OB 1 Flashcards
What OB do in business
understanding organisations through examining individual characteristics, drivers and behaviours, and understanding group dynamics and organisational processes which ultimately influence organisational effectiveness.
What is the study of OB
The study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself
3 focuses of OB and what they do with information gained
individuals, groups and structure, and applies the knowledge gained about individuals, groups and the effect of structure on behaviour in order to make organisations work more effectively.
OB includes (10)
personality and values attitude and perception motivation (theory and practice) work design and work stress group structure and processes communication conflict leader behaviour and power organisational culture change processes
idea of complementing Intuition with systematic study (3)
Behaviour is generally predictable. The systematic study of behaviour is a means to making reasonably accurate predictions.
We can improve our predictive ability by supplementing intuition with a more systematic approach.
Systematic study allows us to look at relationships, attempting to attribute causes and effects, and basing our conclusions on scientific evidence
What to understand about people and what not to do (2)
Don’t generalise, bring in different perspectives
Different actions have different consequences and every individual is capable of producing different things
Four factors of influence (on an individuals behaviour and performance) MARS model + e=
Motivation Ability Role perception - Situational factors
->behaviour and results
Internal forces within a person that affect voluntary behaviour 3
direction: where to steer effort
intensity: amount of effort
persistence: continuing effort
Factors of employee ability 2
Natural aptitudes (talents) and learned capabilities (physical and mental skills and knowledge) required to successfully complete a task Competencies - personal characteristics that lead to superior performance
factors of Role Perceptions 3
How clearly people understand their job duties:
specific duties and consequences
relative importance of tasks and performance
preferred behaviours to accomplish tasks
Factors of situational factors
Conditions beyond the employee’s immediate control that constrain or facilitate behaviour and performance: time budget work facilities situation
types of individual behaviour (behaviour and results) 5
task performance organisational citizenship Counter productive behaviour Joining/staying with the organisation Maintaining attendance
Predictor of most forms of behaviour +def
personality
Personality is most often described in terms of the measurable traits a person exhibits.
Values v personality
Values
Evaluative
‘Ought to do’
Nurture
Personality
Subjective
‘Tend to do’
Nature & some nurture
Ethics 2
the study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad.
Ethics or honesty is the most important characteristic that employees look for in a leader.
OB is the study of
what people think, feel, and do in and around organizations. It is concerned with human behaviour at work and how aspects of the person (individual), the presence of others (team) and organisational systems (organisational) impact on behaviour.
what is perception
A process by which individuals organise and interpret their sensory impressions in order to give meaning to their environment.
perceptual process 3
- senses
- Selective attention and emotional marker response
- Attitudes and behaviours
Common shortcuts in judging others 6
Selective Perception Stereotyping Halo Effect False-consensus Effect /‘similar to me’ Effect Primacy Effect Recency Effect
Overconfidence bias
The tendency to overestimate the probability that one’s judgment in arriving at a decision is correct.
Anchoring bias
A tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information.
Confirmation bias
The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments.
Availability bias
The tendency for people to base their judgments on information that is readily available to them.
Escalation of commitment
An increased commitment to a previous decision in spite of negative information.
Randomness error
The tendency of individuals to believe they can predict the outcome of random events.
Risk aversion
The tendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher expected pay-off.
Hindsight bias
The tendency to believe falsely, after an outcome of an event is actually known, that one would have accurately predicted that outcome.
Strategies to Improve Perceptions
Self-awareness of perceptual biases (by knowing that they exist)
Improving self-awareness (awareness training) – e.g. applying Johari Window
Meaningful interaction
Emotions def
(Strong) feelings deriving from one’s mood / circumstances / relationships with others
Stress def 2
An adaptive response to a situation that is perceived as challenging or threatening to the person’s wellbeing.
A physiological and psychological condition that prepares us to adapt to hostile or noxious environmental conditions.
Eustress (a motivator) versus distress (a negative experience).
Stressors def
The causes of stress - any environmental condition that places a physical or emotional demand on the person.
Attitudes are
Judgments about anattitude object (a person, object or event)
Based mainly onrational logic
Usually stable for daysor longer
Emotions are
Experiences related to anattitude object
Based on innate and learned responses to environment
Usually experienced forseconds or less
EQ hierarchy 4
Management of others’ emotions
Awareness of others’ emotions
Self-management
Self-awareness
Stress management in a workplace 5
Remove the stressor Withdraw from the stressor Change stress perceptions Control stress consequences Receive social support
EVLN: Responses to Job Dissatisfaction
4
Exit • Leaving the situation • Quitting, transferring Voice • Changing the situation • Problem solving, complaining Loyalty • Patiently waiting for the situation to improve Neglect • Reducing work effort/quality • Increasing absenteeism
Building Organizational Commitment
5
Justice/ Support • Apply humanitarian values • Support employee wellbeing Shared Values • Values congruence Trust • Employees trust org leaders • Job security supports trust OrganizationalComprehension • Know firm’s past/present/future • Open and rapid communication Employee Involvement • Employees feel part of company • Involvement demonstrates trust
