Introduction to the Field of Organizational Behavior Chapter 2
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Introduction to the Field of Organizational Behavior Chapter 2
- 1. Organizational BEHAVIOR MCSHANE VON GLINOW 1 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill Individual Behavior and Learning C H A P T E R T W O
- 2. Organizational BEHAVIOR MCSHANE VON GLINOW 2 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill Assessing Competencies at EMC When EMC was about to dramatically expand its work force, an executive team at the enterprise storage products firm developed an “Employee Success Profile.” This list of generic competencies represented the traits of successful employees, such as goal-orientation and integrity. Courtesy of EMC Corp.
- 3. Organizational BEHAVIOR MCSHANE VON GLINOW 3 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill Motivation Individual Behavior and Performance Model of Individual Behavior Role Perceptions Situational Contingencies Ability
- 4. Organizational BEHAVIOR MCSHANE VON GLINOW 4 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill Types of Work-Related Behaviors • Joining the organization • Remaining with the organization • Maintaining work attendance • Performing required job duties • Exhibiting organizational citizenship
- 5. Organizational BEHAVIOR MCSHANE VON GLINOW 5 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill Definition of Learning A relatively permanent change in behavior (or behavior tendency) that occurs as a result of a person’s interaction with the environment.
- 6. Organizational BEHAVIOR MCSHANE VON GLINOW 6 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill Behavior Modification • We “operate” on the environment – alter behavior to maximize positive and minimize adverse consequences. • Operant versus respondent behaviors • Law of effect – likelihood that an operant behavior will be repeated depends on its consequences
- 7. Organizational BEHAVIOR MCSHANE VON GLINOW 7 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill Consequences What happens After behavior Employee receives attendance bonus Example A-B-Cs of OB Modification Behavior What person says or does Employee attends scheduled work Antecedents What happens before behavior Attendance bonus system is announced
- 8. Organizational BEHAVIOR MCSHANE VON GLINOW 8 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill Behavior Increases/ Maintained Behavior Decreases Consequence is Introduced Consequence is Removed Contingencies of Reinforcement Punishment Positive reinforcement Extinction Punishment Negative reinforcement No Consequence
- 9. Organizational BEHAVIOR MCSHANE VON GLINOW 9 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill Schedules of Reinforcement • Continuous reinforcement • Fixed interval • Variable interval • Fixed ratio • Variable ratio
- 10. Organizational BEHAVIOR MCSHANE VON GLINOW 10 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill OB Modification Limitations • Can’t reinforce nonobservable behavior • Reinforcer tends to wear off • Variable ratio schedule is a form of gambling • Ethical concerns about perceived manipulation
- 11. Organizational BEHAVIOR MCSHANE VON GLINOW 11 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill Learning through Feedback • Any information about consequences of our behavior • Clarifies role perceptions • Corrective feedback improves ability • Positive feedback motivates future behavior
- 12. Organizational BEHAVIOR MCSHANE VON GLINOW 12 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill Evaluated Employee Co-worker Customer Subordinate Project leader Supervisor Co-worker Subordinate Subordinate Multi-Source (360 Degree) Feedback
- 13. Organizational BEHAVIOR MCSHANE VON GLINOW 13 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill Effective Feedback Specific Frequent Timely Relevant Credible Giving Feedback Effectively
- 14. Organizational BEHAVIOR MCSHANE VON GLINOW 14 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill Social Learning Theory • Behavioral modeling – Observing and modeling behavior of others • Learning behavior consequences – Observing consequences that others experience • Self-reinforcement – Reinforcing our own behavior with consequences within our control
- 15. Organizational BEHAVIOR MCSHANE VON GLINOW 15 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill Courtesy of International Forest Products Ltd. Learning at International Forest Products At International Forest Products Ltd., employees receive hands-on, just-in- time learning from coworkers on the job site, not just in the classroom.
- 16. Organizational BEHAVIOR MCSHANE VON GLINOW 16 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill Learning Through Experience • Benefits of experiential learning – Helps acquire tacit knowledge/skills – Allows implicit learning • Practicing experiential learning – Reward experimentation – Recognize mistakes as part of learning – Action learning -- investigating a real problem
- 17. Organizational BEHAVIOR MCSHANE VON GLINOW 17 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill Individual Behavior and Learning C H A P T E R T W O