Commerce 2BA3 Organizational Behaviour

1. Commerce 2BA3 Organizational Behaviour Class 6 Influence, socialization, and culture Leadership Dr. Christa Wilkin

2. Brain Teasers

3. Last Class • Team progress will depend on which stage team is in • Teams are not necessarily more effective than individuals THIS CLASS • Influence, Socialization, and Culture • Leadership

4. Agenda • Social influence in organizations • Socialization • Organizational culture • Difference between leaders and managers • Theories of leadership

5. CH 8: influence, socialization, and culture

6. Social Influence in Organizations • In many social settings, and especially in groups, people are highly dependent on others. • This dependence sets the stage for influence to occur. • Two kinds of dependence are information dependence and effect dependence.

7. Information Dependence • Reliance on others for information about how to think, feel, and act. • Information dependence gives others the opportunity to influence our thoughts, feelings, and actions via the signals they send to us • E.g., How did I do in my presentation? Was the test really hard? Am I overreacting?

8. Effect Dependence • Reliance on others due to their capacity to provide rewards and punishment • The group frequently has a vested interest in how individual members think and act • Group members desire the approval of the group • E.g., Wear cool clothes to fit in (reward) to avoid name calling (punishment)

9. Question • When you start a new job, how do you know what types of things are acceptable or not (e.g., attire, language, etc)?

10. Organizational Socialization • Socialization is the process by which people learn the norms and roles that are necessary to function in a group or organization. • It is a learning process in which new members must acquire knowledge, change their attitudes, and perform new behaviours. • E.g., show up early or late, what to wear, how to greet people

11. Dress Code Video Clip • To what extent should organizations be able to tell employees what to wear in the workplace?

12. Person-Job and Person-Organization Fit • Person-job fit refers to the match between an employee’s knowledge, skills, and abilities and the requirements of a job. • Person-organization fit refers to the match between an employee’s personal values and the values of an organization. • P-J and P-O fit are strongly related to job attitudes and behaviours. • Question: What types of job attitudes and behaviours relate to misfit?

13. Stages of Organizational Socialization

14. Unrealistic Expectations • People entering organizations hold many expectations that are inaccurate and often unrealistically high. • When they enter an organization they experience a reality shock and their expectations are not met. • Unrealistic expectations are a result of occupational stereotypes, the media, and recruiters. • E.g., Interviewed for a job and manager said that job was awful

15. Questions • As an employee, what do you expect from your organization? • What does your organization expect from you?

16. Psychological Contract • Beliefs held by employees regarding the reciprocal obligations and promises between them and their organization. • Psychological contract breach is a common occurrence and can result in feelings of anger and betrayal that have a negative effect on employees’ work attitudes and behaviour.

17. Methods of Socialization • Organizations differ in terms of who does the socializing, how it is done, and how much is done. • Many organizations make use of the following methods of socialization: • Realistic job previews • Employee orientation programs • Socialization tactics • Mentoring

18. Realistic Job Previews • The provision of a balanced realistic picture of the positive and negative aspects of the job to job applicants. • Research shows that realistic job previews are effective in reducing unrealistic expectations and turnover and improving job performance. • E.g., I’ve met with numerous students interested in pursuing a PhD at Mac

19. Employee Orientation Programs • Question: How many have participated in a formal employee orientation program? • Orientation programs are designed to introduce new employees to their job, the people they will be working with, and the organization. • Most orientation programs take place during the first week of entry and last one day to one week. • Orientation programs can have an immediate effect on learning and a lasting effect on the job attitudes and behaviours of new hires.

20. Socialization Tactics • Collective vs. individual • Formal vs. informal (on the job) • Sequential vs. random • Fixed vs. variable (timeframe) • Serial (experienced, role models) vs. disjunctive • Investiture (affirm identity) vs. divestiture (strip self-confidence) • Depends on organization • E.g., army vs. engineering consulting

21. Mentoring • A mentor is an experienced or more senior person in the organization who gives a junior person special attention, such as giving advice and creating opportunities to assist him or her during the early stages of his or her career. • In order for mentors to be effective, they must perform two types of mentor functions: • Career functions (coach, feedback) • Psychosocial functions (role model, counselling)

22. What Is Organizational Culture? • The shared beliefs, values, and assumptions that exist in an organization. • Culture provides uniqueness and social identity to organizations. • It represents a true “way of life” for organizational members. • It tends to be fairly stable over time.

23. Diagnosing a Culture • Symbols • Use symbols to reinforce cultural values • Rituals • Rites, rituals, and ceremonies can convey essence • E.g., Wal-Mart cheer • Stories • The folklore of organizations – stories about past organizational events – is a common aspect of culture.

24. Task • Form a group of 5 to 6 people • Answer the question, “What is the organizational culture at Mac?” • Be prepared to report several shared beliefs, values, and assumptions to the class

25. Subcultures • An organization can have several cultures or what are known as subcultures. • Subcultures are smaller cultures that develop within a larger organizational culture that are based on differences in training, occupation, or departmental goals. • E.g., could be a different culture across faculties or across departments

26. The “Strong Culture” Concept • An organizational culture with intense and pervasive beliefs, values, and assumptions. • A strong culture provides great consensus concerning “what the organization is about” or what it stands for. • E.g., WestJet Airlines • Weak cultures are fragmented and have less impact on organizational members.

27. Question • What are some advantages and disadvantages to a strong organizational culture?

28. Strong Cultures • Coordination • Facilitate communication and coordination. • Conflict Resolution • Sharing core values can resolve conflicts • Financial Success • Resistance to Change • Damage a firm’s ability to innovate. • Culture clash • Strong cultures can mix badly when a merger or acquisition occurs

29. Quiz Question The hardware division and the software division had rather different beliefs, values, and assumptions. This illustrates the operation of A) subcultures. B) ritual cultures. C) strong cultures. D) symbolic cultures. E) pathological cultures

30. Questions?

31. CH 9: leadership

32. Individual Task • Think back to the best OR worst leader (e.g., manager, coach, supervisor, etc.) that you have ever had. • Why were they so great OR so terrible? • Write a paragraph about their behavior. Be as specific as possible.

33. What is Leadership? • The influence that particular individuals exert on the goal achievement of others in an organizational context.

34. Leaders versus Managers • The role of the leader and the role of the manager are not the same. • Question: Is it possible to be a manager yet not have influence? Is it possible to be a leader and not manage?

35. Video Clip The Office Clip • Is Michael Scott a manager or leader? • Is he an effective boss?

36. Situational Theories of Leadership • The basic premise of situational theories of leadership is that the effectiveness of a leadership style is contingent on the setting • Two types • Fiedler’s Contingency Theory • House’s Path-Goal Theory

37. Fiedler’s Contingency Theory • Association between leadership orientation and group effectiveness is contingent on the extent to which situation is favourable for exerting influence • Leadership orientation: task and relationship oriented • E.g., leaders who just want to work or want to chat • Situational Favourableness • Good or poor leader-member relations • Structured or unstructured task • Strong or weak position power • Recent reviews concluded no reasonable support

38. House’s Path-Goal Theory • Unlike Fiedler’s Contingency Theory, Path-Goal Theory is concerned with leader behaviours • Different types of employees need or prefer different forms of leadership • E.g., Employees who prefer to be told what do do respond best to directive leadership • The effectiveness of leadership behaviour depends on the particular work environment or task • Leaders might have to tailor their behaviour to the needs, abilities, and personalities of individual employees

39. Participative Leadership • Participative leadership means involving employees in making work-related decisions. • Leaders can vary in the extent to which they involve employees in decision making. • Minimally, participation involves obtaining employee opinions before making a decision. • Maximally, it allows employees to make their own decisions.

40. Question • What are some advantages and disadvantages to participative leadership?

41. Participative Leadership • Motivation • Quality of decisions • Acceptance • Time and Energy • Loss of Power and influence • Lack of Receptivity

42. Does Participation Work? • There is substantial evidence that employees who have the opportunity to participate in work-related decisions report more job satisfaction than those who do not. • For participation to be translated into higher productivity, certain facilitating conditions must exist. • Employees feel favourably toward it. • Employees are intelligent and knowledgeable about the issue at hand. • When the task is complex enough to make participation useful.

43. Leader-Member Exchange (LMX) Theory • A theory of leadership that focuses on the quality of the relationship that develops between a leader and an employee. • High LMX involves a high degree of mutual influence and obligation as well as trust, loyalty, and respect between a leader and an employee. • Low LMX is characterized by low trust, respect, obligation, and mutual support.

44. Transactional Leadership • The theories discussed so far tend to focus on a fairly straightforward exchange between the leader and the followers • E.g., leader uses participatory style and employee comes up with good ideas • But there is more to leadership than a simple transaction…

45. Transformational Leadership • A leadership perspective that explains how leaders change teams or organizations by creating, communicating, and modeling a vision for the organization or work unit, and inspiring employees to strive for that vision • Inspirational motivation • Individualized consideration • Intellectual stimulation • Charisma

46. Inspirational Motivation • Paints an optimistic future • Thinks ahead to the future • Provides meaning and challenge

47. Individualized Consideration • Treat each follower as a unique individual • Answer followers’ questions with minimal delay • Show they are concerned for followers’ well-being • Assign tasks on the basis of individual needs and abilities • Encourage two-way exchanges of ideas • Are available when needed • Constantly encourage self-development in followers

48. Intellectual Stimulation • Encourages subordinates to think for themselves • Answers questions with more questions, or encourages their employees to contradict their boss in order to fully explore all relevant issues • Question assumptions, see things in new ways • Encourages followers to use their intuition, entertain ideas that may seem silly at first, create imaginative visions, ask followers to rework solutions they thought they had solved, and see unusual patterns

49. Charisma (Idealized Influence) • Good role models whose values and behavior allow followers to learn by example • Sets an example for showing determination, displays extraordinary talents, takes risks, shows dedication to ‘the cause’, creates a sense of a joint mission, deals with crises, uses radical solutions • Probably most important component

50. Quiz Question Transformational leadership is to transactional leadership as A) boss centred is to subordinate centred. B) low LPC is to high LPC. C) change is to exchange. D) charm is to charisma. E) intelligence is to emotional intelligence.