MGT 302 Spring 2002 Organizational Behavior

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MGT 302 Spring 2002 Organizational Behavior

• Course Summary and Synthesis
• Thursday, May 2,2002

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Cumulative Final Exam Format

• 2 ½ hours to complete the exam
• Bring a pencil!
• 62 multiple choice questions _at_ 2 points
• 5 essay and short answer questions related to a
  Wall Street Journal article, totaling 51 points

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Organizational Behavior

• Objectives
• Understand behavior
• Predict behavior
• Control behavior
• Evaluate
• Personal Factors
• Situational Factors

• Derived from
• Psychology
• Sociology
• Social Psychology
• Anthropology
• Political Science

Basic Management Functions Plan, Organize,
Lead, Control
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Some Key Trends Impacting OB

• Diversity and Demographic Changes
• Globalization
• Changing Social Ethical Values Expectations
  of
• Employees, Customers, Investors, General Public
• Rapid Technological Change
• Changing Management Initiatives
• Teams, Empowerment, Downsizing, Temporary
  Employment

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General Contingency Model

• Independent Variables
• Individual
• Group and Interpersonal
• Organizational

• Dependent Variables
• Job Satisfaction
• Productivity
• Absenteeism
• Turnover
• Organizational Citizenship

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Individual Level Factors

• Values, Attitudes
• Personality Emotions
• Ability
• Perception
• Attribution
• Motivation
• Content theories
• Process theories
• Applications (e.g., job characteristics model)

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Group Interpersonal Factors

• Group Structure
• Team Characteristics Development
• Leadership
• Conflict
• Power Politics

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Organizational Factors

• Organization Structure
• Work Design
• Organization Culture

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Values

• Types
• Terminal vs. instrumental
• Cross cultural (Hofstede)
• Power distance, Individualism v. collectivism,
  Quantity v. quality of life, Uncertainty
  avoidance, Time perspective

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Attitudes

• Components
• Cognitive, Affective, Behavioral
• Cognitive dissonance
• Key attitudes in OB
• Job satisfaction, Job involvement, Organizational
  commitment (cognitive, affective, normative)
• Attitude-behavior relationship

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Job Satisfaction

• Facet measures
• Nature of work, Supervision, Pay, Promotion
  opportunities, Relations with co-workers,
  Physical surroundings, Location
• Links to
• Productivity, Absenteeism, Turnover, Org.
  Citizenship behavior
• Responses to job dissatisfaction
• Exit, voice, loyalty, neglect

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Personality

• Determinants of personality
• Heredity Environment
• Big 5 Personality model
• Extraversion, agreeableness, conscientiousness,
  emotional stability, openness to experience
• Other personality attributes
• Locus of control, Self-esteem, Risk-taking,
  Machiavellianism, Self-monitoring, Type A or B
• Personality-job fit theory

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Emotions

• Felt vs. Displayed emotions
• External constraints on emotions
• Applications to OB
• Ability Selection, Leadership, Decision making,
  Interpersonal conflict, motivation, deviant
  behavior

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Perception Attribution

• Factors affecting perception
• Target, perceiver, situation
• Attribution
• Internal vs. external
• Biases
• Fundamental attribution error, self-serving bias,
  selective perception, contrast effect,
  stereotyping, expectancy, halo effect,
  projection, self-fulfilling prophecy

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Decision making

• Models
• Rational, Bounded rationality, Intuition,
  Political
• Organizational constraints
• Performance evaluation, reward system, formal
  regulations, deadlines, historical precedents,
  programmed routines
• Cultural differences

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Motivation

• Performance f(abilitymotivation), given
  opportunity
• Content theories
• Maslows hierarchy, Herzbergs two factor, ERG,
  McClellands 3 needs
• Process theories
• Reinforcement, Equity, Expectancy, Goal-setting
• Theory X Theory Y
• Intrinsic versus extrinsic motivators

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Motivation Applications

• Management By Objective
• Goal specificity (challenging yet achievable),
  Participation in decision making, Explicit time
  period, Performance feedback
• Other motivational programs
• Employee recognition, Employee involvement,
  Variable pay plans, Flexible benefits

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Motivation Applications Work Design

• Job characteristics
• Skill variety
• Task identity
• Task significance
• Autonomy
• Feedback

• Predicted Impact on
• Motivation
• Performance quality
• Satisfaction
• Absenteeism
• Turnover

• Job Redesign
• What
• When
• Where

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Groups

• Development models
• 5 stage model
• Punctuated equilibrium model
• Elements of group structure
• Formal leadership, roles, norms, status, size,
  composition, cohesiveness
• Role conflict
• Inter vs. Intra
• Cohesiveness-productivity relationship
• Decision making
• Problems
• Techniques

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Team Characteristics

• Advantages Disadvantages of Teams
• Types
• Cross-functional, self-managed, virtual
• Factors affecting team effectiveness
• Work design, composition, context, process

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Leadership

• Trait theories
• Behavioral theories
• Ohio, Michigan, Grid, Scandinavian
• Contingency theories
• Fiedler, Leader-Member Exchange, Path-Goal,
  Vrooms leader-participation, Substitutes
  Neurtralizers
• Neo-charismatic theories
• Transformational vs. transactional
• Trust
• Integrity, Competence, Consistency, Loyalty,
  Openness

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Conflict

• Types
• Ends, Means, Relationship
• Sources
• Structure, Communication, Personal variables
• Conflict handling styles
• Avoiding, accommodating, competing, compromising,
  collaborating
• Conflict resolution techniques
• Stimulating conflict

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Conflict Resolution Techniques
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Negotiation

• Types of bargaining
• Distributive
• Integrative
• 3rd parties
• Arbitrator
• Mediator

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Power

• Bases of power
• Personal
• Expert, Referent
• Organizational
• Legitimate, Reward, Coercive
• Dependency
• Importance, Scarcity, Substitutes
• Power tactics

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Power Tactics
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Contingency Variables affecting use of Power
Tactics

• Factors related to the person using the power
• Factors related to the person to be influenced
• Factors about the situation, organization culture

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Politics Impression Management

• Legitimate vs. Illegitimate
• Factors contributing to political behavior
• Impression management
• Association, favors, flattery, conformity,
  excuses, apologies, acclaiming
• Defensive behavior
• Avoiding Action Avoiding Blame

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Organization Structure

• Six key elements
• Division of labor, Departmentalization,
  Hierarchy, Span of Control, Decision-making,
  Formalization
• Mechanistic vs. Organic
• Common structures
• Line vs. staff positions, Matrix, Team, Virtual.
  Boundaryless
• Variables affecting org. structure

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Organization Culture

• Characteristics of org. culture
• Reading a culture
• Strong, weak, subcultures
• Functional vs. dysfunctional impacts
• Creating, Sustaining, Changing culture

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Organization Change

• Forces for change
• Resistance to change
• Individual
• Organizational
• Overcoming Resistance
• Change process
• Unfreeze, change, refreeze
• Strategy, structure, culture

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Stress

• Antecedents of Stress
• Environment, organization, individual
• Moderated by individual differences
• Outcomes of stress
• Psychological, physiological, behavioral symptoms
• Approaches to stress management
• Individual
• Organizational

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In OB, everything depends. . .

• But you need to know on what !