Review What is OB? (Chap.1) Implications for Managers (Ms Chung)

1. OB 2 • Review What is OB? (Chap.1) • Implications for Managers (Ms Chung) • Point - Counterpoint presentations • True/False • Review Questions (Book) • Review questions (Multiple Choice) • New: Foundations of Individual Behavior (Chapter 2)

2. Using a Good TheoreticalModel for Learning OB • Defines key terms : e.g. TQM p.15 • Constructs a conceptual framework that explains how important factors are interrelated : Basic OB model p. 28 • Provides a departure point for research and practical application. • The McGraw-Hill Companies, Inc., 1998

3. Point-counter Point 1: Analysis • The 2 articles acknowledge the importance of understanding organizational behavior; they propose different means to this end. • Point: Social life is social: Human beings do not live in isolation: structured relationships between individuals. A more pragmatic view in terms of a systems and contingency approach, keeping with modern management theory. • counterPoint: No 2 people do the same job in exactly the same way. There is always an element of individual discretion. Systematic observation of people in organizations will show that indeed individualism is alive and well. There is influence of the individual factors on the dependent variables (productivity …). S. ROBBINS, OB 8th ed., 1998, Prentice Hall, p. 30

4. Employee efficiency ratios Daft and Steers, Organizations: A Micro/Macro Approach, 1986

5. Answer to Review Questions Chap. 1 (Q1) • Better: Given situational variables, human behavior is predictable with some probability of certainty. • OB represents substantial progress in predicting behavior, however it cannot yet consistently and perfectly predict behavior. • Some research is inconsistent and controversial. • Recent trends in research: tremendous gains in knowledge. S. ROBBINS, OB 8th ed., 1998, Prentice Hall

6. Answer to Review Questions Chap. 1 (Q3) • An organization is a consciously coordinated social unit • composed of 2 or more people • that function on a relatively continuous basis • to achieve a common goal or set of goals. • Vietnam Airlines is an organization. • Green Peace is an organization. • Technically the family unit is an organization. • OB focuses on formal, work-related organizations.

7. Answer to Review Questions Chap. 1 (Q5) • TQM is a philosophy of management, • driven by the constant attainment of customer satisfaction • through the continuous improvement • of all organization processes. • Relevant for OB because it: • can affect the organization structure’ • often requires change in the work teams and • it requires individual employees to rethink what they do • and become more involved in workplace decisions.

8. Answer to Review Questions Chap. 1 (Q8) • The OB-model proposes that there are are 3 levels of analysis in OB. • As we move from the individual level, through the group level, to the organization-systems level, we add systematically to our understanding of behavior in organizations. • The 3 levels are analogous to building blocks, each level is constructed upon the previous level. • See Exhibit 1-8

9. Answer to Review Questions Chap. 1 (Q9) • Job satisfaction is an attitude rather than a behavior. • It is the difference between the amount of rewards workers receive and the amount they believe they should receive. • It is important because of its demonstrated relationship to turnover and absenteeism . S. ROBBINS, OB 8th ed., 1998, Prentice Hall

10. Answer to Review Questions Chap. 1 (Q10) • Productivity is a performance measure including both effectiveness and efficiency. • Effectiveness is the achievement of goals. • Efficiency is the ratio of output to input required to achieve goals. • Goals are part of OB motivational models. • Chap. 5 and 6: theories and practices are directly related to both. S. ROBBINS, OB 8th ed., 1998, Prentice Hall

11. Three Uses of OB Research Findings • Instrumental: Direct practical application e.g. high stress => relaxation techniques • Conceptual: General conceptual enlightenment e.g. negative correlation age_absenteeism => positive attitude for hiring older people • Symbolic: Verify or legitimize existing positions e.g. favorable research report about impact of goal setting on job performance => managers maintain confidence in setting performance goals • The McGraw-Hill Companies, Inc., 1998

12. Summary: Implications for Managers • In any organization there is a need for developing interpersonal and people skills. • OB replaces intuition by systematic study at three levels: individual, team, organization. • OB focuses on how to improve the dependent variables: productivity, ethically healthy work climate, …

13. Ultimate Goal of OB in Today’ s Business Right perception • Study • Explain • Predict 1. Think 2. Decide what to do 3. Act for sustainable change

14. S A V Foundations of Individual Behavior . Dr. Arno Schircks

15. S A V Dr. A. Schircks Case Bob Lutz(Chapter 2, page 41) 1932 in Zurich, Switzerland BS and MBA Product planner at GM Exec VP Sales & Mktg. at BMW Exec VP Internat. Oper’s at FORD Later President of Chrysler Corp. Love for speed and high flying. His personality shapes his behavior ! S. ROBBINS, OB 8th ed., 1998, Prentice Hall

16. S A V Dr. A. Schircks Case Bob Lutz Personality aggressive flamboyant assertive bold blunt internal locus of control high Mach type A S. ROBBINS, OB 8th ed., 1998, Prentice Hall

17. Objectives • Introduce basic psychological concepts • Their implication for performance and satisfaction • Topics: • Ability Learning Personality • Values Attitudes Perception • Individual different variables for explaining and predicting behavior, but: Consider always the cultural environment!

18. Biographical characteristics Consider always the cultural environment! • Age • Turnover-, satisfaction for professionals+, performance, productivity, learning? • Gender • Marital status • Tenure • Seniority or length of service or past behavior is a powerful predictor of future behavior

19. Ability • Intellectual abilities • Physical abilities • Ability-job fit, e.g. • sales people: communication • airline pilots: spatial-visualization • high-rise construction workers: balance

20. Seven Major Mental Abilities • Verbal comprehension: Meaning of words and reading comprehension • Word fluency: Ability to produce isolated words to meet specific requirements • Numerical: Arithmetic computation • Spatial: Perceive spatial patterns and visualize geometric shapes • Memory: Good rote memory of words, symbols, and lists • Perceptual speed: Perception of similarities and differences in figures • Inductive reasoning: Reasoning from specifics to general conclusion

21. Personality Consider always the cultural environment! • Personality determinants • Heredity • Environment • Situation • Personality traits • MBTI • Big Five

22. Jung’s psychological types • Extraversion and Introversion: our personal orientation (E, I) • extra: directed outward toward external people and things • intro: focused inward on one’s personal phenomena • Perceiving and Judging : what we do with the information (P, J) • perceiving: obtain an awareness of a situation and the factors involved in it • judging: deciding what to do about the situation

23. Myers-Briggs Type indicator (MBTI) Consider always the cultural environment! • Ways of perceiving (P) • Sensing and Intuition (S, N) • Ways of judging (J) • Thinking and Feeling (T, F)

24. Jung’s Cognitive Styles Typology Consider always the cultural environment! • Sensing/thinking (ST): Uses senses for perception and rational thinking for judgment • Sensing/feeling (SF): Factual person who relates well with others • Intuition/feeling (NF): Has artistic flair and relies on personal insights rather than facts • Intuition/thinking (NT): Focuses more on possibilities than on facts; theoretical and technical abilities • The McGraw-Hill Companies, Inc.

25. The Big Five Personality Dimensions • Extraversion: Outgoing, talkative, sociable, assertive • Agreeableness: Trusting, good natured, cooperative, soft hearted • Conscientiousness: Dependable, responsible, achievement oriented, persistent • Emotional stability: Relaxed, secure, unworried • Openness to experience: Intellectual, imaginative, curious, broad minded • Research finding: Conscientiousness is the best (but not a strong) predictor of job performance • The McGraw-Hill Companies, Inc.

26. Emotions • Complex, patterned, organismic reactions to how we think we are doing in our lifelong efforts to survive and flourish and to achieve what we wish for ourselves. • Negative emotions (Goal incongruent):- Anger - Fright/anxiety- Guilt/shame - Sadness- Envy/jealousy - Disgust • Positive emotions (Goal congruent)- Happiness/joy - Pride- Love/affection - Relief • The McGraw-Hill Companies, Inc.

27. Personality Attributes Influencing OB Consider always the cultural environment! • Locus of control =>your LC p.57 • Machiavellianism =>your Mach p.59 • Self-Esteem =>your SE p.60 • Self-Monitoring =>your SM p.61 • Risk-Taking =>your RT p.62 • Type A and B Personality=>p.64 • A: 50% of US population

28. Machiavellianism (Mach) • Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means. => High Mach when: • Face to face interaction needed • Rules and regulations limited, improvisation needed • Emotional involvement with details is irrelevant

29. Self-Esteem (SE) • A belief about one’s own self worth based on an overall self-evaluation. Self-perceived value that individuals have of themselves as member of a family, a group, a team or an organization. • Determinants of SE in organizations • Organizational structure • Managerial respect • Job complexity • Factors Influenced by SE • Organizational behavior • Job performance • General satisfaction • Organizationalcommitment and satisfaction

30. Self-Monitoring • The extent to which a person observes their own self-expressive behavior and adapts it to the demands of the situation.

31. Self-Management • Learning skills that allow individuals to manage their own behavior so that less external management control is necessary. • E.g. of skills: • Goal-setting: short-term and intermediate-term • Write a behavioral contract • Identify self-chosen reinforcers • Self-monitoring own behavior • Administer incentives for goal achievement

32. Personality relationships Steers & Black, Organizational Behavior, 1994 • Influences • on personalitydevelopment • Physiology • Culture • Family & group • Role • Situation • Personalitydifferences • (examples) • Self-Esteem • Locus of control • Intro/Extro • Drives • Time Mgt. Work- related ATTITUDES and BEHAVIOR

33. Matching Personality and Jobs • John Holland’s fit theory page 66 e.g. Enterprising: Prefers verbal activities, influence others, attain power => self-confident, ambitious, energetic, domineering => Small Business Manager, Lawyer • Individual Profile and Job Profile session 4 job person

34. Learning involves change • Theories of learning page 69

35. Examples of reinforcement schedules • Fixed-interval: salaried workers • Variable-interval: unannounced visits to a company office • Fixed-ratio: number of zippers sewn into garments • Variable-ratio: salespeople on commission

36. Mentoring • The process of forming and maintaining an intensive and lasting developmental relationship between a senior person (the mentor) and a junior person. • Functions of Mentoring • Career Functions- Sponsorship- Exposure and visibility- Coaching- Protection- Challenging assignments • Psychosocial Functions- Role modeling- Friendship • The McGraw-Hill Companies, Inc., 1998

37. Psychological contract QWL Schermerhorn, Hunt, Osborn, Managing OB, 1994 Contribution serving needs of the organization Effort Skills Loyalty Creativity Knowledge Time gives INDIVIDUAL gets gets ORGANIZATION gives Inducements serving needs of the individual Effort Skills Loyalty Creativity Knowledge Time