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Organizational Behavior

MGT 101 - Principles of Management and Business. Organizational Behavior. Faisal AlSager. Week 10. Objectives. Identify focus and goals of organizational behavior (OB) Describe personality issues Describe perception and the factors that influence it. Organization as Iceberg.

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Organizational Behavior

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  1. MGT 101 - Principles of Management and Business Organizational Behavior • Faisal AlSager Week 10

  2. Objectives • Identify focus and goals of organizational behavior (OB) • Describe personality issues • Describe perception and the factors that influence it

  3. Organization as Iceberg Visible Aspects Strategies Objectives Policies and procedures Structure Technology Formal authority Chains of Command Hidden Aspects Attitudes Perceptions Group norms Informal interactions Interpersonal and intergroup conflicts

  4. Behavior • Behavior • the actions of people. • Organizational Behavior • the study of actions of people at work.

  5. Goals of Organizational Behavior • The goals of OB are to: explain, predict, and influence behavior • Q: What employee behaviors are we specifically concerned with explaining, predicting, and influencing? • A: employee productivity, absenteeism, turnover, organizational citizenship behavior (OCB), job satisfaction, and workplace misbehavior

  6. Definitions • Turnover: voluntary and involuntary permanent withdrawal from an organization • Organizational Citizenship Behavior (OCB): discretionary behavior that’s not part of an employee’s formal job requirements but which promotes the effectiveness function of the organization • Job Satisfaction: an employee’s general attitude towards his job • Workplace Misbehavior: any intentional employee behavior that is potentially harmful to the organization or individuals within the organization

  7. Personality • Personality: is a unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations an interacts with others • We usually describe others’ personalities by words like quiet, passive, loud, aggressive, ambitious, extroverted, loyal, tense, sociable.. etc.

  8. The Big Five Model of Personality • The Big Five Model: a personality trait model that examines five traits: extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience • The Big Five factors: • Extraversion: a personality dimension that describes the degree to which someone is sociable, talkative, and assertive • Agreeableness: a personality dimension that describes the degree to which someone is good-natured, cooperative, and trusting • Conscientiousness: a personality dimension that describes the degree to which someone is responsible, dependable, persistent, and achievement oriented • Emotional Stability: a personality dimension that describes the degree to which someone is calm, enthusiastic, and secure (positive) or tense, nervous, depressed, and insecure (negative) • Openness to Experience: a personality dimension that describes the degree to which someone is imaginative, artistically sensitive, and intellectual

  9. Emotional Intelligence (EI) • Definition: • an assortment of noncognitive skills, capabilities, and competencies that influences a person’s ability to cope with environmental demands and pressure • Five dimensions of EI: • Self-Awareness: being aware of what you are feeling • Self-Management: the ability to manage your own emotions and impulses • Self-Motivation: the ability to persist in the face of setbacks and failures • Empathy: the ability to sense how others are feeling • Social Skills: the ability to handle the emotions of others

  10. Machiavellianism (“Mach”) • Machiavellianism: a measure of the degree to which people are pragmatic, maintain emotional distance, and believe that ends justify means • Machiavellianism is one of the personality traits influencing individual behavior in organizations • It’s called after Niccolo Machiavelli

  11. Personality and Jobs • According to Dr. John L. Holland, employee’s job satisfaction or his/her likelihood to leave a job depends on the degree on which that individual’s personality matches the job environment

  12. Perceptual Challenges: What Do You See?

  13. Perception • Definition • A process by which we give meaning to our environment by organizing and interpreting sensory impressions • Perceptional Conflicts: selective perception, stereotyping, inductive vs. deductive, linear vs. systemic ... etc.

  14. Learning Outcomes • What we see from the behaviors of individual represent a portion of the whole picture • We need to study OB to: explain, predict, and influence behavior • Emotional Intelligence is gaining greater importance in today’s business world • Many conflicts arise because of perceptual differences

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