Human Behavior in Organizations

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Human Behavior in Organizations
MGMT 4534 (Monday Session)Class 01 Course
Introduction and What is Organizational
BehaviorDr. James A. Burrescia
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Welcome to MGMT 4534

• An exploration, as an collaborative class, of the
  expanded role of behavior within organizations
  and the intricacies of how people interact and
  react within an organizational environment.

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The Objectives for MGMT 4534
Saturday November 19, 2005
To develop an understanding of basic behavior
theory and its application to contemporary
organizations. To develop an understanding of
behavior techniques and their use in the world of
management.  To develop the conceptual and
analytical framework to become a diagnostician of
organizational systems, structure, and
processes.. To enhance managerial and
professional abilities through application of
concepts, theories, and frames of reference by
active participation in class discussions, cases,
and simulations.
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Class 1 What to expect!
Saturday November 19, 2005
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Introductions
Dr. Jim Burrescia

• BA (Geology) MA (Geography) MS (Systems
  Management)
• DM (Organizational Leadership)

• Retired Air Force Officer (20 Years)

• Private Industry Management (13 years)

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Syllabus Review

• Course Schedule 11/19/2005 01/14/2006
  Course Location/Times Main campus
• Saturdays 900 100
• Instructors Name
• Dr. Jim Burrescia Telephone [phone]
  (cell)
• UHCL E-mail Address burrescia_at_cl.uh.edu
• Alternative E-mail Address burresja_at_sbcglobal.n
  et
• Availability
• Please leave a message at any time, and your
  phone call will be returned as soon as possible,
  or contact using listed E-mail addresses.

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Syllabus Review
Attendance and Participation

• Students are requested to attend each class
• Students will not receive participation points or
  attendance credit for a missed class.
• Each student is expected to participate in all
  class activities.
• Up to 6 point(s) could be deducted per class
  based on the level of participation in each
  activity.
• Each class will be given break periods.
  Students are expected to return from the break on
  time.
• Students are expected to be punctual. Late
  arrival or partial presence will be recorded and
  may result in a reduction of class participation
  points.

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Syllabus Review
Assignments and Feedback

•  
• Assignments and tests are not accepted via
  e-mail.
• Please Note I will not request or remind
  students of missing or late assignments.
•  
• I will return the student assignments in a timely
  manner with specific and objective feedback.
• The student may be contacted by the instructor,
  either by email or telephone, to resolve any
  concern.
• The student may contact me to discuss concerns or
  schedule a conference.
• Incompletes, as a final grade, are not given
  in this course except under extenuating
  circumstances.

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Syllabus Review
Participation and Course Assignments Grade Values
GRADING Individual Cumulative
Date 1st Exam 25 25
2/22/2006 80 Take-Home 20 In-Class 2nd
Exam 25 50 3/29/2006 32
Take-Home 8 In-Class 3rd Exam
25 75 5/3/2006 All Multiple
Choice Participation 25 100
Throughout     GRADES A 93 to
100 A- 90 to 92 A Range 92 to
100 B 87 to 89 B 83 to 86 B
Range 82 to 87 B- 80 to 82 C 77 to 79
C 73 to 76 C Range 72 to
79 C- 70 to 72 D 67 to 69 D 63
to 66 D Range 62 to 69 D- 60 to 62
F Below 60
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Course Overview The Syllabus
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Learning Teams

• Learning teams are an essential part of the
  academic experience of undergraduate students
  and provide students an opportunity to develop
  and refine teamwork skills.
• Learning Teams will be given time in class to
  coordinate activities, but are welcome to
  communicate face-to-face, virtually, or
  telephonically.

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Learning Teams

• Based on factors of your choosing (proximity,
  prior team activity, commonality, etc.), select
  your partners in learning for this class.
• There will be 10 teams (5 teammates).
• Get to know one another.
• Select one member to introduce the team and
  provide a brief description of why 1) The team
  chose to be together, and 2) Why the team will be
  successful.

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Transition to the Learning Experience

• This ends the orientation section of class number
  one . . . Thank you . . . Now, lets take a 10
  min break!!

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What is Organizational Behavior?
MGMT 4534 - Class 01 Material Greenberg Baron
/ Chapter 1 Part 1
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Learning Objectives

• Define the concepts of organization and
  organizational behavior (OB).
• Describe the field of organizational behaviors
  commitment to the scientific method and the three
  levels of analysis it uses.
• Trace the historical developments and schools of
  thought leading up to the field of organizational
  behavior today.
• Identify the fundamental assumptions of the field
  of organizational behavior.
• Describe how the field of OB today is being
  shaped by the global economy, increasing racial
  and ethnic diversity in the workforce, and
  advances in technology.
• Explain how rising expectations about quality and
  socially responsible behavior have influenced the
  field of OB.

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What is an Organization?

• A structured social system consisting of groups
  and individuals working together to meet some
  agreed-upon objectives.

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Organizational Behavior

• The field that seeks increased knowledge of all
  aspects of behavior in organizational settings
  through the use of the scientific method.
• Characteristics of the field
• OB applies the scientific method to practical
  managerial problems.
• OB focuses on three levels of analysis.
• OB is multidisciplinary in nature.
• OB seeks to improve organizational effectiveness
  and the quality of life at work.

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Practical Managerial Problems

• How can goals be set to enhance peoples job
  performance?
• How may jobs be designed so as to enhance
  employees feelings of satisfaction?
• Under what conditions do individuals make better
  decisions than groups?
• What can be done to improve the quality of
  organizational communication?
• What steps can be taken to alleviate work-related
  stress?
• How can leaders enhance the effectiveness of
  their teams?

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Levels of Analysis in OB
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Multidisciplinary Roots
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Theory X vs. Theory Y
Theory X A traditional philosophy of management
suggesting that most people are lazy and
irresponsible and will work hard only when forced
to do so.
Theory Y A philosophy of management suggesting
that under the right circumstances people are
fully capable of working productively and
accepting responsibility for their work.
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Why is OB Important?

• Companies whose managers accurately appraise the
  work of their subordinates enjoy lower costs and
  higher productivity.
• People who are satisfied with the way they are
  treated on their jobs are more pleasant to work
  with and less likely to quit.
• People who are trained to work together tend to
  be happier and more productive.
• Employees who believe they have been treated
  unfairly are more likely to steal and reject the
  policies of their organizations.
• People who are mistreated by their supervisors
  have more mental and physical illnesses than
  those who are treated with kindness, dignity, and
  respect.
• Organizations that offer good employee benefits
  and have friendly conditions are more profitable
  than those that are less people oriented.

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Fundamental Assumptions

• ? OB recognizes the dynamic nature of
  organizations.
• Open Systems Self-sustaining systems that
  transform input from the external environment
  into output, which the system then returns to the
  environment.
• ? OB assumes there is no one best approach
• Contingency Approach A perspective suggesting
  that organizational behavior is affected by a
  large number of interacting factors. How someone
  will behave is said to be contingent upon many
  different variables at once.

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The Open Systems Model
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The History of OB

• The Early Days Scientific Management and the
  Hawthorne Studies
• Classical Organizational Theory
• Late Twentieth Century Organizational Behavior
  as a Social Science
• OB Today The Infotech Age

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The Early Days

• Scientific Management An early approach to
  management and organizational behavior
  emphasizing the importance of designing jobs as
  efficiently as possible.
• Human Relations Movement A perspective on
  organizational behavior that rejects the
  primarily economic orientation of scientific
  management and recognizes, instead, the
  importance of social processes and work settings.

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Classical Organizational Theory

• An early approach to the study of management that
  focused on the most efficient way of structuring
  organizations.
• Division of Labor The practice of dividing work
  into specialized tasks that enable people to
  specialize in what they do best.
• Bureaucracy An organizational design developed
  by Max Weber that attempts to make organizations
  operate efficiently by having a clear hierarchy
  of authority in which people are required to
  perform well-defined jobs.

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Characteristics of an Ideal Bureaucracy
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Prominent Trends

• The rise of global businesses with culturally
  diverse workforces.
• Rapid advances in technology.
• The rising expectations of people in general.

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Globalization

• The process of interconnecting the worlds people
  with respect to the cultural, economic,
  political, technological, and environmental
  aspects of their lives.
• Multinational Enterprises Organizations that
  have significant operations spread throughout
  various nations but are headquartered in a single
  country.

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Working Abroad

• Expatriates People who are citizens of one
  country but who are living and working in another
  country.
• Culture The set of values, customs, and beliefs
  that people have in common with other members of
  a social unit (e.g., a nation).
• Culture shock The tendency for people to become
  confused and disoriented as they attempt to
  adjust to a new culture.
• Repatriation The process of readjusting to
  ones own culture after spending time away from
  it.

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Management Perspectives

• Convergence Hypothesis A biased approach to the
  study of management, which assumes that
  principles of good management are universal, and
  that ones that work well in the United States
  will apply equally well in other nations.
• Divergence Hypothesis The approach to the study
  of management that recognizes that knowing how to
  manage most effectively requires clear
  understanding of the culture in which people work.

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Shifting Demographics

• More women are in the workforce than ever before.
• Racial and ethnic diversity is reality.
• People are living and working longer than
  ever before.

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The World At A GlanceIf you shrunk the worlds
population to a village of precisely 100 people,
with all of the existing ratios remaining the
same, it would look something like this
There would be
57 Asians 21 Europeans 14 from the Western
Hemisphere 8 Africans 52 Females 48 Males 70
Non-white 30 White 70 Non-Christian
30 Christian 89 Heterosexual 11 Homosexual 80
Substandard Housing 70 Unable to read 50
Malnutrition 1 Near death, 1 Near birth 1 College
education 1 Own a computer 6 People 59 of the
entire worlds wealth
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Discussion Question

• In preparing an organization to accept diversity,
  do you think it is more important to change the
  corporate culture or to change structures and
  policies? Explain.

Chapter Discussion Question
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Responding to Changes in Technology

• Creating Leaner Organizations
• Downsizing/Rightsizing The process of adjusting
  the number of employees needed to work in newly
  designed organizations.
• Outsourcing The process of eliminating those
  parts of organizations that focus on noncore
  sectors of the business and hiring outside firms
  to perform these functions instead.
• Creating Virtual Organizations
• Highly flexible, temporary organizations formed
  by a group of companies that join forces to
  exploit a specific opportunity.
• Increasing the Use of Telecommuting
• The practice of using communications technology
  so as to enable work to be performed from remote
  locations.

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Responding to Changes in Expectations

• Increasing Flexibility in Response to Employees
  Needs
• The Quality Revolution
• Corporate Social Responsibility

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Increasing Flexibility

• Flextime Programs Policies that give employees
  some discretion over when they can arrive and
  leave work, thereby making it easier to adapt
  their work schedules to the demands of their
  personal lives.
• The Contingent Workforce People hired by
  organizations temporarily to work as needed for
  finite periods of time.
• Compressed Workweeks The practice of working
  fewer days each week but longer hours each day.
• Job Sharing A form of regular part-time work in
  which pairs of employees assume the duties of a
  single job, splitting its responsibilities,
  salary, and benefits in proportion to the time
  worked.
• Voluntary Reduced Work Time Programs Programs
  that allow employees to reduce the amount of time
  they work by a certain amount, with a
  proportional reduction in pay.

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The Quality Revolution

• Total Quality Management An organizational
  strategy of commitment to improving customer
  satisfaction by developing techniques to
  carefully manage output quality.
• Benchmarking The process of comparing ones own
  products or services with the best from others.
• Malcolm Baldridge Quality Award An award given
  annually to American companies that practice
  effective quality management and make significant
  improvements in the quality of their goods and
  services.

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Corporate Social Responsibility

• Business decision making linked to ethical
  values, compliance with legal requirements, and
  respect for individuals, the community at large,
  and the environment. It involves operating a
  business in a manner that meets or exceeds the
  ethical, legal, and public expectations that
  society has of business

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Ethics in Organizations

• Good ethics is good business
• Improved financial performance
• Reduced operating costs
• Enhanced corporate reputation
• Increased ability to attract and retain employees
• Code of Ethics A document describing what an
  organization stands for and the general rules of
  conduct it expects of its employees.
• Ethics Officers Individuals (usually at the
  vice presidential level) who oversee the ethics
  of a companys operations.
• Ethics Audit The process of actively
  investigating and documenting incidents of
  dubious ethical value within a company.

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The Ethical Organization

• Ethical individuals honest, have integrity,
  strive for a high level of moral development
• Ethical leadership provides the necessary
  actions, committed to ethical values and helps
  others to embody those values
• Organizational structure embodies a code of
  ethics, and methods to implement ethical behavior

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Discussion Question

• Do you believe it is ethical for companies to
  compile portfolios of personal information on
  their Web site visitors without informing them?
  How about for organizations to monitor their
  employees use of the Web? Discuss.

Discussion Question
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Ethics and the New Workplace

• Telecommuting, virtual work, and flexible hours
  - Success of new programs depends on mutual trust
• IT provides opportunities for monitoring
• Companies that make an unwavering commitment to
  maintaining high standards of ethics and social
  responsibility will lead the way toward a
  brighter future for both business and society

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Ethical Guidelines

• Does the behavior violate the obvious shall
  nots?
• Will anyone get hurt?
• What if you did it 100 times?
• How would you feel if someone did it to you?
• Whats your gut feeling?
• Would the behavior pass the front page test?

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What is Organizational Behavior?
MGMT 4534 - Class 01 Material Greenberg Baron
/ Chapter 2 Part 2
47
Perception and Learning
Understanding and Adapting to the Work Environment

• Chapter 2

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Learning Objectives

• Distinguish between the concepts of social
  perception and social identity.
• Explain how the attribution process works and
  describe the various sources of bias in social
  perception.
• Understand how the process of social perception
  operates in the context of performance
  appraisals, employment interviews, and the
  cultivation of corporate images.
• Define learning and describe the two types most
  applicable to OB operant conditioning and
  observational learning.
• Describe how principles of learning are involved
  in organizational training and innovative reward
  systems.
• Compare the way organizations use reward in
  organizational behavior management programs, how
  they can use punishment most effectively when
  administering discipline, and how they can manage
  knowledge effectively.

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Social Identity Theory

• Personal Identity The characteristics that
  define a particular individual.
• Social Identity Who a person is, as defined in
  terms of his or her membership in various social
  groups.
• Social Identity Theory A conceptualization
  recognizing that the way we perceive others and
  ourselves is based on our unique characteristics
  and our membership in various groups.

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Social Identity Theory
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Social Perception

• Social Perception The process of combining,
  integrating, and interpreting information about
  others to gain an accurate understanding of them.
• Attribution The process through which
  individuals attempt to determine the causes
  behind others behavior.

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Correspondent Inferences

• Judgments about peoples dispositions, traits,
  and characteristics, that correspond to what we
  have observed of their actions.

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Causal Attribution

• Causes of Behavior
• Internal Explanations based on actions for
  which the individual is responsible.
• External Explanations based on situations over
  which the individual has no control.
• Kelleys Theory of Causal Attribution The
  approach suggesting that people will believe
  others actions to be caused by internal or
  external factors based on three types of
  information consensus, consistency, and
  distinctiveness.

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Kelleys Theory of Attribution

• Consensus Information regarding the extent to
  which other people behave in the same manner as
  the person being judged.
• Consistency Information regarding the extent to
  which the person being judged acts the same way
  at other times.
• Distinctiveness Information regarding the
  extent to which a person behaves in the same
  manner in other contexts.

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Kelleys Theory of Attribution
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Stereotypes

• Beliefs that all members of specific groups
  share similar traits and are prone to behave the
  same way.

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Perceptual Biases

• Predispositions that people have to misperceive
  others in various ways.
• Types include
• Fundamental attribution error
• Halo effect
• Similar-to-me effect
• First impression error
• Selective perception

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Fundamental Attribution Error

• The tendency to attribute others actions to
  internal causes (e.g., their traits) while
  largely ignoring external factors that also may
  have influenced behavior.

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Halo Effect

• The tendency for our overall impressions of
  others to affect objective evaluations of their
  specific traits perceiving high correlations
  between characteristics that may be unrelated.

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Similar-to-Me Effect

• The tendency for people to perceive in a
  positive light others who are believed to be
  similar to themselves in any of several different
  ways.

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Selective Perception

• The tendency to focus on some aspects of the
  environment while ignoring others.

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First Impression Error

• The tendency to base our judgments of others on
  our earlier impressions of them.

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Self-Fulfilling Prophecy

• Self-Fulfilling Prophecy The tendency for
  someones expectations about another to cause
  that person to behave in a manner consistent with
  those expectations.
• Pygmalion Effect A positive instance of the
  self-fulfilling prophecy, in which people holding
  high expectations of another tend to improve that
  individuals performance.
• Golem Effect A negative instance of the
  self-fulfilling prophecy, in which people holding
  low expectations of another tend to lower that
  individuals performance.

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Overcoming Biases

• Do not overlook the external cases of others
  behaviors.
• Identify your stereotypes.
• Evaluate people based on objective factors.
• Avoid making rash judgments.

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Organizational Applications

• Performance Appraisal The process of evaluating
  employees on various work-related dimensions.
• An inherently biased process
• Impresssion Management Efforts by individuals
  (esp. in employment interviews) to improve how
  they appear to others.
• Corporate Image The impressions that people
  have of an organization.

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Learning Concepts

• Learning A relatively permanent change in
  behavior occurring as a result of experience.
• Operant Conditioning The form of learning in
  which people associate the consequences of their
  actions with the actions themselves.
• Behaviors with positive consequences are
  acquired.
• Behaviors with negative consequences tend to be
  eliminated.

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Operant Conditioning Process
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Reinforcement Concepts

• Positive Reinforcement The process by which
  people learn to perform behaviors that lead to
  the presentation of desired outcomes.
• Negative Reinforcement The process by which
  people learn to perform acts that lead to the
  removal of undesired events.

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Punishment and Extinction

• Punishment Decreasing undesirable behavior by
  following it with undesirable consequences.
• Extinction The process through which responses
  that are no longer reinforced tend to gradually
  diminish in strength.

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Schedules of Reinforcement

• Rules governing the timing and frequency of the
  administration of reinforcement.
• Continuous Reinforcement A schedule of
  reinforcement in which all desired behaviors are
  reinforced.
• Partial Reinforcement A schedule of
  reinforcement in which only some desired
  behaviors are reinforced.

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Fixed Interval Schedules

• Schedules of reinforcement in which a fixed
  period of time must elapse between the
  administration of reinforcements.

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Variable Interval Schedules

• Schedules of reinforcement in which a variable
  period of time (based on some average) must
  elapse between the administration of
  reinforcements.

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Fixed Ratio Schedules

• Schedules of reinforcement in which a fixed
  number of responses must occur between the
  administration of reinforcements.

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Variable Ratio Schedules

• Schedules of reinforcement in which a variable
  number of responses (based on some average) must
  occur between the administration of
  reinforcements.

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Observational Learning

• The form of learning in which people acquire
  new behaviors by systematically observing the
  rewards and punishments given to others.

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Applications of Learning

• Training
• Innovative Reward Systems
• Organizational Behavior Management
• Discipline
• Knowledge Management

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Training

• The process of systematically teaching employees
  to acquire and improve job-related skills and
  knowledge.
• Types of training
• Classroom training
• Apprenticeship programs
• Cross-cultural training
• Executive training programs
• Corporate universities
• E-training

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Keys to Effective Training

• Participation Active involvement in the process
  of learning more active participation leads to
  more effective learning.
• Repetition The process of repeatedly performing
  a task so that it may be learned.
• Transfer of Training The degree to which the
  skills learned during training sessions may be
  applied to performance on ones job.
• Feedback Knowledge of the results of ones
  behavior.

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Innovative Reward Systems

• Skill-Based Pay An innovative reward system
  in which people are paid based on the number of
  different skills they have learned relevant to
  performing one or more jobs in the organization.
• Team-Based Rewards Innovative reward systems
  in which employees are paid on the basis of their
  teams performance.

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Organizational Behavior Management

• The practice of altering behavior in
  organizations by systematically administering
  rewards.

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Discipline

• The process of systematically administering
  punishment.
• Progressive Discipline The practice of
  gradually increasing the severity of punishments
  for employees who exhibit unacceptable job
  behavior.

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Continuum of Disciplinary Measures
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Using Punishment Effectively

• Deliver punishment immediately after the
  undesirable response occurs.
• Give moderate levels of punishment nothing too
  high or too low.
• Punish the undesirable behavior, not the person.
• Use punishment consistently across occasions.
• Punish everyone equally for the same infraction.
• Clearly communicate the reasons for the
  punishment given.
• Do not follow punishment with noncontingent
  rewards.

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Knowledge Management

• The process of gathering, organizing, and sharing
  a companys information and knowledge assets.
• Intellectual Capital Areas of expertise
  represented by the employees within a company.
• Knowledge Managers Individuals who are
  responsible for organizing the wealth of
  corporate knowledge represented by its people and
  ensuring that this information gets used
  effectively.