MBA 204 – Week 2

1. MBA 204 – Week 2 Monday, October 23, 2006 • Welcome back! • Please let me know if you were not here last week • Were you able to buy the book? • Have you gone to the website to download the syllabus? • Are there any questions from last week’s class? • Any additional administrative items of importance? • Let’s get started!

2. Introduction - Organizational Behavior What types of topics will we cover in this course? • Job satisfaction • Personality traits and work performance • Motivation • Teamwork • Leadership • Power and politics • HR policies and practices

3. Chapter 1 • What is Organizational Behavior?

4. What Do Managers Do? • Get things done through other people • Make decisions, allocate resources, and direct the activities of others to attain goals • Do their work in an organization

5. Management Functions • Planning • Organizing • Leading • Controlling

6. Management Skills • Technical Skills: The ability to apply specialized knowledge or expertise • Human Skills: The ability to work with, understand, and motivate other people, both individually and in groups. PEOPLE SKILLS ARE CRITICAL FOR MANAGERS!!! • Conceptual Skills: The mental ability to analyze and diagnose complex situations

7. “Effective” vs. “Successful” Managers….

8. So….What is Organizational Behavior?

9. There Are Few Absolutes in OB ContingencyVariables x y

10. Challenges and Opportunity for OB • Responding to Globalization • Managing Workforce Diversity • Improving Quality and Productivity • Responding to the Labor Shortage • Improving Customer Service

11. Challenges and Opportunity for OB (cont’d) • Improving People Skills • Empowering People • Stimulation Innovation and Change • Coping with “Temporariness” • Working in Networked Organizations • Helping Employees Balance Work/Life Conflicts • Improving Ethical Behavior

12. The Dependent Variables y x

13. Key Examples of Dependent Variables

14. The Dependent Variables (cont’d)

15. The Dependent Variables (cont’d)

16. The Dependent Variables (cont’d)

17. Individual-Level Variables: ability, IQ, personality, etc Group-LevelVariables: Teamwork, leadership, etc OrganizationSystem-LevelVariables: org culture, HR The Independent Variables IndependentVariables

18. SUMMARY • Managers need to develop their interpersonal (people skills) to be effective in their jobs. • OB is a field of study that investigates the impact that individuals, groups, and structure have on behavior within an organization. • OB focuses on improving productivity, employee job satisfaction, citizenship behavior and reducing absenteeism and turnover. • OB uses systematic study to improve predictions of behavior. • OB recognizes and helps managers to improve their people skills and to see the value of workforce diversity and practices. It also seeks to improve organizations and help managers cope with the many changes faced in today’s workplace.

19. Chapter 2: Foundations of Individual Behavior

20. Individuals: Biographical Characteristics Biographical Characteristics Personal characteristics—such as age, gender, race and tenure—that are objective and easily obtained from personnel records

21. Ability, Intellect, and Intelligence Ability An individual’s capacity to perform the various tasks in a job Intellectual Ability The capacity to do mental activities Physical Abilities The capacity to do tasks demanding stamina, dexterity, strength, and similar characteristics

22. Employee’sAbilities Job’s AbilityRequirements The Ability-Job Fit Ability-JobFit

23. Part 2 of Chapter 2 --- Learning Learning Any relatively permanent change in behavior that occurs as a result of experience • Learning • Involves change • Is relatively permanent • Is acquired through experience

24. Types of Reinforcement • Positive reinforcement • Providing a reward for a desired behavior • Negative reinforcement • Removing an unpleasant consequence when the desired behavior occurs

25. Theories of Learning • Classical conditioning • Operant conditioning • Social-learning theory • Shaping

26. Reinforcement • Punishment • Applying an undesirable condition to eliminate an undesirable behavior (NOTE: THIS IS NOT THE SAME AS NEGATIVE REINFORCEMENT) • Extinction • Withholding reinforcement of a behavior to cause its cessation

27. Shaping Behavior Shaping: Systematically reinforcing each successive step that moves an individual closer to the desired response • Key Concepts • Reinforcement is required to change behavior. • Some rewards are more effective than others. • The timing of reinforcement affects learning speed and permanence.

28. Schedules of Reinforcement Continuous Reinforcement A desired behavior is reinforced each time it is demonstrated Intermittent Reinforcement A desired behavior is reinforced often enough to make the behavior worth repeating but not every time it is demonstrated

29. Schedules of Reinforcement Fixed-Interval Schedule Rewards are spaced at uniform **TIME** intervals Variable-Interval Schedule Rewards are initiated after a fixed or constant number of responses (**OUTPUT**)

30. Intermittent Reinforcement

31. Intermittent Reinforcement

32. Fixed-ratio Schedules of Reinforcement

33. Chapter 3 – What are attitudes? Cognitive Component The opinion or belief segment of an attitude Attitudes Evaluative statements or judgments concerning objects, people, or events Affective Component The emotional or feeling segment of an attitude Behavioral Component An intention to behave in a certain way toward someone or something

34. Measuring the A-B Relationship Recent research indicates that attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account. A B

35. Self-Perception Theory Attitudes are used after the fact to make sense out of an action that has already occurred. B A ! And,

36. Types of Attitudes Job Satisfaction A collection of positive and/or negative feelings that an individual holds toward his or her job Job Involvement Identifying with the job, actively participating in it, and considering performance important to self-worth Organizational Commitment Identifying with a particular organization and its goals, and wishing to maintain membership in the organization (Affective, Normative, and Continuance Commitment)

37. Types of Attitudes, cont’d Perceived Organizational Support (POS) Degree to which employees feel the organization cares about their well-being Employee Engagement An individual’s involvement with, satisfaction with, and enthusiasm for the organization

38. An Application: Attitude Surveys Attitude Surveys Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization

39. Attitudes and Workforce Diversity • Training activities that can reshape employee attitudes concerning diversity: • Participating in diversity training that provides for self-evaluation and group discussions • Volunteer work in community and social service centers with individuals of diverse backgrounds

40. Job Satisfaction • Measuring Job Satisfaction • Single global rating • Summation score • How Satisfied Are People in Their Jobs? • In general, people are satisfied with their jobs. • Depends on facets of satisfaction—tend to be less satisfied with pay and promotion opportunities

41. Expressing Dissatisfaction Exit Behavior directed toward leaving the organization Voice Active and constructive attempts to improve conditions Loyalty Passively waiting for conditions to improve Neglect Allowing conditions to worsen