Organizational Behavior
Skill mix model
Technical Skills
- Ability to apply specialized knowledge
Human Skills
- Ability to work with, understand, and
motivate other people
Conceptual Skills
- Ability to analyze and diagnose complex
situations
Organizational Behavior(OB)
- Field of study that investigates the
impact of individuals, groups, and
structure have on behavior within
organizations for the purpose of
applying such knowledge toward
improving an organization’s
effectiveness.
Basic OB Model
Inputs -> Process -> Outcomes
Outcome Variables
- Individual
o Attitudes – evaluation
o Stress – unpleasant psych
process
o Task Performance –
effectiveness and efficiency of
doing your core job
o Organizational Citizenship
Behavior – discretionary
behavior that contributes to the
workplace.
o Withdrawal Behavior – actions
to separate themselves from
the company
- Group
o Group Cohesion – support and
validate
o Group Functioning – quantity
and quality of work
- Organizational
o Productivity – effective &
efficient
o Survival – able to exist over long
term
Diversity in Organizations
Workplace Diversity
Diversity Mgmt -> Surface Level -> Deep Level
Diversity Management
- Process and programs by which
managers make everyone more aware
and sensitive to the needs and
differences of others.
Effectively Managing Diversity
- Attracting, Selecting, Developing, and
Retaining Diverse Employees
o Target specific groups
o hiring is bias free
o positive diverse climate
- Diversity in Groups
o Common goal
o need a common way
o need to communicate well
o Emphasize commonalities
- Effective Diversity Programs
o Teach managers about diversity
 Legal, fair treatment,
more effective
o Personal development practices
for skills of employees
Mgmt Implications
- Know the anti-discrimination policies
- Increase objectivity by challenging bias
- Consider the individual’s capabilities
- Evaluate accommodations for PWD
- Understand and Respect uniqueness
Attitudes and Job Satisfaction Employee Responses to Dissatisfaction
Attitudes
- reflect how we feel about something
- favorable/unfavorable
- Components
o Cognitive
 Evaluation
o Affective
 Feelings
o Behavioral
 Action

Job Attitudes
- Job Satisfaction
o Positive feeling about a job
- Job Involvement
o Degree of psychological
identification with the job
- Organizational Commitment
o Loyalty
o Identify with org’s goals and
wishing to maintain
membership
- Perceived Org Support
o Employees believe org values
their contributions and cares
about their well-being
- Employee Engagement
o Degree of Involvement,
satisfaction, and enthusiasm
Main Causes of Job Satisfaction
- Job conditions
- Personality
o Positive core self-evaluation =
more satisfied
- Pay
- CSR
Outcomes of Job Satisfaction (Job Behavior)
- Job Performance
- Organizational Citizenship Behavior
- Customer Satisfaction
- Life Satisfaction
Increasing Job Satisfaction
P – Positive Working Environment
R – Reward and Recognition
I – Involve and Increase Employee Engagement
D – Develop skills and potential
E – Evaluate and measure Job Satisfaction
Emotions and Moods
- Feelings aren’t chosen, behaviors are
- Feelings
o created by thoughts and not
actual events
o experiences must be processed
before experiencing any
emotional response
o Emotions results entirely from
the way you look at things
Affect
- Broad range of feelings that people
experience
- Emotions
o Caused by event
o Brief in duration
o Specific and numerous
 Anger
 Fear
 Sadness
 Happiness
 Disgust
 Surprise
o Usually accompanied by facial
expressions
o Action-oriented nature
 - Moods Response Fast Choleric Sanguine
o Cause is often general and Slow Melancholic Phlegmatic
unclear
o Longer lasting AffectiveEvents Theory (AET)
o More general - Emotions provide insight into how
 Positive affect
workplace hassled and uplifting events
 Negative affect
influence employee performance and
o Not indicated by distinct
satisfaction
expressions
- Emotions, and the events causing them,
o Cognitive in nature
should not be ignored because they
accumulate
Temperaments 1. Work environment
- Natural disposition or tendency to react
2. Work Events
in a certain way 3. Personal Dispositions
- Choleric 4. Emotional Reactions
o Natural leader
5. Job Satisfaction/Performance
o Confident
o Fast moving, intense
Emotional Intelligence
o Fast output
- Person’s ability to (cascading model):
o Need to feel productive
o Conscientiousness: Perceive
o Need to be appreciated emotions in self and others
- Sanguine o Cognitive: Understand meaning
o Colorful, creative, loud, of those emotions
dramatic, fun
o Emotional Stability: Regulate
o Moves fast
emotions
o Easily excited
 Surface acting
o Need to feel loved and that all
 Deep acting
is well
 Emotional suppression
o Need to be noticed and
 Cognitive reappraisal
complimented  Social sharing
- Melancholic
o Deep thinkers and feelers Specific OB Issues
o Introspective 1. Selection
o Long memory
2. Decision Making
o Slow in decision making 3. Creativity
o Organized and detail oriented
4. Motivation
o Need to feel perfection
5. Leadership
o Needs to be understood
6. Negotiations
- Phlegmatic
7. Customer Service
o Cool, calm, observant 8. Job Attitudes
o Peaceful, accommodating 9. Deviant workplace behaviors
o Slow and steady 10. Safety and Injury at Work
o Low energy level
o Peacekeeper PERMA
o Needs to be respected
- Positive Emotions
Emotions - Engagement
Strong Weak - Relationship
 - Meaning
- Achievement
Personality and Values
Personality
- Dynamic concept
- Describes the growth and development
of a person’s psychological system
- Sum total of ways in which an individual
reacts to and interacts with others
- Mix of genes, environment, and
individual choices
Personality Frameworks
1. Myers-Briggs Type Indicator (MBTI)
a. Extroverted or Introverted (E/I)
b. Sensing or Intuitive (S/N)
i. Sensing – 5 senses
ii. Intuition – patters and
big picture
c. Thinking or Feeling (T/F)
d. Perceiving or Judging (P/J)
i. Perceiving – flexible,
keeps options open
ii. Judging – controlled,
Structured
2. Big Five Model
a. Extraversion
b. Agreeableness
c. Conscientiousness
d. Emotional Stability
e. Openness to Experience
Dark Triad
- Narcissism – entitled
- Machiavellianism – ends justify the
means, emotionally distant
- Psychopathy – lack of concern for
others
Emerging framework for studying dark side
- Antisocial – indifferent and callous
- Borderline – low self-esteem, high
uncertainty
- Schizotypal – eccentric and
disorganized
- Obsessive Compulsive – perfectionists,
details, motivated by achievement
- Avoidant – feel inadequate and hate
criticism
Core Self-Evaluation (CSE)
- Bottom line conclusions about own
capabilities, competence and worth
Self-Monitoring
- Measures ability to adjust behavior to
eternal, situational factors
Proactive Personality
Values
- Basic convictions about what’s right
- Lays the foundation and understanding
towards attitudes and motivation
- Influences attitudes and behaviors
- Value System
o Rank values in terms of
intensity
- Terminal Values
o Desirable end state
- Instrumental Values
o Preferred modes of behavior to
achieve terminal
- Generational Values
Person-Organization Fit
- Extroverts – aggressive and team-based
- Agreeable – supportive organizations
- Openness – innovative organizations
Hofstede’s Five Value Dimensions
- Individualism (IDV)
- Power Distance (PDI)
- Truth (UAI)
- Gender (MAS)
- Virtue (LTO)
Globe Framework for Assessing culture
- Performance Orientation
- Uncertainty Avoidance
- In-Group Collectivism
- Power Distance
- Gender Egalitarianism
- Humane Orientation
- Institutional Collectivism
- Future Orientation
- Assertiveness
Mgmt Implications - Contrast effects
- Screen job candidates depending on o contrasting between two
what your organization finds most people
important - Stereotype
- MBTI can be used for training and o setting general rules about
development group
- Evaluate jobs, work groups and org to - Selective Perception
determine optimal personality fit o filter what you see and hear to
- Factor in employees’ situational factors fit your own needs
- Consider people’s different cultures to
determine their work behavior Common Biases
- small set of info, not fair/balanced
Perception and Individual Decision Making - Overconfidence bias
Factors that Influence Perception o better than they think
- Factors in the Perceiver - Hindsight bias
- Factors in the Situation o saying they predicted it, after
- Factors in the Target the fact
- Anchoring Bias
Attribution Theory o relying too much on one piece
of info to make a decision
- Confirmation bias
o only use info that prove mgmt
things
- Availability bias
- Escalation of Commitment
o keep doing things cause of
enormous investment

Judgement errors
- Fundamental Attribution Error - bad logic
o Tendency to underestimate the - Randomness error
influence of external factors o making conclusions based of
and overestimate internal false info/superstition
- Self-Serving Bias - Risk Aversion
o Individuals attribute success to o min growth if not willing to take
internal factors risks

Errors of Perception Rational Decision-Making Model

- Halo Effect 1) Define the Problem
o impression in one case for a 2) Identify decision criteria
person, assume in other aspects 3) Allocate weights to criteria
- Central Tendency 4) Develop alternatives
o ave instead of the individual 5) Evaluate alternatives
cases 6) Select best alternative
- Recency Effects
o recall only more recent piece of Bounded Rationality
information - Reduce complex scenario into a level
which is readily understood
 - People satisfice – satisfactory or - Self-efficacy Theory
sufficient solutions o Individual believing that he/she
- Simplified models that extract essential can perform the task
features  Enactive Mastery
 Vicarious Modeling
Intuition  Verbal Persuation
- Outside of conscious thought  Arousal
- Fast and usually engages emotions o Pygmalion effect
- Supplement intuition with evidence and - Reinforcement Theory
good judgement o Behavior is a function of
consequences
Three-stage Model of Creativity o Positive and negative
- Equity Theory
o Make comparison of their job
inputs and outcomes relative to
those of others, then responds
to inequities
o Organizational Justice
 Overall perception of
what is fair in the
Motivation Concepts workplace
Early Theories  Distributed Justice
- Maslow’s Hierarchy of Needs  Perceived fairness of
o Physiological outcome
o Safety-Security  Procedural Justice
o Social-belongingness  Perceived fairness of
o Esteem process
o Self-Actualization  Interactional Justice
- Herzberg’s Motivation-Hygene Theory  Perceived degree to
o Satisfiers which one is treated
o Dissatisfiers w/ dignity and
- McClelland’s Theory of Needs respect
o Need for Achievement (nAch) o Expectancy Theory
o Need for Power (nPow)  Act in a way that
o Need for Affiliation (nAfl) depends on an
expectation that the act
Contemporary Theories will be followed by a
- Self-Determination theory given outcome and
o Prefer to feel control over their based on the
actions (autonomy) attractiveness of that
- Goal-Setting Theory outcome
o Tells employees what needs to  Effort-
be done and how much effort is Performance
needed  Performance-
o Specific increases performance Reward
o Difficult, when accepted, results  Reward-
in higher performance Personal go al
o Feedback = higher performance