Chapter 3 Organizational Behavior PDF

6. Organiza(onal Environment Theory: The open system view: Takeing resources form external environment and transforms them into goods and services that are then sent back to that environment to bought by customers. Input stage: Obtaining raw materials from...

6. Organiza(onal Environment Theory: The open system view: Takeing resources form external environment and transforms them into goods and services that are then sent back to that environment to bought by customers. Input stage: Obtaining raw materials from the environment. Conversion stage: Conver&ng the materials to goods. Output stage: Releasing the goods to the environment. Synergy: the combined ac&ons of people and departments to improve performance Con(ngency Theory: Magment and control systems of companies depend on external environment characterishes. Type of Structure: Stable: Changing: Mechanis(c Structure: Organic Structure: Centralized uthority Decentralized uthority Clear & specified tasks and Ambiguous tasks and rules for rules. crea&vity. Employees are closely supervised. 03: Values, A>tudes, Emo6ons, and Culture: The Mangers Personality Personality Traits: Characteris&cs of a manager's personality which describes how they, feel, think, and behave in different Situa&ons The Big Five Personality Traits: 1. Extraversion To feel posi&ve about yourself and the world around you. 2. Nega&ve affec&vity To feel nega&ve about yourself and the world around you. 3. Agreeableness To which extent you get along with others 4. Conscien&ousness Being careful and persevering. 5. Openness to Experience Be daring and take risks. 7 Other Personality Traits: Internal locus of control Belief that you are responsible for your own fate. External locus of control locate responsibility for one’s fate in outside forces Self-Esteem Feel good about yourself and their capabili&es. Need for Achievement A strong desire to perform hard tasks well. Need for Power Desires to control or influence others. Need for Affilia(on Crea&ng and maintaining good rela&ons, being liked, and having other people get along. Values: Describe what managers try to achieve through work and how they think they should behave. Value system: helps with striving to achieve in life and how they want to behave. Terminal values: long life goals Instrumental values: about desired modes of ways of behaving. A_tudes: Capture managers’ thoughts and feelings about their specific jobs and organiza&on. Job Satisfaction: the manger’s feelings about their current job. Organizational Commitment: the manger’s feelings about the company. Organizational Commitment: 1. Believing in what the organization is doing. 2. Proud of what their organizations stand for. 3. More likely to go above and beyond the call of duty. 4. Less likely to quit. 8 Moods and Emotions: How managers feel when they are managing. Mood: Feeling or state of mind. Emotions: Intense feelings than moods, due to an event, and more short- lived. Emotional Intelligence: When the manger understands their moods and emotions and the moods and emotions of others. When we manage our feelings better we prevent them from affecting our decision-making negativity. Organizational Culture: The shared beliefs, values, and norms that influence how workers and teams interact with one another and cooperate to achieve goals. Factors Affecting Organizational Culture: Values of the founder Managers look at founder as their role model, that's why they learn from the founder values to help them understand what is apporpite and not approprite socialization The process where new employees learn about the values, norms, and behaviors that are important to their job. Ceremonies and Rites Formal events that are important to recognize Events of importance to the organization Stories and languages Stories communicate organizational culture and reveal behaviors that are valued by the organization. Languages are how people dress, the office they occupy, the car that they drive, and the degree of formality they use. 9 Sources of Organization’s culture: The Employment relationship Human resource policies Influence how hard people will work to achieve the organizations goals, whether they will buy into the values and norms. Organizational Ethics Morning values and rules that guides the company and employees about what is appropriate and not appropriate Characteristics of refers to the unique traits of an organization's ID number, including its uniqueness, organizational number format, purpose, traceability, and visibility in official documents. Organizational structure The way we make the organizational structure depends on the organizational culture 10