Organizational Behaviour, 2008 Edition French, Rayner, Rees, &Rumbles,

1. Organizational Behaviour, 2008 Edition French, Rayner, Rees, &Rumbles, John Wiley & Sons, Inc.

2. Chapter 1Learning Objectives • Define organizational behavior (OB) • Get acquainted with basic OB terminology • Describe what managers do • Understand why managers must know about OB • Identify the three levels of analysis in OB • My Best Manager ex

3. What is an Organization? An organization is a collection of people who work together to achieve individual and organizational goals.

4. ORGANIZATIONAL PERFORMANCE • Depends on the organizations’ ability to attain organizational goals in an effective and efficient manner. • Effectiveness : the degree to which the organization achieves a stated goal • Efficiency : the use of minimal resources to produce a desired volume of output.

6. What is Management? Management is the process of planning, organizing, leading, and controlling an organization’s resources to attain organizational goals in an effective and efficient manner.

7. The Roles of Management Decisional Interpersonal Informational Chapter 1

8. Informational roles = maintain & develop information network • Themonitor= seeking current information from many sources. • The disseminator = transmits information to others both inside and outside the organization. • Thespokesperson= to provide official statements to people outside the organization about company policies, actions, or plans.

9. Interpersonal roles pertain to relationships with others • The figurehead = ceremonial activities • Theleader= motivation, communication, and influence of subordinates. • The liaison = development of a web of relationships both inside and outside the organization.

10. Decisional roles = make choice requiring conceptual & human skills. • The entrepreneurial = initiation of change. • The resource allocator = how to allocate resources to achieve outcomes. • Thenegotiator= negotiating and bargaining for unit of responsibility. • The disturbance handler = resolving conflicts between subordinates or other departments.

11. http://www.ba.metu.edu.tr/user/pinar

12. My Best Manager • Make a list of the attributes that describe the best manager you ever worked for. • In groups of 4-5, share your lists. • As a group create one list that combines all the unique attributes. • Each group will read its list to class.

13. Managerial Skills • Conceptual Skills: The ability to analyze and diagnose a situation and distinguish between cause and effect. • Human Skills: The ability to understand, work with, lead, and control the behavior of other people and groups. • Technical Skills: Job-specific knowledge and techniques.

14. The Management Pyramid Top Managers Middle Managers First-line Managers

15. What is Organizational Behavior? Organizational behavior (OB) is the study of factors that affect how individuals and groups act in organizations and how organizations manage their environments.

16. Insert Figure 1.1 here

17. Organizational Behavior Terminology • Dependent Variables: Factors that you want to explain and that are affected by other factors.

18. Productivity Absenteeism Turnover Job Satisfaction The Dependent Variables Chapter 1

19. Organizational Behavior Terminology • Independent Variables: Determinants of dependent factors • Individual level • Group level • Organization level

20. Independent Variables Individual Group Organization • Biographical Traits • Personality • Values & Attitudes • Ability • Perception • Motivation • Individual Learning • Decision Making • Communication • Other Groups • Conflict • Power & Politics • Group Structure • Work Teams • Leadership • Decision Making • Culture • Structure • Design • Technology • Work Processes • Selection Processes • Training Programs • Appraisal Practices Chapter 1

21. OB Formula • Behavior, Attitudes = f( person, environment)

22. Chapter 2 Individual differences

23. Agenda • Explain role of nature and nurture in determining personality • Discuss the Big Five Personality Model • Explain individual personality factors • Explain role of the situation • Identify three types of ability • Discuss values • Discuss 3 components of attitudes • Discuss attitude-behavior relationship

24. The Individual Performance Equation Job performance = Individual attributes X Work effort X Organizational support

25. Individual Performance Factors • Individual attributes • Work effort • Organizational support

26. Demographic Differences • Gender • Age • Ethnic background • Stereotyping • Prejudice in our lives ex on page W91

27. Differences in Abilities • Cognitive abilities • Physical abilities • Emotional intelligence

28. The Ability-Job Fit • Abilities of the employee • Requirements of the job Chapter 2

29. EQ test • Strongly disagree 1 • Disagree 2 • Neither agree nor disagree 3 • Agree 4 • Strongly agree 5 • For question 2 & 3: deduct your response from 6 • Then calculate the sum of your responses

30. Personality Differences • Personality is the overall profile or combination of traits that characterize the unique nature of a person.

31. Personality Determinants • The nature/nurture controversy is the argument over whether personality is determined by heredity, or genetic endowment, or by one’s environment.

32. Key Dimensions of Personality • Extroversion – introversion • Conscientiousness • Agreeableness • Emotional stability • Openness to experience

33. Surgency means extroversion • Adjustment means emotional stability

34. Problem-Solving Styles • Sensation type • Intuitive type • Feeling type • Thinking type

35. Occupational Matches

36. Locus of Control • The extent to which people feel able to affect their lives • Internal locus of control • External locus of control

37. Authoritarianism / Dogmatism • Authoritarianism • Dogmatism

38. Type A: A person who has an intense desire to achieve, is extremely competitive, and has a strong sense of urgency. Type B: A person who tends to be easygoing and relaxed. Type A vs. Type B Personality

39. Machiavellianism • Machiavellians are people who view and manipulate others for purely personal gain.

40. Self-Concept • The concept individuals have of themselves as physical, social and spiritual or moral beings.

41. Self-Esteem The extent to which people have pride in themselves and their capabilities. • Can be high or low • Not situation specific

42. Self-Monitoring The extent to which people try to control the way they present themselves to others. • Can be high or low

43. Individual Differences • Recruitment and employment conditions • Education, training and development • Rewards and promotions

44. Personality-Job Fit • Personalities among individuals differ • Demands of jobs differ • Matching personality and job leads to higher satisfaction and lower turnover.

45. Advice to Managers • Realize and accept that some workers are more likely than others to be positive and enthusiastic because of their personalities. Similarly, realize and accept that some workers are more likely than others to complain and experience stress because of their personalities. • Provide an extra measure of direct supervision to workers who don’t take the initiative to solve problems on their own and always seem to blame someone or something else when things go wrong. • Provide additional encouragement and support to workers with low self-esteem who tend to belittle themselves and question their abilities. • Realize and accept that Type A individuals can be difficult to get along with and sometimes have a hard time working in teams. • Let subordinates who seem overly concerned about other people liking them know that sometimes it is necessary to give honest feedback and be constructively critical (such as when supervising others).

46. Values • Values are global beliefs that guide actions and judgments across a variety of situations.

47. Classification Schemes • Rokeach • Terminal • Instrumental • Allport • Theoretical • Economic • Aesthetic • Social • Political • Religious • Meglino & Associates • Achievement • Helping and concern for others • Honesty • Fairness

48. Work Values • A worker’s personal convictions about what outcomes one should expect from work and how one should behave at work. • Values can be intrinsic (i.e., related to the nature of work itself) or extrinsic (i.e., related to the consequences of work).

49. Intrinsic Values Interesting work Challenging work Learning new things Making important contributions Responsibility and autonomy Being creative Extrinsic Values High pay Job security Job benefits Status in wider community Social contacts Time with family Time for hobbies Intrinsic vs. Extrinsic Work Values

50. Results of the Beutell and Brenner (1986) Study (1 is the strongest ranking) Item Men Women • Provides job security 2.5 2.0 • Provides the opportunity to earn a high income 2.5 5.0 • Permits advancement/responsibility 4.0 6.5 • Is respected by other people 5.5 3.0 • Provides comfortable working conditions 7.0 4.0 • Rewards good performance with recognition 5.5 8.5 • Encourages continued development… 8.0 6.5 • Is intellectually stimulating 9.0 8.5