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