OB Final

Self - Esteem

Feelings of self-worth and liking or disliking oneself

Sources of Competitive Advantage

Innovation, Quality, Service, Speed, Cost Competitiveness

Emotions

Intense, short-term physiological, behavioral, and psychological reactions to a specific object, person, or event that prepare us to respond to it

Enhancing Employee Commitment and Engagement

Levels of job satisfaction or dissatisfaction, organizational commitment, and employee engagement all play an important role in organizational behavior. Job satisfaction has indicated that personal factors, such as an individual's needs and aspirations, determine this attitude, along with group and organizational factors, such as relationships with coworkers and supervisors, as well as working conditions, work policies, and compensation.

Job Satisfction

Reflects our attitudes and feelings about our job

Organizational Commitment

Reflects the degree to which an employee identifies with the organization and its goals and wants to stay with the organization

Organizational commitment

Reflects the degree to which an employee identifies with the organization and its goals and wants to stay with the organization

Affectivity

Represents our tendency to experience a particular mood or to react to things with certain emotions

Moods

Short-term emotional states that are not directed toward anything in particular.

How Organizational Behavior Impacts Personal Success

Understanding how people behave in organizations and why they do what they do is critical to working effectively with and managing others. OB gives everyone the knowledge and tools they need to be effective at any organizational level. OB is an important topic for anyone who works or who will eventually work in an organization, which is the case for most people

VALUES AND EMOTIONS IN ORGANIZATIONS

Values and emotions are also important elements of individual behavior in organizations. Values are ways of behaving or end-states that are desirable to a person or to a group. Values can be conscious or unconscious.

Extraversion

The quality of being comfortable with relationships

Tolerance for Risk and Ambiguity

The tendency to view ambiguous situations as either threatening or desirable

Driving Strategic Execution

These outcomes usually relate to strategic execution—how well managers and their employees understand and carry out the actions needed to achieve strategic goals.

Machievellianism

behavior directed at gaining power and controlling the behavior of others

Authoritarianism

believes that power and status differences are appropriate within hierarchical systems

General Mental Ability

the capacity to rapidly and fluidly acquire, process, and apply information, involves reasoning, remembering, understanding, and problem solving. It is associated with the increased ability to acquire, process, and synthesize information and has been defined simply as the ability to learn.

The Expectancy Theory of Motivation

the theory of motivation that proposes that confidence, the potentiality of a reward, and the perceived level of reward motivates performance.

Agreeableness

warm, friendly, and tactful. They generally have an optimistic view of human nature and get along well with others.

Openness

willingness to try new things and be open to new experiences

What causes job satisfaction? and What does it relate to?

influence on job satisfaction are: the work itself, attitudes, values, and personality. Satisfaction with the nature of the work itself is the largest influence on job satisfaction

Key Work-Related Attitudes

job satisfaction, organizational commitment, employee engagement

What is narcissism? How does it relate to employee/leader/organizational (in)effectiveness? How is it different from self-esteem?

-Degree of sense of self- importance and arrogance -2 conflicting needs: Need for acclaim, Need to dominate -Self-esteem refers to our feelings of self-worth and our liking or disliking of ourselves

we rely on THREE rules to evaluate whether to assign an internal or an external attribution to someone's behavior or outcome:

1. Consistency - leads to internal attributions 2. Distinctiveness - low distinctiveness leads to internal attributions 3. Consensus - a low consensus points to internal attributions

Cognitive Dissonance

An incompatibility or conflict between behavior and an attitude or between two different attitudes

Human Resource Approach to motivation

Assumes that people want to contribute and are able to make genuine contributions

How attitudes are formed

Attitudes are formed by a variety of forces, including our personal values, our experiences, and our personalities

What are the components of an attitude?

Attitudes are formed by a variety of forces, including our personal values, our experiences, and our personalities.

Relationship between attitudes and employe behavior? and how do you measure it***?

Attitudes are not as stable as personality attributes. For example, new information may change attitudes Attitudes can also change when the object of the attitude becomes less important or less relevant to the person Deeply rooted attitudes that have a long history are, of course, resistant to chang

Attitude Change

Attitudes are not as stable as personality attributes. For example, new information may change attitudes. A manager may have a negative attitude about a new colleague because of the colleague's lack of job-related experience. After working with the new person for a while, however, the manager may come to realize that he is actually very talented and subsequently develop a more positive attitude.

Perception and Attribution

Attribution refers to the way we explain the causes of our own as well as other people's behaviors and achievements, and understand why people do what they do.

Traditional Approach to motivation

Called scientific management: Approach to motivation that assumes that employees are motivated by money.

Neuroticism

Characterized by a person's tendency to experience unpleasant emotions such as anger, anxiety, depression, and feelings of vulnerability

Self-Efficacy

Confidence in one's ability to be successful, feelings of self-worth is an individual's belief in his or her innate ability to achieve goals.

CWB

Counter productive Work behavior - a broad range of employee behaviors that are harmful to other employees or the organization

Minimizing dysfunctional behaviors

Dysfunctional behaviors are those that detract from, rather than contribute to, organizational performance.

EI

Emotional Intelligence, is an interpersonal capability that includes the ability to perceive and express emotions, to understand and use them, and to manage emotions in oneself and other people.

Why is it important to study emotions and moods in the workplace?

Emotions also play an important role in organizations. We all experience emotions at work. Our behaviors are not guided solely by conscious, rational thought. In fact, emotion often plays a larger role in our behaviors than does conscious reasoning. The cause of mood tends to be more unfocused and diffused. Our mood at the start of a workday influences how we see and react to work events, which influences our performance

Emotional Labor

Forcing yourself to put a smile on your face to respect the customer and ensure customer service quality.

Employee Engagment

Heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or coworkers that, in turn, influences him/her to apply additional discretionary effort to his/her work.

What is the point of studying organizational behavior - what are we focused on linking management practices to - as far as organizational outcomes?

Helps personal and organizational success. Less turnover, more productivity, job satisfaction

How do organizations effectively use personality assessments?

Myers-Briggs Type indicator: no one gets offended, does not predict anything, based on Carl Jungs

Is organizational effectiveness the same for every organization?

NO

Is management common sense?

No

Enhancing Individual and Team Performance Behaviors

One important behavior is productivity. A person's productivity is a relatively narrow indicator of his or her efficiency and is measured in terms of the products or services created per unit of input

OCB

Org. Citizenship behavior. People who are more satisfied with their jobs are more likely to engage in OCB.

Organizational Behavior Def.

Organizational behavior (OB) is the study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself.

Promoting Organizational Citizenship Behaviors

Organizational citizenship is the behavior of individuals that makes a positive overall contribution to the organization.

How Organizational Behavior Impacts Organizational Success

Organizations as a whole also benefit from OB. Imagine the difference between a company with motivated, engaged employees with clear goals aligned with the business strategy and one with unhappy employees, a lot of conflict, weak leadership, and a lack of direction. `

Why study job attitudes?

People's attitudes obviously affect their behavior in organizations

Personality and individual behavior

Personality is the relatively stable set of psychological attributes that distinguish one person from another.

How do the big 5 components relate to employee and organizational effectiveness?

Potential value of this framework is that it encompasses an integrated set of traits that appear to be valid predictors of certain behaviors in certain situations

RPJ

Realistic job previews involve the presentation of both positive and potentially negative information to job candidates.

Contiensciousness

Refers to an individual being dependable and organized

Human relations approach to motivation

Suggests that fostering a sense of employees' inclusion in decision making will result in positive employee attitudes and motivation to work hard

Multiple intellegences

Suggests that there are a number of distinct forms of intelligence that each individual possesses in varying degrees

Locus of Control

a person's tendency to perceive the control of rewards as internal to the self or external in the environment

The "Big Five" Framework

agreeableness, conscientiousness, neuroticism, extraversion, openness

Competitive advantage

an advantage over competitors gained by offering a source of CA

The Acquired Needs Framework

centers on the needs for achievement, affiliation, and power

Normative Commitment

feeling obliged to stay with an organization for moral or ethical reasons

Affective commitment

staying with an organization because of perceived high economic

Continuance commitment

staying with an organization because of perceived high economic cost