organizational behavior chapter 2

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MBA 204 – Week 2
Monday, October 23, 2006
 Welcome back!
 Please let me know if you were not here last week
 Were you able to buy the book?
 Have you gone to the website to download the syllabus?
 Are there any questions from last week’s class?
 Any additional administrative items of importance?
 Let’s get started!

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Introduction - Organizational
Behavior
What types of topics will we cover in this course?
 Job satisfaction
 Personality traits and work performance
 Motivation
 Teamwork
 Leadership
 Power and politics
 HR policies and practices

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Chapter 1
 What is Organizational Behavior?

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What Do Managers Do?
 Get things done
through other people
 Make decisions,
allocate resources,
and direct the
activities of others to
attain goals
 Do their work in an
organization

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Management Functions
 Planning
 Organizing
 Leading
 Controlling

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Management Skills
 Technical Skills:
The ability to apply specialized knowledge or
expertise
 Human Skills:
The ability to work with, understand, and
motivate other people, both individually and in
groups. PEOPLE SKILLS ARE CRITICAL FOR
MANAGERS!!!
 Conceptual Skills:
The mental ability to analyze and diagnose
complex situations

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“Effective” vs. “Successful”
Managers….

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So….What is Organizational
Behavior?

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There Are Few Absolutes in
OB
Contingency
Variables
x y

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Challenges and Opportunity for
OB
 Responding to Globalization
 Managing Workforce Diversity
 Improving Quality and Productivity
 Responding to the Labor Shortage
 Improving Customer Service

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Challenges and Opportunity for
OB (cont’d)
 Improving People Skills
 Empowering People
 Stimulation Innovation and Change
 Coping with “Temporariness”
 Working in Networked Organizations
 Helping Employees Balance Work/Life
Conflicts
 Improving Ethical Behavior

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The Dependent Variables
x
y

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Key Examples of Dependent
Variables

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The Dependent Variables
(cont’d)

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The Dependent Variables
(cont’d)

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The Dependent Variables
(cont’d)

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The Independent Variables
Independent
Variables
Individual-Level
Variables: ability,
IQ, personality,
etc
Organization
System-Level
Variables: org
culture, HR
Group-Level
Variables:
Teamwork,
leadership, etc

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SUMMARY
 Managers need to develop their interpersonal (people
skills) to be effective in their jobs.
 OB is a field of study that investigates the impact that
individuals, groups, and structure have on behavior
within an organization.
 OB focuses on improving productivity, employee job
satisfaction, citizenship behavior and reducing
absenteeism and turnover.
 OB uses systematic study to improve predictions of
behavior.
 OB recognizes and helps managers to improve their
people skills and to see the value of workforce diversity
and practices. It also seeks to improve organizations
and help managers cope with the many changes faced
in today’s workplace.

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Chapter 2: Foundations of
Individual Behavior

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Individuals: Biographical
Characteristics
Biographical Characteristics
Personal characteristics—such as age, gender,
race and tenure—that are objective and easily
obtained from personnel records

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Ability, Intellect, and Intelligence
Ability
An individual’s capacity to perform
the various tasks in a job
Intellectual Ability
The capacity to do mental activities
Physical Abilities
The capacity to do tasks demanding
stamina, dexterity, strength, and similar
characteristics

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Ability-Job
Fit
The Ability-Job Fit
Employee’s
Abilities
Job’s Ability
Requirements

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Part 2 of Chapter 2 --- Learning
Learning
• Involves change
• Is relatively permanent
• Is acquired through experience
Learning
Any relatively permanent change in behavior that occurs
as a result of experience

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Types of Reinforcement
 Positive reinforcement
 Providing a reward for a desired behavior
 Negative reinforcement
 Removing an unpleasant consequence
when the desired behavior occurs

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Theories of Learning
 Classical conditioning
 Operant conditioning
 Social-learning theory
 Shaping

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Reinforcement
 Punishment
 Applying an undesirable condition to eliminate
an undesirable behavior (NOTE: THIS IS NOT
THE SAME AS NEGATIVE
REINFORCEMENT)
 Extinction
 Withholding reinforcement of a behavior to
cause its cessation

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Shaping Behavior
Key Concepts
• Reinforcement is required to change behavior.
• Some rewards are more effective than others.
• The timing of reinforcement affects learning speed and
permanence.
Shaping: Systematically reinforcing each successive step
that moves an individual closer to the desired response

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Schedules of Reinforcement
Continuous Reinforcement
A desired behavior is reinforced
each time it is demonstrated
Intermittent Reinforcement
A desired behavior is reinforced
often enough to make the behavior
worth repeating but not every time it
is demonstrated

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Schedules of Reinforcement
Fixed-Interval Schedule
Rewards are spaced at uniform
**TIME** intervals
Variable-Interval Schedule
Rewards are initiated after a
fixed or constant number of
responses (**OUTPUT**)

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Intermittent Reinforcement

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Intermittent Reinforcement

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Schedules of Reinforcement
Fixed-ratio

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Chapter 3 – What are attitudes?
Attitudes
Evaluative
statements or
judgments
concerning
objects, people,
or events
Affective Component
The emotional or feeling segment
of an attitude
Cognitive Component
The opinion or belief segment of
an attitude
Behavioral Component
An intention to behave in a certain
way toward someone or something

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Measuring the A-B Relationship
Recent research indicates that attitudes
(A) significantly predict behaviors (B)
when moderating variables are taken
into account.
A B

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Self-Perception Theory
Attitudes are used after the fact to make sense out
of an action that has already occurred.
B A !
And,

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Types of Attitudes
Job Involvement
Identifying with the job, actively participating in it, and
considering performance important to self-worth
Organizational Commitment
Identifying with a particular organization and its goals,
and wishing to maintain membership in the organization
(Affective, Normative, and Continuance Commitment)
Job Satisfaction
A collection of positive and/or negative feelings that an
individual holds toward his or her job

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Types of Attitudes, cont’d
Employee Engagement
An individual’s involvement with, satisfaction with, and
enthusiasm for the organization
Perceived Organizational Support (POS)
Degree to which employees feel the organization cares
about their well-being

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An Application: Attitude Surveys
Attitude Surveys
Eliciting responses from employees through questionnaires
about how they feel about their jobs, work groups,
supervisors, and the organization

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Attitudes and Workforce
Diversity
 Training activities that can reshape
employee attitudes concerning
diversity:
 Participating in diversity training that provides
for self-evaluation and group discussions
 Volunteer work in community and social
service centers with individuals of diverse
backgrounds

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Job Satisfaction
 Measuring Job Satisfaction
 Single global rating
 Summation score
 How Satisfied Are People in Their
Jobs?
 In general, people are satisfied with their jobs.
 Depends on facets of satisfaction—tend to be
less satisfied with pay and promotion
opportunities

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Expressing Dissatisfaction
Exit
Behavior directed toward
leaving the organization
Voice
Active and constructive
attempts to improve
conditions
Neglect
Allowing conditions to
worsen
Loyalty
Passively waiting for
conditions to improve