Organizational Behaviour

-       Instrumental Motivation (Extrinsic): behavior will lead to positive outcomes (pay, promotion, bonuses)

-       Self-Concept External Motivation: individuals are other-directed (seek affirmation, acceptance of others)

-       Self- Concept Internal Motivation: individuals are inner directed (set values, competencies, standards to become ideal selves)

-       Goal Internalization: Individuals adopt attitudes, behaviors congruent with personal values systems (belief in the cause)

-       Intrinsic Process Motivation: Work itself is motivating as people enjoy doing it

Why: purpose, cause or belief --> very reason that organization exists

How: How does organization do what they do

What: Goods and services organization produces

1.  uniquely yours

2. completely inspires you --> power of Pull (attract and retain talent)

3. Neither narrow nor technology specific --> Changes internal politics to external impact

4. Aimed at heart and mind

5. declared with sincerity and confidence --> keeps you and leadership team focused during growth or stress

- mediating variable: how, why?

- moderating variable: what accounts for individual differences?

5 Core job dimensions:

- Skill Variety

- Task Identity

- Task Significance

- Autonomy

- Feedback

- Job Rotation

- Job Enrichment

- Job Enlargement

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