Organizational Behavior Course Model

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Organizational Behavior Course Model

• OB Outcomes Attitudes and Behaviors
• Effort
• Job Satisfaction
• Absenteeism
• Turnover
• Stress
• Workplace Violence
• Organizational Citizenship Behavior and
  Commitment
• Employee Theft
• Safety and Accidents
• Sexual Harassment
• Grievances

• Influenced by Managers Using
• Application of Individual Differences
• Perceptions
• Attributions
• Attitude change
• Values
• Personality
• Group Dynamics
• Reward Systems
• Job Design
• Leadership

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Individual Differences

• Perceptions
• Attributions (special case)
• perceptions about what
• causes anothers behavior
• Attitudes
• Values
• Personality

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Appreciating Individual Differences

• Cornerstone of selection placement
• Avoid the error of
• extrapolating from yourself
• Definition of perception How individuals notice
  and interpret a situation how they organize and
  make sense of their environment

How attractive is this person? Would you hire
this person?
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Perceptual Variability

• Depends on many things as
• prior two examples showed
• -optical illusions that are related to our sense
  organs
• -interpretations also depend on prior
  experiences

Crime Scene Simulation
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Factors Affecting Perceptions

• Highly variable across within people because
  of
• -source of information
• -emotional factors
• -stereotyping
• -situation (order, non-verbal cues, timing,
  location in hierarchy)
• -other perceptual barriers (e.g., halo effect,
  projection)

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Asked of Supervisors Asked of
Employees How often do you How
often does your give?
Supervisor give? Gives who said very
often who said very often 1.)
Privileges 2.) More responsibility 3.)
Pat on the back 4.) Sincere
praise 5.) Training for better job
6.) More interesting work Source
Likert, New Patterns of Management
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Attribution Theory

• Refers to what we perceive causes an another
  persons behavior (success or failure), and
  affects our future orientation toward that person
• Internal causes or explanations are perceived to
  be under the control of the person (e.g., ability
  , effort)
• External causes or explanations are perceived to
  be determined by the situation (e.g., luck, task
  difficulty)

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Attributions Affect Future BehaviorStudent
Misses Team Meeting

• Is this an
• Internal (I) or External (E)
• Reason Perceived Cause of Failure ?
  Outcome
• Just did not care
• Flat tire
• Forgot meeting
• location

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Attribution Principles

• Once we identify a suitable explanation for
• behavior, we stop seeking alternatives.
• 2. Ego defensive or self-serving bias
• We tend to accept credit for our successes
• and blame our failures on the environment.
• Overcome in appraisals by the sandwich technique

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3. Fundamental Attribution Error

• The tendency to underestimate the influence of
• external factors (i.e., chance, task
  difficulty,
• the environment) and overestimate the
• influence of internal factors (i.e., ability,
  effort,
• personal factors) when making judgments
• about others
• Listen to subordinates perceptual attributions
  
• and then try to be objective (e.g., is F due
  to lack
• of effort (internal factor) or inadequate
  training
• (external factor)?

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• Summary Importance of Perceptions and
• Attributions for Managers
• 1. Be aware of how perceptual and attributional
• errors can bias your decision making
• 2. Remember perceived reality is more
• important than objective reality.
• 3. Managers have a responsibility and an
• opportunity to manage
• perceptions and
• attributions--theirs
• and their subordinates!

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Individual Differences

• Perceptions
• Attributions (special case)
• Attitudes
• mental states of readiness,
• predispositions to react in
• certain ways
• Values
• Personality

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Examples of Changeable Work-related
Attitudes 1. Job Involvement The degree to which
a person psychologically identifies with
his/her work. 2. Organizational Commitment The
extent to which a person identifies with an
organization. It is regarded as a
multidimensional attitude (One with parts)
a. a strong belief and acceptance of an
organizations goals and values. b.
a willingness to exert effort on behalf of the
organization (e.g., overtime, United
Way) c. a strong desire to remain a
member of the organization 3. Others
Professionalism, union commitment, perceived
justice, perceived organizational support
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Individual Differences

• Perceptions
• Attributions (special case)
• Attitudes
• Values
• more fundamental beliefs
• about conduct or existence.
• Heavily influenced by culture
• or historical era.
• Personality

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EXAMPLES OF VALUES The importance of the
individual vs. the collective Democracy or
freedom - existence Fair-play -conduct Hard
work Open mindedness Self-reliance
Equality Family Comfortable life
Hospitality (gift exchanges, alcohol)
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MYSTERY VALUE EXERCISE Response
Options SD D N A SA 1 2 3 4 5 1. Hard
work makes a man or woman a better person 2.
Wasting time is as bad as wasting money. 3. A
good indication of a persons worth is how well
he or she does the job. 4. If all other
things are equal, it is better to have a job with
a lot of responsibility than one with little
responsibility.
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• Personality
• Enduring aspects of a person which emerge from
  physiological, psychological, and socialization
  factors.
• Data from identical twins reared apart and
  together suggest that most variance in
  personality is due to heredity
• 50 Heredity/genes (physiological)
• 20-35 Environment
• 15-30 Transient states and measurement
  error
• Uses (understanding, fit, selection), MMPI

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• Personality Measure
• 1 strongly disagree 5 slightly agree
• 2 disagree 6 agree
• 3 slightly disagree 7 strongly agree
• 4 neither disagree nor agree
• When I get what I want its usually because I
  worked
• hard for it.
• 2. When I make plans I am almost certain to make
  them
• work.
• 3. I prefer games involving some luck over games
• requiring pure skill.
• 4. I can learn almost anything if I set my mind
  to it.

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• 5. My major accomplishments are entirely due to
  my hard
• work and ability.
• 6. I usually dont set goals, because I have a
  hard time following
• through on them.
• 7. Competition discourages excellence.
• 8. Often people get ahead just by being lucky.
• On any sort of exam or competition, I like to
  know how well I do
• relative to everyone else.
• 10. Its pointless to keep working on something
  thats too difficult
• for me.

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Scoring for X Personality Trait Reverse score
items 3, 6, 7, 8, and 10 1 7 4 4 7
1 2 6 5 3 3 5 6 2 Add the
scores for all 10 items High scores internal
locus of control Low scores external locus
of control
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Locus of control refers to whether one believes
life is more under personal control or
environmental control.

• Internals are more satisfied/involved with their
  jobs, absent less, perform better when they can
  exert control, adjust to international
  assignments well
• Externals prefer directive styles of supervision
  they value friendly coworkers considerate
  supervision

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The Future The "Big Five" Personality Model

• Extraversion
• Agreeableness
• Conscientiousness
• Emotional Stability
• Openness to Experience

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SUMMARY STRATEGY FOR HANDLING INDIVIDUAL
DIFFERENCES Less Permanent, More
Permanent More Situational, Take
as a given and Subject to managerial influence
deal with
Perceptions Attributions Attitudes
Values Personality

Changeable Deep-Seated
Highly
variable Influenced by Has
biological within and Work Groups , Peers
component. across individuals
Socialization.