Today

1. OrganizationalbehviourIPW Metropolia Business School 2014Andrea Rijkeboer-van Gemert MScTuesday, 13-05-2014

2. Today • Organizationalbehaviour • Valuesandpersonality • Perception • Experiment

3. Literatureused • Arnold, J. & Randall, R. et al. (2010). WorkPsychology. Harlow: Pearson. • Robbins, S.P., Judge, T.A., Campbell, T.T. (2010). Organizationalbehaviour. Harlow: Pearson. • Slides from Pearson Education

4. Organizationalbehaviour (RJC) • A field of studythatinvestigates the impact thatindividuals, groupsandstructure have on behaviourwithinorganizations, for the purpose of applyingsuchknowledgetowardimprovinganorganization’seffectiveness. • OB topics: motivation, leader behaviourand power, interpersonalcommuniation, groupstructureandprocess, learning, attitude developmentandperception, change processes, conflict, work design andwork stress.

5. Basic OB model, RJC, 2010, p.25

6. The Benefits of Satisfaction • Better job and organizational performance • Better organizational citizenship behaviors through perceptions of fairness (OCB – Discretionary behaviors that contribute to organizational effectiveness, but are not part of employees’ formal job description) • Greater levels of customer satisfaction (think of teacher-student) • Generally lower absenteeism and turnover • Decreased instances of workplace deviance

7. http://www.mytowntutors.com/2013/10/sigmund-freud-the-tip-of-the-iceberg/http://www.mytowntutors.com/2013/10/sigmund-freud-the-tip-of-the-iceberg/

8. Whatdo youthink is important in life? ? Library.thinkquest.org Strawberry-fest.org

9. Values Represent basic, enduring convictions that "a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence."

10. Value Systems Values lay the foundation for our understanding of people’s attitudes and motivation and because they influence our perceptions. Values contain a judgmental element as to what is good, right or desirable. Values are relatively stable and enduring. A significant portion of the values we hold are established in our early years – from parents, teachers, friends and others. Groups tend to reflect similar values and this can be a valuable aid in explaining and predicting behaviour.

11. Rokeach Value Survey • Terminal values refers to desirable end-states of existence Goals that a person would like to achieve during his or her lifetime • Instrumental values refers to preferable modes of behavior, or means of achieving the terminal values

12. What are yourworkingvalues? Rokeach Value Survey Test yourownworkvalues: http://www.123test.com/work-values-test/

13. Discussion • Discuss the results of yourvalue test with a classmate. Whatbehaviour is neededto live by these values? Whathappensifyoubehavedifferently? • What do peoplefromyour country value in general? • How is this different frompeoplefrom different nationalities?

14. Big Five (RJC and Arnold) Low score High score Extraverts tend to be gregarious, assertive and sociable, outgoing. Highly agreeable people are cooperative, warm and trusting. A highly conscientious person is responsible, organized, dependable and persistent. People with positive emotional stability tend to be calm, self-confident and secure. Extremely open people are creative, curious and artistically sensitive. • Extraversion. One’s comfort level with relationships. Introverts tend to be reserverd, timid and quiet. • Agreeableness: an individual’s propensity to defer to others. Cold, disagreeable and antagonistic. • Conscientiousness: a measure of reliability. Easily distracted, disorganized and unreliable. • Emotionalstability (Neuroticism (Arnold)): a person’s ability to withstand stress. Nervous, anxious, depressed and insecure (a high level of Neuroticism). • Openness to experience: one’s range of interests and fascination with novelty. conventional and find comfort in the familiar.

15. Figure 4.1 Model of how Big Five traits influence OB in the news criteria

16. Big five • Individuals who are dependable, reliable, careful, thorough, able to plan, organized, hardworking, persistent, and achievement oriented tend to have higher job performance in most if not all occupations. (RJC, 2010, p. 87) • Between the age of 33 and 42, the levels of social dominance (Extraversion), openness to experience, agreeableness and conscientiousness increase significantly. Levels of neuroticism dropped between ages 33 and 42. (Arnold, 2010)

17. Otherpersonalitytraits • Narcissism: The tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration and have a sense of entitlement. Are bad in cooperating with other people, tend to take a lot of space. • Machiavellianism: The degree to which an individual is pragmatic, maintains emotional distance and believes that ends can justify means. A theory of how to use and gain power. These people manipulte, win more, are persuaded less and persuade others more.

18. Whataboutyou? • What kind of personality do you have? • http://www.123test.com/personality-test/ • What do youthink of the outcome?

19. Learning behaviour • Operantconditioning: atype of conditioning in which desired voluntary behaviour leads to a reward or prevents a punishment.  What is a positive reinforcer? Think of the ethical behaviours we discussed. How would you stimulate these?

20. Sociallearning • The view that people can learn through observation and direct experience. • It is an extension of operant conditioning. 4 processes: • Attentional: recognize and pay attention to critical features • Retention: rememberingmodel’s action • Motor reproduction: convert watching into doing • Reinforcement: positive incentives or reward in order to exhibit repeated behaviour.

21. Perception A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. The world as it is perceived is the world that is behaviorally important. People look at the samething/situation but perceiveitdifferently.

22. Person Perception: Attribution Theory Explains the ways in which we judgepeopledifferently. Suggests that perceivers try to “attribute” the observed behavior to a type of cause: • Internal – behavior is believed to be under the personal control of the individual • External –the person is forced into the behavior by outside events/causes

23. HomeworkDiscussion

24. Experiment • Have a look at the video of the Milgramexperiment. • Discuss in smaller groups: whathappened? Whatcaused the behaviour? Ethics? Canyouapplythistoworking life experiences?