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MOD 1: INTRODUCTION
Welcome -behavior science (psychology, socialogy)
-OB root in science; research, solve problems
OB -seek knowledge of behaviour in individual, group, organizational process
-inidividual: work attitudes
-group: communications
-organization: structure
Why OB -majority working in org.
-studying to give insight how co workers work, manage, individual
-this is the stuff really affect success in org.
Phil in MSci -active learning
-plain study & memorizing = boring
Contingency -individual (personality)
In OB -situational (relation w/ supervision)
-contextual (labour market)
Micro (211) -2 major parts 1.micro: small parts -experimental
-industrial
-clinical
-social
2.macro: all groups -socialogy
-polyscience (power)
-anthropology (symbolism)
-Econ (competition, efficiency)
A brief -classical view: Aristocratic Capitalists (no management challenge)
History -MAX WEBER: German Theorist (1900) -bureaucracy
-hierarchy
-technical competency
-Fred Taylor: -Time management (Efficient studies)
-Standardize work processes: right person for the job
-1920s 30s -Management bureaucracy
-industrial engineering
-all psychological processes
-HAWTHORNE effect: make change in organization to improve quality
-Human relations Movement: attention to employees needs and participate in functional way of working in org.
McGregor -Theory X ¡Vorientation (distrusting)
Theory X -assumptions (lazy)
Vs. theory -interest in work (low)
Y -condition of work (push of work)
MOD 2: SOCIAL PERCEPTION
Perception -process we select and organize environmental stimuli in order to make sense for our environment
-the way we perceive our workplace, co-workers, supervisions, clients, influences our behaviours and actions in workplace
4 stages of 1. Attention- 5 senses bombarded with large amts of info that need filter
perception -External factors a. intensity (loud)
b. contrast (outstanding from bkgrd)
c. frequency (repetition)
d. novel/familiar (new-attn, familiar-comfort)
e. motion
f. size (bigger better)
-Internal factors ???
-perceptual error: 1st impression, guide next impression
eg. 1st bad impression and 1st good impression can lead
same output.
2. Organization- 1. proximity-physically closer, belong to group
2. similarity-same distance, group by similarity
3. Interpretation - what caused problem
-base judgment in what caused it
-consistency (behavior), distinctiveness (dif.
situation), consensus (others)
-internal (disposition) low
-external (situation) high, indiv.
-self serving bias- external attribution- ourselves, internal, others; stereotyping- category
-Halo effects- things that don¡¦t go together
4. Judgment -covert: attitude, motivation, feelings
-overt: behaviour, taking action in perception
-personnel selection: resume, interview, accessment centre
-management activities:
MOD3: LEARNING (reinforcements, employee attitude towards firm)
Learning -understand concept of learning
-positive/negative reinforcement
-punishment
-rewards
-permanent change
Reinforcement -Law of effect- likelihood behaviour from previous experiences
Theory
a. Punishment-negative consequence, from undesired behaviour
-useful when behavoir need to stop immediately
-undesirable side effects
b. Positive reinforcement-raise/praise, desirable behaviour, increased
Eg. -come early, get praise; do more often
1. pinpoint desired behaviour
2. baseline audit- access current performance
3. define criterion standard
4. choose reinforcer
5. reinforce approximations-shape behaviour
6. periodically reevaluate program
c. Negative reinforcement -unpleasant event removed
-increased desired behaviour
a. avoidance learning- prevent unpleasant event
b. escaped learning- (seat belt, on- no buzzer, off-buzzer annoying)
d. ¡Vpleasant stimulus withdrawn
eg. Sales stop visiting because not having any sale from the firm
Schedules of 1. continuous-salesman (sold car-commission)
Reinforcement 2. fixed ratio-work fatories- 4 widgets done- get dollar- steady performance
3. variable ratio- slot machine, never know when payoff occur
4. fixed interval schedule- time based, weekly paycheck
5. variable interval- time varied, more difficult to extinguished
How learning -identify, hire attract employees
Affects -retain existing employees
Organizations -errors -not contigent (promotions)
-neglecting differences
-neglect sources
MOD4: INDIVIDUAL DIFFERENCES (personality in organizations)
Individual -Alice: introverted, intelligent, generous
Differences -Dave: extroverted, intelligent, generous
-Learning objectives: -understand, state & trait
-big five personalities
-how org. used indiv. Differences as info
-identify strength & weakness of different way measuring
personality
-gain insight of my own
-informed about debates surrounding personality thories
States and -trait: intelligent
Traits -state: angry personality= enduring characteristic of individual
-Self-Efficacy: -belief in one¡¦s own capacity to perform specific task
cognitive: 1. direct experience (past work, how well you did)
2. vicarious experience (watching people do it, appraisal)
3. verbal persuasion (convinced by manager, confidence)
make adjustment----performance----feedback---direct experience
BIG 1. EXTROVERSION: degree of sociability, talkative (opposite, introvert)
five 2. EMOTIONAL STABILITY: -adjusted: secure, content, not depressed
-less adjusted: anxious, depressed
3. AGREEABLENESS: courtesy, trusting, cooperative, tolerance
4. CONCENTIOUSNESS: degree of organization, dependability, achievement,
preserving
5. OPENESS TO EXPT: curious, imaginative, playful, artistically inclined, sensitive to
others needs, broad minded
Self -observation & control of expressive & self presentational behaviours
Monitoring -high self monitors are vigilant to situational cues to guide their behaviours
-low self monitors respond in manner consistent with their inner feelings & belief,
without concern, for matters of impression
Jobs: high monitors: sales, teacher, lawyers, receptionist
Low monitors: scientists, critics, columnists
Measure -100 different personality triats
Self monitoring -observation & control of expressive, self presentational behahiours
-higher self monitors are vigilant to situational cues to guide their behaviours
-low self monitors are consistent of inner feelings, no concern of self impressions/
presentations
Measurment 1. self inventories, pen and paper test
Techniques: 2. observational techniques, first hand, observers, describe
3. projective tests, personality info
cognitive -verbal ability (talking) Emotion intelligence? Not really
ability (intelligence) -numeric ability (numbers)
-spatial ability (shapes and space)
MOD 5: EMPLOYEE ATTITUDES
Attitudes -work related-lasting feelings, beliefs & behavioural tendencies towards various aspects
of the job itself, setting of work conducted or people involved
-objects: policies, people, events, items
Define attitude -3 components -evaluative (how u feel)
-behavioural (how u act)
-cognitive (ur beliefs)
Cognitive -an attitude is in conflict with another
Dissonance -change one of the two and follow one
-attitude alteration
Job Satisfaction - Herzberg¡¦s 2 factor theory for Satisfaction and Dissatisfaction
1. Hygiene factors: -pay, policies, supervision, physical condition, relations with others, security
2. Motivators: -promotions, growth for job, recognition, responsibility, achievement
-can come from both theories
Measuring -questionnaires, most satisfaction is avg.
Job satisfaction -ciritcal incidents
-interviews
Causes of -different for each indiv
Job satisfaction -organizational determinant: in control of org. manager (reward, perceived supervision,
work/social stimulation, pleasant work)
-personal determinants: personally, job consequence/interest, status & seniority, general
life satisfaction
-LOCKE¡¦s value theory: rewards matched desired outcomes
Organizational -perception of fairness
Justice a. distributive justice: fairness resources, outcomes (equity, equality, needs)
b. procedure justice: process generated fair/not (voice, free from bias, consistent,
appeal, accuracy of info)
MOD 6: CAREERS/ STRESS/ BURNOUT
Start: -stress concepts
-body reaction to stress
-effects on health
-sources of stress
-stress and job performance
-job burnout
-coping with stress
Career: -change of economic condition
-most ppl fall into career, not the one expected
-some ppl unhappy, helpless
¡§An evolving sequence of work activities and positions that indiv. Experience over time as well as
the associated attitudes, knowledge and competencies, that develops throughout one¡¦s life¡¨
Career -1. Exploation (16-28)
Orientation -2. Establishment (22-42)
-3. Advancement & maintenance (32-55)
-4. Late career (55-retirement)
Holland¡¦s -strong interest inventory 1.realistic
Career types 2.artisitic
3.sociable
4.conventional
5.enterprising
6.investigative
Schein¡¦s -ANCHOR -technical functional competence (making things)
Career anchors -managerial competence (lead people)
-security (known work and income)
-autonomy (own)
-creativity (input solutions of new knowledge, avoid routine)
Makind use -Person environment fit
Of orientation -preferred activities: abilities, need, values, attitudes
-work environment: responsibilities, opportunities, social demand
-behavioural attitude: performance identity, satisfaction, attraction to job/org
Brain Drain -lost of talent from CAN-US. (engineers, comp. specialists, med. professionalists)
-more $ in US, less tax
-paying for student who leave CAN.
-CAN net gain more than US worldwide
-cost living higher in US. Lack of opportunity
Stress concepts -¡§fight or flight¡¨ bodies beat up danger
-boss, deadline
-BODY: -no pain right away, adrenaline up
-heart rate increase, high BP
-endorphines release: no pain (chronic stress)
-cholesterol released: long term (fat)
-digestive problems: blood flow to muscles away from digestion
-HEALTH: -fat
-constipation
-heart attack
Souces of -stressor ¡V stress -perception (indiv differences)
Stress -past experience (failure=more stress)
-social support
-burnout TYPE A: systematic differences -chronic sense urgency
-competitive (hostile)
-idleness (constant motion)
-impatient to barriers
-relax, big picture TYPE B: easygoing, not hyped up, (mostly high position)
Sources of work -Stressor-perception, past experience, support, differences
stress -workload: stress(quantitative) underload (not enough), overload (not able)
-job conditions: environment, hot, wet, small
-role conflict: 2 roles, too many, duty conflict
-career devel.: no future
-interpersonal relations: Hate co workers
-aggressive behaviour: harassment, complains
-conflicts in life: role in and out work
Stress and job -negative things STRESS is GOOD: being hungry, wakeup
Performance -positive things want to succeed
Job burnout 1. state of emotional exhaustion
2.depersonalize indiv.
3. feeling low personal accomplishment
-great deal stressas result of job related stressors
-idealistic and self motivated achievors
-seek unattainable goals
Coping with -exercise; balance diet, rest
Stress -good time management
-develop philosophy of life/ positive attitude
-balancing fun and work
WORK STRESSORS EMPLOYEE PERCEPTIONS OUTCOME OF STRESS
-workload -experience stress -physiological
-role conflict -emotional
-career develop -behavioural
-aggressive
As individual -do exercise 3-4 times/week
-better shape, burnout stress/chemicals
Org. Appraoch -company gyms
MOD 7: MOTIVATION
Motivation: is the forces with a person that affect his/her direction, intensity, and persistence of voluntary behaviour performance=ability x motivation
Theories: -need theories: Maslow¡¦s hierarchy
Aldefer¡¦s ERG theory
-Expectancy theory: how employees choose which behaviours to engage
1.expectancy (effort----performance)
2.instrumentality (Performance----outcome)
3.valence (+ become -)
high motivation=high effort=high outcome=must get positive
performance but no outcome-not motivated
-Equity theory: -underpayment (pay/hardwork vs. pay/lesswork)
-overpayment (more pay/work vs. less pay/work)
-undercompensation
-over compensation : both lead to altering input/output, leave job, change behaviour
*(psychological, bias)
-Goal setting theory -most consistent & powerful process
-excellent framework
-concrete advice to create high performance environment
-relationship & interplay ¡V group work
goal=specifity difficult (clear)-challenging than realistic
valence=self efficacy- belief to perform at certain level
moderators=ability, goal commitment
Motivation----performance----feedback task complexity----rewards----self efficacy
Job design -core job dimensions: skilled varieties, task identity, task significance, autonomy, feedback -critical psychological states: meaningful, responsibility, knowledge of results
-outcomes: motivation, performance, satisfaction, absenteeism, turnover
job -skill variety
characteristics -task identity
model -task significance
-autonomy
-feedback
motivating skill + identity + significance x feedback x autonomy
potential score 3
job enlargement: Horizontal loading: increasing task, keep difficulty constant
job enrichment: Vertical loading: increase difficulty, task constant
job rotation: job change, moving around not to be too bored
MOD 8: COMMUNICATION IN ORGANIZATIONS
Communication -process of group/org. transmit info to another group
-sender ---- message----receiver
-telephone, memo, face to face, voice mail, Email, videoconferencing
Process of -differences in language
Communication? -idea---encoded----transmitted----decoding----idea received----feedback
-noise: not knowing language well, attitude, presentation, style
Verbal -voice, face to face = immediate feedback
Communication -medium richness=telephone, face to face, flyer
-no privacy
Non verbal -paralinguistics (pitch, loudness, speaking quickly)
Communication -kinesics (body movement)
-haptics (touching)
-chronemics (time, come early, forced to wait for meeting)
-iconics (trophies, diplomas in office)
-dress (professional, approacheable)
communication -face to face (disconcerning)
media -telephone (dunno smiling or not, less rich environment)
-letters, mail (might be joke, but sound serious)
-flyers
Types of -Communication networks: 1.centralized-chain, hierarchy, factory line (y, wheel)
Communication 2.decentralized-free communication, matrix network
-informal communication: outside work, people speak to CEO, orally, org. grapevine
Obstacle of -cultures, distance, rate/pace: actions define message, verbal might not be true
Communication -jokes/ insulting
-overload¡Kneed a gate keeper
Overcoming -keep language simple
Barriers of -active, attentive listener
Effective -provide way to receive feed back
Communication -avoid overload
-multiple media for complex/ important messages
-communicate good/bad news
-appropriate medium
MOD 9: POWER/INFLUENCE/LEADERSHIP in ORGANIZATION
Power: -capacity to influence behaviour of others
-distinct from social influence
-interactions among people
authority: .narrower, fewer behaviours
granted by org.
accepted by employees
Influence -rotation persuasion: project first
Strategies -inspirational appeal: people oriented, care about employees
-consultation: asking participation in planning
-ingratiation: good mood first so they like u
-exchange: promise benefits, to do job
-coalition: everyone else is doing, why not me?
-legitimating: point out authority for request
-pressure: threats, demant, intimidation
Sources of -position power personal power
Power =reward =rotational persuasion
=coersive (punish) =referent power
=legitimate =expert power
=information =charisma (look for your ideas)
organizational individual power: -resources, assistance, cooperation, information,
advancement, recognition, contacts-personal support
group power: 1. resource dependency model: -control resources
-rich get richer
2. strategic contingency model: -department control relative power
for other groups
Political -competition among employees
Behaviour -complexity and uncertainty
-need for power
-machiavellians
-locus of control
-risk seeking
strategies to minimize political behaviour: -excess resources
-strong culture/ corporate than indiv
-reduce uncertainty and complexity
political influences in performance appraisals: -improve level, promotion, max
gain, make coworkers, look for
worst
-articulate goals clearly
-link specific actions for rewards
-structure reviews with ex. Performance
-ongoing feedback vs. once a year
-policies exist in org. discuss openly
Leadership: -process of 1 indiv. Towards others for a group goals
-managers vs. leaders
definition: managers vs. leaders
-plan -set direction
-organize -align to vision
-control (behaviour) -motivate (inspire)
Theories of -traits and behaviours: ¡§great person theory¡¨ born to be leader
Leadership Male, tall, superior, physique, more energy, attractive
Intelligence, maturity, breath, inner motivation, emp. Centred
No consistent pattern: height? Sex?
-leader/follower: ability to follow leader (charisma)-own vision
galvanize their followers
high expectation
transactional, exchange work for goal
transformational
-contingency: group characteristics
a. Fiedler -group
-task
-position power
b.Hercey and Blanchard Model
c.House¡¦s Path Goth Model
d.Vroom-Jago leadership Model
-substitutes for leadership: kerr and Jermier=factors neutralize or sub leader
Miscellaneous
Leadership findings: -gender and leadership: feminization=moer respect, less competition, consulation involved
-popular press-approach
-behave like male leaders-few gender differences
-adopt male behaviours?
MOD 10: GROUPS AND TEAMWORK in ORGANIZATIONS
Group: -strong focus leader
-indiv. Accountability
-group purpose-broader org. mission
-indiv. Wor produced
-run efficient meetings
Team: -share leader roles
-indiv. And mutual accountability
-specific team purpose that team itself delivers
-collective work products
-open ended discussions
types of Groups: formal: direct members to org. goals (command, task groups)
informal:interpersonal and affiliation needs (interest, friendship, groups)
gropu structure
and processes -roles, norms, boundaries, cohesiveness
group roles: task oriented: initiating, seeking info, giving info, clarifying, elvaluating
self oriented: blocking progress, seeking recognition, dominating, distance
relations oriented: supporting, harmonizing and mediating, encouraging, participation, expressing standards, following
group norms: unwritten expectations
meeting norms
working norms
communication norms
leadership norms
consideration norms
group boundaries: who is ¡§in¡¨ who is ¡§out¡¨
symbols-uniforms
location
less defined in dispersed teams
who to interact with stakeholders
group cohesiveness: ¡§strength of group members¡¦ desires to remain part of group¡¨
causes-------------------------group cohesiveness---------consequences
-severe initiation positive: enjoy group membership
-external threats -participate in group act
-lots of time together -accept group goal
-smaller than large group neg: lose sight of goal (group think)
-isolation from of others may work against org. interest
stages of development: Forming (uncertainty), storming (conflicts develop), norming (central purpose),
performing (group fulfill role), adjourning ()
Advantage -Synergy: more job done in group rather than indiv.
Of groups -social facilitation: presence of others-arousal-form dominant response
And teams -diversity:bring greater bkgrd on given task, permit team perform better
Fulfill social needs
Disadvantages -process losses: group work, less efficient, want to get well tend to forget goal
Of groups -social loafing: more people working on task, smaller contribution made by member
And teams -groupthink: -illusion to invulnerability
-collective rationalization
-belief in inherent morality of team
-sterotypes of other groups
-direct pressure on di
-self sensorship
-illusion of unanimity
-incomplete-survey of alterations, survey of goals
Brainstorming: -no criticism
-encourage free wheeling
-piggy back ideas
-encourage many ideas
-less effective of ideas
-production blocking
-evaluation apprehension
functions-symbolic
-help build relationships between team members
nominal group technique: problem, soln independently, vote, rank
MSci 211 synergy:-in class on campus, 396 students; 66 teams, arctic survival exercise
-make decision, compared results
-synergy?-16% yes indiv? -81% better
-13% no diff -13% no
-71%no - 5% same conclude..indiv do better
common errors made: RICHARD HACKMAN
-manage indiv. but called team
-absence of direction & goals
-absence of deadlines
-overlooking importance of early success
-failing to provide resources
-assume team has required bkgrd
stages of managerial work
in creating an effective group: prework-creating performance conditions forming n buildteam
team selection: 1. consider types of tasks
-team related tasks
-technical tests
2. individual differences
-personalily (extrovert)
-concientiousness
-agreeableness
-cognitive ability
-skills and knowledge
Computer -genereate more ideas than face to face
Assisted -increased decision quality
Groups -participate
-focus on task
-took longer/less happy
-equalization effect (expertise less influential)
-make more extreme decisions
-less conformity, less opinion
-discussion les critical
-increased synergy participation
-quantity less
Electronice -how to supervise?
Performing -similar having person there in motivation
Monitoring -monitoring=poor performance
-no monitor=high performance
MOD 11: DECISION MAKING
Organizational 1.External factors: -global competition
Change -deregulation
-technical advances
2.Internal factors: -low productivity
-conflict
-strickes
-high absenteeism/turnover
It¡¦s not always good
Resistance -perceived loss/status
To change -inequitable treatment
-loss of present competencies (software upgrade)
driving force restrain
-high pay -long hrs
-interesting project -poor training
-job security -many competitors
-stock options -tight labour
-good location -short vacation
-benefits -poor supervision
Effective 1.motivating change (readiness, overcome resistance)
Change 2.creating vision (mission, outcome, condition, midpoint goal)
Management 3.develop political support(change agent power, key stakeholders, infl. Them)
4.managing transition (active planning, commitment planning, manage struct.)
5.sustaining momentum (sufficient resources, reinforce new behave., new skills)
O.D. : planned change is how people in org. function
¡§process improving organizational process¡¨
¡§application of behaviours science for org. effectiveness¡¨
Foundations of -systems theory: open systems exchange with surrounding environment
O.D. -sources of energy, materials, information, human resources
-inputs
-transforming mechanism
-ourputs
-users
-participation and empowerment: process giving power
input into decisions
participate and responsible for work
-teams and teamwork: foundation OD
synergy sum of parts, whole is greater
-parallel learning structures: -supplemental org. coexisting with usual
-microcosm larger org.
-1 or more execs. Give cluster
-deal w/ problems formal org. unable to resolve
-(steering committee, idea group, action group)
-*break free normal constraints
-applied behavioural science: behavioural science theory„³behaviour science
research
-action research: kurt leuin 1940s : 1.data collection
2.feedback of data to client
3.action planning based on data
