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Introduction & Perception, Persoanlity & Emotion.pptx
- 1. ORGANIZATIONAL BEHAVIOUR & MANAGEMENT BU 604– Chapter 1 & 2 Atiqa Marium Lazaridis School of Business and Economics
- 2. Today: Introduction toOB 2 Topics Required Readings Assignments and Deliverables • Introduction & Perception, Personality & Emotions • Langton, Chapter 1, What is Organizational Behaviour • Langton, Chapter 2, Perception, Personality & Emotions • Case Incident for In-class discussion: Marriott • Review the course outline & Content on MyLS • Enrol yourself in group on MyLS for OB Debate
- 3. Defining Organizational Behaviour • Afield of study that looks at the impact that individuals, groups, and structure have on behaviour within organizations • Its aim is to apply such knowledge toward improving organizational effectiveness
- 4. What Are Organizations? “Organizationsare social inventions for accomplishing common goals through group effort.” Social inventions Goal accomplishment Group effort
- 5. Key characteristics ofOrganizations 5 Social inventions An essential characteristic of organizations is the coordinated presence of people, not things. The field of organizational behaviour is about understanding people and managing them to work effectively. Goal accomplishment All organizations have goals. Organizational survival and adaptation to change are important goals. The field of organizational behaviour is concerned with how organizations can survive and adapt to change. Certain behaviours are necessary for survival and adaptation. Innovation and flexibility are especially important for organizations. Group effort Organizations are based on group effort – the interaction and coordination among people to accomplish goals. Much of the intellectual and physical work done in organizations is performed by groups. The field of organizational behaviour is concerned with how to get people to practise effective teamwork.
- 6. Why Study Organizational Behaviour? • Organizationalbehaviour: • Is Interesting. It is about people and human nature, and explains the success and failure of organizations. • Is Important. It has a profound impact on managers, employees, and consumers. • Makes a difference. It affects individuals’ attitudes and behaviour as well as the competitiveness and effectiveness of organizations. • Human capital: • Knowledge, Skills & Abilities (KSAs) • Social capital: • The social resources from participating in social structure- Can be internal and external
- 7. Goals of OrganizationalBehaviour • The field of organizational behaviour has three commonly agreed- upon goals: Predicting organizational behaviour and events Explaining organizational behaviour and events in organizations Managing organizational behaviour
- 8. Predicting Organizational Behaviour Inorganizations, there is considerable interest in predicting when people will make ethical decisions, create innovative products, or engage in sexual harassment. Through systematic study, the field of organizational behaviour provides a scientific foundation that helps improve predictions of organizational events.
- 9. Explaining Organizational Behaviour Organizationalbehaviour is interested in determining why people are more or less motivated, satisfied, or prone to resign. The ability to understand behaviour is a necessary prerequisite for effectively managing it.
- 10. Managing Organizational Behaviour •Management is the art of getting things accomplished in organizations through others. • If behaviour can be predicted and explained, it can often be managed. • Prediction and explanation involves analysis while management is about action.
- 11. How Much DoYou Know About Organizational Behaviour? Consider whether the following statements are true or false and write down the rationale for your answer: 1. Effective leaders tend to possess identical personality traits. 2. Nearly all workers prefer stimulating, challenging jobs. 3. Managers have a very accurate idea about how much their peers and superiors are paid. 4. Workers have a very accurate idea about how often they are absent from work. 5. Pay is the best way to motivate most employees and improve job performance. 6. Women are just as likely to become leaders in organizations as men
- 12. How Much DoYou Know About Organizational Behaviour? • Now assume the correct answer is the opposite to the one you have given and provide a one-sentence rationale why this opposite answer could also be correct.
- 13. The Study ofOrganizational Behaviour People are very good at giving sensible reasons why the same statement is either true or false. Common sense develops through unsystematic and incomplete experiences with organizational behaviour. Management practice should be based on informed opinion and systematic study.
- 14. Is it possibleto predict Human Behaviour?
- 15. Systematic Study •“Looking atrelationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence.” • Behaviour is generally predictable. • There are differences between individuals. • There are fundamental consistencies. • There are rules (written and unwritten) in almost every setting.
- 16. Evidence-based management • The basingof managerial decisions on the best available scientific evidence. • Complements systematic study. • Vast majority of management decisions are still made “on the fly,” with little or no systematic study of available evidence. • Many managers hold “common sense” opinions regarding effective management that have been flatly refuted by empirical evidence.
- 17. Complementing “Intuition” with SystematicStudy • An instinctive feeling not necessarily supported by research. • Also called “gut feelings”. • The things you have come to believe in an unsystematic way are not necessarily incorrect. • But you may be missing data or you overestimate the accuracy of what we think we know or you may rely on “common sense” or fads that may not be supported by empirical research.
- 18. The Rigour ofOB • OB Looks Beyond Common Sense. • Systematic study of the behaviours in organization • Belief behaviour is not random. O B Has Few Absolutes • Human beings are very complex. • There are few simple and universal principles that explain organizational behaviour. • Humans are not alike, which limits the ability to make simple, accurate, and sweeping generalizations.
- 19. O B Takesa Contingency Approach • An approach taken by OB that considers behaviour within the context in which it occurs. • Depends on the situation. • People are complex and complicated, so theories developed to explain their actions must also consider the context or situation.
- 20. Disciplines That Contribute to theO B Field
- 21. Challenges and Opportunitiesin the Canadian Workplace • Dramatic changes in organizations. • Understanding O B has never been more important for managers. • Change has resulted in new employment options being offered or requested by employees. • May depend on career timing or preferences. What people- related challenges have you noticed in the workplace?
- 22. Challenges and Opportunitiesin the Canadian Workplace Economic Pressures Continuing Globalization Workforce Diversity Customer Service Social Media Employee Well-being at work Positive Work Environment Ethical Behaviour
- 23. Developing an OBModel • Overview • A model is a simplified representation of a real-world phenomenon • Proposes three types of variables (individual, group, organizational) • Proceeds from left to right • Inputs leading to processes; processes leading to outcomes • Outcomes can also influence inputs in the future
- 24. A Basic OBModel (1 of 3)
- 25. A Basic OBModel Inputs are variables such as personality, group structure, and organizational culture that lead to processes Often determined in advance of the employment relationship Processes are actions that individuals, groups, and organizations engage in as a result of inputs and that lead to certain outcomes Individual level – emotions and moods, motivation, perception, decision making Group level – communication, leadership, power and politics, conflict and negotiation Organizational level – change practices
- 26. A Basic OBModel • Outcomes are key variables that you want to explain or predict • Individual level – attitudes and stress, task performance, organizational citizenship behaviour, and withdrawal behaviour • Group level – group cohesion and functioning • Organizational level – overall productivity, profitability, and survival
- 27. Lets Discuss? 27 Consider agroup situation in which you have worked. To what extent did the group rely on the technical skills of the group members versus their interpersonal skills? Which skills seemed most important in helping the group function well? Identify some examples of “worst jobs.” What conditions of these jobs made them unpleasant? To what extent were these conditions related to behaviours of individuals?
- 28. Chapter 2 Perception, Personality,and Emotions 28
- 29. Perception “The process bywhich individuals organize and interpret their impressions to give meaning to their environment.” • It can be different from the objective reality • Why perception is important for OB? • Because behaviour is based on perception of what reality is, not on reality itself. • The world as it is perceived is the world that is behaviourally important.
- 30. Factors Influencing Perception • ThePerceiver • The Target • The Situation
- 31. Can People be mistakenin their perception? Perceptual Errors •Attribution Theory •Selective Perception •Halo Effect •Contrast Effects •Stereotyping
- 32. Attribution Theory “It explainsthe ways we judge people ” “The theory that when we observe what seems like a typical behaviour by an individual, we attempt to determine whether it is internally or externally caused.” • We rely on three rules about the behaviour: • A behavioural rule that considers whether an individual acts similarly across a variety of situations. Distinctiveness • A behavioural rule that considers whether everyone faced with a similar situation responds in the same way. Does the individual act the same as others in the same situation? Consensus • A behavioural rule that considers whether the individual has been acting in the same way over time. Consistency
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- 34. How Attributions GetDistorted? Fundamental Attribution Error The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behaviour of others. Self-Serving Bias The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors.
- 35. How Attributions GetDistorted? Exhibit 2.3 Percentage of Individuals Rating Themselves Above Average on Each Attribute Source: Based on C. Merkle and M. Weber, True Overconfidence —The Inability of Rational Information Processing to Account for Overconfidence (March 2009). Available at
- 36. Perceptual Errors • People’sselective interpretation of what they see based on their interests, background, experience, and attitudes. Selective Perception • Drawing a general impression of an individual on the basis of a single characteristic. Halo Effect • The concept that our reaction to one person is often influenced by other people we have recently encountered. Contrast Effects • Judging someone on the basis of one’s perception of the group to which that person belongs. Stereotyping Describe a situation where your perception turned out to be wrong. What perceptual errors did you make that might have caused this to happen?
- 37. Why Do Perception and Judgment Matter? • Mostobvious applications of judgment shortcuts in the workplace: • Employment interviews • How? • Performance expectations • How? • Performance evaluations • How? Self-fulfilling Prophecy/ Pygmalion Effect A concept that proposes people will behave in ways consistent with how they are perceived by others.
- 38. What is Personality? “Personalityis the sum total of ways or stable patterns of behaviour in which an individual reacts to and interacts with others.” Measuring Personality • Research indicates that personality tests are useful in hiring decisions. • Scores on personality tests help managers forecast who is the best fit for a job. Means of measuring personality Self-report surveys • Individuals evaluate themselves on a series of factors. Observer ratings • Provide an independent assessment of personality. • Tend to be more accurate predictors of success on the job.
- 39. Are people bornwith their personalities? •Personality Determinants • Heredity • Environmental factors • Personality Traits • Personality traits are enduring characteristics that describe an individual’s behaviour. • The Myers-Briggs Type Indicator (MBTI) • The Big Five Personality Model
- 40. Myers-Briggs Type Indicator (MBTI) “Itis a personality test that taps four characteristics and classifies people into 1 of 16 personality types.” • It contains 100 questions to determine how people usually act or feel in particular situations. M B T I Classifications: • Extroverted (E) or Introverted (I) • Sensing (S) or Intuitive (N) • Thinking (T) or Feeling (F) • Perceiving (P) or Judging (J) Can you identify any problem with MBTI model?
- 41. The Big FiveModel •“It is a personality-assessment model that taps five basic dimensions” • Five basic personality dimensions: • Extraversion • Agreeableness • Conscientiousness • Emotional stability • Openness to experience
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- 43. How the BigFive Personality Traits Influence OB? *In jobs requiring significant teamwork or frequent interpersonal interactions.
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- 45. The Dark Triad •It is a group of negative personality traits consisting of: • Machiavellianism • Narcissism • Psychopathy
- 46. Dark Triad Machiavellianism isthe degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify mean. • High Machs versus Low Machs • manipulate more • win more • are persuaded less • persuade others more Narcissism is the tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement. • Narcissists tend to think that they are better leaders than their colleagues; but their supervisors tend to rate them as worse. Psychopathy is the tendency for a lack of concern for others and a lack of guilt or remorse when one’s actions cause harm. • Related to the use of hard influence tactics (threats, manipulation) and bullying work behaviour (physical or verbal threatening). • They may be cunning, which helps them gain power in an organization, but they do not use that power toward healthy ends for themselves or their organization.
- 47. Other Personality Attributes That Influence OB CoreSelf-Evaluation • Core Self-Evaluation is bottom-line conclusions individuals have about their capabilities, competence, and worth as a person. Self-Monitoring • Self-Monitoring is a personality trait that measures an individual’s ability to adjust behaviour to external, situational factors • Pay closer attention to the behaviour of others • Be more capable of conforming • Be more mobile in their careers • Receive more promotions • Be more likely to occupy central positions in an organization Proactive Personality • Proactive personality is a person who identifies opportunities, shows initiative, takes action, and perseveres until meaningful change occurs. • Higher levels of job performance & Career success
- 48. Emotions and Moods? •It is the generic term that covers a broad range of feelings people experience, including emotions and moods. Affect • Emotions are intense feelings that are directed at someone or something. Emotions • Moods are feelings that tend to be less intense than emotions and that lack a contextual stimulus Moods
- 49. Choosing Emotions: Emotional Labour •“Emotionallabour is when an employee expresses organizationally desired emotions during interpersonal transactions at work.” Felt emotions • Actual Emotions Displayed emotions • Appropriate emotion in a given job Surface acting • Hiding one inner feelings to display what is expected Deep acting • Modifying true feelings to match what is expected What impact does emotional labour have on employees?
- 50. Why Should WeCare About Emotions in the Workplace? Emotions provide important information about how we understand the world around us. People who know their own emotions and are good at reading others’ emotions may be more effective in their jobs. Negative emotions can lead to negative workplace behaviours called employee deviance Production (leaving early, intentionally working slowly) Property (stealing, sabotage) Political (gossiping, blaming co-workers) Personal aggression (sexual harassment, verbal abuse)
- 51. Emotional Intelligence (EI) •It includes: • Perceive emotions in self and others • Understand the meaning of these emotions • Regulate one’s emotions accordingly in a cascading model “It is the ability to detect and to manage emotional cues and information”
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- 53. Case Analysis: Marriott •Can you think of other jobs in Marriott where Big Five dimensions other than agreeableness and conscientiousness would be vital? • If you applied for a job that involved a personality assessment, would you be honest in your responses or would you exaggerate your answers to appear more desirable? Why? • What other approaches might companies use to assess personality during hiring, other than an interview or assessment? What strengths and weaknesses might those other approaches have? 53
Editor's Notes
- #1 NOTE: To change the image on this slide, select the picture and delete it. Then click the Pictures icon in the placeholder to insert your own image.
- #3 LO2; Material pertinent to this discussion is found under “Defining Organizational Behaviour.”
- #15 Material pertinent to this discussion is found under “O B: Making Sense of Behaviour in Organizations.”
- #16 Material pertinent to this discussion is found under “O B: Making Sense of Behaviour in Organizations.”
- #17 Material pertinent to this discussion is found under “O B: Making Sense of Behaviour in Organizations.”
- #19 L O5; Material pertinent to this discussion is found “O B has few absolutes.” OB concepts must reflect situational or contingency conditions, and hence predictions about human behaviour are at best probabilistic, not absolute. That is, X is likely to lead to Y, but only under conditions specified in Z (the contingency variables).
- #20 This Exhibits provides a visual representation of the contributions of various behavioural science disciplines on the study of O B. Use as speaking notes to provide a macro level view of the O B discipline. Long Description: Four columns are as follows: Behavioural science, Contribution, Unit of Analysis, and Output. The behavioural science Psychology points to the contribution as follows: Learning, Motivation, Personality, Emotions, Perception, Training, Leadership effectiveness, Job satisfaction, Individual decision making, Performance appraisal, Attitude measurement, Employee selection, Work design, and Work stress. The unit of Analysis is Individual and the Output is Study of Organizational Behaviour. The behavioural science Social Psychology points to the contribution as follows: Behavioural change, Attitude change, Communication, Group processes, and Group decision making. The unit of Analysis is the group and the Output is Study of Organizational Behaviour. The behavioural science Sociology points to the contribution as follows: Communication; Power, Conflict, Intergroup Behaviour. The unit of Analysis is the group and the Output is Study of Organizational Behaviour. The behavioural science Sociology points to another contribution as follows: Formal organization theory, Organizational technology, Organizational change, Organizational culture. The unit of Analysis is the Organization system and the Output is Study of Organizational Behaviour. The behavioural science Anthropology points to the contribution as follows: Comparative values, Comparative attitudes, Cross-cultural analysis. The unit of Analysis is the group and the Output is Study of Organizational Behaviour. The behavioural science Sociology points to another contribution as follows: Formal organization theory, Organizational technology, Organizational change, Organizational culture. The unit of Analysis is organizational system and the Output is Study of Organizational Behaviour. The behavioural science Anthropology points to the contribution as follows: Organizational culture, Organizational environment Power. The unit of Analysis is organizational system and the Output is Study of Organizational Behaviour.
- #23 LO6; Material pertinent to this discussion is found under “Challenges and Opportunities in the Canadian Workplace.”
- #24 LO7; Material pertinent to this discussion is found under “Coming Attractions: Developing an OB Model”
- #25 LO7; Material pertinent to this discussion is found under “Coming Attractions: Developing an OB Model”
- #26 LO7; Material pertinent to this discussion is found under “Coming Attractions: Developing an OB Model”
- #33 Long Description: The processes involved are Observation, Interpretation, and Attribution of the cause. The process begins with the observation of individual behaviour which is interpreted as Distinctiveness, Consensus and Consistency. The three interpretations are explained as follows: Distinctiveness (How often does the person do this in other situations?); Consensus (How often do other people do this in similar situations?); Consistency (How often did the person do this in the past?). Each of the interpretations is further branched out to the attribution of cause. Distinctiveness with seldom high points to external and frequently low points to Internal. Consensus with frequently high points to external and seldom low points to Internal. Consistency with frequently high points to internal and seldom low points to external.
- #35 Long Description: The x-axis has the attributes: performance, sense of humour, and ability to get along with others. The y-axis represents percentage from 0 to 100 with increments of 20 percent. The data are as follows: performance, 78 percent; sense of humour, 96 percent and ability to get along with others, 84 percent. The average is shown by a red horizontal line at 50 percent.
- #42 Long Description: The personality traits and corresponding low extreme behaviours are listed as follows. Extraversion: Reserved, timid, quiet. Agreeableness: Cold, disagreeable, antagonistic. Conscientiousness: Easily distracted, disorganized, unreliable. Emotional stability: Hostile, anxious, depressed, insecure. Openness to experience: Unimaginative, inflexible, literal-minded, dull. The personality traits and corresponding high extreme behaviours are listed as follows. Extraversion: Gregarious, assertive, sociable. Agreeableness: Cooperative, warm, empathetic, trusting. Conscientiousness: Responsible, organized, dependable, persistent. Emotional stability: Calm, self-confident, secure. Openness to Experience: Creative, flexible, curious, artistic.
- #43 Long Description: The five big traits that are listed one below the other are Emotional stability, Extraversion, Openness, Agreeableness, Conscientiousness. The traits point to, “Why is it relevant?” The details are as follows: Emotional stability: Less negative thinking and fewer negative emotions, Less hyper vigilant. Extraversion: Better interpersonal skills, Greater social dominance, More emotionally expressive. Openness: Increased learning, More creative, More flexible and autonomous. Agreeableness: Better liked, More compliant and conforming. Conscientiousness: Greater effort and persistence, More drive and discipline, Better organized and planning. The relevance points to, “What does it affect?” The details are as follows: Emotional stability: Higher job and life satisfaction, Lower stress levels. Extraversion: Higher performance asterisk, Enhanced leadership, Higher job and life satisfaction. Openness: Training performance, Enhanced leadership, More adaptable to change. Agreeableness: Higher performance asterisk, Lower levels of deviant behaviour. Conscientiousness: Higher performance, Enhanced leadership, Greater longevity.
- #52 Long Description: The model proceeds as follows. Conscientiousness perceive emotions in self and others. Cognitive process understands the meaning of emotions. Emotional stability regulates emotions. Each of the processes is arranged from top to bottom connected by downward arrows.