MBA 501

Principles of Management &

Organizational Behavior
[Chapter 09]

Hanif Mahtab
email: hanif@iub.edu.bd


Organizational Behavior (OB) De ned
The study of the actions of people at work
The focus of OB
Individual behaviors
Personality, perception, learning, and motivation
Group behaviors
Norms, roles, team-and con ict

The goals of OB
To explain
To predict behavior
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The Organization as an Iceberg Metaphor
 Behaviors of Interest to OB
Employee productivity
The e ciency and e ectiveness of employees
Absenteeism
The election by employees to attend work
Turnover
The exit of an employee om an organization
Organizational citizenship
Employee behaviors that promote the welfare of the organization
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 Understanding Employees
Attitudes
Valuative statements concerning objects, people, or events
Cognitive component
The beliefs, opinions, knowledge, and information held by a person
A ective component
The emotional, or feeling, segment of an attitude
Behavioral component
An intention to behave in a certain way toward someone or something
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 Job-related Attitudes

Job satisfaction
An employee’s general attitude toward his or her job.
Job involvement
The degree to which an employee identifies with his or her job, actively participates
in it, and considers his or her job performance important for self-worth.
Organizational commitment
An employee’s orientation toward the organization in terms of his or her loyalty
to, identification with, and involvement in the organization.
 Cognitive Dissonance Theory
Cognitive dissonance
Any incompatibility between two or more attitudes or between
behavior and attitudes
Inconsistency is uncomfortable and individuals will seek a stable state
with a minimum of dissonance.
The desire to reduce dissonance is determined by:
The importance of the elements creating the dissonance
The degree of influence the individual believes he or she has over the elements
The rewards that may be involved.

 Personality and Behavior

Personality is the combination of the psychological traits that characterize that
person.
Myers-Bri s Type Indicator (MBTI)
A method of identifying personality types uses four dimensions of personality to identify
16 di erent personality types
Exhibit 8-2 (pg. 263) identi es the 16 personality types
Big Five model
Five-factor model of personality that includes extroversion, agreeableness,
conscientiousness, emotional stability, and openness to experience
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Characteristics Frequently Associated with Myers-Briggs Types
 The Big Five Model of Personality
Extroversion A personality dimension that describes the degree to
which someone is sociable, talkative, and assertive.
Agreeableness A personality dimension that describes the degree to
which someone is good-natured, cooperative, and
trusting.
Conscientiousness A personality dimension that describes the degree to
which someone is responsible, dependable, persistent,
and achievement oriented.
Emotional stability A personality dimension that describes the degree to
which someone is calm, enthusiastic, and secure
(positive) or tense, nervous, depressed, and insecure
(negative).
Openness to experience A personality dimension that describes the degree to
which someone is imaginative, artistically sensitive,
and intellectual.

Personality Test: What is my basic personality?

1 Quite 1 2 3 4 5 Talkative
2 Tolerant 1 2 3 4 5 Critical
3 Disorganized 1 2 3 4 5 Organized
4 Tense 1 2 3 4 5 Calm
5 Imaginative 1 2 3 4 5 Conventional
6 Reserved 1 2 3 4 5 Outgoing
7 Uncooperative 1 2 3 4 5 Cooperative
8 Unreliable 1 2 3 4 5 Dependable
9 Insecure 1 2 3 4 5 Secure
10 New 1 2 3 4 5 Familiar
11 Sociable 1 2 3 4 5 Loner
12 Suspicious 1 2 3 4 5 Trusting
13 Undirected 1 2 3 4 5 Goal-oriented
14 Enthusiastic 1 2 3 4 5 Depressed
15 Change 1 2 3 4 5 Status quo
 Matching Personalities And Jobs

Person Performance Job

Refer to:
Exhibit 8-3: Holland’s
Typology of Personality and
Sample Occupations

Matching Personalities & Jobs

 Perception
Perception
A process by which individuals organize and interpret their sensory impressions in
order to give meaning to their environment.
 How Managers Judge Employees
Attribution theory
A theory based on the premise that we judge people differently
depending on the meaning we attribute to a given behavior
Internally caused behavior is believed to be under the control of the
individual.
Externally caused behavior results from outside causes; that is, the
person is seen as having been forced into the behavior by the situation.

 Interpreting Behavior
Distinctiveness
Whether an individual displays a behavior in many situations or
whether it is particular to one situation.
Consensus
If the individual responds in the same way as everyone else faced with a
similar situation responds.
Consistency
The individual engages in the same behaviors regularly and
consistently over time.
The Process of Attribution Theory
 Judgment Errors

Fundamental attribution error

The tendency to underestimate the in uence of external factors and
overestimate the in uence of internal or personal factors when making
judgments about the behavior of others.

Self-serving bias
The tendency for individuals to attribute their own successes to internal
factors while putting the blame for failures on external factors.
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 Distortions in Shortcut Methods in Judging
Others
Distorted
Attributions
Say one thing but hear
another
Overestimate
in uence of personal
factors
Attribute success to
internal factors
Attribute failure to
external factors
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 Learning
Learning de ned
Any relatively permanent change in behavior that occurs as a result of experience
Shaping Behavior
Systematica y reinforcing each successive step that moves an individual closer to a desired behavior

Four ways in which to shape behavior:

Positive reinforcement
Negative reinforcement
Punishment
Extinction.
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 MBA 501
Principles of Management &
Organizational Behavior
[Chapter 10]

Hanif Mahtab
email: hanif@iub.edu.bd


 Foundations Of Group Behavior

Group
Two or more interacting and interdependent individuals who come
together to achieve particular objectives
Formal group: established by the organization with an
designated structure and appointed leadership
Informal group: naturally occurring with self-selected
leadership

Foundations Of Group Behavior (cont’d)

Role
A set of expected behavior patterns attributed to someone in a given position in
a social unit
Norms
Acceptable standards (e.g., e ort and performance, dress, and loyalty) shared
and enforced by the members of a group
Status
A prestige grading, position, or rank within a group
May be informa y conferred by characteristics such as education, age, ski , or experience.
Anything can have status value if others in the group admire it.
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 Reasons Why People Join Groups

Security

Status

Self-esteem

A liation

Power

Goal achievement
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Examples of Formal Work Groups
 Group E ects

Social loa ng
The tendency of an individual in a group to decrease his or her e ort because
responsibility and individual achievement cannot be measured
Group cohesiveness
The degree to which members of a group are attracted to each other and share
goals
Size, work environment, length of time in existence, and group-organization goal congruency
a ect the degree of group cohesiveness.
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The Relationship Between Group Cohesiveness
and Productivity
 The Popularity Of Teams

Teams typically outperform individuals when tasks require

multiple skills, judgment, and experience.
Teams are a better way to utilize individual employee talents.
The flexibility and responsiveness of teams is essential in a
changing environment
Empowered teams increase job satisfaction and morale, enhance
employee involvement, and promote workforce diversity.

Stages of Team Development

 The Stages Of Team Development
Stage 1: Forming Stage 4: Performing
The team experiences uncertainty about its The team develops a structure that
purpose, structure, and leadership.
is fu y functional and accepted by
Stage 2: Storming team members.
Intragroup con ict predominates within
the group Stage 5: Adjourning
Stage 3: Norming The team prepares for its
Close relationships develop and group disbandment.
members begin to demonstrate cohesiveness.
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 Work Groups And Work Teams
Work group
A group that interacts primarily to share information and to make decisions that wi help
each member perform within his or her area of responsibility
Work team
A group that engages in co ective work that requires joint effort and generates a positive
synergy.
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 Types of Work Teams
efforts to improve
work activities or to meets
solve specific electronically
problems without
concern for
meet each week to space or time
discuss ways of
improving

Quality circle
group of employees employees and supervisors who
that operates without share an area of responsibility
a manager and who meet regularly to
discuss problems & solutions
but who have no authority
composed of
employees from
about the same
hierarchical level

Characteristics of
High-performing
Work Teams



 Challenges to Creating Team Players

Managers attempting to introduce teams into organization face the

most di culty when:
When individual employee resistance to teams is strong.
Where the national culture is individualistic rather than
co ectivist.
When an established organization places high values on and
signi cantly rewards individual achievement.
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Team Member Roles
Belbin’s Team Roles
 Shaping Team Behavior

Proper selection
Hire employees who have both the technical ski s and the interpersonal ski s
required to ful team roles.
Employee training
Provide training that involves employees in learning the behaviors required to
become team players.
Rewarding the appropriate team behaviors
Create a reward system that encourages cooperative e orts rather than
competitive ones.
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How to Reinvigorate Mature Teams
 Teams And Continuous Process
Improvement Programs

Teams provide the natural vehicle for employees to share ideas and
implement improvements.

Teams are we suited to the high levels of communication &

contact, response, adaptation, and coordination & sequencing
in work environments where continuous process improvement
programs are in place.
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Workforce Diversity’s E ects on Teams

Fresh and multiple perspectives on issues help the team identify

creative or unique solutions and avoid weak alternatives.
The difficulty of working together may make it harder to unify a
diverse team and reach agreements.

Although diversity’s advantages dissipate with time, the added-value

of diverse teams increases as the team becomes more cohesive.
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