HBO Organizational Behavior PDF

Lesson 1: Theoretical Foundations of Organizational Behavior Behavior in Group Settings: Family, Friends, Office Mates, Friends 1&2 Organizational Behavior - (From birth to Adolescence) it is how individual and groups interact within an organization and how these interactions affect an organizatio...

Lesson 1: Theoretical Foundations of Organizational Behavior Behavior in Group Settings: Family, Friends, Office Mates, Friends 1&2 Organizational Behavior - (From birth to Adolescence) it is how individual and groups interact within an organization and how these interactions affect an organization’s performance toward its goals or goals. Models of Organizational Behavior A. Autocratic Model - is defined as a type of organizational model that depends upon power, strength, and formal authority. B. Custodial Model - where business concentrate on giving workers financial incentives and benefits to satisfy their requirements for security. C. Supportive Model - in O.B, it focuses on developing a working environment where managers and supervisors provide support, resources, and advice in order to increase employee motivation and happiness. D. Collegial Model - emphasizes teamwork, collaboration, and shared responsibility among employees. E. Contigency Model - (Walang definition sa ppt) System - in HBO, it sees them as a complex system where individual na interact within structured roles. Influenced by factors like leadership, communication, and culture, shaping overall effectiveness. Theories of Organizational Behavior A. Bureaucracy - by Max Weber, it highlights structured organizations with clear roles, rules, and hierarchies. It prioritizes efficiency and predictability, shaping human behavior around strict procedures and impersonal relationships. B. Scientific Management - by Frederick Taylor, it has been criticized for ignoring workers’ social and psychological needs and being too flexible, but it is still used in some corporations today. C. Process Management Theory - refers to a systematic approach to managing and improving organizational processes to achieve efficiency, effectiveness, and consistency. D. Management Theory - by Henri Fayol, five (5) functions of management; organizing, commanding, coordinating, and controlling. These functions form a cycle that managers must perform to ensure efficient operations. E. Maslow’s Hierarchy of Needs - by Abraham Maslow, the portrayal of human behavior by arranging the various needs in a hierarchy in terms of their importance for sustenance of an individual. F. Theory X and Y - by Mcgregor, Theory X assumes employees are lazy and unmotivated and must be closely supervised and controlled. While the Theory Y, believes that employees are hardworking and self-motivated and, therefore, thrive in the environments where they are given autonomy and responsibility. Lesson 2: Diversity in Organization Diversity - we are, each of us, unique. Though this can sometimes be overlooked by managers who need to acknowledge and leverage individual differences to maximize employee potential. Demographic Characteristics Age Gender Occupation Qualification Income Religion Race Levels of Diversity A. Surface Level - differences in easily perceived characteristics, such as gender, race, ethnicity, age, or disability, that do not necessarily reflect the ways people think or feel but that may activate certain stereotypes. B. Deep-level Diversity - differences in values, personality, and work preferences that became progressively more important for determining similarity as people get to know one another better. Discrimination - noting of a difference between things; often we refer to unfair discrimination, which means making judgments about individuals based on stereotypes regarding their demographic group. Stereotyping - Judging someone on the basis of our perception of the group to which that person belongs. Demographic group - refers to a segment of a population that shares certain characteristics. Stereotype Threat - describes the degree to which we internally agree with the generally negative stereotyped perceptions of our groups. Along with that comes a fear of being judged when we are identified with the negative connotations of that group. Discrimination in the Workplace - rather than looking at individual characteristics, unfair discrimination assumes everyone in a group is the same. This discrimination is often very harmful for employees and for organizations. Other Differentiating Characteristics Tenure Religion Sexual Orientation and Gender Identity Cultural Identity  Intellectual Abilities Diversity in Groups Physical Abilities Ability - an individual’s capacity to perform the various tasks in a job. Intellectual Abilities - the capacity to do mental activities such as thinking, reasoning, and problem solving. General Mental Ability - an overall factor of intelligence, as suggested by the positive correlations among specific intellectual ability dimensions. Culture - a system of learned and shared beliefs, language, norms, values, and symbols that groups use to identify themselves and provide a framework within which to live and work. Elements of Culture Symbols Language Beliefs Norms Values Role of culture in shaping behavior Socialization - from a young age, individuals are socialized into specific roles and behaviors deemed acceptable in their culture. Value Systems - a culture that values individual achievements might procedure more competitive individuals, while one that values communal harmony might foster more cooperative behaviors. Rites and Rituals - certain behaviors are rooted in the rites and rituals culture. Organizational Culture Organization - refers anything related to the structure, management, or processes of an organization. Culture - refers to the shared beliefs, values, and practices of a group of people. Types of Organizational Culture Bureaucratic - emphasizes structure, authority, and established procedures. Clan Culture - focuses on collaboration, teamwork, and a strong sense of community. Entrepreneurial - a.k.a innovative culture. Emphasizes creativity and experimentation. Market - driven by competition and achieving specific result. Importance of Organizational Culture Promotes Ethical Behavior  Support Chain Management Drives Performance Facilitates Communication Guides Behavior Enhanced Employee Engagement Organizational Structures - is a system that outline how certain activities are directed to achieve the goals of an organization. Hierarchical Organizational Structure Functional Organizational Structure Horizontal or Flat Organizational Structure Divisional Organizational Structure Matrix Organizational Structure Team-based Organizational Structure Network Organizational Structure Process-based Organizational Structure Circular Structure Line Structure Organizational Structure as an Essential Factor - it affects through the formal limitations set by the division of labor, authority distribution, groupings of units, and coordination. Lesson 3: Theories of Motivation Motivation - is a psychological feature that induces an individual to act towards a desired goal. Types of Motivation Extrinsic Motivation - Employee of the month award, Benefit package, Bonuses/Salary, Organized activities. Intrinsic Motivation - Learning and Growth opportunity, Social contact and status, Curiosity, Respect and Honour, Love. Maslow’s Hierarchy of Needs - by Abraham Harold Maslow, a theory of psychological health predicated on fulfilling innate human needs in priority, culminating in self-actualization. Two (2) factor Theory of Motivation (Frederick Herzberg) Hygiene factors (Dissatisfiers) Salary Working Conditions Relation with colleagues Policies with Rules Motivation (Satisfiers)  Performance & Achievements Recognition Responsibility Opportunities for Advancement McClelland’s Needs Theory - by David McClelland, three (3) needs theory; Power, Achievement, and Affiliation. Need for Affiliation - cooperative, dependent, subordinate, and minimizes own position and resources. Need for Power - demands blind loyalty and harmony, does not tolerate disagreement, remains aloof, and maintains social distance. Need for Achievement - personal responsibility, must win at any cost, must be on top, receive credit, fears failure, avoids responsibility. Alderfer’s ERG Theory - by Clayton Paul Alderfer, as a means of explaining human motivation and justifying the human desire to fulfill various needs. There are three (3) groups of needs; Existence, Relatedness, and Growth. Self Determination Theory - by Richard Ryan and Edward Deci, suggest that all humans have three (3) basic psychological needs; Autonomy, Competence, and Relatedness. Lesson 4: Personality and Attitudes Personality - is the type of person you are, shown by the way you behave, feel, and think. Attitude - is a feeling or opinion about something or someone, or a way of behaving that is caused by this. Big five (5) Personality Traits 1. Conscientiousness - defined by organization, impulse control, and goal-oriented behavior. 2. Extraversion - characterized by sociability, talkativeness, and assertiveness. 3. Openness - this trait emphasizes imagination and insight. 4. Agreeableness - involves traits like trust, kindness, and altruism. 5. Neuroticism - defined by emotional instability, individuals high in these traits often experience mood swings, anxiety, and irritability. Positive Personality Traits - are beneficial qualities that help you navigate life and become a better person. These traits improve your ability to cope with challenges.  Adaptable Ambitious Considerate Cooperative Friendly Negative Personality Traits - are harmful qualities that can hinder personal growth or damage relationships. These traits may hold you back in life and are important areas to focus on for improvement. Aggressive Arrogant Cold Deceptive Egotistical Emotional Regulation - refers to various ways by which people can gain control over their feelings, how they experience them, and feel them, especially in social and work settings such as organizations. Importance of Emotional Regulation Improved Relating Professionalism and Cooperation More Rational Decisions Improved Job Performance and Satisfaction Leadership and Emotional Intelligence Strategies for Emotional Regulation Self-Awareness - will enable the person to identify emotional triggers and understand how a certain situation may trigger a specific feeling. Cognitive Reappraisal - change outlook of things, so that the emotional impact is controlled. Emotional Detachment - it is the psychological distance from an emotive situation that allows an employee to desensitize oneself. Developing Empathy - sympathy towards a colleague would reduce the tense situations created and has to create a better controlled emotional working environment. Values refers to the importance a person attaches to things or ideas that guide how to act. are enduring beliefs that one’s mode of conduct is better than the opposite mode of conduct. an example of a belief is the importance placed by a person without sufficient academic qualifications. How people learn values?  Modeling - parents, teachers, friends, and other people oftentimes become models to persons who would later exhibit good behavior in the workplace. Communication of Attitudes - one of the ways in which values are learned is through communication of attitudes. Unstated but Implied Attitudes - values may also be affected by attitudes that are not stated but are implied by way of action. Religion - values are also learned through religion. Types of Values A classification that is most relevant to the workplace indicates that values are of the following types: Achievements Helping and concern for others Honesty Fairness Organizational Values organizations have values that may or may not be compatible with the values of the individual workers. There is value incongruence if the individual’s value is not in agreement with the organization’s value. Value Incongruence - refers to the situation where an individual’s personal values conflict with or are not aligned with the values of an organization or group. Consequences of Value Incongruence 1. Person-Role Conflict - this occurs when the demands or expectations placed on an individual by their role in the organization clash with their personal values. 2. Decreased Job Satisfaction - when personal values and organizational values are in conflict, employees may feel unhappy or unfulfilled in their roles. 3. Lower Commitment - employees who experience value incongruence may be less committed to the organization and more likely to leave the job if the conflict becomes too overwhelming. Espoused - are what the members of the organization say they value. Enacted Values - are those that are reflected in the actual behavior of the individual members of the organization. Instruments Values - represents the goals that a person would like to achieve in his or her lifetime. Terminal Values - refer the preferable modes of behavior or means of the terminal values. Three (3) Main Components of Attitude 1. Cognitive - it is opinion or belief 2. Affective - it is emotional or feeling 3. Behavioral - the intention to behave in a certain way towards to someone something. Lesson 5: Group Dynamics and Team Behavior (Group Behavior) Interpersonal Nature of Organization - interaction and relationships among individual within the organization. Interpersonal Relation - connection, interactions, or relationships between individuals, focusing on the static aspect. Interpersonal Dynamic - emphasize the dynamic and interactive aspect. Three (3) phases of creating a group Phase 1 (Group Formation) - identifying the type of group you are in and what the formation process of the group is. Phase 2 (Group Development) - this is where building trust starts; establishing open and respectful interaction, developing processes for collective choice, and fostering engagement. Phase 3 (Mature Group) - the members of the organization are interdependent on each other, well-coordinated, and communicative. Formal Group - it is established by the organization, focused on work task. Command Group - its permanent, functionally organized, with hierarchical reporting. Task Group - focused on specific task or projects. Affinity Group - its also permanent, but the same-level of employees sharing the information and solving the problems. Informal Group - it is formed by the members’ interest or relationship. Friendship Group - permanent, formed through personal relationships and social connection. Interest Group - temporary or permanent, centered around shared activities or interest. Five (5) stages of Team Building / Development (Bruce Wayne Tuckman) 1. Forming - when everyone gets together for the first time. 2. Storming - a period marked by conflict and competitiveness when individuals begin to assert themselves. 3. Norming - during this stage, teams also start to establish rules and procedure to guide decision-making and behavior.  4. Performing - once the team has reached the performing stage, its members begin to feel confident enough to perform at their peak level. 5. Adjourning - once the project for which the team was assembled gets completed the team is disbanded. Group Performance Factors Group Composition - the composition of a group refers to the mix of individual skills, experiences, backgrounds, and personalities. Personality Diversity - varied personality traits, styles, and tendencies within a group. Skills Diversity - varied skills, expertise, and knowledge within the group. Group Size - the size of the group is another essential factor that impacts group performance. Group Norms - refer to the unwritten rules and shared expectations that guide members’ behavior. Positive Norms - unwritten practices that enhance group performance. Negative Norms - unwritten practices that can hinder group performance. Group Cohesiveness - cohesiveness refers to the emotional bonds that members share and their level of commitment to the group’s goals. Benefits of Cohesiveness - greater motivation and productivity, increased loyalty and trust, enhanced teamwork and cooperation, etc. Challenges of Cohesiveness - groupthink (pota nandito nga HAHAHA), exclusion of outsiders or new ideas, resistance to change or innovation, etc. Intergroup Dynamics Refers to the behavioral, psychological relations/interactions between two or more people. In-group and out-group Primary Factors Influencing Intergroup Interaction Group Characteristics Organizational Setting Task and Situational bases of interaction Theories Related to Intergroup Dynamics Social Identity Theory (Henri Fayol) - this theory suggests that people derive part of their identity from the groups they belong to. (e.g. ethnicity, nationality, workplace) Realistic Conflict Theory (Muzafer Sherif) - this theory posits that intergroup conflict arises from competition over scarce resources (e.g. jobs, lands or status). When two groups view for the same resources, hostility and tension are likely to increase.  Authoritarian Personality Theory (Theodor Adorno) - the theory suggest that people with an organization personality tend to be rigid, obedient to authority, and submissive to those in power, while also being hostile or dismissive toward those perceived as weaker or different.