Organizational Behaviour

Suggested Actions to enrich a job:

Combine tasks: Skill variety, task identity

Form natural work units: Task identity, task significance

Establish client relationships: skill variety, feedback, Autonomy

Expand jobs vertically: Autonomy

Open Feedback channels: Feedback

1. Flextime: Temporal Flexibility (flexible workhours)

- Annual hours contract, part-time working, compressed workweek, flextime, sabbatical

2. Job sharing: allows two or more individuals to split a job

- e.g. Employee A: from 8am to 12.30, Employee B: from 1pm to 5.30

3. Telecommuting (at least two days a week), Remote work: Spatial Flexibility

- homeoffice on computer linked to office

typical telecommuting jobs: Routine Informationhandling tasks, mobile activities

- process using employees' input to increase their commitment to organizations success

1. Participative management

- joint decison making, trust and confidence in leaders --> studies of participation performance yielded mixed results

2. Representative participation

- workers represented by small group of employees (Work councils, board representatives)

- having followers

- making, implemeting difficult decisions

- ability to influence, motivate others to make org. succesfull

- influence individuals, group to achieve goal, vision

- is a process, not a person

Goal compatibility:

L: requires goal compatibility with followers

P: does not require it, only follower dependence

Direction of Influence:

L: upward

P: downward

Research Focus:

L: leadership style, relationships with followers

P: power tactics for gaining compliance

M: sociotechnical system (an organization): processes, planning, problem-solving

L: taking organization into the future: vision, empowerment (not about attributes, about behavior)

Direct: face-to-face, email, direct interaction

Indirect: via structures, processes, rules & regulations, culture & values

- consider personal qualities that differentiaties leaders from non-leaders

for example:

- Big Five Personality Model

- "Dark Triad"

- Emotional Intelligence (perceive emotion in self and others, understand meaning of emotions, regulate emotions)

- extraverted, asserting

- disciplined, able to keep commitments, conscientious

- creative, felxible

- emotionally intelligent (empathy)

- Theories proposing that specific behaviors differentiate from leaders to nonleaders

--> we can "train" people to be leaders

e.g. GLOBE studies: Culturally Endorsed Leadership

- Michigan Studies:

Employee oriented: interpersonal relations, accept indiv. differences

Job/task oriented: techniscal or task aspects, people are means to an end

1. Charismatic/Value-Based Leadership

2. Team- Oriented Leadership

3. Participative Leadership

(not exam relevant:)

4.Humane-Oriented Leadership

5. Autonomous Leadership

6. Self- Protective Leadership

Distinction between Democratic (subordinate-centered) and Autocratic (boss-centered) Leadership

Boss-centered: Large use of Authority by manager

Subordinate-centered: Large Area of Freedom for subordinates

- measures complexity and interaction between leaders and followers

Volatility, Uncertainty, Complexity, Ambiguity

1. Vision and articulation (able to express idealized goal to others)

2. Personal Risk (willing to take on high risk to achieve vision)

3. Sensitive to follower needs (Perceive and respond to others feeling and needs)

4. Unconventional behavior (behavior perceived as new)

1. Articulate an appealing vision

2. Convey a new set of values

3. Develop vision statement

4. demonstrate courage and conviction about vision

--> followers catch th emotion their leader carries

--> effective when people sense a crisis, are under fear or stress

Dark Side: when leader's personal goals override the goals of organization

Contingent Reward: promises exchange of reward for effort

Management by Exception: looks for deviations from rules and takes correct action (active), invervenes only if standards are not met (passive)

Laissez-Faire: Abdicates responsibilities, avoids making decisions

- Idealized Influence: provides sense of mission, pride, respect and trust

- Inspirational Motivation: high expectation, uses symbols to focus efforts

- Intellectual Stimulation: promotes intelligence, rationality, problem solving

- Individualized Consideration: pays personal attention indivually, coaches, advises

works through...

- creativity, theirs and others

- decentralization of responsibility

- compensation towards long-term results

- Agreement among top managers about organizations goals

- follower self-efficacy ("can do it" spirit")

--> isn't equally effective in all situations, greater impact in smaller, private firms

- usually organizations success/failure is due to factors outside the leaderships influence

The model showes us how Inputs get transformed into Processes, which then turn into Outcomes. All Outcomes then return to influence our inputs

1. inputs, 2. Processes and 3. Outcomes each have three levels:

Individual level: 1. Personality, 2. Emotions and Moods, 3. Attitudes and Stress

Group level: 1. Group structure, 2. Communication, 3. Group functioning

Organizational Level: 1. Culture, 2. Change Practice, 3. Survival

It is a way to shorten product development cycles and to rapidly dicover if a business concept is viable

-->less costs, better quality through empowerment and motivation

Personality is the sum of ways an individual might react to and interacts with other.

Trains are characteristics that describe an individuals behavior

Influences:

- Nature: Genetics

- Nurture: Environment

Heredity: the passing on of physical or mental characteristics genetically from one generation to another

Psychometrics: = systematic testing, measurement & assessment of intelligence, personality, aptitudes etc.

Reliability: the degree of consistent results an assessment delivers when repeated

Predictive validity: assessment scores accurately predict behaviors such as job performance for example

The Barnum effect in psychology refers to the gullibility of people when reading descriptions of themselves

Openness to experience: More flexible and autonomous --> More adaptable to change

Conscientiousness: greater effort and persistence  --> higher performance

Extroversion: greater social dominance --> enhanced leadership

Agreeableness: better liked --> higher performance

Neuroticism (Emotional Stability): less negative thinking and emotions --> higher job and life satisfaction

1.     Machiavellianism: conquer, winner, corrupt, unethical, goal oriented

2.     Narcissism: Arrogant, entitled

3.     Psychopathy: unempathetic, don't feel the pain they inflict, unremorsful

- Core self-evaluation: to truly know myself (strengh, weakness)

- Self-Monitoring: adjustment of behavior

- Proactive Personality: showing initiative

Detail Orientation Required: (concientiousness) high: accountant, low: Masseusse

Social Skill Required: (extraversion, agreeableness) high: therapist, low: Technician

Competitve Required: (concientiousness, agreeableness) high: Sales rep., low: Historian

Innovation Required: (openness to experience) high: Product developer, low: Archivist

Dealing with angry People Required: (Agreeableness, Neuroticism, Extroversion) high: flight attendent, low: bioligist

Time Pressure Required: (concienciousness, Neurotisiscm) high: Editor, low: fitness trainer

- Values represent belief systems

- have judgmental element and carry individuals ideas about righ and wrong

Trust, Loyalty, Honesty, Freedom, Fun, Modesty, Team Spirit etc.

1. Performance Orientation

2. Assertiveness

3. Future Orientation

4. Humane Orientation

5. Institutional Collectivism

6. In-Group Collectivism

7. Gender Egalitarianism

8. Power Distance

9. Uncertainty Avoidance

Eastern Europe, Latin America, Latin Europe, Confucian Asia, Nordic Europe, Anglo, Sub-Saharan Africa, Southern Asia, Germanic Europe, Middle East

- Realistic, Investigative, Artistic, Social, Enterprising, Conventional

- individuals are most effective when their values, needs, and interests are aligned

--> employee commitment, satisfaction, retention, organizational performance and individual health

- Process indiviudals organize and interpret impressions to give meaning to environment --> behaviours are based on perception of reality and not reality itself

Influences:

Perceiver: Attitude, Motive, Experience

Situation: Time, work setting, social setting

Target: Motion, Sound, Size

Attribution theory determines wheather behavior is caused:

Internally (under personal control of individual) or

externally (results from outside causes)

Determination factors:

1.     Distinctiveness (different behavior in different situations): high external, low internal

2.     Consensus (everyone responds the same): high external, low internal

3.     Consistency (consistent in persons action): high internal, low external

Type 1: Fundamental attribution level

when judging others, we tend to…

-       Underestimate the influence of external factors

-       Overestimate the influence of internal, personal factors

Type 2: Self-serving bias

When judging ourselves, we tend to…

-       Attribute our own successes to internal factors

-       Put blame for failures on external factors (e.g. bad luck)

Selective Perception: interpretation on the basis of interests, background, experience and attitudes

Halo Effect: Drawing a general impression about a person on basis of a single characteristic

Contrast Effects: We do not evaluate a person in isolation, a reaction to one person is influenced by other persons we have recently encountered

Stereotype: Judging someone based on our perception of the group to which he or she belongs

Application in: employment interview, Performance expectation (self-fulfilling prophecy), performance evaluation

Decisions are choices made from two or more alternatives.

Link:

• Decisions require us to interpret and evaluate information

--> our perception filters the available information

• When developing alternatives …

--> our perception processes will weigh the outcome

1. Rational Decision Making: (Pro/con list, prudential algebra/numerical weight)

define Problem, identify decision criteria, allocate weights to criteria, develop alternative, evaluate alternative, select best alternative

2. Process of bounded Rationality:

 - choices constrained by earlier choice, facts are undiscovered, ignored

- looking for a search that is "good enough", satisfactory and sufficient

3. Intuition:

-       it relies on holistic associations, or links

-       between disparate pieces of information

-       is fast

-       emotionally charged

-       "System 1“: fast, instinctive and emotional

-       "System 2": slower, more deliberative and more logical