Basics of Organizational Behavior

1. MGMT 360 Instructor: Marie S. Mitchell Individual Behavior, Values, Ethics and Personality Basics of Organizational Behavior

2. Defined • How much employees identify with and are emotionally committed to their work, are cognitively focused on that work, and possess the ability and resources to do so Employee Engagement

3. Role Perceptions Motivation Ability Situational Factors MARS Model of individual behavior Values Personality Perceptions Emotions Attitudes Stress Individual Behaviorand Results

4. Defined • Internal forces that affect a person’s voluntary choice of behavior • Influences • Direction • Intensity • Persistence Employee motivation R M BAR A S

5. Defined • Natural aptitudes and learned abilities required to successfully complete a task competencies; • Personal characteristics that lead to superior performance • Can gain ability by • Selecting • Developing • Redesigning ABILITY R M BAR A S

6. Defined • Beliefs about what behavior is required to achieve • Employee should understand • what tasks to perform • relative importance of tasks • which tasks are preferred • how to accomplish tasks Role perceptions R M BAR A S

7. Environmental conditions that constrain or facilitate behavior • Time • People • Budge • Work facilities Situational factors R M BAR A S

8. The basic unit of analysis in the study of organizational behavior BEHAVIOR

9. more Types of behavior Task Performance • Goal-directed behaviors under person’s control Organizational Citizenship • Performance beyond the required job duties Counterproductive Work Behaviors • Voluntary behavior that potentially harms the organization

10. Types of cwb Organization Production Deviance • Leaving early • Excessive breaks • Intentionally working slow • Wasting resources Property Deviance • Sabotaging equipment • Accepting kickbacks • Lying about hours • Stealing company property Minor Severe Political Deviance • Showing favoritism • Gossiping • Blaming others • Competing non- beneficially Personal Aggression • Sexual harassment • Verbal attacks • Stealing from a coworker • Endangering a coworker Individual

11. Stable influences of organizational behavior Values and personality

12. Defined • Stable, long-lasting beliefs about what is important in a variety of situations • Define what’s right and wrong • Values influence behavior • Habitual behavior is usually consistent with values • Conscious behavior less guided by values • Decisions and behaviors linked to values when • Mindful of our values • Have logical reason to apply values in that situation • Situations does not interfere with values VALUES

13. Defined • Where 2+ entities have similar value systems • Problems with incongruence • Incompatible decisions • Lower satisfaction and commitment • Increased stress and turnover • Benefits of incongruence • Better decision-making (diverse values) • Enhanced problem definition • Prevents “corporate cults” and “group think” Value congruence

14. Individualism vs. Collectivism • Individualism – interests based on self • Collectivism – interests based on group • Power Distance • High – powerful people yield influence • Low – see little use of power or those in power • Uncertainty Avoidance • High – wish to reduce uncertainty or ambiguity • Low – not bound by rules, time or strong work ethic Hofstede’s 5 value clusters

15. Achievement vs. Nurturing Orientation • Achievement – value money, material objects, independence • Nurturing – value relationships, modesty, quality of life • Time Orientation • High – future orientation • Low – emphasize past and present Hofstede’s 5 value clusters (Cont.)

16. Individualism vs. collectivism High Peru Italy Portugal Taiwan Nigeria PR China India Mexico Chile Hungary Collectivism Hong Kong Korea United States Japan Australia New Zealand Singapore Egypt Low Low High Individualism

17. Power distance High Power Distance Malaysia The degree that people accept an unequal distribution of power in society Venezuela Japan U.S. Denmark Israel Low Power Distance

18. ACHIEVEMENT VS. NURTURING Achievement Japan The degree that people value assertiveness, competitiveness, and materialism (achievement) versus relationships and well-being of others (nurturing) China U.S. France Chile Sweden Nurturing

19. Uncertainty avoidance High U. A. Greece Japan The degree that people tolerate ambiguity (low) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance). Italy U.S. Singapore Low U. A.

20. Time orientation Long-Term Orientation China Japan The degree that people value thrift, savings, and persistence (long-term) versus past and present issues, respect for tradition and fulfilling social obligations (short-term). Netherlands U.S.A. Russia Short-Term Orientation

21. Principles that determine what’s right and wrong Individual and organizational ETHICS

22. 1. Awareness ethical decision-making Model

23. Moral Intensity • Degree that issue demands ethical principles • Ethical Sensitivity • Ability to recognize the presence and determine the relative importance of an ethical issue INFLUENCES OF AWARENESS

24. 1. Awareness 2. Judgment ethical decision-making Model (Cont.)

25. Ethical principles: INFLUENCE JUDGMENT Utilitarianism Greatest good for the greatest number of people Individual Rights Every person is entitled to legal and human rights Distributive Justice People who are similar should be rewarded similarly Care Favor those with whom we have special relationships

26. 1. Awareness 2. Judgment 5. Motivation 4. Conduct ethical decision-making model (Cont.)

27. Situational Influences • Competitive pressure • Organizational structure and climate • Social models at work • Individual Characteristics • Personality INFLUENCES OF MOTIVATION & CONDUCT

28. Ethical Code of Conduct • Establishes standards of behavior • Problem: Limited effect alone on ethical behavior • Ethics Training • Awareness and clarification of ethics codes • Practice resolving ethical dilemmas • Ethics Officers • Educate and counsel; hear about wrongdoing • Ethical Leaders and Culture • Demonstrate integrity and role model ethical conduct BUILDING AN ETHICAL WORKPLACE

29. The Scenario • Ted works at a local accounting firm. In recent years, Ted's firm, like many, has embraced a host of new technologies including adding email accounts for all full-time staff. The other day Ted was checking his email when he came upon a strange message ... apparently sent to his email address by mistake. (By the way, Ted's email address is only one character different from the company CEO's address.) The message indicated that Ted's good friend and co-worker Nancy is scheduled to be "laid-off" as a part of a workforce reduction next week. • Ted happens to know that Nancy is pregnant but that she hasn't told her boss yet because she really needs to continue working for a few months to save money before the new baby arrives. Ethical dilemma

30. As a Team decide what Ted should do and justify your answer. Teamwork: think and respond

31. Relatively stable patterns of behaviors and consistent internal states that explain a person’s behavioral tendencies personality

32. Extroversion Openness to Experience Conscientiousness Agreeableness Neuroticism Big 5 personality dimensions Careful, dependable Courteous, caring Anxious, hostile Sensitive, flexible Outgoing, talkative

33. 4 Basic Dimensions • Extroversion/introversion • Sensing/intuition • Thinking/feeling • Judging/perceiving • Most widely used in organizations • Least validated and correlated with work behavior • Do not use for selection of any job (new or promotions) Myers-briggs type indicator

34. Questions?