Organizational Behavior

Attraction-Selection-Attrition (ASA) Framework 2-10

(E) Eplison of employee personalities = organizational personality Individuals with similar personalities tend to be attracted to an organization (attraction) and hired by it (selection) and individuals with other types of personalities tend to leave the organization (attrition) The ASA framework, developed by Ben Schneider, proposes how personality determines the nature of whole organizations. When organizations hire new employees, they implicitly size up the extent to which prospective hires fit in with the organization. People who are creative and like to take risks will tend to be hired such organizations.

Consequences of Job Satisfaction 3-33

*Organizational Citizenship Behavior (OCB) *Employee Well-Being OCB is behavior that is above and beyond the call of duty. The behavior is not required of organizational members but is nonetheless necessary for organizational effectiveness and survival. Employees have considerable discretion over whether or not they engage in acts of OCB. Satisfied workers are more likely to engage in this behavior than dissatisfied workers. Dennis Organ of Indiana University suggests that OCB behaviors are reciprocal behaviors—they are giving back to a company that treats them well. Job satisfaction leads to improved physical and mental health and saves money through reduced health-care costs and improved productive time at work. Satisfied workers are more likely to have strong well-being than dissatisfied workers.

Theories of Job Satisfaction 3-20

*The Facet Model *Herzberg's Motivator-Hygiene Theory *The Discrepancy Model *The Steady-State Theory Each theory of job satisfaction takes into account one or more of the four main determinants of job satisfaction (personality, values, the work situation, and social influence).

A Measure of Self-Monitoring 2-26

- I find it hard to imitate the behavior of other people.* - At parties and social gatherings, I do not attempt to do or say things that others will like.* - I can only argue for ideas that I already believe.* - I can make impromptu speeches even on topics about which I have almost no information. - I guess I put on a show to impress or entertain others. Exhibit 2.9 has 18 items in total. Please note that the full measure is not presented in the slide. Respondents should indicate whether each statement is true or false for them personally. The statements marked with an * indicate someone is high on self-monitoring when they are marked false whereas the remaining statements indicate a high self-monitor when marked true.

Crisis Management Decisions 1-22

-Creating teams to facilitate rapid decision making and communication -Establishing the organizational chain of command and reporting relationships necessary to mobilize a fast response -Recruiting and selecting the right people to lead and work in such teams -Developing bargaining and negotiating strategies to manage conflicts that arise whenever people and groups have different interests and objectives Organizational behavior has an important role to play in helping people and organizations respond to such crises for it provides lessons as to how to manage and organize the resources needed to respond to a crisis. How well managers make these decisions determines how quickly an effective response to a crisis can be implemented, and sometimes can prevent or reduce the severity of the crisis itself.

An Open Systems View of Organizational Behavior 1-16

-INPUT STAGE -organization obtains inputs from its environments -CONVERSION STAGE - organization transforms inputs to obtain new supplies of inputs -OUTPUT STAGE - organization releases outputs to its environment In an open system, an organization takes in resources from its external environment and converts or transforms them into goods and services that are sent back to that environment, where they are bought by customers. The activities of most organizations can be modeled using the open-systems view. Consider asking students to apply the open systems model to a company's processes. The system is said to be open because the organization draws from and interacts with the external environment to secure resources, transform them, and then sell the products created to customers.

Four Functions of Management 1-12

1. Planning - Decide on organizational goals and allocate and use resources to achieve those goals 2. Organizing - Establish the rules and reporting relationships that allow people to achieve organizational goals 3. Controlling - Evaluate how well the organization is achieving goals and take action to maintain, improve, and correct performance 4. Leading - Encourage and coordinate individuals and groups so that they work toward organizational goals OB and Planning: The study of OB reveals how decisions are made in organizations and how politics and conflict affect the planning process. It shows how group decision making and biases can affect planning. OB and Organizing: OB offers guidelines on how to organize employees to make the best use of their skills and capabilities. OB and Leading: The study of different leadership methods and of how to match leadership style to the characteristics of the organization and all its components is a major concern of OB. OB and Controlling: The theories and concepts of organizational behavior allow managers to understand and accurately diagnose work situations in order to pinpoint where corrective action may be needed.

Four Principles of Scientific Management 1-27 / 28

1. Study the way employees perform their tasks, gather informal job knowledge that employees possess, and experiment with ways of improving the way tasks are performed 2. Codify the new methods of performing tasks into written rules and standard operating procedures 3. Carefully select employees so that they possess skills and abilities that match the needs of the task, and train them to perform the task according to the established rules and procedures 4. Establish an acceptable level of performance for a task, and then develop a pay system that provides a reward for performance above the acceptable level To discover the most efficient method of performing specific tasks, Taylor studied and measured the ways different employees went about performing their tasks. He used time and motion studies. Once he understood the existing method of performing a task, he would experiment with ways to increase specialization. He advocated that once the best method was found for performing a particular task, it should be recorded so that it could be taught to all employees performing the same task. Employees who could not be trained to the level required were transferred to a job where they were able to reach the minimum required level of proficiency. Taylor advocated that employees should benefit from any gains in performance. They should be paid a bonus and receive some percentage of the performance gains achieved through the more efficient work process.

Challenges for OB 1-17

1: Changing Social/Cultural Environment 2: Evolving Global Environment 3: Advancing Information Technology 4: Shifting Work/Employment Relationships

Biases in Perception Pt 1 4-22

A bias is a systematic tendency to use or interpret information about a target in a way that results in inaccurate perceptions When bias and problems in person perception exist, perceivers form inaccurate perceptions of a target. In turn, when perceptions are inaccurate, decisions are likely to be inappropriate: An incompetent subordinate gets promoted, or a competent job candidate receives a negative rating from an interviewer. Managers, coworkers, and subordinates who are aware of biases and problems in person perception are in a good position to prevent them from affecting their subsequent behavior and decisions.

Code of Ethics 3-8

A code of ethics is a set of formal rules and standards, based on ethical values and beliefs about what is right and wrong, that employees can use to make appropriate decisions when the interests of other individuals or groups are at stake Whistleblowers Recent corporate scandals from companies such as WorldCom, Enron, Tyco, Adelphia, and ImClone have brought more attention to ethical decision making and codes of ethics. The Managing Ethically insert addresses the failure of Enron's code of ethics. The Sarbannes-Oxley Act requires that organizations have ethics programs in place. Whistleblowers are people who inform those in positions of authority of any wrongdoing, illegal behavior, or unethical behavior in an organization. A good point of discussion is the risks taken by whistleblowers.

Ambiguity 4-16

A lack of clearness or definiteness As the ambiguity of a target increases, it becomes increasingly difficult for a perceiver to form an accurate perception When the nature of the target is clear, different perceivers have little difficulty forming similar perceptions of the target that are close to its real nature. But when a target is ambiguous, the perceiver needs to engage in more interpretation to form a perception of the target. The more ambiguous a target is the more potential there is for errors in perception.

Role

A role is a set of behaviors or tasks a person is expected to perform because of the position he or she holds in a group or organization. One researcher, Henry Mintzberg, has identified ten roles that managers play as they manage the behavior of people inside and outside the organization (such as customers or suppliers).

Managerial Skills 1-15

A skill is an ability to act in a way that allows a person to perform well in his or her role. Managers need all three types of skills to perform their organizational functions and roles effectively. CONCEPTUAL SKILLS refer to the ability to analyze and diagnose a situation and distinguish between cause and effect. HUMAN SKILLS refer to the ability to understand, work with, lead, and control the behavior of other people and groups. TECHNICAL SKILLS refer to job-specific knowledge and techniques.

Determining Satisfaction with the Discrepancy and Facet Models 3-26

A) How much (enter job facet) do you currently have at your job? B) How much (enter job facet) do you think your job should have? The difference between A and B indicates the level of satisfaction with that facet The differences are summed for an overall satisfaction score. Managers should ask employees what they want their jobs to be like. This information can help managers make meaningful changes to the work situation.

Determinants of Absence from Work 3-31

ABILITY to attend work is affected by *Illness and accidents *Transportation problems *Family responsibilities MOTIVATION to attend work is affected by *Job satisfaction *Organization's absence policy *Other factors Richard Steers and Susan Rhodes provided a model of absenteeism that helps to explain why employees who are satisfied with their jobs are less likely to be absent. They propose that employee attendance is a function not only of employees' motivation to attend but also of their ability to attend. Job satisfaction is only one of the many factors that affects motivation to attend.

Cognitive Abilities 2-32

Ability to see relationships Ability to remember Spatial ability Perceptual ability Verbal ability Numerical ability Reasoning ability Deductive ability Like personality, cognitive ability and physical ability are both determined by nature and nurture. General intelligence is determined by the genes we inherit from our parents and by situation factors.

Mobley's Model of the Turnover Process 3-32

According to this model, job satisfaction triggers the whole turnover process. Job dissatisfaction leads to thoughts of quitting. Other factors eventually come into play and help to determine whether the employee actually quits. The model does not apply to employees who impulsively quit.

Impression Management 4-18

An attempt to control the perceptions of impressions of others. People at all levels of an organization engage in impression management. Targets are especially likely to use impression management tactics when interacting with perceivers who have power over them and on whom they are dependent for evaluations, raises, and promotions. Individuals who are high in self-monitoring are more likely than individuals who are low in self-monitoring to engage in impression management tactics.

Impression Management Tactics 4-19

BEHAVORIAL MATCHING: The target of perception matches his or her behavior to that of the perceiver. A subordinate tries to imitate her boss's behavior by being modest and soft-spoken because her boss is modest and soft-spoken. SELF-PROMOTION: The target tries to present herself or himself in as positive a light as possible. A worker reminds his boss about his past accomplishments and associates with co- workers who are evaluated highly. CONFORMING TO SITUATIONAL NORMS: The target follows agreed-upon rules for behavior in the organization. A worker stays late every night even if she has completed all of her assignments because staying late is one of the norms of her organization. APPRECIATING OR FLATTERING OTHERS: The target compliments the per- ceiver. This tactic works best when flattery is not extreme and when it involves a dimension important to the perceiver. A coworker compliments a manager on his excellent handling of a troublesome employee. BEING CONSISTENT: The target's beliefs and behaviors are consistent. There is agreement between the target's verbal and nonverbal behaviors. A subordinate delivering a message to his boss looks the boss straight in the eye and has a sincere expression on his face.

Causes of Salience 4-21

BEING NOVEL: Anything that makes a target unique in a situation. Example: Being the only person of a particular age, sex, or race in a situation BRING FIGURAL: Standing out from the background. Example: Being in a spotlight, sitting at the head of the table, wearing bright clothes BEING INCONSISTENT: Behaving or looking in a way that is out of the ordinary Example: A normally shy person who is the life of the party

Factors That Influence Perception 4-11

Characteristics of the Perceiver: *Schemas *Motivational State *Mood Characteristics of the Target: *Ambiguity *Social Status *Use of Impression Management Characteristics of the Situation: *Additional Information *Salience

The Nature of Personality 2-7

Develops over a person's lifetime Generally stable in the context of work Can influence career choice, job satisfaction, stress, leadership, and even performance Because personality accounts for observable regularities in people's attitudes and behaviors, it would seem reasonable to assert that it would account for such regularities at work. A substantial body of literature in psychology and a growing set of studies in organizational behavior suggest that personality is useful for explaining and predicting how employees generally feel, think, and behave on the job. Personality has been shown to influence several work-related attitudes and behaviors, including job satisfaction, the ability to handle work-related stress, the choice of a career, and leadership.

.Diversity Challenges 1-19 / 20

Diversity is differences resulting from age, gender, race, ethnicity, religion, sexual orientation, and socioeconomic background, and capabilities/ disabilities. The increasing diversity of the workforce presents three challenges for organizations and their managers: a fairness and justice challenge, a decision-making and performance challenge, and a flexibility challenge. A goal to increase diversity can strain an organization's ability to satisfy the aspirations of at least part of its workforce. Actively recruiting and promoting minorities can lead to difficult equity issues. How can organizations benefit from the attitudes and perspectives of people with diverse backgrounds? The third diversity challenge is to be sensitive to the needs of different kinds of employees and to try to develop flexible employment approaches that increase their well-being. Examples include new benefits packages customized to needs of different groups of employees (e.g., domestic partner benefits), flextime, job sharing, and mentoring. Exhibit 1.7 illustrates the characteristics used to define the bases of diversity. Companies are taking several approaches to deal with a diverse workforce. Examples of some of these approaches include the following: * New benefits packages customized to the needs of different groups of employees, such as single employees with no children and families, gays in long-term committed relationships, and employees caring for aged parents. * Flexible employment conditions (such as flextime) that give employees input into the length and scheduling of their workweek. * Arrangements that allow for job sharing so that two or more employees can share the same job (to take care of children or aged parents, for example). * Designing jobs and the buildings that house organizations to be sensitive to the special needs of handicapped employees (and customers). * Creating management programs designed to provide constructive feedback to employees about their personal styles of dealing with minority employees. * Establishing mentoring relationships to support minority employees. * Establishing informal networks among minority employees to provide social support.

Challenge 4. Shifting Work/Employment Relationships 1-24

Downsizing Empowerment and Self-Managed Teams Contingent Workers Outsourcing Downsizing is the process by which organizations lay off managers and workers to reduce costs Empowerment is the process of giving employees throughout an organization the authority to make important decisions and be responsible for their outcomes. Self-managed team are work groups who have been empowered and given the responsibility for leading themselves and ensuring that they accomplish their goals. Contingent workers are people who are employed for temporary periods by an organization and who receive no benefits such as health insurance or pensions. Outsourcing is the process of employing people and groups outside the organization to perform specific jobs or types of work activities that used to be performed by the organization itself. This is accomplished sometimes by freelancers - independent individuals who contract with an organization to perform specific tasks. Downsizing, empowered self-managed teams, the employment of part-time contingent workers, and outsourcing are ways in which organizations are changing organizational behaviors and procedures to battle effectively against domestic and global competitors.

The Steady-State Theory of Job Satisfaction 3-27

Each worker has a typical or characteristic level of job satisfaction, called the steady state or equilibrium level. Different situational factors or events at work may move a worker temporarily from this steady state, but the worker will eventually return to his or her equilibrium level. The finding that job satisfaction tends to be stable over time supports the steady-state view. The influence of personality on job satisfaction is also consistent with the steady-state approach. One implication is that improving the work situation may increase job satisfaction only temporarily. After a period of time, job satisfaction may return to former levels. Some job facets may lead to longer-lasting changes than others.

Components of Organization Behavior 1-9

Exhibit 1.3 illustrates how the text covers the three levels of organizational behavior. Part One includes chapters 2-9. Part Two includes chapters 10-15. Part Three includes chapters 16-18. Part One emphasizes individuals in organizations, but the effects of group or team characteristics and processes (such as communication and decision making) on organizational behavior also need to be understood. A group is two or more people who interact to achieve their goals. A team is a group in which members work together intensively and develop team-specific routines to achieve a common group goal. A virtual team is a group whose members work together intensively via electronic means using a common IT platform, and who may never actually meet. The number of members in a group, the type and diversity of team members, the tasks they perform, and the attractiveness of a group to its members all influence not just the behavior of the group as a whole but also the behaviors of individuals within the group.

Locus of Control 2-24

External Locus of Control: Describes people who believe that fate, luck, or outside forces are responsible for what happens to them Internal Locus of Control: Describes people who believe that ability, effort, or their own actions determine what happens to them When people with an internal local of control perform well, they are likely to attribute their performance to qualities within themselves such as effort and ability. Those with an external locus of control will tend to attribute good performance to luck. Internals tend to require less supervision than externals.

Comparison of Intrinsic and Extrinsic Work Values 3-7

Extrinsic Values *High pay *Job security *Job benefits *Status in wider community *Social contacts *Time with family *Time for hobbies Intrinsic Values *Interesting work *Challenging work *Learning new things *Making important contributions *Responsibility and autonomy *Being creative Intrinsic work values are values that are related to the nature of work itself. Employees with strong intrinsic values will want jobs that use their skills and abilities. Extrinsic work values are those that relate to the consequences of work. Those who primarily value work as a means of earning money and providing economic security have extrinsic work values.

The Big Five Model of Personality 2-11

Extroversion Neuroticism Agreeableness Conscientiousness Openness to Experience The above illustrates the five dimensions of the Big Five Model of Personality and the specific traits linked to each dimension. Each dimension is a continuum. Thus, a person can be high, low, average, or anywhere in between on the continuum for each trait. Each trait is discussed further in the following slides.

A Short History of Organizational Behavior 1-25

F.W. Taylor and Scientific Management Mary Parker Follett Hawthorne Studies Theory X and Y The systematic study of OB began in the closing decades of the nineteenth century after the industrial revolution.

The Functionality of Schemas 4-13

FUNCTIONAL: Help to make sense of sensory input, choose what information to pay attention to and what to ignore, and guide perceptions of ambiguous information DYSFUNCTIONAL: Can result in inaccurate perceptions Schemas do help us learn about and adapt to a complex environment but can also result in inaccurate perceptions. We have to guard against the common tendency to jump to incorrect conclusions based on our past experiences.

The Hawthorne Studies 1-30

Factors influencing behavior: Attention from researchers Manager's leadership approach Work group norms The "Hawthorne Effect" Hawthorne Works of the Western Electric Company; 1924-1932 Initiated as an attempt to investigate how characteristics of the work setting affect employee fatigue and performance (i.e., lighting) Found that productivity increased regardless of whether illumination was raised or lowered The Hawthorne Studies refers to a series of studies conducted from 1924 to 1932 at the Hawthorne Works of the Western Electric Company. The study was initiated to investigate how the level of lighting would affect employee fatigue and performance. The researchers conducted an experiment in which they systematically measured employee productivity at various levels of illumination. However, no matter whether the lighting was raised or lowered, productivity increased. The researchers were puzzled and invited Elton Mayo to assist them. Mayo proposed the use of the relay assembly test to investigate other aspects of the work context on job performance. Eventually, they found that the employees were responding to the increased attention from the researchers. The Hawthorne Effect suggested that the attitude of employees toward their managers affects the employees' performance. Elton Mayo and F.J. Roethlisberger found that employees adopted norms of output to protect their jobs. Those who performed above the norms were called ratebusters and those who performed below the norms were called chisellers. Workgroup members discipline both in order to create a fair pace of work.

Organizational Commitment 3-34

Feelings and beliefs about the employing organization as a whole AFFECTIVE COMMITMENT CONTINUANCE COMMITMENT Affective commitment is more positive for organizations than continuance commitment. Affective commitment exists when employees are happy to be members of an organization, believe in and feel good about the organization and what it stands for, are attached to the organization, and intend to do what is good for the organization. Continuance commitment exists when employees are committed not so much because they want to be but because they have to be. Continuance commitment occurs when the costs of leaving the organization are to great. Affective commitment shows a weak, negative relationship to absenteeism and lateness. A stronger negative relationship exists between affective commitment and turnover. Employees with high affective commitment are more likely to perform organizational citizenship behaviors.

Herzberg's Motivator-Hygiene Theory of Job Satisfaction 3-22

Focuses on the effects of certain types of job facets Everyone has two sets of needs or requirements Motivator Needs Hygiene Needs According to Herzberg, an employee can experience job satisfaction and dissatisfaction at the same time. An employee can be satisfied because motivator needs are being met by having challenging work, but be dissatisfied because hygiene needs are not being met. Motivator needs are associated with the actual work itself and how challenging it is. The related job facets are interest level of work, autonomy, and responsibility. Hygiene needs are associated with the physical and psychological context in which the work is performed. The related job facets are physical working conditions, pay, and security.

Self-Monitoring 2-25

High self-monitors strive for socially acceptable behavior and are good at impression management. Low self-monitors are guided by their own attitudes and beliefs and are not concerned with what others think. High self-monitors may perform well in jobs such as sales or consulting because they modify their behavior to be appropriate for whomever they are interacting with. Low self-monitors may be especially adept at providing open, honest feedback and playing devil's advocate in decision-making groups.

A Measure of Agreeableness 2-18

How accurately does each statement describe you? - I am interested in people. - I am not really interested in others.* - I sympathize with others' feelings. - I insult people.* - I have a soft heart. - I am not interested in other people's problems.* Respondents should indicate whether each statement is very inaccurate (1), moderately inaccurate (2), neither (3), moderately accurate (4), or very accurate (5) in describing themselves. The statements marked with an * are reverse-scored (1=5, 2=4, 4=2, and 5=1). Note that all the measures in the Exhibit are not included in the slide.

A Measure of Neuroticism 2-16

How accurately does each statement describe you? - I often find myself worrying about something. - My feelings are hurt rather easily. - Often I get irritated at little annoyances. - I suffer from nervousness. - My mood often goes up and down. - I sometimes feel "just miserable" for no good reason. Please note that Exhibit 2.6 in the text uses 14 statements but only 6 are presented on the slide. The scale is True or False. The level of neuroticism is equal to the number of items answered true. Remind students that the term neurotic refers to a person with a psychological problem, but neuroticism is a trait that is normal. All psychologically healthy individuals possess neuroticism to a certain degree.

A Measure of Extraversion 2-14

How accurately does each statement describe you? - It is easy for me to become enthusiastic about things I am doing. - I often feel happy and satisfied for no particular reason. - I live a very interesting life. - Every day I do some things that are fun. - I usually find ways to liven up my day. - Most days I have moments of real fun or joy. Respondents should indicate True for statements that are true or mostly true and False for those that are false or mostly false. The level of extraversion is equal to the number of items answered True. Note that all the measures from the Exhibit are not included in the slide.

A Measure of Conscientiousness 2-20

How accurately does each statement describe you? I am always prepared. I leave my belongings around.* I pay attention to details. I make a mess of things.* I get chores done right away. I often forget to put things back in their proper place.* Respondents should indicate whether each statement is very inaccurate (1), moderately inaccurate (2), neither (3), moderately accurate (4), or very accurate (5) in describing themselves. The statements marked with an * are reverse-scored (1=5, 2=4, 4=2, and 5=1). Note that all statements from the Exhibit in the text are not included on the slide.

A Measure of Openness to Experience 2-22

How accurately does each statement describe you? I have a rich vocabulary. I have difficulty understanding abstract ideas.* I have a vivid imagination. I am not interested in abstract ideas.* I have excellent ideas. I do not have a good imagination.* Respondents should indicate whether each statement is very inaccurate (1), moderately inaccurate (2), neither (3), moderately accurate (4), or very accurate (5) in describing themselves. The statements marked with an * are reverse-scored (1=5, 2=4, 4=2, and 5=1). Note that the complete Exhibit is not provided on the slide.

Work Moods 3-11 / 12

How people feel at the time they actually perform their jobs More transitory than values and attitudes Determining factors: Personality Work situation Circumstances outside of work Work moods change from hour to hour, day to day, and sometimes minute to minute. Ask students to think about how their moods have varied since they woke up and how their moods differ from yesterday to today. Ask them how their mood affects their ability to perform in class. Moods can be categorized as positive or negative. Employees who are high on the personality trait of positive affectivity are more likely than other employees to experience positive moods at work and employees who are high on the trait of negative affectivity. Positive *Excited *Enthusiastic *Active *Strong *Peppy *Elated Negative *Distressed *Fearful *Scornful *Hostile *Jittery *Nervous Employees in positive moods at work are more likely to be helpful to one another and may be less likely to be absent from work.

A Measure of Emotional Intelligence 2-35

I have a good sense of why I have certain feelings most of the time. I always know my friends' emotions from their behavior. I always set goals for myself and then try my best to achieve them. I am able to control my temper so that I can handle difficulties rationally. I have a good understanding of my own emotions. Please note that the measure shown in Exhibit 2.13 of the text contains 16 items. The scale is 1 (totally disagree) to 7 (totally agree). Self emotion appraisal is equal to the sum of items 1, 5, 9, and 13. Other's emotion appraisal is equal to the sum of items 2, 6, 10, and 14. Use of emotion is equal to the sum of items 3, 7, 11, and 15. Regulation of emotion is equal to the sum of items 4, 8, 12, and 16.

Levels of Analysis 1-8

In practice, there are three main levels at which organizational behavior is examined: The individual The group The organization as a whole A full understanding of OB is impossible without a thorough examination of the factors that affect behavior at each level.

The Facet Model 3-21

Independence Moral values Recognition Responsibility Security Social service Social status Variety Working conditions Ability utilization Achievement Activity Advancement Authority Company policies Compensation Coworkers Creativity The Facet Model of job satisfaction focuses primarily on work situation factors by breaking a job into its component elements, or job facets, and looking at how satisfied employees are with each facet. Many of the job facets that researchers have investigated are listed and defined in the slide. An employee's overall job satisfaction is determined by summing his or her satisfaction with each facet of the job.

Individual Differences 2-5

Individual differences can be grouped into two categories: personality differences and differences in ability. The chapter covers both personality and ability as they relate to organizational behavior.

McClelland's Learned Needs 2-29

Individuals with a high need for achievement have a special desire to perform challenging tasks well and to meet their own personal standards for excellence. They like situations in which they are personally responsible for what happens, like to set clear goals for themselves, are willing to take personal responsibility for outcomes, and like to receive performance feedback. Entrepreneurs and managers are likely to have a high need for achievement. Individuals with a high need for affiliation are especially concerned about establishing and maintaining good relations with other people. They not only want to be liked by others but also want everyone to get along with everyone else. They like working in groups, tend to be sensitive to other people's feelings, and avoid taking actions that would result in interpersonal conflict. Individuals with a high need for affiliation might be less effective in situations in which they need to evaluate others because it may be hard for them to give negative feedback. Individuals with a high need for power have a strong desire to exert emotional and behavioral control or influence over others. They tend to be found in managerial or leadership positions. House found that a president's need for power predicted presidential performance.

Emotions 3-13 / 14

Intense, short-lived feelings that are linked to specific cause or antecedent Emotions can feed into moods Emotional labor It is important for employees to control their expression of certain emotions. The work it takes to control emotions on the job is called emotional labor. Emotional labor is governed by display rules. Display rules include feeling rules and expression rules. Feeling rules let employees know what feelings are appropriate in different situations. Expression rules dictate how those feelings can be expressed in different situations. Employees who are high on emotional intelligence are likely to be better able to follow feeling and expression rules. Emotional dissonance occurs when employees are expected to express feelings that are at odds with how the employees are actually feeling. Emotional dissonance can be a significant source of stress for employees. Emotional labor is particularly strenuous in customer service situations.

The Interaction of Personality and Situational Factors 2-9

It is the interaction of personality and situational factors that determine how people think, feel, and behave in general and how they do so within an organization. In some organizations, there are strong situational constraints and pressures (such as job requirements or strict rules and regulations) that force people to behave in a certain way, regardless of their personalities.

Managerial Roles

Leader Monitor Spokesperson Disturbance handler Negotiator Figurehead Liaison Disseminator Entrepreneur Resource allocator

The Determinants of Cognitive and Physical Abilities 2-33

Like personality, cognitive ability and physical ability are both determined by nature and nurture. General intelligence is determined by the genes we inherit from our parents and by situation factors.

Motivational State and Mood 4-15

MOTIVATIONAL STATES are the needs, values, and desires of a perceiver at the time of perception MOODS are how a perceiver feels at the time of perception The perceiver's motivational state and mood influence his or her perception of the target. Perceivers see what they want to see, hear what they want to hear, and believe what they want to believe, because of their motivational states and moods. An experiment illustrates the power of motivational state. Participants are shown a series of meaningless abstract pictures and asked what objects and shapes they perceive in them. The images they see depend on their motivational states. Those who are hungry are motivated to see food. When people are in a positive mood, they are more likely to perceive targets in a more positive light.

Mary Parker Follett 1-29

Management must consider the human side. Employees should be involved in job analysis. Person with the knowledge should be in control of the work process regardless of position. Cross-functioning teams used to accomplish projects. Mary Parker Follett (1868-1933) was concerned that Taylor was ignoring the human side of the organization. Her approach was very radical for the time.

Challenge 1: Changing Social/Cultural Environment 1-18

National culture Organizational ethics and well-being Diverse workforce The first challenge is the changing social and cultural environment. Forces in the social and cultural environment are those that are due to changes in the way people live and work - changes in values, attitudes, and beliefs brought about by changes in a nation's culture and the characteristics of its people. National culture is the set of values or beliefs that a society considers important and the norms of behavior that are approved or sanctioned in that society. Over time, national cultures change and this affects the values and beliefs of each nation's members. An organization's ethics are the values, beliefs, and moral rules its managers and employees should use to analyze or interpret a situation and then decide what is the most appropriate way to behave. Ethical organizational behavior affects the well-being (happiness, health, and prosperity) of a nation, an organization, citizens, and employees. Metabolife International's use of ephedra in its supplements is used as an example in the text. Ethics also define an organization's social responsibility - its obligations toward people or groups outside the organization that are directly affected by its actions. The diversity component of this challenge is covered on the following slide.

Challenge 3. Advancing Information Technology 1-23

Organizational Learning Creativity Innovation Information Knowledge Information Technology Information is a set of data, facts, numbers, and words that has been organized in such a way as to provide its users with knowledge. Knowledge is what a person perceives, recognizes, identifies, or discovers from analyzing data and information. IT consists of the many different kinds of computer and communications hardware and software and the skills designers, programmers, managers, and technicians bring to it. IT is used to acquire, define, input, arrange, organize, manipulate, store, and transmit facts, data, and information to create knowledge and promote organizational learning. Organizational learning occurs when members can manage information and knowledge to achieve a better fit between the organization and its environment. Intranets are networks of IT inside an organization that link its members. Creativity is the generation of novel and useful ideas. Innovation is an organization's ability to make new or improved goods and services or improvements in the way they are produced. IT plays a major role in fostering creativity and innovation because it changes organizational behaviors and procedures. Innovation is an activity that requires constant updating of knowledge and a constant search for new ideas and technological developments that can be used to improve a product over time.

Characteristics of the Perceiver That Affect Perception 4-10

PERCEIVERS do not passively process information. Their experience or knowledge (SCHEMAS), their needs and desires (MOTIVATIONAL STATES), and their feelings (MOODS) filter information into their PERCEPTION OF A TARGET.

Biases in Perception Pt 2 4-23

PRIMACY EFFECTS: The initial pieces of information that a perceiver has about a target have an inordinately large effect on the perceiver's perception and evaluation of the target. Interviewers decide in the first few minutes of an interview whether or not a job candidate is a good prospect. CONTRAST EFFECT: The perceiver's perceptions of others influence the perceiver's perception of a target. A manager's perception of an average subordinate is likely to be lower if that subordinate is in a group with very high performers rather than in a group with very low performers. HALO EFFECT: The perceiver's general impression of a target influences his or her perception of the target on specific dimensions. A subordinate who has made a good overall impression on a supervisor is rated as performing high-quality work and always meeting deadlines regardless of work that is full of mistakes and late. This table describes the biases common in perception and provides examples of these biases. Primacy effects are common problems in interviews. Research has found that many interviewers decide in the first few minutes of an interview whether a job candidate is a good prospect and then spend the rest of the interview confirming their initial judgment by selectively paying attention to information that is consistent with that judgment and discounting or ignoring inconsistent information. Primacy effects can also be a problem in the perception and evaluation of long-time members of an organization. A contrast effect is the biased perception that results when perceptions of a target person are distorted by the perceiver's perception of others in the situation. A manager's perception of a subordinate whose performance is average is likely to be less favorable if that subordinate is in a group of very high performers than it would be if that subordinate were in a group of average or low performers. A halo effect occurs when the perceiver's general impression of a target distorts his or her perception of the target on specific dimensions. A subordinate who has made a good overall impression on a supervisor, for example, may be rated as performing high-quality work and always meeting deadlines (specific dimensions of performance) even though the person's work is full of mistakes and is usually late.

Determination of a Leader 2-4

PepsiCo Chairman and CEO Indra Nooyi has increased the portion of PepsiCo products that can be considered healthy to eat, such as grains, nuts, and fruits, increased the varieties of staple products like potato chips and orange juice, and acquired or partnered with a wide variety of food product companies such as a foreign hummus producer and a nut packager.

Components of Perception 4-8

Perceiver Situation Target There are there components of perception. Perceiver: person trying to interpret some observation that he or she has just made or the input from his or her senses Target of Perception: whatever the perceiver is trying to make sense of Situation: the context in which perception takes place.

Perception 4-6

Perception is the process by which individuals select, organize, and interpret the input from their senses to give meaning and order to the world around them People try to make sense of their environment and the objects, events, and other people in it People think that perception is a simple phenomenon. But the perceptual process does not always yield accurate perceptions.

The Accuracy of Perceptions 4-9

Perceptions are critical for managerial functions. *Motivating subordinates. *Treating subordinates fairly and equitably. *Making ethical decisions Accuracy can be improved by understanding *What perceptions are. *How they are formed. *What influences them. Accurate perceptions are important because perceptions affect motivation and performance, fairness and equity, and the ability to make ethical decisions.

Consequences of Job (Dis)Satisfaction 3-30

Performance Absenteeism Turnover Job satisfaction is not strongly related to job performance. At best, there is a very weak positive relationship. Research indicates that work attitudes affect work behaviors only when employees are free to vary their behaviors and when an employee's attitude is relevant to the behavior in question. Absenteeism is important due to its cost to organizations. Turnover is the permanent withdrawal of an employee from the employing organization. Job satisfaction shows a weak-to-moderate negative relationship to turnover. High job satisfaction leads to low turnover. Absenteeism is a temporary form of withdrawal from the organization but turnover is permanent.

Nature and Nurture: The Determinants of Personality 2-8

Personality is partially determined by nature or biological heritage. About half of the variation we observe in employees' personalities in organizations reflects the distinctive ways of thinking, feeling, and behaving they inherited. The other 50 percent reflects the influence of nurture or life experiences.

Personality 2-6

Personality is the pattern of relatively enduring ways that a person feels, thinks, and behaves In formulating a general description of someone, we focus on something that seems to explain the regularities or patterns we observe in the way the person thinks, feels, and behaves. Personality is an important factor in accounting for why employees act the way they do in organizations and why they have favorable or unfavorable attitudes toward their jobs and organizations.

Agreeableness 2-17

Personality trait that captures the distinction between individuals who get along well with other people and those who do not. Individuals who are high in agreeableness tend to be good team players. They are likable and affectionate. Those with low levels of agreeableness are antagonistic and mistrustful.

Openness to Experience 2-21

Personality trait that captures the extent to which an individual is - original, - open to a wide variety of stimuli, - has broad interests, and is - willing to take risks as opposed to being narrow-minded and cautious Individuals who are open to experience may have an advantage in jobs that change frequently, require innovation, or involve considerable risk. Also, for openness to experience to pay off for organizations, jobs should not be too closely defined. Organizations are sometimes afraid to take the risks that employees high on openness to experience may thrive on.

Conscientiousness 2-19

Personality trait that describes the extent to which an individual is careful, scrupulous, and persevering Conscientiousness has been found to be a good predictor of performance in many jobs in a wide variety of organizations. Those with a high level of conscientiousness are organized and have a lot of self-discipline. Employees with a low level of conscientiousness lack direction and discipline.

Extraversion (Positive Affectivity) 2-13

Personality trait that predisposes individuals to experience positive emotional states and feel good about themselves and the world around them Extraverts may do particularly well in jobs requiring frequent social interaction such as in sales and customer relations positions. Point out that extraversion is based on a continuum from high to low.

Neuroticism (Negative Affectivity) 2-15

Personality trait that reflects people's tendency to experience negative emotional states, feel distressed, and generally view themselves and the world around them negatively Individuals high on negative affectivity tend to feel significantly more stressors at work. They tend to experience negative moods and stress. They have a negative orientation toward work and are critical of others. Those low in neuroticism tend to be less critical and more optimistic.

What Is Organizational Behavior? 1-7

Provides a set of tools that allow: -people to understand, analyze, and describe behavior in organizations -managers to improve, enhance, or change work behaviors so that individuals , groups and the whole organization can achieve their goals.

Biases in Perception Pt 3 4-24

SIMILAR-TO-ME-EFFECT: People perceive others who are similar to themselves more positively than they perceive those who are dissimilar. Supervisors rate subordinates who are similar to them more positively than they deserve. HARSHNESS, LENIENCY, AVERAGE TENDENCY: Some perceivers tend to be overly harsh in their perceptions, some overly lenient. Others view most targets as being about average. When rating subordinates' performances, some give almost everyone a poor rating, some give almost everyone a good rating, and others rate almost everyone as being about average. KNOWLEDGE OF PREDICTOR: Knowing how a target stands on a predictor of performance influences perceptions of the target. A professor perceives a student more positively than she deserves because the professor knows the student had a high score on the SAT. It is a fact of life that people tend to like others who are similar to themselves. In organizations, this "birds of a feather"/"like likes like" tendency can create problems because people tend (often unconsciously) to perceive those who are similar to themselves more positively than they perceive those who are dissimilar. When rating a subordinate's performance, some supervisors tend to be overly harsh, whereas some are overly lenient. Others tend to rate everyone as being about average. Any of these tendencies is problematic for two reasons. First, the supervisor does not correctly perceive the variations in the performance of his or her subordinates. As a result, high performers do not receive appropriate recognition and rewards for their superior accomplishments, and low performers do not receive the constructive feedback they need to improve performance. The second reason why these biases are problematic is that they make it difficult to evaluate and compare the performance of subordinates who have different supervisors. A subordinate who has received relatively poor ratings from a harsh supervisor may be just as accomplished as a subordinate who has received average or high ratings from a lenient one. Evaluations biased in this manner can result in faulty decision making about pay raises and promotions. If coworkers, managers, or others in the organization know what a person's standing on a predictor of performance is, the information may bias their perceptions of the person. This problem is known as knowledge-of-predictor bias.

Salience 4-20

Salience is the extent to which a target of perception stands out in a group of people or things BEING NOVEL BEING FIGURAL BEING INCONSISTENT A salient individual is very conspicuous and often feels self-conscious and believes that everyone is watching his or her every move. People do pay more attention to the salient person. The causes of salience are being novel, being figural, and being inconsistent. The consequences of salience for perception in organizations are extreme evaluations and stereotyping. Individuals who are salient are often perceived in more extreme terms (positive or negative) than inconspicuous members of a group. They are also seen as being especially influential or responsible for what happens to them and to the groups they belong to. Individuals who are salient are often perceived in terms of whatever is causing their salience. In other words, they are stereotyped. Perceivers consider the thoughts, feelings, and behaviors of salient individuals to be more consistent with their distinguishing feature than would be the case if they were not salient. When people who are salient think about stereotypes that are relevant to task performance, their performance might actually be impaired. Performance impairment occurs because salient, stereotyped individuals become concerned that others will perceive them based on the stereotype, which distracts them and diverts some of their attention away from task performance. This phenomenon is called stereotype threat.

Schemas 4-12

Schemas are abstract knowledge structures that are stored in memory and allow people to organize and interpret information about a given target of perception *Based on past experiences and knowledge *Resistant to change People interpret the world around us using limited information. In large part, we rely upon past experience and knowledge we have gathered from a variety of sources to interpret and make sense of any new person or situation we encounter. These past experiences and knowledge are organized into schemas. Once an individual develops a schema for a target of perception, any new target related to the schema activates it and information about the target is processed in a way consistent with information stored in the schema. Schemas also influence the sensory input we pay attention to and the input we ignore. Once a schema is activated, we tend to notice information that is consistent with the schema and ignore or discount information that is inconsistent. Schemas are slow to change and people must encounter a considerable amount of contradictory information before their schemas are altered.

Management of Ability 2-36

Selection - Placement - Training For managers, the key issue regarding ability is to make sure that employees have the abilities they need to perform their jobs effectively. There are three fundamental ways to manage ability in organizations to ensure that this match up happens: selection, placement, and training. Selection: Managers can control ability in organizations by selecting individuals who have the abilities the organization needs. To do this, managers must identify the tasks they want the employee to accomplish and then identify which abilities are needed to accomplish these tasks. Placement: Once individuals are selected and become part of an organization, managers must accurately match each employee to a job that will capitalize on his or her abilities. Training: Training acknowledges nurture whereas selection and placement are concerned with the nature aspects of ability. Job-appropriate training is effective in increasing employees' skills and abilities, and job performance. Training can even be use to increase employees' levels of emotional intelligence.

Self-Esteem 2-27

Self-esteem is the extent to which people have pride in themselves and their capabilities People with high self-esteem feel capable, confident, and worthy. Those with low self-esteem have questionable self-worth, doubt, and apprehension about their ability to succeed. Remind students that, like the other personality traits, self-esteem is a continuum.

Stereotypes 4-14

Set of overly simplified and often inaccurate beliefs about the typical characteristics of a particular group DYSFUNCTIONAL schemas *Based on inaccurate information *Assigned based on a single distinguishing characteristic Stereotypes are a type of dysfunctional schema. They are often based on inaccurate information and are assigned to the schema because of a single distinguishing characteristic. The perceiver pays attention to information consistent with the stereotype and ignores inconsistent information. Stereotypes have been responsible for discrimination in society and in the workplace. One way to provide a fun example of stereotypes is to divide the class into groups. Assign each group a type of music (e.g., jazz, classic rock, rap, pop, classical, country) and ask the group to describe people who listen to that type of music. Stereotypes will be easily visible.

Social Status 4-17

Social status is a person's real or perceived position in society or in an organization Targets with relatively high status are perceived to be smarter, more credible, more knowledgeable, and more responsible for their actions than lower-status targets Organizations often use a high-status member to make an important announcement to other members of the organization or to the public at large because the audience is likely to perceive the announcer as credible. A lower-status member of the organization who is more knowledgeable than anyone else about the issue at hand is likely to lack credibility because of his or her status. To ensure that women and members of minority groups enjoy equal footing with white men and have the social status they deserve in an organization and to conform to legal requirements, many organizations have adopted affirmative action programs. These programs, however, sometimes perpetuate the perception problems and stereotypes they were meant to overcome. Women and minority group members are sometimes perceived as having relatively low status in the organization because they were affirmative action hires—people hired not because of their own merits but because of their gender or minority status. Their affirmative action status causes other members of the organization to perceive and treat them as second-class citizens.

Emotional Intelligence 2-34

The ability to understand and manage one's own feelings and emotions and the feelings and emotions of others A good understanding of how to use emotions to promote effective functioning and well-being Research on emotional intelligence is in its early stages. It may facilitate job performance in a number of ways and a low level of emotional intelligence may actually impair performance. Optimism is considered an aspect of emotional intelligence. Several studies (see work by Martin Seligman) have shown that optimists are more successful sales professions than pessimists because of their ability to manage negative emotions and think positively.

Components of Perception 4-7

The perceiver is the person trying to interpret some observation that he or she has just made or the input from his or her senses. The target of perception is whatever the perceiver is trying to make sense of. The target can be another person, a group of people, an event, a situation, an idea, a noise, or anything else the perceiver focuses on. The situation is the context in which perception takes place—a committee meeting, the hallway, the office coffee maker, and so on. All three components influence what is actually perceived.

Two Views of Job Satisfaction 3-24

The traditional view of satisfaction views the construct as a continuum with satisfaction on one end and dissatisfaction at the other. However, Herzberg proposes that dissatisfaction and satisfaction are two separate dimensions.

Douglas McGregor: Theory X and Theory Y 1-32

Theory Y - Employees will do what is good for the organization when committed. Managers must create setting to encourage commitment to goals and provide opportunities for initiative. Theory X - Average employee is lazy, dislikes work, and will try to do as little as possible. Manager's task is to supervise closely and control employees through reward and punishment. Several studies after World War II revealed how assumptions about employees' attitudes and behavior affect managers' behaviors. Douglas McGregor proposed that two different sets of assumptions about work attitudes and behaviors dominate the way managers think and affect how they behave in organizations.

Types of Cognitive Ability 2-31

There are 8 types of cognitive ability identified and described by Jim Nunnally. Verbal ability is the ability to understand and use written and spoken language. Numerical ability is the ability to solve arithmetic problems and deal with numbers. Reasoning ability is the ability to come up with solutions for problems and understand the principles by which different problems can be solved. Deductive ability is the ability to reach appropriate conclusions from an array of observations from an array of observations or evaluate the implications of a series of facts. Ability to see relationships is the ability to see how two things are related to each other and then apply this knowledge to other relationships and solutions. Ability to remember is the ability to recall things ranging from simple associations to complex groups of statements or sentences. Spatial ability is the ability to determine the location or arrangement of objects in relation to one's own position and to imagine how an object would appear if its position in space were altered. Perceptual ability is the ability to uncover visual patterns and see relationships within and across patterns.

Job Satisfaction as a Steady State 3-29

There are several measures of job satisfaction that managers can use. The most popular scales are the Minnesota Satisfaction Questionnaire (based on a facet approach), the Faces Scale, and the Job Descriptive Index.

Personality Traits Relevant to Organizations 2-23

This Exhibit presents other personality traits relevant for understanding and managing behavior in organizations.

Determinants of Job Satisfaction 3-16 /17/18/19

This exhibit depicts the four factors that affect the level of job satisfaction a person experiences: PERSONALITY, VALUES, the WORK SITUATION, and SOCIAL INFLUENCE. The next three slides describes these factors in depth. Job satisfaction (the collection of feelings and beliefs that people have about their current jobs) has the potential to affect a wide range of behaviors in organizations and contribute to employees' levels of well-being. Interestingly enough, research suggests that levels of job satisfaction in the United States have declined in the past decade. According to a Conference Board survey, job satisfaction levels have decreased across all income levels and employees tend to be least satisfied with their companies' promotion and bonus policies and pension and health plans. PERSONALITY Extraverts tend to have higher levels of job satisfaction than introverts Values A person with strong intrinsic work values is more likely than one with weak intrinsic work values to be satisfied with a job that is meaningful but requires long hours and offers poor pay. Personality, the enduring ways a person has of feeling, thinking, and behaving (see Chapter 2), is the first determinant of how people think and feel about their jobs or job satisfaction. An individual's personality influences the extent to which thoughts and feelings about a job are positive or negative. A person who is high on the Big Five trait of extroversion, for instance, is likely to have a higher level of job satisfaction than a person who is low on this trait. People's personalities predispose them to choose certain kinds of jobs. Genetic factors account for 30 percent of the differences in levels of job satisfaction. Seventy percent of the variation remains unexplained by personality. Values have an impact on levels of job satisfaction because they reflect employees' convictions about the outcomes that work should lead to and how one should behave at work. A person with strong intrinsic work values (those related to the nature of the work itself), for example, is more likely than a person with weak intrinsic work values to be satisfied with a job that is interesting and personally meaningful (such as social work) but that also requires long working hours and doesn't pay well. A person with strong extrinsic work values (those related to the consequences of work) is more likely than a person with weak extrinsic work values to be satisfied with a job that pays well but is monotonous. WORK SITUATION tasks a person performs people a jobholder interacts with surroundings in which a person works the way the organization treats the jobholder. The work situation is affected by many things including tasks, other people, the work environment, and the way a person is treated at work. Any aspect of the job and the employing organization is part of the work situation and can affect job satisfaction. SOCIAL INFLUENCE is the influence that individuals or groups have on a person's attitudes and behavior Coworkers Family Other reference groups (unions, religious groups, friends) Culture Reference groups and culture influence employees' expectations for their jobs as well as employee attitudes. Dr. Hazel Markus of the University of Michigan and Dr. Shinobu Kitayama of the University of Oregon asked Japanese and American students to describe themselves using what the researchers called the "who am I" scale. Americans tended to respond to the scale by describing personal characteristics such as being smart or athletic. Japanese students tended to describe themselves in terms of their roles such as being the second son or oldest child. This illustrates how culture influences our attitudes.

Big Five Personality Profile 2-12

This exhibit shows a profile of a person who is low on extraversion, high on neuroticism, about average on agreeableness and conscientiousness, and relatively high on openness to experience.

The Discrepancy Model of Job Satisfaction 3-25

To determine how satisfied they are with their jobs, workers compare their job to some "ideal job." This "ideal job" could be *What one thinks the job should be like *What one expected the job to be like *What one wants from a job *What one's former job was like *Can be used in combination with the Facet Model. According to the Discrepancy Model of job satisfaction, when employees' expectations about their ideal job are high, and when these expectations are not met, employees will be dissatisfied. New college graduates may be particularly prone to having overly high expectations for their first jobs.

Why study OB? 1-10

To understand behavior in organizations To learn to use and apply concepts, theories, and techniques to improve, enhance, or change behavior To enable managers to direct and supervise the activities of employees The ability to use the tools of OB to understand behavior in organizations is one reason for studying this topic. A second reason is to learn how to use and apply these concepts, theories, and techniques to improve, enhance, or change behavior so that employees, groups, and the whole organization can better achieve their goals. A working knowledge of organizational behavior is important to employees at all levels in the organization because it helps them to appreciate the work situation and how they should behave to achieve their own goals (such as promotion or higher income). But knowledge of OB is particularly important to managers, people who direct and supervise the activities of one or more employees.

Type A vs. Type B Personality 2-28

Type A individuals have an intense desire to achieve, are extremely competitive, have a sense of urgency, are impatient, and can be hostile Type B individuals are more relaxed and easygoing Students may think that the Type A personality individual will be the more desirable employee. However, Type As can create conflict and be difficult to work with. Type As also tend to overestimate what can be done in a period of time. Consequently, deadlines may not be met.

Challenge 2: Evolving Global Environment 1-21

Understanding Global Differences Global Learning Global Crisis Management The challenge of responding to social and cultural forces increases as organizations expand their operations globally. Global organizations like GM, Toyota, Kokia, PepsiCo, and Sony produce or sell their products in countries throughout the world. Global organizations must appreciate the differences between countries and benefit from the knowledge to improve an organization's behaviors and procedures. People in different countries have different values, beliefs, and attitudes. Global organizations must find ways to design processes to fit each culture while maintaining fairness and flexibility. Global learning is the process of acquiring and learning the skills, knowledge, and organizational behaviors and procedures from global situations. More companies are rotating their employees to overseas operations so they can learn firsthand the problems and opportunities that lie abroad. Expatriate employees are employees who live and work for companies located abroad. Extensive global learning allows for more effective responses to the increasing number of crises or disasters that are occurring for natural or manmade causes or because of international terrorism and geopolitical conflicts.

Values 3-5 / 6

Values are one's personal convictions about what one should strive for in life and how one should behave. Although there are multiple values, work values and ethical values are the two most related to organizational behavior. Work values are employee's personal convictions about what outcomes one should expect from work and how one should behave at work. Ethical values are one's personal convictions about what is right and wrong. Outcomes that employees might expect from work include a comfortable existence, family security, and a sense of accomplishment. Ways that people think they should behave at work include being ambitious, imaginative, obedient, self-controlled, and respectful of others. Work values are general and long-lasting feelings and beliefs. Work values reflect what people are trying to achieve through and at work. Work values generally fall into two categories: extrinsic and intrinsic. Ethical values help employees decide on the right and proper course of action and guide decision making and behavior. This Exhibit illustrates the types of work values and ethical values that relate to the workplace. Intrinsic work values are values that are related to the nature of the work itself. Employees who desire to be challenged, learn new things, make important contributions, and reach their full potential on their jobs have intrinsic work values. Some employees have extrinsic work values, values that are related to the consequences of work. Employees whose primary reason for working is to earn money, for example, have extrinsic work values. They see work primarily as means of providing economic security for themselves and their families. Utilitarian, moral rights, and justice values are complementary guides for decision making and behavior when a decision or action has the potential to benefit or harm others. Utilitarian values dictate that decisions should be made that generate the greatest good for the greatest number of people. Moral rights values indicate that decisions should be made in ways that protect the fundamental rights and privileges of people affected by the decision, such as their freedom, safety, and privacy. Justice values dictate that decisions should be made in ways that allocate benefit and harm among those affected by the decision in a fair, equitable, or impartial manner.

Values, Attitudes, Moods, and Emotions 3-15

Values, attitudes, and moods and emotions capture the range of thoughts and feelings that make up the experience of work. Each one of these determinants of the experience of work has the potential to affect the other two (see Exhibit 3.4). Because work values are the most stable and long lasting, they can strongly affect work attitudes, moods, and emotions. A person whose work values emphasize the importance of being ambitious, for example, may have negative work attitudes toward a job that offers no possibility of promotion.

The Nature of Ability 2-30

What a person is capable of doing Types of ability Cognitive ability Physical ability Motor skill Physical skill Emotional intelligence Personality is not the only predictor of performance. We must also consider abilities, aptitude, and skills. Ability determines the level of performance an employee can achieve. The most general dimension of cognitive ability is general intelligence. There are two types of physical ability: motor skill and physical skill. E.A. Fleishman concluded that there are 11 basic motor skills (e.g., reaction time, manual dexterity, speed of arm movement, etc.) and 9 physical skills (e.g., static strength, etc.).

Motivator and Hygiene Needs 3-23

When motivator needs are met, workers will be satisfied; when these needs are not met, workers will not be satisfied. When hygiene needs are met, workers will not be dissatisfied; when these needs are not met, workers will be dissatisfied. Herzberg conducted studies to investigate the theory using the critical incidents technique. Using other methods, support was not found for the theory.

Work Attitudes 3-9 / 10

Work attitudes are collections of feelings, beliefs, and thoughts about how to behave that people currently hold about their jobs and organizations. Work attitudes are more specific than values and not as long lasting. The way people experience their jobs and an organization often changes over time. Work attitudes are made up of three components: affective, cognitive, and behavioral. The affective component is the employee's feelings. The cognitive component is the employee's beliefs. The behavioral component is the employee's thoughts about how to behave in his or her job. Two specific work attitudes of concern to organizations are job satisfaction and organizational commitment. Job satisfaction is the collection of feelings and beliefs that people have about their current jobs. Organizational commitment is the collection of feelings and beliefs that people have about their organizations as a whole. Work attitudes are made up of three components: affective, cognitive, and behavioral. The affective component is the employee's feelings. The cognitive component is the employee's beliefs. The behavioral component is the employee's thoughts about how to behave in his or her job.

Organization 1-5

a collection of people who work together and coordinate their actions to achieve a wide variety of goals The goals are what individuals are trying to accomplish by being members of an organization (earning a lot of money, helping promote a worthy cause, achieving certain levels of personal power and prestige, enjoying a satisfying work experience). The goals are also what the organization as a whole is trying to accomplish (providing innovative goods and services that customers want, getting candidates elected, raising money for medical research, making a profit to reward stockholders, managers, and employees, and being socially responsible and protecting the natural environment). An effective organization is one that achieves its goals.

Scientific Management 1-26

is the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency. The amount of and effort each employee expends to produce a unit of output can be reduced by increasing specialization and the division of labor Frederick F.W. Taylor (1856-1915) is best known for defining the techniques of scientific management. Taylor was a manufacturing manager who eventually became a consultant and taught other managers how to apply the principles of scientific management.

Job Satisfaction as a Steady State 3-28

see slide 3-28

Management

the process of planning, organizing, leading, and controlling an organization's human, financial, material, and other resources to increase its effectiveness Managers are in a good position to improve their managerial abilities by understanding organizational behavior. Managers at all levels confront the problem of understanding the behavior of their subordinates and responding appropriately. A manager who understands how individual, group, and organizational characteristics affect and shape work attitudes and behavior can begin to experiment to see whether changing one or more of these characteristics might increase the effectiveness of the organization and the individuals and groups it consists of. Organizational effectiveness is the ability of an organization to achieve its goals.

Organizational behavior (OB) 1-6

the study of factors that have an impact on how people and groups act, think, feel, and respond to work and organizations, and how organizations respond to their environments OB is important to study because most people will work for or with someone else at some point and will be affected both positively and negatively by their experiences at work. OB provides a framework for understanding and appreciating the many forces that affect behavior. OB helps us understand questions like: Why are some motivated to join an organization while others are not? Why do some people feel good or bad about their jobs? Why do some people stay with an organization for 30 years while others change jobs regularly?