Organizational Behaviour PDF

Chapter 1: Introduction to Organizational Behaviour (OB) ​ Definition: Study of what people think, feel, and do in and around organizations. ​ Organizations: Groups of people working interdependently toward a purpose. Why OB is Important ​ Helps understand and predict workplace events....

Chapter 1: Introduction to Organizational Behaviour (OB) ​ Definition: Study of what people think, feel, and do in and around organizations. ​ Organizations: Groups of people working interdependently toward a purpose. Why OB is Important ​ Helps understand and predict workplace events. ​ Enhances interpersonal influence and coordination. ​ Critical for improving organizational effectiveness: adapting to environments, transforming inputs to outputs, and satisfying stakeholders. Key OB Concepts 1. Organizations as Open Systems: ​ Transform inputs (resources) into outputs (products/services). ​ Maintain dynamic fit with the external environment. 2. Human Capital: ​ Knowledge, skills, and abilities employees bring to an organization. ​ Source of competitive advantage (hard to copy/replace). 3. Stakeholders and CSR (Corporate Social Responsibility) ​ Stakeholders: Entities affected by firm objectives/actions. ​ Triple Bottom Line: Focuses on economic, social, and environmental goals. 4. Diversity and Inclusiveness: ​ Benefits: Better decisions, innovation, and employee representation. ​ Challenges: Longer team adaptation, dysfunctional conflict, lower morale. Emerging Workplace Trends 1.​ Work-Life Integration: Balancing work/nonwork roles with low conflict through flexible schedules and boundary management. 2.​ Remote Work: ○​ Benefits: Work-life balance, productivity, environmental benefits. ○​ Disadvantages: Social isolation, weakened team cohesion, weaker culture. 3.​ Employment Relationships: Direct, indirect, and contract employment with varying effects on job satisfaction, innovation, and teamwork. MARS Model of Individual Behaviour 1.​ Motivation: Internal forces driving behavior (direction, intensity, persistence).  2.​ Ability: Aptitudes and capabilities matched to job requirements. 3.​ Role Perceptions: Understanding task expectations and priorities. 4.​ Situational Factors: External conditions influencing behavior (time, budget, facilities). Types of Individual Behaviours 1.​ Task Performance: Proficient, adaptive, and proactive performance toward goals. 2.​ Organizational Citizenship Behaviours (OCBs): Voluntary actions supporting the organization. 3.​ Counterproductive Work Behaviours: Harm the organization intentionally. 4.​ Joining & Staying: Managing employee turnover and skill shortages. 5.​ Maintaining Attendance: Addressing absenteeism and presenteeism issues. Chapter Two: Individual Differences — Personality and Values Personality in Organizations ​ Definition: Enduring patterns of thoughts, emotions, and behaviors. ​ Influenced by both heredity (nature) and socialization (nurture). ​ Stabilizes in adulthood but can evolve. The Big Five Personality Model (CANOE) 1.​ Conscientiousness: Organized, dependable (predicts job performance). 2.​ Agreeableness: Trusting, helpful (team roles, customer service). 3.​ Neuroticism: Anxious, insecure (linked to emotional instability). 4.​ Openness: Creative, curious (drives innovation). 5.​ Extraversion: Outgoing, energetic (good for leadership/sales). Note: Higher scores aren’t always better; context matters. The Dark Triad 1.​ Machiavellianism: Deceitful, manipulative, lacks empathy. 2.​ Narcissism: Obsessed with superiority, entitlement, and attention. 3.​ Psychopathy: Ruthless, impulsive, socially predatory. ​ Linked to organizational politics, risky decision-making, and team dysfunction. Values in the Workplace ​ Stable beliefs about what is "right" and "wrong." ​ Schwartz’s Values Model: Four quadrants: 1.​ Openness to Change: Innovation-driven. 2.​ Conservation: Status quo preservation. 3.​ Self-Enhancement: Focused on self-interest.  4.​ Self-Transcendence: Concern for others and nature. Ethical Principles 1.​ Utilitarianism: Greatest good for the greatest number. 2.​ Individual Rights: Respecting basic rights. 3.​ Distributive Justice: Fair allocation of benefits/burdens. 4.​ Ethic of Care: Moral duty to help others. Cultural Dimensions 1.​ Individualism vs. Collectivism: Self-sufficiency vs group harmony. 2.​ Power Distance: Acceptance of unequal power distribution. 3.​ Uncertainty Avoidance: Comfort with ambiguity. 4.​ Achievement vs. Nurturing Orientation: Focus on competition vs relationships. Diversity in Canada ​ Francophones: Less deference to authority, more tolerant. ​ Indigenous Canadians: Collectivist, low power distance, natural time orientation. ​ Regional Variations: Influenced by local governments and migration. Chapter Three: Perceiving Ourselves and Others in Organizations Self-Concept Characteristics and Processes 1.​ Three Cs:​ ○​ Complexity: Number of distinct self-concepts; more complexity aids adaptation but requires more resources. ○​ Consistency: Similarity between self-concepts and actual attributes. ○​ Clarity: Stable, confident self-definition; high clarity aids career development but may reduce flexibility. 2.​ Four Selves:​ ○​ Self-Enhancement: Promoting a positive self-view (can lead to risky decisions). ○​ Self-Verification: Seeking confirmation of self-concept (influences selective attention). ○​ Self-Evaluation: Includes self-esteem, self-efficacy, and locus of control. ○​ Social Self: Balancing uniqueness with group inclusion. Perceptual Process ​ Perception: Interpreting sensory information to make sense of the world. ​ Selective Attention: Filtering sensory input; affected by emotional markers and expectations. Perceptual Biases and Errors: 1.​ Stereotyping: Categorizing traits based on social groups; often inaccurate and discriminatory. 2.​ Attribution Errors: ○​ Self-Serving Bias: Attributing success to self and failure to external factors. ○​ Fundamental Attribution Error: Overemphasizing internal causes for others' behavior. 3.​ Halo Effect: One trait influencing perception of other traits. 4.​ False-Consensus Effect: Overestimating shared beliefs. 5.​ Primacy and Recency Effects: First or most recent impressions dominate perception. Self-Fulfilling Prophecy Cycle 1.​ Supervisor forms expectations about an employee. 2.​ Supervisor behavior influences employee performance and confidence. 3.​ Employee behavior aligns with expectations. Key Contingencies: Strongest at the start of a relationship and with low-performing employees. Improving Perceptions 1.​ Awareness: Identifying biases and understanding their impact. 2.​ Self-Awareness: Using tools like the Johari Window. 3.​ Meaningful Interaction: Reducing biases through collaboration and empathy. Global Mindset ​ Adopting a global perspective and empathizing across cultures. ​ Involves processing complex information and developing adaptable mental models. Chapter Four: Workplace Emotions, Attitudes, and Stress Emotions and Attitudes ​ Emotions: Brief psychological, behavioral, and physiological episodes creating readiness states. ​ Attitudes: Judgments about objects, formed consciously and stable over time. ​ Emotions influence attitudes and behavior by attaching emotional markers to sensory input. Emotional Labour ​ Effort to display organizationally desired emotions. ​ Higher in jobs requiring frequent, intense, or varied emotional displays. ​ Cultural norms impact emotional expression (e.g., discouraged in Japan, encouraged in Spain). ​ Strategies: ○​ Surface Acting: Faking expected emotions (stressful). ○​ Deep Acting: Regulating actual emotions (more effective). Emotional Intelligence (EI) Model 1.​ Awareness of own emotions 2.​ Awareness of others' emotions 3.​ Management of own emotions 4.​ Management of others' emotions Outcomes: Better teamwork, leadership, decision-making, creativity. EI can be developed through training, practice, and feedback. Job Satisfaction and Dissatisfaction (EVLN Model) 1.​ Exit: Quitting or being absent. 2.​ Voice: Problem-solving or complaining. 3.​ Loyalty: Waiting for improvement. 4.​ Neglect: Reducing effort or quality. Organizational Commitment Types 1.​ Affective Commitment: Emotional attachment (higher motivation and loyalty). 2.​ Continuance Commitment: Calculative attachment due to social or economic loss. 3.​ Normative Commitment: Moral duty based on reciprocity. Building Affective Commitment: Justice, shared values, trust, organizational comprehension, and employee involvement. Stress in the Workplace ​ Definition: Adaptive response to challenging/threatening situations. ​ Eustress vs Distress: Positive vs harmful stress. Common Workplace Stressors: 1.​ Organizational Constraints: Lack of control over work. 2.​ Interpersonal Conflict: Disruptive behavior or harassment. 3.​ Work Overload: Excessive hours and intensity.  4.​ Low Task Control: Responsibility without control. Managing Stress 1.​ Remove the stressor. 2.​ Withdraw from the stressor. 3.​ Change perceptions of the stressor. 4.​ Control stress consequences. 5.​ Receive social support. Chapter Eight: Team Dynamics What are Teams? ​ Groups of two or more people working interdependently toward a purpose. ​ Types of teams vary based on permanence, skill diversity, and authority dispersion. Informal Groups ​ Exist primarily for member benefits (e.g., social bonding, emotional support). ​ Can benefit organizations by improving communication and goal achievement. Advantages and Challenges of Teams Advantages: ​ Better decision-making and products. ​ Increased motivation and information sharing. Challenges: ​ Process losses (coordination issues). ​ Social Loafing: Reduced individual effort in teams. ○​ Causes: Hidden performance, low task significance. ○​ Remedies: Smaller teams, measuring individual performance, task specialization. Team Effectiveness Model ​ Influenced by task characteristics, team size, and composition. ​ Best tasks for teams: Complex, structured, and interdependent tasks. ​ Smaller teams are better for engagement and development but must be large enough for tasks. The Five Cs of Effective Teamwork 1.​ Cooperating: Willing to work together. 2.​ Coordinating: Efficient task alignment. 3.​ Communicating: Sharing information openly.  4.​ Comforting: Providing emotional support. 5.​ Conflict Handling: Resolving disagreements effectively. Team Processes 1.​ Team Development Stages: ○​ Forming, Storming, Norming, Performing, Adjourning. 2.​ Norms: Informal rules guiding behavior (develop through selection, coaching, and rewards). 3.​ Roles: Taskwork and teamwork roles. 4.​ Cohesion: Degree of attraction to the team (enhanced by similarity, success, external challenges). 5.​ Trust: Ranges from calculus-based (lowest) to identification-based (highest). 6.​ Mental Models: Shared or complementary models improve coordination. Self-Directed and Remote Teams Self-Directed Teams: Cross-functional groups with autonomy over tasks and processes. ​ Success factors: High task interdependence, autonomy, supportive technology. Remote Teams: Work apart using digital communication. ​ Success factors: Effective communication, structured tasks, face-to-face opportunities. Team Decision-Making Constraints 1.​ Time Constraints: Delayed decisions. 2.​ Evaluation Apprehension: Fear of judgment. 3.​ Peer Pressure to Conform: Reduced creativity. 4.​ Overconfidence: Inflated sense of team ability. Improving Decisions: ​ Maintain optimal team size. ​ Encourage critical thinking. ​ Support psychological safety. Creative Team Structures 1.​ Brainstorming: Speak freely, avoid criticism, build on ideas. ○​ Limitations: Production blocking, conformity effects. 2.​ Brainwriting: Silent idea generation to reduce blocking. 3.​ Electronic Brainstorming: Tech-enhanced brainwriting. 4.​ Nominal Group Technique: Combines silent idea generation with verbal discussion.