CHAPTER 1

Organizational Behavior - Actions of individuals and

groups in an organizational context.
Managing Organzational Behavior
focused on;
acquiring
developing
applying
The knowledge and skills of people.

- Actions

Strategic OB Approach - Organizing and managing

peoples knowledge and skills to;
implement strategy
gain competitive advantage

Importance of Understanding OB
Enhance our ability to leverage peoples
potential within the organization.
Gain confidence in empowering associates to
work toward solving problems.
Integrate behavioral science knowledge to
organizational applications.
Behavioral Sciences:
Psychology
Social psychology
Sociology
Economics
Cultural anthropology
Organization Defined - Collection of individuals
forming a coordinated system of specialized
activities for the purpose of achieving certain goals
over some extended period of time.

Features of Organizations
Network of individuals
System
Coordinated activities
Division of labor
Goal orientation
Continuity over time, regardless of individual
membership change
Human Capital
Sum of skills, knowledge, and general attributes of
people in the organization.
Competitive Advantage
Able to perform some aspect of work better than
competition offering customers added value.
Value
o Individuals capable of supporting strategy
for competing.
Rareness
o Unique skills and talents of individuals.
Imitability
o Extent that individual skills and talents can
be copied.

Positive OB Nurtures individuals strengths for

personal and professional advantage.
High-Involvement Management
Selective Hiring
Extensive Training
Decision Power
Information Sharing
Incentive Compensation

Demands on High-Involvement Managers

Selective Hiring
Extensive Training
Decision Power
Information Sharing
Incentive Compensation
CHAPTER 2
Diversity A characteristic of a group of people
where differences exist on one or more relevant
dimensions.
Multicultural Organization The organizational
culture values differences.
Plural Organization Has a diverse workforce and
takes steps to be inclusive and respectful of
differences, but where diversity is tolerated rather
than valued.
Monolithic Organization Homogeneous.

Forces of Change
Changing Population Demographics
Increase in the Service Economy
Global Economy
Requirements for Teamwork

Power Differentials Sources of Power

Expert knowledge
Formal position
Control rewards/resources
Being irreplaceable
Ascribed Status
Status and power that is assigned by cultural norms
and depends on group membership.

Roadblocks to Diversity
Prejudice and Discrimination
Stereotyping
Differences in Social Identity
Power Differentials
Poor Structural Integration
Communication Problems
Prejudice
Unfair negative attitudes about people who belong
to social or cultural groups outside our own.
Discrimination
Behavior resulting in unequal treatment of
individuals based on group membership.
Modern Racism
Subtle discrimination despite people knowing it is
wrong to be racially prejudice and thinking they are
not.
Stereotyping
Generalized beliefs about the characteristics of a
group of individuals.
Social Identity
Persons knowledge that he/she belongs to certain
social groups, where belonging has emotional
significance.

Structural Integration
Degree to which minorities and women are
represented in all occupations within an
organization.
Communication Problems
Willingness to openly disagree
Importance of maintaining face, or dignity
Way agreement is defined
Time devoted to establishing personal
relationships
Willingness to speak assertively
Mode of communication
Personal space and nonverbal communication
Criteria for Creating and Managing Diversity
Commitment from upper-level management
Diversity linked to strategic plan
Involve associates
CHAPTER 3
Globalization
Trend toward a unified global economy where
national borders mean relatively little.
Culture
Shared values and assumptions that govern
acceptable behavior and thought patterns in a
country.

Predeparture orientation
Key cultural information
Conversational language training
Consider additional training after arrival
o Language
o Cultural exposure
o Host-country support

Culture Shock Stress involving difficulties coping

with the requirements of life in a new country.

Internationally Focused Jobs

Thrive on challenge
Geographically dispersed teams
Rely heavily on electronically
communication
o Virtual electronic teams
Develop trust quickly
o Swift trust

Ethnocentrism Belief that ones culture is better

than others.

mediated

Learning About a Counterparts Culture

Dont try to identify anothers culture too
quickly.
Beware of the Western bias toward taking
actions.
Avoid formulating simple perceptions of others
cultural values.
Dont assume your values are the best for the
organization.
Recognize that norms for interacting with
outsiders may differ from those between
compatriots.
Be careful in making assumptions about cultural
values and expected behaviors based on
published dimensions of a persons national
culture.
Foreign Job Assignments
Expatriate Individual who leaves his/her home
country to live and work in a foreign land.
Training Expatriates
Convince its important
Train entire family

Glass Border Unseen but strong discriminatory

barrier blocking many women from international
assignments.
Results in issues of development and
knowledge for higher-level jobs
Impact on human capital

Cross-cultural Working Relationships

High-context Cultures:
o Use contextual cues to understand people
and their communications
o Value trust and personal relationships
Low-context Cultures:
o Rely on direct questioning to understand
people and their communications
o Value efficiency and performance

Monochronic Time Orientation

o Prefer to focus on one task per unit of time
o Complete that task in a timely fashion
Polychronic Time Orientation
o Willing to juggle multiple tasks per unit of
time
o Accept interruptions and unwilling to be
driven by time

Cultural Intelligence Ability to separate aspects of

behavior based in culture versus unique to
individuals or humans in general.
International Participation

Culture and High-involvement Management

High versus Low Uncertainty Avoidance
High versus Low Assertiveness
Low-power versus High-power Distance
Individualistic versus Collectivistic

Ethics and Globalization

International Ethics Principles of proper conduct
focused on issues such as corruption, exploitation of
labor, and environmental impact.
CHAPTER 4
Learning Process through which individuals
change their behavior based on positive or negative
experiences in a situation.
Operant Conditioning
Explanation for consequence-based learning.
Assumes learning results from simple
conditioning.
Higher mental functioning is irrelevant.
Social Learning Theory
Explanation for consequence-based learning.
Acknowledges the higher mental functioning of
human beings.
Recognizes the role such functioning can play in
learning.
Basic Elements of Learning
Situation + Behavioral Response + Consequence
= Learning.

Reinforcement
Positive
o Behavior followed by positive consequence.
o Increases likelihood behavior will be
repeated.
Negative
o Behavior followed by withdrawal of
previously
encountered
negative
consequence.
o Increases likelihood that behavior will be
repeated.

Punishment
Behavior followed by negative consequence.
Reduces likelihood behavior will be repeated.
Guidelines for Punishing
Deliver as quickly as possible.
Direct at specific behaviors made clear to the
recipient.
Deliver in objective, impersonal fashion.
Listen to their explanation before taking action.
Extinction
Behavior followed by absence of previously
encountered positive consequence.
Reduces likelihood behavior will be repeated.

Training Steps:

Organizational Behavior Modification Formal

procedure to improve task performance through
positive reinforcement and extinction.

Schedules of Reinforcement
Continuous
o Reward occurs after each behavior
Intermittent
o Reward does not occur after each behavior
fixed interval
variable interval
fixed ratio
variable ratio

Symbolization

Observation

and
Forethought

Selfefficacy
Other Conditions for Learning
Know why they are learning what theyre
learning.
Use their own experiences as the basis for
learning.
Practice what theyve learned.
Get feedback.

Simulations
A representation of a real system that allows people
to try various actions and receive feedback.

Learning from Failure

Failure not resulting in learning = mistake
Failure resulting in learning = intelligent failure
o Actions;
thoughtfully planned
reasonable chance of success
modest in scale
quickly executed and evaluated
limited to familiar domains
Perception
Process of sensing various aspects of a person, task,
or event and forming impressions based on selected
inputs.
Perceptions of People

Fundamental Attribution Error A person will

attribute the behavior of others to internal rather
than external causes.
Self-serving Bias A person that attributes others
failure to internal causes and success to external,
will attribute their failure to external and success to
internal causes.
CHAPTER 5
Personality Stable characteristics representing
internal properties reflected in behavioral
tendencies across a variety of situations.
Enduring
Influence Behavior
Across Various Situations

Attribution process of determining what caused

behaviour.
Internal Factors
o Personality
o Attitudes
o Abilities
External Factors
o Organizational resources
o Luck
o Uncontrollable influences

What Determines Personality?

Heredity Genes
o combination
o 50% personality
Environment
o Experiences
o Events
o Socioeconomic circumstances
o Other?

Intelligence General mental ability used in

complex information processing: Does general
intelligence have meaningful effects on success in
the workplace?
What Type of Intelligence Do You Have?
Number aptitude
Verbal comprehension
Perceptual speed
Spatial visualization
Deductive reasoning
Inductive reasoning
Memory
Attitude Persistent tendency to feel and behave in
a favorable or unfavorable way toward a specific
person, object, or idea.
Stable
Directed at:
o object
o person
o idea
Essential Elements of Attitudes
Cognitive
o what we think
o what we know
Affective
o how we feel
o like or dislike
Behavioral
o how we act
o intended actions

Cognitive Concepts A persons perception and

thoughts affect how they process information.
Locus of Control
Authoritarianism
Self-Monitoring
Motivational Concepts Stable differences that
energize and maintain a persons behavior.
Achievement Motivation
Approval Motivation

Important Workplace Attitudes

Job Satisfaction
o High Satisfaction
positive work attitude
o Low Satisfaction
negative work attitude
Organizational Commitment
o Strong Commitment
positive organizational attitude
o Weak Commitment
negative organizational attitude

Emotions Complex subjective reactions that have

both a physical and mental component.
Organizational Impact:
o Direct Effect on Behavior
o Emotional Labor
o Emotional Intelligence

Causes of Satisfaction and Commitment

Role ambiguity
Supervision/leadership
Pay and benefits
Nature of the job
Organizational climate
Stress
Perceptions of fair treatment
Types of Commitment
Affective commitment
o strong positive attitudes
organization
Normative commitment
o feelings of obligation
Continuance commitment
o lack of better opportunities
Can You Change
Communication
1. Communicator
2. Message
3. Situation
4. Target

Attitudes?

toward

Persuasive

Cognitive Dissonance An uneasy feeling

produced when a person behaves in a manner
inconsistent with an existing attitude.

Direct Effects of Emotion Emotional contagion:

occurs when emotions experienced by one or a few
members of a work group spread to other members.
Positive Emotions Influence:
o Social activity
o Altruism and helping behavior
o Effective conflict resolution
o Job satisfaction
o Motivation
o Organizational citizenship behaviour
Negative Emotions Influence:
o Aggression against co-workers
o Aggression toward the organization
o Workplace deviance
o Job dissatisfaction
o Decision making
o Negotiation outcomes
Emotional Labor Process whereby associates must
display emotions that are contrary to what they are
feeling.
Outcome depends on:
o how supervisors enforce display rules
o self-identities of associates
o networks of supportive people
Emotional Intelligence
Appraise emotions
o self and others
Regulate emotions
o self and others
Use emotions
o motivate
o plan
o achieve

CHAPTER 6
Motivation Forces within a person, resulting in
effort toward goal achievement.
Theories of Motivation
Content Theories
o Hierarchy of Needs
o ERG
o Achievement, Affiliation, and Power
o Two-Factor
Process Theories
o Expectancy
o Equity
o Goal-Setting
Hierarchy of Needs (Maslow) People are
motivated by desire to satisfy specific needs. People
must satisfy needs at lower levels before being
motivated by higher level needs:
1. Self-actualization
2. Esteem
3. Social
4. Safety
5. Physiological
ERG Theory (Alderfer)

Achievement, Affiliation, and Power (McClelland)

Need for Achievement
o Perform well against a standard of
excellence
Need for Affiliation
o Be liked and on good terms with people
Need for Power
o Desire to influence people and events
Two-Factor Theory (Herzberg) Job satisfaction
and dissatisfaction are independent states that
different factors affect.
Motivators influence satisfaction
o Achievement
o Recognition
o Responsibility
o Opportunity for advancement/promotion
o Challenging work
o Potential for personal growth
Hygienes influence dissatisfaction
o Pay
o Technical supervision
o Working conditions
o Company policies and procedures
o Interpersonal relationships
o Status
o Security
Expectancy Theory (Vroom) Managers and
associates consider three factors in deciding
whether to exert effort.
Expectancy
o Probability that effort leads to performance
Instrumentality
o Perceived connection between performance
and an outcome
Valence
o Value placed on the outcome

Procedural Justice Degree to which people think

procedures used to determine outcomes are fair.
Some rules:

Equity Theory (Adams) Motivation is based on the

assessment of ones ratio of outcomes for inputs
compared to others.
My Outcomes + My Inputs
VS
Others Outcomes + Others Inputs

Goal-Setting Theory Challenging and specific

goals increase performance through attention,
effort, and persistence.

Resolving Perceived Inequity

Increasing or decreasing inputs.
Changing their outcomes.
Distorting perceptions of their (others/inputs)
and outcomes.
Changing the referent other.
Leaving the organization.
People React Differently to Inequity
Sensitives
o resolve whether favorable or unfavorable
Benevolents
o tolerate unfavorable
o resolve favorable
Entitleds
o resolve unfavorable
o tolerate favorable
Distributive Justice Degree to which people think
outcomes are fair.

THEORY and MOTIVATION PRACTICES

Motivating Associates
Find Meaningful Individual Rewards
Tie Rewards to Performance
Redesign Jobs
o Job enlargement Adding tasks that are
similar in complexity
o Job enrichment Increasing responsibility
Provide Feedback
Clarify Expectations and Goals
CHAPTER 7
Stress Feeling of tension when a person perceives
a situation exceeds their ability to cope.
Job Stress Feeling that ones capabilities,
resources, or needs do not match the demands or
requirements of the job.
Stress Types:
Acute
o Short-term
o Reaction to an immediate threat
Chronic
o Long-term
o Reaction to an ongoing situation

Dystress Bad Stress

Negative stress
Physiological problems
Psychological problems
Signs of Dystress
o Feel irritable
o Sleeping difficulties
o Joyless life
o Disturbed appetite
o Relationship problems
Two Models of Workplace Stress
1. Demand-Control
Workplace demands faced
Control exerted in meeting demands
2. Effort-Reward Imbalance
Effort required
Rewards received as a result of effort

Effort-Reward Imbalance Model

Eustress Good Stress

Positive stress
Energizing
Motivating
Improves performance

Stressors
Role Conflict
Role Ambiguity
Work Overload
Occupation
Resource Inadequacy
Working conditions
Management Style
Monitoring
Job Insecurity
Incivility
Individual Influences on Stress
1. Personality
2. Self-esteem
3. Hardiness
4. Gender
Personality Types
o Type A
Competitive
Aggressive
Impatient
o Type B
Less Competitive
Less Aggressive
Patient
Self-Esteem
o High Self-Esteem
Greater well-being
More resistant to stressors
Engage in positive coping behaviors
o Low Self-Esteem
Withdrawn
Procrastinate
Less resistant to effects of stressors
Engage in negative coping behaviors
High Hardiness
o Internal commitment to activities
o Internal locus of control
o Seek challenge
o Less negative reactions to stress
Gender
o Women
Seek more emotional social support
Seek more instrumental social support

Engage in more positive self-talk

Exhibit rumination
Experience more stress in the workplace

Individual Consequences of Stress

Psychological
o Anxiety
o Depression
o Low self-esteem
o Sleeplessness
o Frustration
o Family problems
o Burnout
Behavioral
o Excessive smoking
o Substance abuse
o Accident proneness
o Appetite disorders
o Violence
Physiological
o High blood pressure
o Muscle tension
o Headaches
o Ulcers, skin diseases
o Impaired immune systems
o Musculoskeletal disorders
o Heart disease
o Cancer
Organizational Consequences of Stress

Individual Stress Management

Exercise
Proper Diet
Social-Support Networks
Relaxation Techniques

Organizational Stress Management

Increase individuals autonomy and control
Ensure individuals are compensated properly
Maintain job demands/requirements at healthy
levels
Ensure associates have adequate skills to keep
up-to-date with technical changes in the
workplace
Increase associate involvement in important
decision making
Improve physical working conditions
Provide job security and career development
Provide healthy work schedules
Improve communication to avoid uncertainty
and ambiguity