Review of Key Concepts in Organizational Behavior

1. Review: Key Concepts, Part 1

2. What Managers Do Managers (or Administrators) Individuals who achieve goals through other people • Managerial Activities • Make decisions • Allocate resources • Direct activities of others to attain goals

3. Where Managers Work Organization A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals

4. Mintzberg’s Managerial Roles E X H I B I T 1–1

5. Mintzberg’s Managerial Roles (cont’d) E X H I B I T 1–1 (cont’d)

6. Mintzberg’s Managerial Roles (cont’d) E X H I B I T 1–1 (cont’d)

7. Enter Organizational Behavior Organizational Behavior (OB) A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness

9. The Dependent Variables Productivity A performance measure that includes effectiveness and efficiency Effectiveness Achievement of goals Efficiency Meeting goals at a low cost

10. The Dependent Variables (cont’d) Absenteeism The failure to report to work Turnover The voluntary and involuntary permanent withdrawal from an organization

11. The Dependent Variables (cont’d) Organizational Citizenship Behavior (OCB) Discretionary behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization

12. The Dependent Variables (cont’d) Job Satisfaction A general attitude (not a behavior) toward one’s job; a positive feeling of one's job resulting from an evaluation of its characteristics

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

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

15. 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

16. Types of Reinforcement • Positive reinforcement • Providing a reward for a desired behavior • Negative reinforcement • Removing an unpleasant consequence when the desired behavior occurs • Punishment • Applying an undesirable condition to eliminate an undesirable behavior • Extinction • Withholding reinforcement of a behavior to cause its cessation

17. Fixed-ratio Schedules of Reinforcement E X H I B I T 2–4

18. Values • Definition: Mode of conduct or end state is personally or socially preferable (i.e., what is right and good) • Terminal Values • Desirable end states • Instrumental Values • The ways/means for achieving one’s terminal values • Value System: A hierarchy based on a ranking of an individual’s values in terms of their intensity Note: Values vary by cohort

19. Values Across Cultures: Hofstede’s Framework • Power Distance • Individualism vs. Collectivism • Masculinity vs. Femininity • Uncertainty Avoidance • Long-term and Short-term Orientation

20. 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

21. The Theory of Cognitive Dissonance Cognitive Dissonance Any incompatibility between two or more attitudes or between behavior and attitudes Individuals seek to reduce this gap, or “dissonance” • Desire to reduce dissonance depends on: • Importance of elements creating dissonance • Degree of individual influence over elements • Rewards involved in dissonance

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

23. How Employees Can Express 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

24. What Is Personality? Personality The sum total of ways in which an individual reacts and interacts with others, measurable traits a person exhibits • Personality • Determinants • Heredity • Environment • Situation Personality Traits Enduring characteristics that describe an individual’s behavior

25. The Big Five Model of Personality Dimensions ExtroversionSociable, gregarious, and assertive AgreeablenessGood-natured, cooperative, and trusting ConscientiousnessResponsible, dependable, persistent, and organized Emotional StabilityCalm, self-confident, secure under stress (positive), versus nervous, depressed, and insecure under stress (negative) Openness to ExperienceCurious, imaginative, artistic, and sensitive

26. Major Personality Attributes Influencing OB • Core Self-Evaluation • Self-Esteem • Locus of Control • Machiavellianism • Narcissism • Self-Monitoring • Risk Taking • Type A vs. Type B Personality • Proactive Personality

27. Achieving Person-Job Fit Personality-Job Fit Theory (Holland) Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover • Personality Types • Realistic • Investigative • Social • Conventional • Enterprising • Artistic

28. Introduction to Case Method • Define the problem • Formulate alternatives • Analyze the alternatives • Recommend a solution • Specify a plan of action • Prepare contingency plans