Organizational Behavior 4)Organizational Development: collection of change methods that try
Organizational Behaviour: impact that individuals, groups, and structure to improve organizational effectiveness & employee well-being ;
method.
have on behaviour within organizations, especially in how it relates to
an organization’s effectiveness.
organization important Group of people working collaboratively
and interdependently to work towards a common goal.why is an
organization important, to accomplish goals and help employees
achieve optimal performance more importantly, learning about
organizational behaviours. Will help you to understand your own.
Behaviours and attitudes,ethical views and values.
Discuss the anchors on which organizational behaviour knowledge is
based.
o Systematic research – produces evidence-based management,
although these are
poorly applied in reality as OB research is specific and can be
overwhelming, and theories “born out” of such research are often
popular due to good marketing and not because they are tried and
valid; managers must be skeptical of hype, embrace collective
expertise, rely on systematic investigations with adequate sample sizes
and take a critical approach to trends.
o Multidisciplinary – import knowledge from other disciplines -
psychology, sociology, communications, marketing, etc. can contribute
to OB practices but because of its disciplinary research “trade deficit”, it
often lags behind other fields in knowledge production.
o Contingency – Recognizes that the effectiveness of an action may
depend on the situation. No single solution is the best at all times; the
search for simpler theories remains but an exception is always around
the corner.
o Multiple levels of analysis – individual level, team level and
organizational level increase levels of analysis for every variable
observed.
6) Formalization: degree to which jobs within org. are standardized 7)
Boundary Spanning: when people form relationships outside of their
pre-established groups
Types of Organizational Structures: 1) Simple Structure: manager
and owner are one and the same 2) Bureaucracy: very standardized;
highly routine operations, formalized rules and regulations, centralized
authority 3) Matrix Org: combines two forms of departmentalization -
functional and product; disadvantage - can create confusion 4) Virtual
Org: mgmt outsources primary functions of business 5) Team
Structure: eliminates chain of command and replaces departments w/
empowered teams 6) Circular Structure: @ center are executives then
working outward is managers, specialists, etc
2 Broader Models of Org. Structure: 1) Mechanistic: bureaucratic,
departmentalized, formalized, limited info network, little participation in
decision making 2) Organic: cross-hierarchical, cross-functional, low
formalization, open info network, high participation in decisions
Mechanistic better for cost minimization; organic better for innovation
Organizational Culture
Organizational Culture: system of shared meaning held by members
that distinguished the organization from other organizations
Dominant Culture: expresses core values shared by many
members Subculture: minicultures within an org; often departmental
or geographic. Reflect common problems or experiences Observable
Core culture- core values(beliefs about right way to behave). Heroes-
people past and present who display core values. Rites and rituals –
celebration of heroes and events displaying core values. Stories- tales
about events conveying core values. Symbols- language and other
symbols conveying core values
Organizational culture- innovation and risk taking( degree encouraged
to take risks), stability (degree organizational decisions and actions
emphasize maintaining status quo), attention to detail ( degree that
employees are expected to exhibit precision, analysis), outcome
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Roles Managers play in Workplace: 1) Interpersonal - Figurehead,
Leader, Liaison 2) Informational - Monitor, Disseminator, Spokesperson
3) Decisional - Entrepreneur, Disturbance Handler, Resource Allocator,
Negotiator Key Skills Managers Need: Technical Skills, Human Skills,
Conceptual Skills; Manager Allocation of Activities: 1) Successful
managers - spends lot of time networking
2) Effective managers - focus lot of time on communication
Foundations of Organizational Structure
Organizational Structure: way in which job tasks are formally divided,
grouped, and coordinated 7 Elements in Org. Structure: 1) Work
specialization: degree that tasks in an org. Are subdivided
2) Departmentalization: how jobs in an org. Are grouped 3) Chain of
Command: unbroken line of authority from top down 4) Span of
Control: number of subordinates a manager can efficiently and
values human and organizational growth, collaboration and participation
Emotions and Moods
Emotions: intense feelings that are directed at someone or something
Moods: feelings that tend to be less intense than emotions and that
lack a contextual stimulus; tend to be prolonged in nature Emotional
Intelligence (EI): ability to detect and to manage emotional cues and
information ; Emotional Intelligence Competencies: 1)Self-
Awareness: understanding our emotions and their impact on ourselves
and others 2) Social Awareness: empathy; understanding the
emotions of others and their impact on relationships 3) Self-
Management: self regulation; thinking before acting and staying in
control of our emotions 4) Relationship Management: ability to
establish rapport with others to build good relationships
Affective Events Theory: Employees react emotionally to events at
work, which affects their job performance and satisfaction.
Personality and Values
orientation (degree managers focus on outcomes rather than how they
are achieved), people orientation ( effects on people), team orientation)
degree to which work is organized are teams rather than individuals,
aggressiveness (degree that employees are aggressive and competitive
rather than cooperative)
Once a culture is formed it can be difficult to change; cultures that lack
ethical norms can lead to people blindly making bad choices
Organizational Change and Stress Management
1)Lewin’s 3 Step Model: 1) Unfreeze(1-4): overcome pressures of
individual resistance / group conformity 2) Movement(5-7): change
process that transforms org from status quo to desired state 3(8)
significant variation between human personalities 1) Extraversion -
comfort level with relationships: assertiveness, sociable 2)
Agreeableness - ability to agree with others: cooperative, warm, &
trusting 3) Conscientiousness - measure of reliability: responsible,
organized, dependable, persistent degree of organization, persistence,
and motivation in goal directed behavior. High means hard working and
diligent which is essentital. High means when task are hard, they don’t
slack or quit. 4) Emotional Stability / Neuroticism - ability to withstand
stress, be calm, self-confident, and secure 5) Openness to Experience
- range of interests and fascination with novelty: creative, curious,
artistically sensitive
Motivation Concepts
Motivation: processes that account for an individual’s intensity,
direction, and persistence of effort toward attaining a goal Extrinsic
Motivation: force inspiring your performance is in achieving a goal
outside of the activity itself Intrinsic Motivation: individual
characteristics that drive you to engage in work activities and behaviors,
such as needs, personality traits, and values
Herzbeg Two Factor- hygiene elements of life that do not increase
satisfaction but can promote dissatisfaction(quality of supervision,
working conditions,pay, policies, physical conditions, relationships, and
job security are hygiene) and intrinsic are motivation factors
(promotional opportunities, growth opportunities, recognition,
responsibility,
achievement)
Maslow’s Hierarchy of Needs: theory of motivation 1st (bottom) level:
Physiological 2nd level: Safety 3rd Level: Social affection,
belongingness 4th Level: Esteem (self-respect, autonomy) 5th Level:
Self-Actualization growth, achieving potential, self-fulfillment
McClelland’s Theory of Needs: states that achievement, power, and
affiliation are 3 important needs that help explain motivation 3 Needs:
1) Need for Achievement - drive to excel, achieve in relationship to a
set of standards, strive to succeed 2) Need for Power - need to make
others behave in a way in which they would not have behaved
otherwise 3) Need for Affiliation - desire for friendly and close
interpersonal relationships
Goal-Setting Theory: says that specific and difficult goals, with
feedback, lead to higher performance Equity Theory: says that
individuals compare their job inputs and outcomes with those of others
and then respond to eliminate any inequities; fairness - is salary
distributed fairly? Same processes/procedures applied to everyone?
Self-determination theory- proposes that in addition to being driven by
a need for autonomy, people seek ways to achieve competence and
Foundations of Group Behavior
Group: two or more individuals, interacting and interdependent,
who’ve come together to achieve particular objectives Forming
stage- beginning to merge. Takes a while for close relationships to
develop and group shows cohesiveness Temporary Work groups-
different than permanent groups and not best understood in same
model of development.
Social Identity Theory: idea that individuals have emotional reactions
to the success or failure of their group because their self-esteem gets
tied into the performance of the group Ingroup Favoritism: perspective
in which we see members of our ingroup as better than other people
Status: socially defined position / rank given to group members by
others Status Characteristics Theory: states that differences in status
characteristics create status hierarchies within groups Roles: set of
expected behavior patterns attributed to someone occupying a given
position in a social unit Role Perception: tells us how we should act
Role Expectations: how others think we should act Role Conflict:
experienced by people facing different role expectations Interrole
Conflict: when expectations of our different, separate groups are in
opposition Interacting Groups: members meet face-to-face and rely on
both verbal and non-verbal interaction to communicate with each other
Social Loafing: tendency for people not to try as hard when working in
a group ; bystander effect Brainstorming: idea-generation that

Refreeze: stabilize the change by balancing driving and restarting forces Expectancy Theory: tendency to act in a certain way depends on the
(reinforce the changes by demonstrating the relationship between new expected outcome; 3 Relationships: 1) Effort-performance: probability
behaviors and organizational success) that exerting extra effort will yield better performance 2) Performance2)Kotter’s 8 Step Plan: 1)
establish urgency 2) identify powerful reward: probability that reward will be received 3) Rewards-personal sponsors 3) develop vision 4)
communicate vision 5) empower others to goals: probability that personal goals will be met
act out vision 6) generate short-term wins, publicize, and reward results Perception and Individual Decision Making 7) consolidate
improvements & facilitate more change 8) monitor and Perception: how individuals organize and interpret their sensory
institutionalize changes impressions to give meaning to their environment
3)Action Research: change process based on systematic collection of Perception influenced by: perceiver, target, situation
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data and then selection of a change action based on what the a
06:00
nalyzed Attribution Theory: attempt to determine whether an individual’s
data indicate 1) diagnosis 2) analysis 3) feedback 4) action 5) evaluation behavior is internally or externally caused
positive connections with others encourages all ideas; can overcome pressures for conformity Nominal
Decision making mistakes Escalation of Commitment: staying with a Group Technique: restricts discussion during decision making process-
decision even when there is clear evidence that it is wrong members all present but they operate independently - avoids groupthink
Fundamental Attribution Error: tendency to underestimate the - members then rank each others’ ideas
influence of external factors and overestimate the influence of internal Understanding Work Teams
factors when making judgments about the behavior of others Selective Work Group: group that interacts primarily to share info. and make
Perception: tendency to selectively interpret what one sees on the decisions to help each group member perform within his or her area of
basis of one’s interests, background, experience, and attitudes responsibility
Confirmation Bias: type of selective perception; seek out info. That Successful Teams (member selected to ensure all various roles are
reaffirms past choices, and discount information that contradicts past filled)
judgments SelfFulfilling Prophecy: people’s expectations of one Effective teams: leadership structure, member flexibility, team efficacy,
another can determine their behavior; expectations become reality and enough resources to achieve their goals
Anchoring Bias: fixating on initial information as a starting point and Work Team: group whose individual efforts result in performance that is
failing to adequately adjust for subsequent information Self-Serving greater than the sum of the individuals inputs
Bias: tendency of individuals to attribute their own successes to internal TEAMS HAVE SYNERGY ; GROUPS ARE JUST RANDOM PEOPLE
factors and put blame of failures on external factors 4 Types: 1) Problem-Solving 2) Self-Managed (higher satisfaction,
Decisions: choices made from among two or more alternatives don’t manage conflict well, supervisory positions take on decreased
Rational Decision-Making Model (Doesn’t take into consideration that importance, 10-15 people) 3) Cross-Functional 4) Virtual;
all information might not be available to decision maker): describes CrossFunctional Teams: employees from about the same hierarchical
how individuals should behave in order to maximize some outcome level from different work areas who come together to accomplish a task;
STEPS: 1) Define Problem 2) identify decision criteria 3) Allocate Team Effectiveness Model: Context: Adequate resources, leadership
weights to the criteria 4) Develop Alternatives 5) Evaluate Alternatives and structure, climate of trust, performance evaluation & reward system
6) Select best alternative; Bounded Rationality: making decisions by Composition: abilities of members, personality, allocating roles,
constructing simplified models that extract the essential features from diversity, size, member flexibility, member preferences Process:
problems without capturing all their complexity Intuitive Decision common
Making: unconscious process created out of distilled experience visual; Communicators- friendly, positive, understanding; Expediters-
detail-oriented, hardworker

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 Leadership power a person receives as a result of his or her position in formal
Leadership: the ability to influence a group toward a set of goals. hierarchy of an org. 4) Expert: influence based on special skills /
Focuses on downward influence knowledge 5) Referent(ial): influence based on identification with a
Behavioral Theories of Leadership: theories proposing that specific person who has desirable resources or personality traits personal
behaviors differentiate leaders from non-leaders. Actions they can be sources of power are most effective for increasing employee
trained to do. performance and satisfaction 9 Distinct Influence Tactics: 1)
Good LEADERS ≠ Good MANAGERS & Vice Versa Legitimacy: relying on authority position or rules to give power 2)
Don’t need formal appointment, formal rights don’t ensure success, all Rational persuasion: logical arguments and factual evidence 3)
Inspirational Appeals: emotional commitment by appealing to values,
managers aren’t leaders, all leaders aren’t superior to followers
needs, hopes 4) Consultation: increasing target’s support by involving
Non-sanctioned leadership is often as important or more
them in decision, making them feel important 5) Exchange: rewarding
important than formal influence Trait Theories of Leadership: focus
target w/ benefits in exchange for following order 6) Personal Appeals:
on personal qualities and characteristics; Good Leaders: extraverted,
asking to follow orders based on friendship / loyalty 7) Ingratiation:
assertive, conscientious, creative and flexible ; Research has shown
flattery, praise, friendly behavior 8)
that traits can predict the emergence of a leader, but not his or her
Pressure: using warnings, repeated demands, & threats 9) Coalitions:
efficiency as a leader. 5 Types of Leaders: 1) Consideration /
enlisting aid or support of others to persuade target to agree
Employee Oriented: friendly, supportive, trustworthy 2) Structure /
Conflict and Negotiation
Production Oriented: defines and structures goals, coordinates
Conflict: process that begins when one party perceives that another
activities and criticizes poor performance 3) Charismatic /
party has negatively affected, or is about to negatively affect, something
Transformational: personal risk, sensitivity to follower needs,
that the first party cares about Functional Conflict: supports goals of
unconventional behavior, vision & articulation 4) Transactional: laissez-
the group and improves performance; Dysfunctional Conflict:
faire, contingent reward (setting targets, monitoring performance, and
destructive, does not help achieve goals Traditional view of conflict:
correcting employees. Predetermined expectations 5) Authentic
all is harmful and should be avoided 3 Types of Conflict: 1) Task
(includes ethical leadership): primarily romotes TRUST. know who
Conflict: relates to content and goals of the task 2) Relationship
they are, know what they believe in, act on those values candidly and
Conflict: focuses on interpersonal relationships 3) Process Conflict:
people subsequently have faith in them
about how the work gets done 3 Loci of Conflict: 1) Dyadic Conflict:
Power and Politics
conflict between 2 people 2) Intragroup Conflict: occurs within a group
Power: capacity that A has to influence the behavior of B so that B acts or team
in accordance with A’s wishes
3) Intergroup Conflict: occurs between different teams
Power vs leadership- does not require goal compatability between
Conflict process- 1 )potential opposition or incompatability
leaders and followers
(communication, personal variables, structure, 2) Cognition and
Dependence: B’s relationship to A when A possesses something that B
Personalization ( perceived or felt conflict),3) Intentions (Conflict
requires; 5 Bases of Power: 1) Coercive: power base dependent on
handling-intentions, competitng, collaborating, compromising, avoiding,
fear of negative results from failing to comply 2) Reward: power based
accommodating, 4) Behavior (parties behavior and other’s reaction) 5)
on ability to give rewards that others see as valuable 3) Legitimate
purpose, specific goals, team efficacy, conflict levels, social loafing; This study source was downloaded by 100000868801777 from CourseHero.com on 01-25-2024
13:53:05 GMT -06:00Outcomes ( increased group performance or decreased group
performance)
Composition: Leaders- organized, conscientious; Artists- creative,

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