagement, and it promotes organizational citizenship behaviors
• Negative Affectivity (NA): Propensity to view the world (including themselves and other people) in a negative light. Experience higher levels of workplace stress, and it lowers job satisfaction and engagement. Leads to poorer job performance
• Proactive Personality: A stable disposition that reflects a tendency to take personal initiative across a range of activities and situations, and to effect positive change in one's environment
• General Self-Efficacy: A general trait that refers to an individual's belief in their ability to perform successfully in various challenging situations. (motivational trait)
• Core Self-Evaluations: Broad personality concept that includes a person's evaluations about themselves and their self-worth.
• Four traits constitute core self-evaluation: -Self-esteem -General self-efficacy -Locus of control -Neuroticism (emotional stability)

Learning Defined

• A relatively permanent change in behavior potential resulting from practice or experience

What Employees Learn

• Practical skills: Job-specific skills, knowledge, and technical competence
• Intrapersonal skills: Problem-solving, critical thinking, and risk-taking
• Interpersonal skills: Communication, teamwork, and conflict resolution
• Cultural awareness: Understanding social norms, company goals, and expectations

Operant Learning Theory

• Behavior changes due to its consequences
• Reinforcement: Stimuli that strengthen behaviors

Positive and Negative Reinforcement

• Positive Reinforcement: Application/addition of a stimulus that increases/maintains the probability of some behavior Examples include food, praise, and money
• Negative Reinforcement: Removal of a stimulus that increases or maintains the probability of some behavior Negative reinforcers increase the probability of behavior

Organizational Errors Involving Reinforcement

• Confusing rewards with reinforcers: Rewards may not reinforce desired behaviors if not contingent on those behaviors
• Neglecting diversity in preferences for reinforcers: People value different rewards; preferences vary across cultures, individuals, and time
• **Neglecting important sources of reinforcement:
  • Performance feedback: Provides data on past performance to change/maintain performance in specific ways -Social recognition: Informal acknowledgment, attention, praise, approval, or genuine appreciation for work well done from one individual/group to another

Reinforcement Strategies

• Fast Acquisition: Continuous Strategy, Short Delay of Reinforcement
• Persistence: Partial Strategy, Long Delay of Reinforcement

Behavioral Probability Reduction

• Extinction: Gradual disappearance of behavior following termination of reinforcement
• Punishment: Application of aversive stimulus to decrease the probability of behavior Must be truly aversive and applied immediately

Tips on Punishment

• Ensure punishment is truly aversive
• Apply punishment immediately
• Avoid rewarding unwanted behaviors before or after punishment
• Avoid inadvertently punishing desirable behavior

Social Cognitive Theory

• Emphasizes cognitive processes in learning and behavior regulation
• Observational Learning:* Process of watching and imitating others' behavior
  • Self-Efficacy Beliefs: People's beliefs in their ability to perform a specific task

Social-Efficacy Beliefs impacted by:

• Performance Mastery
• Observation
• Verbal Persuasion and Social Influence
• Physiological state

Social-Regulation

• Use learning principles to regulate own's behavior
• Self-Regulation: Use learning principles to regulate own's behavior
• Collect self-observation data
• Observe models
• Set goals
• Rehearse
• Reinforce oneself

Organizational Learning Practices

Organizational Behavior Modification

• Systematic use of learning principles to influence organizational behavior
• Employee Recognition Programs- Formal programs that publicly recognize and reward employees for specific behavior
• Peer recognition programs* - Formal programs in which employees can publicly acknowledge, recognize, and reward their coworkers for outstanding work and performance. Training and Development Programs Planned organizational activities that facilitate knowledge and skill acquisition Aims to change behavior and improve performance in current job
• Development focuses on future job roles and responsibilities\
• Behavior modeling training (BMT)* - Training method involving observation of a model performing a task, followed by practice opportunities

Motivation Explained

• Extent to which persistent effort is directed toward a goal Equity Theory Employees compare inputs to the job and outcomes received to those of other workers Goal - Setting Theory Employees are motivated to attain goals when those goals are specific and challenging Goals are easier to stick to when accepted by and involved in setting by the workers Goals work effectively when frequent feedback is provided

Job Characteristics Model

The Core Job Characteristics are: -Skill Variety - Task Identity - Task Significance - Autonomy - Job Feedback All lead to certain psychological states which then affects outcomes. Job design can influence motivation

Principles of Job Design

1. Combine jobs for employees to perform entire tasks and give them autonomy, skill variety, and Task identity.

2. Establish client relationships for providers of services to meet the recipients- which gives task significance while providing feedback to the job.

3. Give grater responsibility and control over work This gives Autonomy

What Components Make up Job Performance?

Task performance Organizational Citizenship Behaviour Counterproductive Work Behaviour

Three Types of Managers

Task Performance Counterproductive Performance A healthy balance where task and counterproductive work are weighed equally.

Characteristics of Strongest Performers

• Intelligent (i.e high IQ):
• Emotionally Intelligent

Factors Contributing to Job Performance

Amount of Effort Direction of Effort Persistence of Effort ^all factor into motivation. Together with personality, cognitive ability, task understanding, and Emotional Intelligence all factor into Performance

Pay

• Pay can be a powerful source of motivation when it is tied to job performance Production Jobs Piece - Rate
• Pros are increased Productivity and Decrees Turnover however cons are Lowered Quality, Incompatible Job Design, Differential opportunity, and restriction of productivity

Professional and Managerial

• Limited impact but not that great. Potential problems are Little differentiation between performances and a lack of transparency.

Motivation

• the extent to which persistent effort is directed toward a goal Effort- The strength of someone's work related behavior, or the effort they exhibit on the job. Persistence- Persistence that workers exhibit by applying effort to their work Direction- channel persistent effort in a direction that benefits the organization Goals- Having an objective where motivation is directed towards.

Intrinsic Motivation

usually self applied.

• ex) Feelings of achievement, accomplishment, and interest in the job itself

Extrinsic Motivation

• Motivation that stems from the work environment external to the task- Usually applied by others. ex) Compensation and benefits, like Pay, and company policies

Performance

Defined

• the extent to which an organizational member contributes to achieving the objectives of the organization

Performance factors

General Cognitive Ability

Definition: A person's basic information-processing capacity and cognitive resources Emotional Intelligence- the ability to understand and manage one's own and others feelings.

Need Theories

• motivational theories that specify the kinds of needs people have and the conditions under which they will be motivated to satisfy these needs in a way that contributes to performance

Maslow Hierachy

• hierarchy of needs, 5 level. The lowest level of unsatisfied need has the greatest potential Ex) Self actualization, saftey, phsyiological, etc

ERG Theory

• 3 level hierchal needs of motivation Ex) Existance , Relatedness, growth

Process Theories

• motivational theories that specify the details of how motivation occurs.

Expectancy Theory:

• the belief that motivation is determined by the outcomes that people expect to occur as a result

Cross-Cultural Limitations of Theories of Motivation

Approaches to Motivate Teamwork

• Profit Sharing: the return of some company profit to employees in the form of a cash bonus
• Employee Stock Ownership Plans: give employees a share of company shares
• Gainsharing: a group pay incentive plan based on productivity or performance improvements over which the workforce has some control
• Skill-Based Pay: a system in which people are paid according to the number of jobs they have acquired

Job design

Including the traditional approach: Focus= efficiency the job characteristics model= psychological motivation :

Traditional Approach

• Scientific Management & Taylorism
• Focus: Efficiency and specialization
• Key Idea: Jobs are simplified and standardized to maximize productivity.
• Pros: High efficiency, clear roles, easy training.
• Cons: Repetitive tasks, low motivation, risk of burnout.
• Job Crafting: The process by which employees reshape their jobs to align with their strengths, passions, and goals.

Variable Pay

A portion of employees pay that is based on a measure of performance

Management By Objectives

• Goal commitment
• Specificity
• Feedback

Job Satisfation

• What Predicsts It?
  • Job Performance
  • Adequate Comprensantion

Factors of Fairness

• Distributive fairness: perceived fairness of outcomes
• Procedural fairness:* the fairness of the processes used
• Interactional fairness: Relates to the way people are being treated

Involve employees in devisions Share information

Emotional Behaviour

• Effort to regulate emotions exerted to comply with the display rules of the organization

Stress at work

• Role ambiguity heavy responsibilities

What Is the Effect of Job Satisfaction

• Absenteeism (Negative Relationship) Higher job satisfaction → Lower absenteeism
• Turnover (Negative Relationship) Higher job satisfaction → Lower turnover

Relationships: Job Performance and Relationships

• Job Performance (Positive Relationship) Higher job satisfaction → Better job performance
• Organizational Citizenship Behavior (OCB) (Positive Relationship) Higher job satisfaction → More OCB (going above and beyond job duties)
• Counterproductive Work Behavior (CWB) (Negative Relationship) Higher job satisfaction → Less CWB (harmful workplace behavior)
• Customer Satisfaction (Positive Relationship) Higher job satisfaction → Higher customer satisfaction
• ***Differentiate commitment
• Organizational Commitment: an attitude that reflects the strength of the linkage between an employee and an organization
• Affective Commitment: commitment based on identification and involvement with an organization
• Continuance Commitment: commitment based on the costs that would be incurred in leaving an organization or a lack of suitable job alternatives
• Normative Commitment: commitment based on ideology or a feeling of obligation to an organization

Chapter 13- Stress and Stress Reactions

• Stressors: conditions that have potential to induce stress
  • Overload and Heavy Responsibility
• Stress: tension and anxiety that they have to handle demands -Stress Reactions: Stress that affect physoclogy and consequence

Managing Stress

• Problem solving, getting rid of the issue
• Time management
• Discuss the issure
• Managing Stress: Organizational-Level*
• Job redesign- increase automony
• Family-friendly Human Resource policies* "On-site daycare, flex-time, telecommuting(etc.)
• Stress management programs*

Individual Decision Making in Chapter 11

Decision-Making- developing committment to a course of action

What Is Included in Individual Decision Making

• Availability Heuristic- People make devisions based on what is accesible in their minds Representative Heuristics- look for characteristics the individual or event may have in common with periously fomed thoughts"

Framing Heuristics

• People make different devisions on the same problem based on the way the problem is framed. domain of gain, people tend to take fewer risks
• anchoring = adjusting

Escalation of Committment or a failing course of action when people have initiated what to continue because the attempt of damage make it worse

Explore Taylorism's management theory and its shortcomings, including worker boredom and loss of significance. Understand organizational behavior, its definition, and the importance of effective people management and teamwork. Learn how organizations can adapt to change.