PSY 130 - week 1 - 5 (chap 1-6)

Organisational behaviour

The study of what people think, feel, and do in and around organisations.

virtual work

Using information technology to perform one's job away from the traditional physical workplace

task performance, organisational citizenship, counterproductive work behaviours, joining and staying with organisations and maintaining work attendance

What are 5 types of individual workplace behaviour?

systematic research, Multidisciplinary, Contingency and Multiple levels of analysis

What are four anchors of organisational behaviour knowledge- that represent the principles on which OB knowledge is developed and refined.

teams take longer to perform effectively, communication problems, fault lines in group dynamics, source of conflict - which can reduce information sharing, morale and increase turnover

What are the limitations to workplace diversity?

Organisations are considered effective when all of the following are present—they have a good fit with their external environment, their internal subsystems are efficient and effective, when they are learning organisations and when they satisfy the needs of key stakeholders.

What combination of four perspectives defines organisational effectiveness today

Groups of people who work interdependently toward some purpose, Collective entities that have a Collective sense of purpose

What is an organisation?

raw materials, job applicants, financial resources, information and equipment.

What resources do organisations draw from the external environment?

Outputs

Within the open systems perspective, what are raw materials transformed into?

subsystems in the transformation process

Within the open systems perspective, what do other resources such as job applicants/equipment become?

role perceptions (the individuals expected role obligations)

a fourth direct predictor of individual behaviour and performance identified in the 60s

conscientiousness

a personality dimension describing people who are careful, dependable and self-disciplined - low in this trait- careless, disorganised, irresponsible

high-performances work practices (HPWP)

a perspective which holds that effective organisations incorporate several workplace practices that leverage the potential of human capital.

good fit

according to the open systems perfective, organisations are effective when they maintain a _____________ with their external environment

human capital, structural capital and relationship capital.

according to the org learning perspective- knowledge is viewed in three forms of intellectual capital.

Myers-Briggs Type indicator

an instrument designed to measure elements of jungian personality theory. particularly preferences regarding perceiving and judging info

knowledge use

applying knowledge that adds value to organisations and stakeholders- knowledge awareness, sense making, autonomy and empowerment.

knowledge sharing

aspect of org learning that involves distributing knowledge to others across the organisation -communication, training, information systems a and observation.

presenteeism

attending scheduled work when one's capacity to perform is significantly diminished by illness and other factors.

larger markets, lower costs and greater access to knowledge and innovation.

benefits of globalisation

able to perform more hours of work per week, then they would in the office -due to no commuting (especially relevant for women), environmental and cost benefits due to reduced office space

benefits to Teleworking

personality traits

broad concepts that allow us to label and understand individual personality differences.

situational factors

characteristics such as consumer preferences, economic conditions (external), time, people, budget and physical work facilities.

may not benefit developing nations, may be responsible for work intensification, reducing job security and work- life balance in developed countries.

deficits of globalisation?

deep-level diversity

differences in the psychological characteristics of employees, including personalities, beliefs, values and attitudes.

neuroticism

dimension describing people with high levels of anxiety, hostility, depression and self-consciousness. low levels= poised, secure calm

extroversion

dimension that describes people who are outgoing, talkative sociable and assertive. low level= introversion

agreeableness

dimension that includes traits of being of being courteous, good-natured, empathic and caring- low levels= uncooperative , short-tempered and irritable.

performance=person x situation

earliest formulas of individual behaviour and performance

globalisation

economic, social and cultural connectivity with people in other parts of the world.

persistence

element of motivation that continues the effort for a certain amount of time.

intensity

element of motivation that is the amount of effort allocated to the goal

direction

element of motivation that refers to then path in which people engage their effort.

values-driven org model

employee decisions and behaviour are guided by organisations espoused values

knowledge acquisition

extracting information and ideas from the external environment as well through insight- individual learning, environment scanning, grafting (hiring individuals or acquiring entire companies) and experimentation.

replace dysfunctional policies, procedures, routines, erasing attitudes, beliefs and assumptions

forms of organisational unlearning

employee involvement, job autonomy, competency development, and rewards for performance/competency devlopment

four high-performance work practices?

knowledge sharing, knowledge acquisition, knowledge storage and knowledge use.

four organisational learning processes.

open systems, organisational learning, HPWP, stakeholders

four perspectives of organisational effectiveness.

task performance

goal-directed behaviours under the individuals control that support organisational objectives- transform raw materials into goods, services or support.

50%, 30%

heredity has a large effect on personality -____% of variation in behaviour and ____% of temperament preferences are attributed to genetics

8.6 days of scheduled work a year- lower than most countries.

how many days on average do Australians miss each year? is this lower or higher than most countries

stakeholders

individuals, organisations and other entities who affect, or are affected by the organisations objectives and actions-enployees, shareholders, suppliers, labour unions, govt etc...

stock of knowledge

intellectual capital

combines values, ethics and CSR into organisational effectiveness equation

key strength of stakeholder perspective.

structural capital

knowledge embedded in an organisation's systems and structures- documentation, work procedures and physical structures.

knowledge storage

means by which information is held for later retrieval-process that creates organisational memory- human memory, documentation, practices/habits and databases

ability, motivation and situation

most commonly mentioned direct predictors of individual behaviour and performance pre 60s

openness to experience

most complex dimension- (least agreed upon), imaginative, creative, curious, creative, and aesthetically sensitive. low levels= resistant to change, less open to new ideas, conventional and fixes in their ways

"getting ahead" -

openness to experience and extroversion are described as

corporate social responsibility

org behaviour designed to benefit society and the environment beyond the company's financial or legal interests/obligations.

Flow of knowledge

organisation's processes of knowledge acquisition, sharing, use and storage

personality theory

people have inherent characteristics or traits that can be identified by the consistency or stability of their behaviour across time and situations - eg/ risktaker v risk aversive, shy v extroverted.

the situation(weather, transport, family), job dissatisfaction, stress, high sick leave benefits, values, personality, being part of teams who tolerate and even expect co-workers to call in sick.

reasons for absenteeism (sick leave, being late)

values

relatively stable, evaluative beliefs that guide a person's preferences for outcomes or courses of action in a variety of situations

training

research indicates that ________ has a strong influence on individual performance and org effectiveness.

performance= ability x motivation

skill and will model

learned capabilities

skills and knowledge that you currently posses that tend to wane over time when not in use.

competencies

skills, knowledge, aptitudes and other personal characteristics that lead to superior performance.

"getting along" -more likely to abide by the rules of society

someone with conscientiousness, ageeableness and low neuroticism are described as

five factor model CANOE

5 abstract dimensions representing most personality traits

Organisational effectiveness

A broad concept represented by several perspectives, including the organisation's fit with the external environment, the configuration of internal subsystems for high performance, an emphasis on organisational learning and an ability to satisfy the needs of key stakeholders.

Contingency anchor

A particular action may have different consequences in different situations - Need to diagnose the situation and select best strategy under those conditions

Open systems perspective

A perspective which holds that organisations depend on the external environment for resources, affect that environment through their output and consist of internal subsystems that transform inputs into outputs.

Better knowledge, decisions, representation, financial returns

Benefits of workplace diversity?

Effective organisations may need to unlearn knowledge, attitudes, assumptions, beliefs, routines and behaviours that no longer add value or undermine effectiveness.

How is 'unlearning' important for organisational learning?

Family relations may suffer, social isolation, reduced promotion opportunities.

Limitations to telework

motivation, ability, role perceptions and situation factors

MARS model

Multiple levels of analysis anchor

OB events should be understood from three levels of analysis: individual, team and organisation

Systematic research anchor

OB knowledge is built on systematic research

Multidisciplinary anchor

OB should import knowledge from other disciplines, not just create its own knowledge

make sense of their workplace, question and rebuild their personal mental models and get things done in organisations

OB theories help people .....

evidence-based management

Systematic research investigation produces ______________________: the practice of making decisions and taking actions based on research evidence.

adaptive, innovative

successful organisations need _______ and _________ transformation processes.

absorptive capacity

the ability to recognise the value of new information, assimilate it and use for value-added activities. eg social media manager

organisational efficiency

the amounts of outputs relative to inputs in the organisations transformation process

work-life balance

the degree to which a person minimises conflict between work and non-work demands

role perceptions

the extent to which people understand the job duties (roles) assigned to or expected of them.

motivation

the forces within a person that affect his or her direction, intensity and persistence of voluntary behaviour

ability

the natural aptitudes and learned capabilities required to successfully complete a task.

surface-level diversity

the observable demographic or physiological differences in people such as their race, gender, age and physical disabilities.

personality

the relatively enduring pattern of thoughts, emotions and behaviours that characterise a person, along with psychological processes behind those characteristics.

human capital

the stock of knowledge, skills and abilities among employees that provides economic value to the organisation. - most common form

organisational memory

the storage and preservation of intellectual capital.

ethics

the study of moral principles or values that determine whether actions are right or wrong and whether outcomes are good and bad.

relationship capital

the value derived from an organisations relationships with its customers, suppliers and others.

stakeholder perspective

this perspective requires org leaders and employees to understand and manage and satisfy the sometimes interests and dynamic relations of parties who affect or are affected by tge organisations objectives and actions.

know what the role is and the specific task required of them, understand the priority of their tasks (eg quality v quantity) and understand preferred behaviours and procedures to accomplish assigned tasks.

three components to role perceptions

select applicants who already demonstrate require competencies, training, redesign the job so that people are given tasks within their learned capabilities.

three job matching strategies

globalisation, increasing workforce diversity and emerging employee relationships.

three major challenges facing organisations

true

true/false- Research is often generic and not readily applicable to specific problems in specific settings- It is often difficult to work out how evidence based management applies in a particular setting and easier to copy a successful competitor or the advice of a management consultant.

true

true/false- studies report behaviour in childhood predicts behaviour and outcomes in adulthood.

organisational citizenship behaviours (OCBs)

various forms of cooperation and helpfulness to others that support the organisations social and psychological context- going extra mile- eg/ assisting co-workers, share work resources (direct towards person) or support company image, represent company at events(directed towards org)

organisational learning perspective (also called knowledge management).

views knowledge as the main driver of competitive advantage- organisational effectiveness depends on the organisation's capacity to acquire, share, use and store valuable knowledge.

counterproductive work-behaviours (CWBs)

voluntary behaviours that have the potential to directly or indirectly harm the organisation - harrassment, stealing, sabotaging work, tardineess, wasting resources etc...

triple bottom line philosophy

what philosophy is this? maintain profits (economic), improve conditions for society(social), improve physical environment (greener).

air new zealand

which airline found that personality traits predicted high- performing staff in various job functions?

cost of replacing people, loss of of intellectual capital - can result in lower productivity, poor customer service.

why do companies with high turnover suffer?

subsystems

within an organisation are numerous_________, such as departmenrs, teams, informal groups, work processes, technological configurations etc...

teleworking or telecommuting

working from home