Bus 304-Midterm 1
5 types of individual behavior
1) Task Performance 2) organizational citizenship 3) counterproductive work behaviors 4) joining and staying with the organization 5) maintaining work attendenace
Rational choice decision making process
1. Identify problem or opportunity 2. Choose the best decision process 3. Discover or develop possible choices 4. Select the choice with the highest value 5. Implement the selected choice 6. Evaluate the selected choice
Two Rational Choice elements
1. Subjective expected utility ◦ determines choice with highest value (maximization) 2. Decision making process ◦ systematic
Organizational leanring perspective
An organization's capacity to acquire, share, use, and store valuable knowledge. Consider both stock and flow of knowledge
Rational Choice Paradigm
Effective decision makers identify, select, and apply the best possible alternative
Situational Factors
Environmental conditions beyond the individual's short-term control that constrain or facilitate behavior Constraints - time, budget, facilities, etc. Cues - e.g. signs of nearby hazards
Values
Evaluative (not descriptive) ◦ May conflict strongly with each other ◦ Affected more by nurture than nature
Dependent Variables
Organizational Effectiveness
Outputs
Products/Services, Shareholder dividends, community support, waste/pollution
Attribution Theory
Suggests that perceivers try to "attribute" the observed behavior to a type of cause: • Internal - behavior is believed to be under the personal control of the individual • External - the person is forced into the behavior by outside events/causes
Decision Making and Creativity
The process of making choices among alternatives with the intention of moving toward some desired state of affairs. "All businesses, governments, and not-for profit agencies depend on employees to foresee and correctly identify problems, to survey alternatives and pick the best one based on a variety of stakeholder interests, and to execute those divisions." (p. 107)
Organizational Effectiveness
There are 4 different perspectives
Open systems perspective
Transferring inputs to outputs (Never ending cycle)
High Perspective Work Practices Perspective
Workplace practices that leverage the potential of human capital. Four HPWPs (likely others) 1. Employee involvement 2. Job autonomy 3. Develop competencies (training, selection) 4. Performance-based rewards Best when"bundled" together
Values
are relatively stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations
Presenteeism
attending scheduled work when one's capacity to perform is significantly diminished by illness or other factors
Joining and Staying with the organization
choosing to remain or leave an organization, which also includes an employees assets and knowledge
Stakeholder Perspective
entities who affect or are affected by the firm's objectives and actions
Value System
hierarchy of values
Stock
intellectual capital
Personality
is the relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics
Organizational behavior
is the study of what people think, feel, and do in and around organizations
Self enhancement
motivated by interest
Self transcendence
motivation to promote welfare of other and nature
Openness to change
motivation to pursue innovative ways
Conservation
motivation to serve the status quo
Flow
organizational learning processes of acquisition,sharing, use, and storage
Maintaining Work attendance
organizations need every employee to show up for work at scheduled times
Values and Individual Behavior
personal values guide our decisions, behavior, and performance to some extent
utility
positive/negative valence of the outcome (selection criterion)
Drives (primary needs)
prime movers of behavior: ◦ Energize behavior by generating emotions- purpose is to correct deficiencies and maintain equilibrium
Expected
probability that selected choice will result in a specific outcome
Foundation of rational choice
radigm ◦ Calculating choice with the highest expected satisfaction (maximization)
Inputs
raw materials, human resources, information financial resources, equipment
Task performance
refers to goal-directed behaviors under the individual's control that support organizational objectives
Values in the workplace
serve as a moral compass that directs our motivation and, potentially, our decisions and actions
Role Perceptions
the degree to which a person understands the job duties assigned to or expected of him or her 1) Understanding duties they are accountable for 2) Knowing the priority of these duties Determine how employees direct their effort
Organization citizenship behaviors
varoius forms of cooperation and helpfulness to others that support the organization's social and psychological context
Counterproductive work behaviors
voluntary behaviors that have the potential to directly or indirectly harm the organization
Identifying Problems Effectively
•Be aware of perceptual and diagnostic limitations •Fight against pressure to look decisive •Maintain "divine discontent" (aversion to complacency) •Discuss the situation with colleagues -- see different perspectives
Needs
◦ Goal-directed forces that people experience ◦ Emotional forces channeled toward specific goals ◦ Goals shaped by self-concept, social norms, experience