Organizational Behavior Terms

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Organizational Behavior--OB

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The multidisciplinary field that seeks knowledge of behavior in organizational settings by systematically studying individual, group, and organizational processes

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Three levels of OB analysis

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--Individual processes (attitudes)
--Group processes (teamwork)
--Organizational Processes (design)

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Multidisciplinary Roots of OB

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--Psychology
--Sociology
--Anthropology
--Political Science
--Economics
--Management Science

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Psychology

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--Perception and Learning
--Personality
--Emotion and Stress
--Attitudes & Creativity
--Motivation & Decision Making

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Sociology

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--Group Dynamics
--Socialization
--Communication

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Anthropology

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--Organizational Culture
--Leadership

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Political Science

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--Interpersonal Conflict
--Organizational Power

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Economics

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--Decision Making
--Negotiation
--Organizational Power

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Management Science

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--Technology
--Organizational Quality and Change

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Theory X

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--Traditional view of Management
--Assumes that people are lazy, dislike work, need direction, and will only work hard when they are pushed into performing

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Theory Y

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Assumes that people have a psychological need to work, seek achievement, and responsibility

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Open Systems Theory

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Self-sustaining systems that use energy to transform resources from the environment into some form of output

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Open System Phases

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--Inputs
--Throughput
--Environment
--Outputs
--Feedback

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Inputs (Orchestra)

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--Donations
--Musicians
--Audience interests
--Theater
--Volunteers to run theater

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Throughput (Orchestra)

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--Rehearsing
--Marketing campaigns

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Environment (Orchestra)

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--Local community

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Feedback (Orchestra)

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--Ticket sales and Revenue
--Critic Reviews
--Type of audience applause

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Scientific Management

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An early approach to management and organizational behavior emphasizing the importance of designing jobs as efficiently as possible

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Fredrick Winslow Taylor

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--Time in motion studies
--Advanced scientific management by carefully selecting and training employees
--First to study human behavior @ wrk

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Elton W. Mayo

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--Founder of the Human Relations Movement
--Hawthorne Studies

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Human Relations Movement

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Emphasized that the social conditions existing in organizations--the way employees are treated by management and the relationships they have with e/o influence performan.

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Hawthorne Studies

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--Illumination, length of rest pauses, duration of work day and work week
--Some performed better due to special attention--Others lowered output

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Divergence Hypothesis

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Understanding the behavior of people at work require carefully appreciating the cultural context within which they operate

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Convergence Hypothesis

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Two key assumptions:
--Good management is universal
--The best management practices are the ones that work well in the United States

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Correspondent Inferences

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Judgments about peoples disposition, their traits, and characteristics that correspond to what we have observed of their actions

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Kelley's Theory of Causal Attribution

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We base our judgments of internal and external causality on observations we make with respect to three types of information: Consensus, Consistency, Distinctiveness

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Consensus

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If others behave similarly, consensus is considered high; if they do not, consensus is considered low

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Consistency

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If the person does act the same at other times, consistency is high; if he does not, then consistency is low

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Distinctiveness

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If the person behaves the same way in other situations, distinctiveness is low; if he behaves differently, distinctiveness is high

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Internal Causes of Behavior

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Explanations based on actions for which the individual is responsible

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External Causes of Behavior

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Explanations based on situations over which the individual has no control

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Perceptual Biases

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Systematic biases in the ways we think about others in general

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Halo Effect

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Once we form a positive impression of someone, we tend to view the things that person does in favorable terms

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Similar to Me Effect

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The tendency for people to perceive more favorably others who are like themselves than those who are dissimilar

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First-Impression Error

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Our initial impressions guide our subsequent impressions

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Self-Fulfilling Prophecy (SFP)

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Someones expectations about another to cause that individual to behave in a manner consistent with those expectations

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Pygmalion Effect

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--Positive case
--Holding high expectations of another tends to improve that individuals performance

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Golem Effect

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--Negative case
--Low expectations of success lead to poor performance

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Stereotypes

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Beliefs that members of specific groups tend to share similar traits and behaviors

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Why do people rely on Stereotypes?

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People tend to do as little cognitive work as possible

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Impression Management techniques

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Self promotion, Personal stories, Opinion conformity, Entitlements, Enhancements, Overcoming obstacles, Justifications, Excuses

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Operant Conditioning

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Our behavior produces consequences and that how we behave in the future depends on consequences

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Operant Conditioning
(Four Reinforcement Contingencies)

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--Positive Reinforcement
--Negative Reinforcement
--Punishment
--Extinction

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Positive Reinforcement

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People learn to perform acts leading to desirable outcomes

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Negative Reinforcement

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People learn to perform acts leading to the avoidance of such undesireable consequences

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Punishment

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Presenting an undesirable or aversive consequence in response to an unwanted behavior

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Extinction

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Link between a behavior and its consequences may be weakened by withholding reward

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Principles of Effective Training

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--Participation
--Repetition
--Transfer of Training (Applied)
--Feedback

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Interactionist Perspective

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Result of both characteristics possessed by an individual and the nature of the situation in which that person operates

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Personality Measures

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--Objective Tests (paper and pencil)
--Projective Tests (ambiguous stimuli)
--Reliability & Validity

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Big Five Personality Dimensions

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--Extraversion
--Agreeableness
--Conscientiousness
--Neuroticism
--Openness to Experience

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Extraversion

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Energetic TO Silent

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Agreeableness

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Good-natured TO Uncooperative

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Conscientiousness

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Careful, Responsible TO Careless, disorganized

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Neuroticism

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Calm, Composed TO Nervous, Anxious

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Openness to Experience

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Imaginative, witty TO Simple, Down to Earth

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O-C-E-A-N

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--Openness to Experience
--Conscientiousness
--Extraversion
--Agreeableness
--Neuroticism

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Positive Affectivity

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Seeing people and events in a positive light

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Negative Affectivity

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Seeing people and events in a negative light

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Core Self-Evaluations

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Peoples fundamental evaluations of themselves, their bottom-line conclusions about themselves

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Core Self-Evaluations (4 Traits)

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--Self Esteem
--Generalized Self-Efficacy
--Locus of Control
--Emotional Stability

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Self Esteem

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Overall value one places on oneself as a person

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Generalized Self-Efficacy

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Beliefs about his or her capacity to perform specific tasks successfully

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Locus of Control

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The extent to which individuals feel that they are able to control things in a manner that affects them

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Emotional Stability

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Tendency to see oneself as confident, secure, and steady (opposite of neuroticism)

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Achievement Motivation

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The strength of an individuals desire to excel a various tasks--to succeed and to do better than others

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Learning Goal Orientation

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The desire to do well because it satisfies an interest in meeting a challenge and learning a new skill

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Performance Goal Orientation

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The desire to perform well to demonstrate ones competence to others

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Avoidance Goal Orientation

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The desire to achieve success to avoid appearing incompetent and to avoid receiving negative evaluations from others

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Machiavellianism

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Seek to manipulate others in a ruthless manner

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Optimal Organization for Machs?

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Loose Organizations

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Three Major Types of Intelligence

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--Cognitive
--Practical
--Emotional

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Cognitive Intelligence

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The ability to understand complex idea, to learn from experience, and to overcome obstacles by careful thought

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Practical Intelligence

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The ability to devise effective ways of getting things done

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Emotional Intelligence

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--Expression of emotions in oneself
--Recognition of emotions in others
--Regulation of ones emotions
--Use of emotions to facilitate performance

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Culture Clash

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Merging two companies with two different cultures

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Culture Transmitters

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Symbols, Slogans, Stories, Jargon, Ceremonies, Statements of principle

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Types of Justice

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--Distributive justice
--Procedural justice
--Interpersonal justice
--Informational justice

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Distributive Justice

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Focuses on peoples beliefs that they have received fair amounts of value work-related outcomes

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Procedural Justice

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Refers to peoples perceptions of the fairness of the procedures used to determine the outcomes they receive

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Informational Justice

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Peoples perceptions of the fairness of the information used as the basis the decision

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Interpersonal Justice

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Perceptions of the fairness of the manner in which they are treated by others, typically authority

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Moral Values

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Peoples fundamental beliefs regarding what is right or wrong, good or bad

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Ethics

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Standards of conduct that guide peoples decisions and behavior

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Emotional Labor

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The degree to which people have to work hard to display what they believe are appropriate emotions on their jobs

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Emotional Contagion

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The tendency to mimic the emotional expressions of others, converging with them emotionally

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Workplace Stressors

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--Occupational Demands
--Conflict between work and nonwork
--Role Ambiguity
--Sexual Harassment
--Overload and Underload

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Burnout

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Emotional, physical, and mental exhaustion coupled with feelings of low self esteem due to exposure to intense stress

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Symptoms of Burnout

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--Physical Exhaustion
--Emotional Exhaustion
--Depersonalization
--Feelings of Low personal accomplishment