Summary OB and HRM, Spring 2020 PDF

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Summary OB Definition Organizational Behavior: How humans as individuals, in groups and in entire org. act due to; perception, thinking and feeling. This can be influenced by; activities/practices, processes and structures in org. system. Focus: Concrete human behavior in organizations. Goal: increase effectiveness of an organization. Importance of interpersonal skills: • A better understanding of OB helps to assess the effectiveness of managers. • Leadership and communication skills are critical to progress in prof. careers. • Better interpersonal skills lead to lower employee turnover and better-quality application from potential employees. • ‘’Places where you can work well’’ also show better financial performance Definition Organization: Social unit that functions on a comparatively continuous basis to achieve its goals. Management Functions: (Fayol) PLAN-ORGANIZE-LEAD-CONTROL Definition Manager: Person who ensures that certain goals are achieved by other people. They make decisions, allocate resources and direct the actions of others. 10. Different roles and characteristics of management activities (Mintzberg). • Interpersonal o Figurehead o Leader o Liaison • Informational o Monitor o Disseminator o Spokesperson • Decisional o Entrepreneur o Disturbance handler o Resources allocator o Negotiator Management Skills are: • Professional or technical: Knowledge you need ‘’on the job’’ • Social: Ability to motivate, work with and understand others. • Analytical competence: The intellectual/spiritual ability to analyse complex situations Effective V.S Successful Management: Effective Man. focus on Communication: Achieve results! Successful Man. focus on Networking: Successful mostly for themselves!

Why OB concepts? Economic pressure, Globalization, Diversity, Client orientation, Interpersonal Skills, Networked Org., Promoting well-being at work, creating ‘’positive’’ working environment, Strengthening ethical behavior. (Nice to know: OB à behavioral science based on the contributions of different disciplines: Psychology, Social psychology, Sociology, Anthropology) Contingency variables: Situation factors or situation-related variables are variables that moderate the relationship between an independent and a dependent variable.

Three levels of analysis: The OB Basic! (At least one question or more à EXAM)

Inputs: • Inputs or input variables are, for example, the personality of individuals, the structure of groups or the corporate culture. These variables lead to different processes. • Group structure, roles and responsibilities in teams are usually defined immediately before or after the formation of a group. • Organizational structures and cultures change over time. Processes: • Inputs or input variables can be described as the "nouns" of Organizational Behavior. Processes in this metaphor are then the "verbs". • Processes are the actions of individuals, groups and organizations that are the result of inputs (or are triggered by inputs) and that lead to specific outcomes. Outcomes, Results, Targets: • These are the key variables that you would like to explain or predict and that are influenced by other ("upstream") variables.

Important OB Targets: Attitude: Positive to negative rating that can represent people about things, people or events. Reflect how we feel about something. o Affective = feeling, Behavioral = action, Cognitive = evaluation Stress: Unpleasant psychological process, occurs in response to environmental demands. Task performance: Combination of effectiveness and efficiency, level of work performance. Org. Citizenship Behavior: Voluntary work behavior, beyond formal requirements Withdrawal behavior: Employees ‘’distance themselves’’ from the org. Group cohesion: Member mutually support and encourage each other. Group performance: Quantity and Quality of work results of a working group. Productivity: When it achieves its goals, transform inputs into outputs at low costs, requires effectiveness and efficiency. Survival of the org.: Ultimate goal and grow.

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Definitions: Job Attitude Job Satisfaction: Positive feeling about job, evaluation of its characteristics Job Involvement: Consider job as important, degree of how much a pers. identifies with job. Psychological Empowerment: Belief in the degree of influence over one’s job, competence, meaningfulness and autonomy Org. Commitment: Identify with org., its goals and vision. Less likely to withdrawal, loyalty Perceives Org. Support: degree to which employees believe the org. values their contribution and cares about their wellbeing. Higher if, rewards are fair, employees are involved in decision making and supervisors are seen as supportive. Employee Engagement: Enthusiasm for work, engaged emp. are passionate about work.

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Control questions (Unite 1) • • • • • • •

To what extent are interpersonal skills important? Give examples of management functions, roles and skills. Why is research into "Organizational Behavior" important? How should a manager "complement" his or her intuition before making decisions? What challenges do executives face when applying OB concepts? What is the relationship between attitude and behaviour? Which settings are relevant from OB perspective?

Unite 2 / Attitutes and affects Learning Objectives (Unite 2) • • • • • • •

Differentiate between emotions and moods. Identify the sources of emotions and moods. Show the impact emotional labor has on employees. Describe affective events theory. Describe emotional intelligence. Identify strategies for emotion regulation. Apply concepts about emotions and moods to specific OB issues.

Affect: Defined as a broad range of feelings that people experience. Affects can be experienced in form of emotions or moods: Definitions: •

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Emotions: caused by specific events, very fast (duration), accompanied by distinct facial expressions, action-oriented in nature, often too complex to be read from faces, 6 universal basic emotions: joy, surprise, anger, fear, sadness, disgust. Cultural norms influence how emotions are expressed. Moods: cause is often unclear, last longer than emotions, not indicated by distinct expressions, cognitive in nature, more general (positive or negative affect) The structure of Mood

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Moral emotions: Emotions that have moral implications because of our instant judgement of the situation that evokes them. We respond different to moral emotions than other emotion. (e.g. somebody is treated unfair.) Moral emotions differ between cultures.

We can’t make a decision without an affective (emotion, mood) impulse. Means we always need ‘’thinking & feeling’’ when we make a decision. Connection between emotions and rational thinking: • • • •

If we don’t feel we lose the ability of rational thinking Emotions gives us valuable information that helps us think Good decision need emotion and ratio We have emotions because they have a function for our lives

Source of influence for emotions and moods: • • • • • • • • • •

Personality: Affect intensity à how strongly people experience their emotions Time of Day Day of the week: happier toward the end of the week Weather: Illusory correlation – no effect??? (I think big effect) Stress: Worse mood Social activity: Increase positive mood Sleep: Poor sleep à negative affect Exercise: Does improve mood Age: Older try to focus more on positive things. Gender: Women tend to be more emotionally expressive, feel them intensely, longer last moods.

Emotional labor: • • • •

Felt Emotions: Individual emotions Display Emotions: Emotions that are required by the org. seen appropriate for the job. Surface acting: hiding feelings and foregoing emotional expressions because of rules Deep acting: Trying to modify true inner feelings based on display rule o Impact: Long-term emotional dissonance can end in: job burnout, declines in job performance, lower job satisfaction

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Affective events theory (AET): Employees react emotionally to things that happen to them at work and this influences job performance and satisfaction. o Emotions provide valuable insights into how workplace events influence employee’s performance and satisfaction o Do not ignore the events even if they are small

Emotional Intelligence; A person’s ability to: • • •

Perceive emotions in the self and others Understand the meaning of these Regulates one’s emotions accordingly in a cascading model

Emotions Regulation: Involves identifying and modifying the emotions we feel. Techniques: Surface acting, Deep acting, Emotional suppression, Cognitive reappraisal, social sharing and Mindfulness. Best option: recruit positive-minded individuals and train managers their moods, attitudes and performance. Concepts about emotions and moods to specific OB issues: • • • • •

Selection: Emotions and mood is a hiring factor, especially for social jobs Decision making: Positive emotions lead to better decisions Creativity: Positive mood increase flexibility, creativity and openness Motivation. Positive mood affects expectations of success. Leadership: Emotions are important to acceptance of messages from managers.

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Negotiation: Emotions can affect them Customer Service: Influences it, customers satisfaction (Emotional contagion à ,,catching emotions’’) Work-Life Satisfaction: good workday is followed by a good mood and vice versa Deviant Workplace behaviors: outcome of negative emotions. Actions that violate norms and threaten the org. Safety and Injury at work: Do not do dangerous work when you are in a bad mood.

Unite 3 / Personality and values Learning Objectives (Unite 3) • • • • • • • •

Describe personality, the way it is measured, and the factors that shape it. Describe the strengths and weaknesses of the Myers-Briggs Type Indicator (MBTI) Personality Framework and the Big Five Model. Discuss how the concepts of core self-evaluation (CSE), self-control and proactive personality contribute to understanding personality. Describe how personality affects job search and unemployment. Describe how the situation affects the prediction of behavior through personality. Contrast the final and instrumental values. Describe the differences between Person-Job-Fit and Person-Organisation-Fit. Compare the five value dimensions of Hofstede with the GLOBE framework.

Definition Personality: Describes the growth and development of the overall psychological system of a person. Personality is the total sum of the reaction and interaction modes of an individual. Determination of our personality are: Genetic disposition our Environment. Myers-Briggs Type Indicator: Is a questionnaire of 100 questions about how they feel or behave in certain situations. (Extraversion or Introversion; Sensing or Intuitive; Thinking or Feeling; Judging or Perceiving.) The results are categorized in 16 personality types. ESTJ Types are practical, realistic, logical, objective and have a talent for business. INTJ Types have a vision, pursue their dreams and ideas. Skeptical, critical, independent, stubborn. (Most studies say that the MBTI is not a valid instrument to predict a personality. Some people behave introverted in some and extraverted in other situations they are not always the same!) Big Five (OCEAN)

Correlation to professional success:

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Individuals who are reliable, careful, thorough, organized, 'hard working', performanceoriented have a higher success in most professions. At the same time: different professions require different characteristics on the respective dimensions. For example: researcher should have a high value ‘’openness’’

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Machiavellianism: o How much a person behaves pragmatically o Emotional distance from others o believes the end justifies the means o Power-conscious, manipulative tendencies Narcissism: o Arrogant, exaggerated self esteem o Need od admiration of others o Show a clear sense of entitlement Psychopathy: o Show no concern for others and no compassion o No feelings of guilt o No feeling of remorse when own action harm others Core self-evaluation: o How someone sees himself, his/her abilities, competences and values Self-control or self-monitoring: o Ability of someone to adapt its own behavior to external, situational conditions Proactive personality: o People who quickly see opportunities and take action until significant change is achieved Values: o Basic believes about what is right and wrong. E.g. Honesty, trust, freedom etc. Value system: o Values are ranked according to intensity and importance, say little about personality Terminal values: o Desirable ‘’final states of existence’’ Instrumental values: o One’s preferred ways or behaviors how to reach terminal values Meaning and organization of values: o Values are the basis to understand motivation, behavior and attitudes and influences them

Job related personality types: -Extraverted people fit into aggressive and team oriented corporate cultures. -People with high agreeableness fit into org. with social support -People with high ‘’openness to experience’’ fit into org. that emphasize innovation

Five value dimensions / Hofstede (compare )

9 cultural dimensions / GLOBE

Power distance Individualism versus collectivism Masculinity versus femininity Uncertainty avoidance Long-term versus short-term orientation

Performance Orientation Assertiveness Future Orientation Human Orientation Institutional Collectivism In-Group Collectivism Gender Egalitarianism Power Distance Uncertainty Avoidance

READ BOOK FOR MORE INFORMATION ABOUT THIS TOPIC! (Read slides page 48&49 for management tips) Control Questions / (Unite 3)

Personality is an important issue, but what are the factors that determpersonality and how is personality measured? Explain the Myers-Briggs Type Indicator (MBTI) and the advantages and disadvantages of the instrument. Apply the key features of the Big Five to a leadership position. How do the Big Five predict different behavior at work? How does the situation or the environment affect the "predictive power" of the personality in terms of behavior? Explain the extent to which values differ between generations and national cultures. Which five value dimensions of national cultures differ between Hofstede and GLOBE?

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Unite 4 / Perception and decision making Learning objectives / (Unite 4) • • • • • •

Define perception and explain what influences it. Explain the attribution theory and the three determinants of attribution. Name the shortcuts that people use when judging other people. Compare the rational model of decision with the model of bounded rationality and intuition. Describe common biases or errors in decision making. Explain how individual differences and organizational conditions affect decision-making processes.

Definition: •

Perception: A process in which individuals arrange and interpret their impressions in such way that their environment makes sense. In OB it’s important that the perception of reality and not reality itself influences the behavior of people.

Factors that influence perception: • • •

Factors in the perceiver: Attitudes, Motives, interest, Experience, Expectation Factors in the situation: Time, Work settings, Social settings Factors in the target: Novelty, Motion, Sounds, Size, Background, Proximity, Similarity

Attribution Theory (People perception) •

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If People observe the behavior of another person and they try to determine whether this behavior has an internal or external cause. o Internal: Causes that are believed to be under the personal control of the individual o External: Causes that are the result of influences outside the individual This depends in three factors: o Distinctiveness (Unterscheidbarkeit) o Consensus (Übereinstimmung) o Consistency (Konsequenz) Fundamental Attribution Error: When you observe the behavior of someone it’s likely that you underestimate the influence of external factors and overestimate the impact of internal or personal factors Self-serving bias: People tend to attribute successes to internal factors (skills or effort) and failures to external factors (bad luck or weak colleagues)

‘’Shortcuts’’ people use when they judge other people: •

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Selective Perception: o People interpret the information they get based on their interests, origin, experience and attitudes o Characteristics that make a person, object or event ‘’stand out’’ increase the likelihood of being perceived Halo-Effect: o Based on one characteristic (appearance etc.), conclusions are drawn about the entire person or its overall character. Contrast-Effect: o We don’t judge a person in isolation o Other people we have met recently influence our reaction Stereotypes: o How you judge a person based on their own idea to which group they belong o Makes it possible to reduce the complexity of the world and maintain a consistent view of it o We need to monitor ourselves against stereotypes to ensure fairness in judgement and decisions.

Rational model of decision-making: Is based on the assumption that the person who decides • • •

Possesses complete information s able to identify all relevant options without bias Selects the option that has the greatest benefit (Most decisions in reality don’t follow this model)

Steps of rational decision model:

Bounded rationality:

How it works:

Means that humans do not strive the best/optimum they just do what is needed to be satisfied. When they have a complex problem, they look for solutions that are easier to handle and understand. Individuals act under conditions of bounded rationality. They develop simplified models that reflect the essential features of reality.

Intuition: Intuitive decision making happens without realizing it. A decisive person relies on holistic associations; very different types of information are connected with each other. Intuition is ‘’emotionally charged’’. The key to good decisions lies in neither rejecting it nor relying on it alone, bit it supplementing intuition with ‘’objective’’ evidence (scientific knowledge) and good judgement. Bias and errors in decision making: • • • • • • • •

Overconfidence bias Anchoring bias Confirmation bias Availability bias Escalation of commitment Randomness error Risk aversion Hindsight bias

How to reduce them: • • • •

Focus in goals Look for information that disproves your views Do not try to create meaning from random events Increase the number of options

Factors that influence decision making:

! ! ! (For management tips read slides: 33+34) Control Questions / (Unite 4) • • • • • • •

What is perception and which factors influence it? What is attribution theory? What are the three determinants of attribution? What are the consequences of attribution theory for OB? What "abbreviations" do people often use when judging other people? What is the rational decision model? How does it differ from bounded rationality and intuition? How do you conduct a case study and resolve a “make or buy” decision? Which biass/errors are common in decision making? How do individual differences and organizational conditions influence decision making?

Unite 5 / Motivation Learning objectives / Unite 5 • • • • • •

Describe the three core elements of motivation. Evaluate the applicability of early motivation theories. Describe the goal theory, the self-efficacy theory and the reinforcement theory. Explain the connection between the issue of "organisational justice" and the "equity theory". Use the ex...