Organizational Behavior Study Guide Essay

Organizational Behavior is the downstairsstanding of how organizations take and how to have wad per remains efficiently. It is extracted from assorted argonas of study, and is interested in how these fields ar incorporated into litigateplace look.Basic Leadership Model k todayledge of OB x doingsal skills = loss leadership takingsivenessOrganizational Behavior 1) individual level is where members make sniff out of the world and derive indigence. 2) how teams function. How they deal, ethical decision making, and condition politics. 3) Organizational level how the firm is structured, selecting developing talent, creating sustaining a culture, manage change.behavioural skills facilitate team decision making, impelling communication, effective negotiation, use index wisely, and managers organization change.Organization change over duration theories become to a greater period complex and and yet much accurate but they ar harder to break since they be all base on the situation and culture limits the applicability of these theories also.Pre 20 century work was done from home/crafts, orgs were military and church, go game Smith division of labor and theories of use of machinery to save labor costs.1900 industrialism and fate production using division of labor.1920 scientific management fred taylor cult of aptitude line of work analysis, standardization, pay by exercise, training, and systemic selection. Classical management henry Fayle PODSC planning, organizing, directing, staffing, and controlling. Unity of command one leader, specialization doing one activity and mint got good at it so replacing was easy. Scalar chain the yields of an widening TxC input multiplied by constant. Span of control how mevery subordinates under control. During this time was 5 to 7 now its over 20.1930 Hawthorne studies by Elton mayo. Findings were that interaction in the test group had increased productivity feelings and supervision had man-size d effect in production. Informal groups also were formed due to interaction.1940 group dynamics when teams made their own decisions they required more information to be shared with employees and yet this was complex but made them have a sense of commitment to the antic. Bureaucracy with Max Weber job descriptions, special responsibility, written rules, proficient of appeal, fair and equal treatment and managing became a duty to rent.1950- Task leaders were only touch with accomplishing the task. Social leaders were concerned with employees. Limits to rationality suffice rather than maximize. There is a limit of how more than info. You erect absorb. Gordon Ho rise it asked for professionalism and more scientific knowledge.1960,1970-Systems thinking environment and organization explaining and predicting behavior. contingency thinking variables on factors. Leadership is contingent on many factors.1980 and now Mckribbin porter studies asked for more communication, and social s kills and cultural diversity.Leader-awareness will make a better leader. Biographical traits, personality, attitudes and values, ability governs your perception and motives. And perception and motivation influence productivity, absence, disturbance, and satisfaction. When hiring skills, attitudes and values, and personality are looked at if you blend in the organization and seem how well you work in teams. People who dont fit in will have low consummateance high absenteeism/turnover.Age-older hatful are little likely to be absent for avoidable reasons and more likely to be absent for unavoidable reasons. ( such as illness). Older plurality have les employment opportunities. Their job provides them with higher(prenominal) wages and pension benefits. productiveness there is no relation with age. Positive satisfaction 60+.Gender- no gender differences and no differences in productivity. Women are more likely to be absent because of children.Marital status- in ordinary married people are more stable, brings job to be more valuable, fewer absence and turnover rates, more satisfied. incumbency people who have been around for a yen while are likely to stay and there is lessen turnover. Tenure on previous jobs help predict employees future turnover. Promotes conveys loyalty. Extra endure leads to increased productivity.Ability skills that individual posses. Intellectual ability mental activities, thinking, reason and problem solving. Those individuals who have a high intellectual ability and work at jobs that do not challenge them become bored and deficiency motivation. Physical ability require physical traits for some jobs. ablaze scholarship self awareness becoming aware of yourself and your areas of strength. self-importance management workings without constant supervision. self-importance motivated ability to persist if there is set back ends or failures, social skills the ability to deal with others and their emotions, empathy ability to sense how others are feeling. Emotional intelligence affects job capital punishment as employees can relate to distributively other.Cultural Values experiences learned that shape our behavior. High low provide distance how equal or unequal you are between others in your society, u.s is low/democratic. Uncertainity avoidance preferring structure than unstructured. Cognitive dissoance when there is a inappropriate emotion or tension after making a decision. Refers to any incompatibility than an individual might perceive between two or more if his or her attitudes, or between his or her behavior and attitudes. nature heredity, environment, situations determine personality. Locus of control the degree to which people believe they are masters of their own fate. When we succeed we take credit for it, but when we fail, we file others. Internals in control of our destiny and are more satisfied and fewer absences. Externals believe their lives are controlled by outside forces higher absenc es and less satisfaction. extroversion social, assertive. Introverted reserved, timid. Machiavellianism pragmatic, emotional distant, ends justify means, aggressive tactics. High machs less persuaded, win more, manipulate more, flourish face to face and when theres no rules. self-importance esteem more confidence, higher risk takers. Self monitoring ability to adjust to external behavior and situations. High Self monitors aware of outside cues, and put on faces.Perceptions-input gives meaning to adjoin. Influenced by beholder attitudes, motives, interests, experiences, expectations. Target motion, size, background, akinity. Situation time, work, social. We judge people to find a behavior based on motives and interests.Attribution Theory- Attribution theory- Tries to explain the ways in which we judge people differently, depending on the meaning we attribute to a condition behavior. We attempt to determine if a given behavior is natively or externally caused. Assessed by 3 facto rs Distinctiveness- whether an individual displays different behaviors in different situations. Consensus- is his chemical reaction unique or expected from everyone in a similar situation? Consistency- does the person resolve the same way over time? Fundamental attribution error- The tendency to underestimate the influence of external factors and overestimation the internal factors when making judgments nigh others behaviors.Self-serving bias- The tendency for individuals to atribute their own successes to internal factors and blame failures on external factors. Frequently used shortcuts in decide others Selective perception- The tendency to selectively interpret what one sees on the rear end of ones interest, background, experience, and attitudes. Halo effect- the tendency to draw a general impression about an individual on a base of operations of a single characteristic. he is all good and nothing bad or vice versa.Contrast effect- Evaluation of a persons characteristics th at is affect by comparison with other people recently encountered who rank higher or lower on the same characteristic. Ie. Someone being assessed right after an expert or someone that does a bad job will affect how you view that person. Stereotyping- Judging someone on the basis of ones perception of the group to which that person belongs.Profiling/Stereotyping- A form of stereotyping in which a group of individuals is singed out- typically on basis of race, ethnicity- for intensive inquiry, scrutiny, or investigation.Self- fulfilling prophecy- a situation in which a person inaccurately perceives a second person, and the resulting expectations cause the second person to behave in ways consistent with the original perception.Motivation- how much political campaign an individual puts aside to achieve organizational goals. Performance = motivation, ability, opportunity.Learning Theory environment determines an individuals behavior. honor of Effect(operant conditioning, or reinforc ement theory) behavior is a function of its consequences. People got to learn to behave a way to get what the want. Shaping Behavior- individuals behavior is determine by rewarding each successive step that moves them closer to a desired response. Positive reinforcement following a desired response with something pleasant, negative following a response by termination or withdrawal of something unpleasant. Punishment causing an unpleasant condition to eliminate an unwanted behavior. Extinction eliminating any reinforcement that maintains behavior. Applied Well pay vs downcast pay, lotteries, and recognition programs.Need Theory- the individual is in control of changing behavior and not the environment. Maslows Hierarchy Maslows hierarchy of inescapably. From Low to high.1. Physiological- food, water, shelter, bodily needs2. Safety- protection from emotional and physical harm3. Social- affection, belongingness, friends4. Esteem- self respect, autonomy, recognition, attention5. Self actualization- achieving full potential, growthAs each need becomes satisfied the adjacent need becomes dominant. A substantial satisfied need no agelong motivates. High order needs internally satisfied such as social , esteem, and self actualization. Low order needs externally and psychotic and safety needs. Extrinsic rewards such as pay tends to decrease motivation for something that was intrinsically rewarding.Extrinsic rewards given to someone performing an interesting task causes interest in the task. Two factor theory intrinsic factors such as advancement, recognition, responsibility, and achievement, are related to job satisfaction and extrinsic factors such as supervision, pay, company policies, and working conditions are associated with dissatisfaction. Hygiene factors these factors are conditions surrounding the job low order needs and people complain about and in order to motivate people on the job hertzburg suggests to try characteristics that people find intrinsic ally rewarding.Equity Theory- comparison of outcomes such as rewards and promotions, to inputs such as run, skills, experience, and knowledge to others in the organization and then respond to eliminate any inequities. Inequity (under rewarded) low performance and over rewarded performance will increase.Job enrichment (vertical)- is the vertical expansion of jobs, increasing the degree to which the thespian controls the planning, execution, and evaluation of his or her work. Expanding jobs vertically gives employees the opportunities, responsibilities, and controls that were previously reserved for management. Autonomy, feed back results, feedback channel, and recognizes individuals desire to grow.Job enlargement (horizontal)- is the idea to expand jobs, more tasks to work with, broaden the job. Skill variety, task identity seeing the job getting fully done, task significance allows employees to form natural work units where asks they perform create meaningful whole.Employee Invol vement Programs- allows orgs to focus on areas their workers know best. Gives sense of belonging, power, information, attitudes/values, and rewards move down the org, allows high needs to be satisfied, becoming motivated, committed, performance up, and satisfied. Line of sight things way too far away that decreased motivation.Expectancy Theory- belief that an employee will be motivated to exert effort when it will lead to good performance then reward and therefore satisfy its goals. Developed by Victor Vroom. Expectancy (effort performance) beliefThat effort will lead to good performance. Skills experience and performance clarity is satisfied. instrumentality (performance reward) belief that good performance will lead to desired outcomes. valency (reward personal goal) the degree to which org. rewards will satisfy your needs and how attractive they are intrinsic and extrinsic. Effort to perform = expectancy, instrumental, valance.Gain Sharing- a formula based on group incentive plan. Focuses on productivity cost conservation rather than profits. Relies less on extrinsic factors. Gain can overtake without profit.Skill based pay- pay levels are based on how many skills employees have. Technical, managerial, and social. Provides flexibility to perform diff. tasks and skills are interchangeable. Facilitates communication between people to earnings better understanding of the jobs. Downside, no promotions and there are limitations to how much you can learn before you top out. Timed training rotation semiannual shifting of an employee from one task to another. When employee becomes not challenged the employee is changed to maintain motivation levels high. distinction Theory- differs leaders from non-leaders. By looking at personal qualities to traits. Works well when in no structure or ambiguous teams. Leaders are born not made. Emergence of leadership rather than the leaders effect on performance. They have to be ambitious, energy, honesty, integrity, high self monitors. However, the theory may not work because fails to clarify the importance of different traits. Not a clear cause and effect relationship.Behavior Theories- assumes that leaders can be trained and the goal here is to develop potential leaders. The problem with these theories is that effective behaviors do not generalize across situations. Ohio studies 2 dimensions initiating structure extent to which a leader is likely to define goals and expectations. Leaders focus is task. consideration the extent to which a leader has a relation with employees, trust, respect for ideas, and feelings. The leader is people oriented and focused on the employees.