INDIVIDUALS IN

ORGANIZATIONS
What is Organizational Behavior?
 Organizational Behavior is the study of
 how people behave in organizations (descriptive)
 how to improve behavior to accomplish
organizational goals (normative)

 OB draws on many disciplines - sociology,

psychology, anthropology, political science
Why study Organizational
Behavior?
 We spend most of our waking life in organizations.
 We need to understand
 how and why organizations function, and
 how and why we personally act in organizations
 This prepares us to
 increase our personal effectiveness;
 increase organizational effectiveness;
 resist organizations and reduce stress;
 make choices about organizations we join;
 create change.
 If we don’t understand organizations, we might be ineffective and
unsatisfied.
 ORGANIZATIONAL BEHAVIOR (1)

 Analyses and interprets people’s behavior in work

organizations

 Multidisciplinary field:
 Application of psychology, sociology, social psychology,
political science, anthropology and economy to work settings

 “Human side of enterprise”

 Causes and consequences of behavior

 Practical solutions to managerial problems
 ORGANIZATIONAL BEHAVIOR (1)

 A field of study that investigates the impact that

individuals, groups, and structure have on behavior
within organizations
 for the purpose of applying such knowledge toward improving an
organization’s effectiveness

 What people do in an organization

 How that behavior affects the performance of the
organization
 Behavior related to jobs, work, absenteeism,
employment turnover, productivity, human performance,
and management
 ORGANIZATION: DEFINITION
(1)

 A group of people working together towards a

common goal
 developing and maintaining rather stabile and
predictable behavioral models, even if the individuals
of the organization may change

 Examples
 Companies
 Hospitals
 Schools
 Army
 ORGANIZATION: DEFINITION (2)

 A collectivity with relatively

 an identifiable boundary
 a normative order
 authority ranks
 communication systems
 membership coordinating systems;

 this collectivity exists on a relatively continuous basis

in an environment and engages in activities that are
usually related to a goal or a set of goals
(Hall, 1972)
Why Study Mgmt & Org Behavior

 Organizational Behavior (OB): Provides a road map

 OB Defined: The behaviors of individuals & groups
within an organization, & the interaction between the Org.
& environmental forces.

Management provides direction & organization

 Management Defined: Practice of organizing, direct-
ing, & developing people, technology, & financial
resources to provide products & services thru Org
systems.
Slide
1-4

Basic OB Model
Independent Variables Dependent Variables

Organizational Level Productivity

Absenteeism
Group Level
Turnover

Individual Level
Job Satisfaction
Slide
1-3

Roots of Organizational Behavior

Psychology Individual
Organizational
Social Psychology
Behavior
Groups
Sociology

Anthropology
Political Science Organization
Slide
1-6

Model of an Open Systems Organization

Feedback

INPUTS OUTPUTS
Materials Products/Services
People Profits/Losses
Money TRANSFORMATION Employee Actions
Info Technology Information

Environment
Organizations
 Structures

 Processes

 Culture

 Environment
 Globalization
 Diversity
 Natural Environment
Individuals in Organizations
 Motivation
 Leadership
 Power & Politics
 Conflict Management
 Decision-making
 Groups & Teams
 Stress
 Organizations of the
Future

 Use knowledge to add value

 Connectivity & flexibility
 Alliances
 IT support
 Teams
 Networks
 Shared vision
 People relationship management
 Individuals in Organizations
 Knowledge workers
 Teams
 Adhoc & transient workforce
 Self-managing
 Accountable
 Autonomous
 Creative
 Life-long learning
 ORGANIZATIONAL FORMS
NEW ORGANIZATIONS:
TRADITIONAL ORGANIZATIONS NETWORK ORGANIZATION
 LEVELS OF STUDYING ORGANIZATIONS

ORGANIZATIONAL LEVEL
•Organizational structure
•Organizational culture
INDIVIDUAL
•Leadership
LEVEL
•Communication
•Motivation
•Knowledge management
•Communication
•Organizational learning
•Leadership
•Learning •Productivity
•Productivity
•Wellbeing
•Stress BETWEEN
ORGANIZATIONS
GROUP LEVEL MARKET • Networks
•Customers SOCIETY
•Teams • Knowledge
•Citizens
•Leadership management
•Government
•Knowledge management • Learning
•Information
•Communication • Communication
society
 BASIC MODEL OF INDIVIDUAL BEHAVIOR

ENVIRONMENT
•Other people
•Objects
•Events BEHAVIOR
•Visible CONSEQUENCES
reactions: •Productivity
•Talking, •Conflicts
PERSON •Movements •Reactions to others
•Heredity •Expression of •Stress
•Knowledge emotions •Etc.
•Attitudes and
values
•Skills
•Needs
•Personality
 Biographical INDIVIDUAL LEVEL
characteristics

Perception
Personality
and
emotions Individual
decision
making
Values and Motivation
attitudes

Individual
Abilities learning
 BIOGRAPHICAL
CHARACTERISTICS
 Age
 Gender
 Marital status
 Tenure:
 lenght of service with an organization
 Individual’s capacity to perform the various
tasks in a job
 What a person can do
 Intellectual abilities
 Number aptitude, verbal comprehension,
perceptual speed, inductive reasoning, deductive
reasoning, spatial visualization, memory
 Physical abilities

 The ability – job fit

 Total number of how a person can react and interact with
others
 Personality determinant
- clan
- environment
- situation
 Especially personality atribute
- locus of control
- machiavellianism
- self-esteem
- self-monitoring
- Take a risk
- Type A Personality
 Case 1#

 K adalah seorang pengusaha yang berhasil yang

berpartisipasi dalam sejumlah kegiatan
kewarganegaraan yang cukup berharga bagi komunitas.
K sudah diminta oleh seorang pemimpin partai politik
untuk diajukan sebagai calon anggota dewan. Tetapi
partai ini adalah partai minoritas yang dulu pernah
menang dalam pemilihan. K menginginkan jabatan itu,
tetapi ia harus mengeluarkan banyak uang untuk dana
kampanye.
 Jika Anda adalah seorang penasehat K, bagaimana
menurut Anda peluang K untuk memenangkan
pemilihan?
Case 2#
Sembarangan 1 2 3 4 5 6 7 8 Tidak pernah
terhadap janji terlambat
Tidak kompetitif 1 2 3 4 5 6 7 8 Sangat kompetitif
Tidak pernah 1 2 3 4 5 6 7 8 Sangat terburu-buru
terburu-buru
Hanya mengerjakan 1 2 3 4 5 6 7 8 Mengerjakan beberapa
satu hal pada saat hal dalam waktu yang
tertentu sama
Lambat dalam 1 2 3 4 5 6 7 8 Cepat (makan, jalan,
melakukan sesuatu dsb)
Cepat menyatakan 1 2 3 4 5 6 7 8 Mengendapkan
perasaan perasaan
Banyak minat 1 2 3 4 5 6 7 8 Sedikit minat di luar
pekerjaan
Jumlahkan skor Anda x 3
• ≥120 kepribadian A+
• 106-119 kepribadian A
• 100-105 kepribadian A-
• 90-99 kepribadian B+
• <90 kepribadian B
 Any relatively permanent change in
behavior that occurs as a result of
experience
 Learning involves change
 Change must be relatively permanent
 Learning takes place when there is a
change in action or attitudes
 Some form of experience is necessary
for learning
 Observation
 Practice
 Reading, etc.
Methods of shaping behavior

 Positive reinforcement
 A response  something pleasant
 Negative reinforcement
 A response -> termination or withdrawal of
something unpleasant

 Punishment
 Extinction
 Eliminating any reinforcement that is
maintaining a behavior
 VALUES
• Values contain a jugdemental element,
they carry an individual’s ideas as to what
is right, good, or desirable
– Content: what is important
– Intensity: how important
• Value system: the ranking of an individuals
values in terms of their intensity
– freedom, pleasure, self-respect, honesty,
obedience, and equality, etc.

• Company values (Organizational level)

• Values across cultures
3 components:
• Cognition
• Affect
– The emotional or feeling segment of an
attitude
• Behavior: intention to behave in a
certain way
• Job related attitudes
– Job satisfaction: general attitude towards job
– Job involvement
– Organizational commitment: identification with
the organization and its goals
PERSONALITY
 Ways in which an individual reacts to and interacts with
others
 ”The dynamic organization within the individual of those
psychophysical systems that determine his unique
adjustments to his environment” (Allport)
 Personality traits: ”Big Five”
 Extraversion – introversion
 Agreeableness (e.g. co-operation, trust)
 Conscientiousness (e.g. responsible, persistent,
organized)
 Emotional stability
 Openness to experience
 The person-job fit
– Fit between an individual’s personality
characteristics and his or her occupational
environment

 The person-organization fit

 EMOTIONS
 Affect: a generic term for feelings
 Emotions
 Intense feelings that are directed at someone or something
 Reactions to an object
 Moods are feelings that tend to be less
intense than emotions and that lack a
contextual stimulus
 Emotional labor
 Expression of organizationally desired emotions
during interpersonal transactions
 Felt emotions <-> displayed emotions
EMOTIONAL INTELLIGENCE

 An assortment of noncognitive skills,

capabilities, and competencies that influence a
person’s ability to succeed in coping with
environmental demands and pressures

 Self-awareness
 Self-management
 Self-motivation
 Empathy
 Social skills
PERCEPTION

 A process by which individuals organize

and interpret their sensory impressions in
order to give meaning to their environment

 Applications in organizations
 Employment interview
 Performance expectations
 Performance evaluation
 Employee effort
 Employee loyalty
 ORGANIZATIONAL LEVEL HUMAN OUTPUTS
Productivity
Stress
Absenteeism
Human resource Turnover
policies and Citizenship
practices Satisfaction

Organizational
Work design and
Organizational structure and
technology
culture design

Group level