Organizational Behavior

Degree to which memebers are attracted to each other and are motivated to stay in a group. 

Performance related norms and cohesivness increase the productivity of a group. 

• the amount of time spent together
• severity of initiation (the more difficult it is to become part of a group the more cohesive this group will be)
• group size (the group mustn't be to big because the forming of cliques can occur)
• gender of members (women are more cohessive than men)
• external threats (if the group is under attack cohisevness will increase)
• previous success (success attracts and unites members)

1. sill
2. maintenance
3. tasks
4. goals, rewards and resources 
5. technology 
6. diversity (more creative but more conflict)
7. group size (5-7 is ideal)

1. Commitment (Engagement)
2. Competence
3. Common goal

• Teams can fail on the individaul and on the organizational levels.
• Failure on the individual level is often due to: - unclear roles, lack of leadership (or poor leadership), insufficient or meaningless rewards
• Failure on the organizational levels: - unclear instructions, lack of information, the mechansms that hold the team accountable failed - lack of management support

a capacity that A has to influence the behavior of B so that B does things he or she would not do otherwise. 

if there is power there is also dependency.

The more dependent B is on A the more power A has over B

Dependenxy is determined by the alterntives that are perceived. 

formal power

- Coercive power is dependent on fear (punishments)

- reward power (promotions, recognition, etc.)

- legitimate power (uses formal authority and acces to an organizations resources)

personal power

- expert power (is based on knowledge, specialist skill and information

- referent power ( is based on identifying with a person who has desirable resources or personal traits)

Research has shown that personal power is more effective for organizations. 

1. self-descriptions
2. conformity
3. giving accounts
4. acclaiming
5. apologies
6. flattery
7. favors

1. reason
2. friendliness
3. coalition
4. bargaining (exchanging benefits)
5. assertiveness
6. higher authoroty
7. sanctions

• build an image of success
• develop a network
• be a knowledge worker
• limit access to information
• create onligation in others
• indentify with powerful people

• How uniform are organizations culture?
• Organizations generally have (dominant culture / subclutures)
• How strong / weak is an organizations culture? - strong cultures increase cohesivness (loyalty and commitment)

The organisations HR practices:

•  selection
• evaluation
• compensation
• training
• promotion

Top managers communication style, dress, willingnes to take risk

Socializations: how new emplyees are taught the values of the organization

• throught stories
• through rituals
• through material / symbols
• through language

• Habits
• Security
• Economic reasons
• Fear
• Selevtive information precessing (we tend to hear what we want to hear in order to maintain beliefs, values, etc.  we ofte avoid information that challenges the world we have created for oursleves.)

A planned social unit

At least two people

a permanent arrangement

shared goals

Manufacturing:

-people work largely with machinery and systems

-planning, organizing, leading, controlling

-less creative

Services

-people mostly work / interact with others

-unserstandin people is what counts

-less defines

to help managers explain, predict and control behaviour in order to:

-increase productivity 

-increase job satisfaction

-reduce absenteeism (being physicall there but mentally absent)

-reduce employee turnover (Fluktuation)

- values

-attitudes

-perception (Vorstellung/Empfindung/Wahrnehmung)

-learning

• power distance
• indiviualism versus collectivism
• quantity versus quality
• uncertainty avoidance (Unsicherheitsvermeidung)
• Long-term versus short-term orientation

yes, but it depends on the kind of job!

simple/repetitive jobs do not lead to more productivity - complex jobs do!

Insonsistencies between a person's expressed attidues and actual behavior.

People generally try to reduca such dissonance because it leads to conflicts. (Oppurtinitäskosten)

• mentally challenching work
• Equitable (fair) rewards
• supportive / conductive work conditions
• supportive colleagues

Perceptions are what you believe to be true. We interpet what we see and call it reality.

• Factors inside the perceiver (attitudes, peronality, interests, experiences, expectations)
• Characteristics of the object/target 
• the context in whis we see objects or event

The trasfer of goodwil or positive feelings about one characteristic (such as pleasing appearance) of a product or person to another, possibly unrelated, characteristics (such as performance). Contrasts with devil's horns.

Horn effect is the contrary!

.

 

• we are always learning whether we want to or not
• we tend to repeat a behavior that is followed by favorable expereinces (and vise versa)