Professional Documents
Culture Documents
What Managers Do
Managers (or administrators)
Individuals who achieve goals through other people.
Managerial Activities Make decisions Allocate resources Direct activities of others to attain goals
What are Organizations? Groups of people who work interdependently toward some purpose Structured patterns of interaction Coordinated tasks Work toward some purpose
Systematic study
Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence. Provides a means to predict behaviors.
Preconceived Notions
The Facts
Contingency Anchor
Toward an OB Discipline
Psychology
The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.
Source: Drawing by Handelsman in The New Yorker, Copyright 1986 by the New Yorker Magazine. Reprinted by permission.
Contingency Variables
Employment Relationship
Employability
New deal employment relationship Continuously learn new skills
Contingent work
No contract for long-term employment Free agents, temporary-temporaries Minimum hours of work vary
Employability
Limited job security Jobs are temporary Career selfselfmanagement High emphasis on skill development
Process reengineering
Asks managers to reconsider how work would be done and their organization structured if they were starting over. Instead of making incremental changes in processes, reengineering involves evaluating every process in terms of its contribution.
Effectiveness Achievement of goals. Efficiency The ratio of effective output to the input required to achieve it.
Turnover
The voluntary and involuntary permanent withdrawal from an organization.
IndividualIndividual-Level Variables
GroupGroup-Level Variables
Intellectual Capital Human Capital - Knowledge that people possess and generate Structural Capital - Knowledge captured in systems and structures Relationship Capital - Values derived from satisfied customers, reliable suppliers, etc.
Organizational Memory
The storage and preservation of intellectual capital Retain intellectual capital by:
Keeping knowledgeable employees Transferring knowledge to others Transferring human capital to structural capital
Individual Behaviour
Biographical Characteristics Personal characteristicssuch as age, gender, and marital statusthat are objective and easily obtained from personnel records.
Multiple Intelligences Intelligence contains four subparts: cognitive, social, emotional, and cultural.
Abilities
Physical Abilities - The capacity to do tasks demanding stamina, dexterity, strength, and similar characteristics. Flexibility Factors
Extent flexibility Dynamic flexibility Explosive strength
Strength Factors
Dynamic strength Trunk strength Static strength
Employees Abilities
Ability-Job Fit
What is Personality?
The sum total of ways in which an individual reacts and interacts with others. Relatively stable pattern of
behaviors and consistent internal states that explain a person's behavioral tendencies
Personality Personality Traits Enduring characteristics that describe an individual s behavior. Determinants
Heredity Environment Situation
Agreeableness
Good-natured, cooperative, and trusting.
Conscientiousness
Responsible, dependable, persistent, and organized.
Emotional Stability
Calm, self-confident, secure (positive) versus nervous, depressed, and insecure (negative).
Openness to Experience
Imaginativeness, artistic, sensitivity, and intellectualism.
At work work:
creative problem-solvers, abstract thinkers
Closed practical, down to earth Closed: At work focus on accomplishing tasks work:
The unconscious:
phobias, traumas, sexual urges, anxieties
Psycho-sexual stages
Oral stage (0 2): mouth
dependent & trusting attitudes
Risk Taking
High Risk-taking Managers
Make quicker decisions Use less information to make decisions Operate in smaller and more entrepreneurial organizations
Risk Propensity
Aligning managers risk-taking propensity to job requirements should be beneficial to organizations.
Personality Types
Type As are always moving, walking, and eating rapidly; feel impatient with the rate at which most events take place; strive to think or do two or more things at once; cannot cope with leisure time; are obsessed with numbers, measuring their success in terms of how many or how much of everything they acquire. Type Bs never suffer from a sense of time urgency with its accompanying impatience; feel no need to display or discuss either their achievements or accomplishments; play for fun and relaxation, rather than to exhibit their superiority at any cost; can relax without guilt.
Proactive Personality Identifies opportunities, shows initiative, takes action, and perseveres until meaningful change occurs. Creates positive change in the environment, regardless or even in spite of constraints or obstacles.
Emotions Defined
Psychological and physiological episodes experienced toward an object, person, or event that create a state of readiness.
Employees at Pike Place Fish Market in Seattle turned a money-losing, morale-draining business into a world-famous attraction by deciding to have fun at work, such as tossing fish and joking with customers.
Emotions
Intense feelings that are directed at someone or something.
Moods
Feelings that tend to be less intense than emotions and that lack a contextual stimulus.
Types of Emotions
Activated Negative
Fearful Astonished Elated
Activated Positive
Sad
Unpleasant
Pleasant
Cheerful
Bored
Content
Tranquil
Emotion Continuum
The closer any two emotions are to each other on the continuum, the more likely people are to confuse them.
Emotion Dimensions
Variety of emotions Positive Negative Intensity of emotions Personality Job Requirements Frequency and duration of emotions How often emotions are exhibited. How long emotions are displayed.
Emotions
Experiences toward an attitude object Based on awareness of our senses Occur briefly, usually lasting minutes
Beliefs
Attitude
Emotional Episodes
Behavior
Emotional Labor
Effort, planning and control needed to express organizationally desired emotions during interpersonal transactions. Emotional labor higher when job requires: frequent and long duration display of emotions displaying a variety of emotions displaying more intense emotions Influenced by culture and other situational factors
Relationship Management
Social Awareness
Understanding and sensitivity to the feelings, thoughts, and situation of others Controlling or redirecting our internal states, impulses, and resources Understanding your own emotions, strengths, weaknesses, values, and motives
SelfSelf-management
Lowest
SelfSelf-awareness
Individual Emotions
Source: Based on N.M. Ashkanasy and C.S. Daus, Emotion in the Workplace: The New Challenge for Managers, Academy of Management Executive, February 2002, p. 77.
OB Applications (contd)
Interpersonal Conflict - Conflict in the workplace and individual emotions are strongly intertwined. Customer Services - Emotions affect service quality delivered to customers which, in turn, affects customer relationships. Deviant Workplace Behaviors Negative emotions lead to employee deviance (actions that violate norms and threaten the organization). Productivity failures Property theft and destruction Political actions Personal aggression
Research Findings
High EI scores, not high IQ scores, characterize high performers.