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ORGANIZATIONAL
BEHAVIOR AND
MANAGEMENT
THINKING
M anagem e
ntinHealt hcareOr ganiz ation
s

Lecture # 03
MED 623 - Semester 3
2023 / 2024

Dr. Saleh Khateeb

Consultant of Public Health,
Assistant Professor
 Objectives

• Define organizational behavior.

• Explain the role of management thinking and “soft skills” in organizational
behavior.
• Explain management’s informational, decisional, and interpersonal roles in
organizational behavior.
• Explain four key aspects of thinking: mental representation, information
processing, decision-making, and social cognition.
• Explain the importance of socio-emotional intelligence.
 Organizational Behavior

The study of how (and why) people behave at work ‫دراسة اطباع الناس في شغلهم‬

Draws on many other disciplines:

Behavioral
Psychology Social psychology Communication
Economics
ma IT
Industrial
Anthropology Sociology Neuroscience
psychology
 Individual
• Assumptions ax
D
I • Perceptions
• Personality c E

Group (between individuals)

• Leadership
Organizational • Teamwork

Behavior
• Decision making
• Power
499
Occurs • Conflict

at Three Levels Collective (within organization)

• Organization of work
• Structure of authority 8
• Power relationships
• Design organization systems
• HRM (hiring, training, appraisal, compensation)
• Organizational culture
• Organizational learning and adaptation
 Health Care Challenges for
Organizational Behavior

Industry Organization

• Rising costs & declining reimbursement  • Professional workforce

financial pressure • Exacting work
• Increased competition • High reliability
• Consumer demands
• New services & technologies
• Chronic illness
E
•
•
Technical expertise
Professional autonomy

• Outpatient care
• Patient safety concerns

Y
• Quality of care
• Labor shortages
 People Skills in Organizations
Organizational behavior means “soft” (people) skills

Thinking skills: Socio-emotional skills:

• Critical thinking • Interpersonal relations
• Reasoning • Teamwork
M
• Problem-solving P• Empathy
• Decision making M• Self-awareness
1
• Mental flexibility • Self-discipline
9
 Informational Roles
dataresiver
• Monitor: to gather information and evidence
• Disseminator: to share & exchange information
• Spokesperson: to provide information externally

Decisional Roles

A Manager’s Key • Entrepreneur: to innovate and improve

• Disturbance handler: to resolve problems &
Organizational disagreements
• Resource allocator: to distribute resources
Roles • Negotiator: to represent organization externally

Interpersonal Roles
communicator
• Leader: to set direct organization members to reach
goals
• Liaison: to develop external relationships
• Figurehead: symbolic external representative
 • Assumptions
• Mental habits
• Mental shortcuts
Obstacles • Perceptions
to Rational
• Hidden thinking
Thinking
• Biases
• Preconceptions
 Thinking, Fast and Slow

Two modes of thinking: fast & slow

• Automatic/System 1: fast, unconscious, effortless, reactive,
uses intuition & shortcuts
• Automatic mode unconsciously injects beliefs, biases, &
preconceptions into thought processes.

• Deliberate/System 2: slow, conscious, effortful, controlled,

analytical, uses reasoning
• Deliberate mode is often unaware of the automatic mode’s
input & impact and does not question it
 Information Processing Steps

Thinking processes and management action

Attention & Cognitive Cognitive  Resulting

Perception Evaluation Consistency Behaviors &
Actions

• Notice, acquire, • Organize & • Integrate by • Individual,

• Retain, & recall categorize assessing fit collective,&
• information information with existing organizational
ideas & beliefs behavior

Based on underlying mental representations & preconceptions

 Attention: the automatic cognitive process of noticing
and focusing attention on a stimulus

Information Perception: the automatic cognitive process of acquiring

Processing information
Tasks
Cognitive evaluation: a judging process to mentally
organize and classify new information

Cognitive consistency: integrate new information by

comparing it to prior knowledge and deciding how well it
fits existing knowledge and beliefs
 Thinking Habits: Use With Caution

Thinking habits quickly process large amounts of information; however:

• Irrelevant information & misconceptions hamper our thinking
• Unconscious processes pervade our inferences, judgments, and decision making
• We must work to create common meaning and shared reality with others
• Open minds plus discussion and dialog improve workplace thinking
 Four Major Features of Thinking

Each creates distortions that contribute to non-rational thinking

• Mental representation: infrastructure that guides thinking

• Perception & information processing: noticing & integrating new information
• Decisions: thinking speed & heuristics create biases
• Social cognition: thinking habits & how we perceive & judge others

 ALL four features are always in use while we think.

 I. Mental Representation:
Thinking Infrastructure

• Mental representation is the template that organize information & experience, &
underlie our knowledge, beliefs, & assumptions.
• Contain concepts that organize knowledge & shape our interpretations.
• Stored representations are preconceptions that provide quick, preconscious judgments.
• Examples: schema, mental models, and mindsets.
• Created by automatic filters that unconsciously pattern our thoughts and expectations.
 • Mental models: abstract frameworks
that depict how the world functions,
especially cause and effect processes
Mental Models & Mindsets:
How We See The World • Implicit theories: unconscious
preconceptions about how the world
works & how people behave

• Mindsets: implicit assumptions (positive

or negative) about personal abilities &
Characteristics
 Mindsets: Beliefs About
Personal Abilities And Characteristics

Growth mindset: the belief that intelligence & abilities can be changed & developed further
 Person values learning, is resilient when challenged

Fixed mindset: the belief that intelligence & abilities cannot be changed or developed further
 A person avoids the risk of failure, blocks their own growth

 Mindset affects effort, drive, perseverance, and achievement.

 Mindset is key to ultimate individual success.
 Managers’ mindset affects how they develop employees.
 II. Mental Habits Affecting Information
Processing

Preconceptions arise
Use of automatic or deliberate so fast we are not
thinking aware of them, do
not question them

Automatic thinking &

Thinking process (attention, preconscious thoughts
perception, cognitive evaluation, & intervene & thwart
cognitive consistency) efforts to be
rational
 III. Making Decisions & Solving
Problems: Two Phases

I. Recognize & identify decision/problem II. Assess & choose decision/problem

situation: alternative:

• Recognize problem • Assess options

• Identify causes & information needs • Choose among options
• Set goals • Implement options
• Generate options • Evaluate solution

Defining a problem is a learning process, yet normal thinking processes

limit information gathering.
IV. Social How we perceive and judge
other people and ourselves
Cognition
 Social cognition exhibits many of the
same habitual distortions discussed
earlier:
• Automatic thinking (“first impressions”
of others)
• Selective perception of others
• Mental representations guide
judgments of others

Examples: attributions, biases, &

categorization
 Socio-Emotional Intelligence
The ability to sense, understand, & effectively respond to others’ emotions

Empathy: sensitive to the emotional state of others

Emotional empathy: sharing another’s feelings

Cognitive empathy: knowing and understanding another’s perspective

Empathic perspective-taking: cognitively understanding and

emotionally sharing the feelings of another
References

CHAPTER 4
ORGANIZATIONAL BEHAVIOR
AND MANAGEMENT
THINKING