MB021 Organizational Behavior

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MB021Organizational Behavior
Prof. Fabio Fonti
Lecture 13 Review QsAs session
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Agenda

• General announcements
• Midterm announcements
• Lectures review
• Qs As

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General announcements

• Paper Tower exercise
• Pictures are posted on class website
• Math for management and make up final
• Need to get email by end of week if you want to
  take it
• Will need updated schedule printout to sit in
  exam
• As of now, Sat., Dec. 13, 5pm (unless somebody
  comes up before the end of the week with a VERY
  GOOD REASON for not being able to make this
  date/time)

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Midterm Announcements

• Bring pencils for bubble sheet
• T/F questions check A for true, B for false
• Write answers legibly in the space provided on
  the exam
• One sheet of notes, on one side only, is
  allowed. You will need to put your name in the
  back of the sheet, sign it, date it, and then
  turn it in with your exam
• No answers are provided to content questions. If
  you see/have any problem with a given question,
  write about it on the exam)

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Essay questions I
Focus on using concepts covered in the course to
frame your discussion and arguments rather than
overly relying on jargon. Your answers will be
evaluated based on how well you use course
theories and concepts to analyze information and
argue your point of view in a cohesive and
logical way. Justify your position and, if
needed/requested, use examples to clarify.
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Essay questions II
Ask and answer why. Credit will not be given
for the overall number of course concepts
mentioned or for length of response, but for the
ability to answer the question that is asked.
  And dont worry, youll do well!
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Lecture 1 -- Introductions
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Introductions
- Definition of Organization- Definition of
OB- OB in brief
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Lecture 2 - Starting up the teams
More on OB and management
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OB Management I

• Group formation
• Articles of Incorporation
• Disciplines Contributing to OB
• psych, soc, soc psych, econ
• More on OB management
• set of tool for people to understand and for
  managers to act

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OB Management II

• Management definitions
• management, manager
• Basic Managerial Functions
• planning, organizing, leading, controlling
• Evolution of management thought
• traditional, behavioral, systems, contingency,
  quality
• Traditional school
• bureaucratic (Weber), scientific (Taylor,
  Gilbreths), administrative
• Behavioral school
• Hawthorne experiment, Barnard

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Lecture 3 -- Personality Ability
Perception Attribution
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The behavior of people in organizations strongly
reflects their personality and therefore what a
given organization can or cant do is primarily
shaped by the personality of its members.
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Personality Ability I

• Personality
• definition, characteristics
• Trait
• Determinants of personality
• nature vs. nurture
• Interaction of personality and situational
  factors
• to determine feelings, thoughts, attitudes and
  behaviors
• ASA framework
• Attraction, Selection, Attrition. Potential
  problems, if true

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Personality Ability II

• The Big 5 model of personality
• extroversion, neuroticism, agreeableness,
  conscientiousness, openness to experience
  (definition, hierarchical organization, what
  traits they include)
• Craig Barrett at Intel
• Organizational relevant personality traits
• locus of control, self-monitoring, self-esteem,
  type A B personality, need for achievement,
  need for affiliation, need for power
• Ability
• definition, types
• Emotional intelligence
• Managing ability in organizations
• selection, placement, training

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Lecture 4 -- Perception Attribution
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When getting a chance to personally observe an
employees behavior, managers should feel
confident in the conclusions they draw. That
is, direct exposure will allow them to explain
the causes of such behavior and come up with
ideas on how to change it to benefit the
organization as a whole.
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Perception Attribution I

• Perception
• definition, components (perceiver, target,
  situation)
• Accuracy
• why is it important, and what to do to ensure it?
• Perceiver characteristics affecting perception
• schemas, motivational state, mood
• Schemas
• definition, functional and dysfunctional
  (stereotypes)
• Motivational state mood
• Characteristics of the target
• ambiguity, social status, use of impression
  management (5 tactics)
• Characteristics of the situation
• additional information, salience (causes
  consequences)

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Perception Attribution II

• Perception biases and problems
• primacy, contrast, halo, similar-to-me, harshness
  leniency, knowledge of predictor
  (self-fulfilling prophecies)
• Why do perceptual biases exist?
• Attribution theory
• definition, why it is important, internal
  external
• Why might a supervisor make internal
  attributions for a
• subordinates poor performance?

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Perception Attribution III

• Attributional biases
• fundamental attribution error, actor-observer
  effect, self-serving attribution
• Attribution theory and success
• 2x2 matrix
• Why are attributions important determinants of
  behavior in
• organizations?
• How to manage a diverse workforce?
• address fairness, secure top management
  commitment to diversity, training/education of
  management and workforce
• Of glass ceilings and brick walls
• women on the workplace

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Lecture 5 Values, attitudes and moods
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Managers should find out what are their
employees' work values in order to take actions
that match these values, increase their job
satisfaction, and therefore enhance
organizational performance.
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Values, attitudes, and moods

• Experience of work
• how the individual perceives his work. Inner
  feelings, thoughts and beliefs
• different from BEHAVIOR. External. Observable.
  Easily measurable
• Definitions of work values, attitudes, and moods.
  Which are more long lasting? Be aware that they
  are interconnected and they influence each other.
• Relationship between work attitudes and
  perception attribution? WAgtPgtAgtDM
• Intrinsic and extrinsic work values.
• Work attitudes have three components affective,
  cognitive, and behavioral.
• Two important work attitudes job satisfaction
  and organizational commitment.
• Organizational commitment is the collection of
  feelings and beliefs that people have about their
  organization as a whole. Two types affective and
  continuance.

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Job Satisfaction I

• Job satisfaction is the collection of feelings
  and beliefs that people have about their current
  jobs.
• Job satisfaction (JS) is determined by
  personality, values, the work situation, and
  social influence.
• Know about the three models facet, discrepancy,
  and steady-state.

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Job satisfaction II

• JS is NOT strongly related to job performance
  (know why)
• JS has a WEAK relationship to absenteeism
• JS AFFECTS turnover, organizational citizenship
  behavior (know what it is), and workers well
  being

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Lecture 6 The nature of work motivation
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A highly motivated individual will perform much
better than a peer that is not as motivated.
Hence, motivation is critical in organizations.
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The nature of work motivation I

• Work motivation
• definition, key elements (direction of behavior,
  level of effort, level of persistence)
• Motivation and work performance
• only one factor among many that contributes to a
  workers job performance
• Intrinsic vs. extrinsic motivation
• Inputs ? Performance ? Outcomes
• definition, 4 different theories
• Need theories of motivation
• type of theories, definition of need, role of
  manager, Maslows hierarchy of needs, Alderfer
  ERG, Herzbergs motivator-hygiene

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The nature of work motivation II

• Expectancy theory
• type of theory, key elements to the theory
  (valence, instrumentality, expectancy)
• Equity theory
• type of theory, key elements to the theory
  (outcomes, inputs, outcomes/input ratios,
  referent), ways to restore equity (5)
• Procedural justice theory
• type of theory, key elements to the theory
• Organizational Crisis 1

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Lecture 7 Motivational Tools (I II)
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Using the principles of scientific management can
often help an organization to achieve its goals.
Managers should therefore use them when designing
jobs for their employees.
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Motivational tools I II (I)

• Motivational tools
• input (job design, goal setting), performance
  (performance appraisal), outcomes (pay, career)
• Job design
• definition, early approaches (scientific
  management, job enlargement, job enrichment),
  more recent approaches (job characteristics
  model, SIP theory)
• Job characteristics model
• Definition, four key components (5 core job
  dimensions, 3 critical psych states, 4 work and
  personal outcomes, 3 individual differences)
• Social information processing (SIP) model
• definition

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Motivational tools I II (II)

• Goal setting theory
• definition, characteristics of motivating goals
  (4), reasons why it works (4), limitations (2),
  management by objectives (MBO)
• Performance appraisal
• main goals (2), choosing the mix of appraisals,
  choosing what factors to evaluate (3), choosing
  the method of appraisal (obj. subj. scales),
  who appraises, biases in appraisal
• Pay
• Career

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Lecture 8 The nature and management of work
groups and teams (part I)
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Managers should strive for high degree of
diversity in the groups that they assemble. In
fact, heterogeneous groups are more likely to
reach their goals and outperform homogenous ones.
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The nature and management of work groups and
teams (part I)

• Paper Tower exercise

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Lecture 9 -- The nature and management of
work groups and teams (part II)
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A condition for the effective functioning of a
group is that its members conform to norms.
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The nature and management of work groups and
teams (part II) (I)

• Paper Tower exercise debriefing
• strike healthy balance between goals you aim to
  achieve and available resources
• Group
• definition, attributes (2), formal (4) vs.
  informal (2)
• Group development
• Tuckmans five-stage model (description of stages
  their importance), Gersicks Punctuated
  Equilibrium model
• Characteristics of work groups
• description (5), size (pro/cons of small and
  large groups), composition (pro/cons of
  heterogeneous and homogeneous groups), social
  facilitation

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The nature and management of work groups and
teams (part II) (II)

• Roles
• concepts (2), purpose of roles (3), role
  acquisition (2)
• Rules
• definition, advantages (4)
• Norms
• definition, bases for conformity to them (3),
  idiosyncrasy credit
• Conformity and deviance (to norms)
• definition, typical responses to deviance (3),
  functions, optimal balance among them
• Socialization
• definition, role orientation, institutionalized
  vs. individualized (6) socialization tactics

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Lecture 10 -- The nature and management of
work groups and teams (part III)
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As task interdependence increases, the degree and
intensity of group interaction increases, as well
as the potential for gains for the organization.
To augment the effectiveness of groups,
managers should therefore actively seek to
increase the level of task interdependence within
teams.
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The nature and management of work groups and
teams (part III) (I)

• 12 Angry Men A managerial interpretation
• Discussion linking OB concepts to various parts
  of the movie
• Group performance
• actual vs. potential, process losses, process
  gains
• Dysfunctional group processes
• definition (5)
• Social loafing
• definition, causes (3), sucker effect, ways to
  address the problem (3)
• Task interdependence (Thompsons model)
• why it is important, what it is, types of task
  interdependence (3, plus explanatory graph),
  relationship with process losses, relationship
  with process gains (synergy)

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The nature and management of work groups and
teams (part III) (II)

• Group cohesiveness
• what leads to it (5), signs of it (3),
  consequences (including advantages and
  disadvantages)
• Self-managed work teams
• definition, condition or their emergence (5)

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Lecture 11 Of leaders versus managers
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The contemporary perspectives on leadership
(path-goal theory, Vroom Yetton model, and
leader-member exchange) supersede all the other
approaches mentioned in the chapter in explaining
the leadership phenomenon. They are a set of
comprehensive theories for understanding
leadership.
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Of leaders versus managers I

• Bad vs. good bosses
• discussion on differences between good and bad
  bosses, difference between manager and leader
• Leadership
• definition, leader (definition, formal vs.
  informal), leader effectiveness
• Theories of leadership Early approaches
• trait approach (what is it, limitations),
  behavioral approach (what is it, limitations),
  Fiedlers contingency theory (what is it, why it
  is important, LPC scale 2 leaders styles,
  role of 3 situational characteristics, matching
  style and situation, 3 main indications from
  this theory)

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Of leaders versus managers II

• Theories of leadership Current approaches
• path-goal theory (what is it, guidelines, 4
  types of behavior), Vroom- Yetton model (what is
  it, individual vs. group decisions, 4
  decision- making styles, decision tree, group
  problems and decisions, individual problems and
  decisions), leader-member exchange theory (what
  is it, in-group vs. out-group), what to take
  away from them
• Substitutes and neutralizers
• definition, examples
• New topics in leadership research
• transaction vs. transformational charismatic
  leadership (definitions, differences, charisma,
  intellectual stimulation, developmental
  consideration, leader-followers model see
  Figure in the book), leader mood, gender and
  leadership

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Lecture 12 Decision Making
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Since group decision-making is so much more
effective than individual decision-making,
managers should make important decisions by group
consensus.
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Nobel Prize for Economics to Daniel Kahneman
(heuristics, decision making)
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Decision Making I

• The process by which members of an organization
  choose a specific course of action to respond to
  both problems and opportunities.
• Decision making descriptive (what really goes
  on) prescriptive (advice for making decisions)
• Classical model (prescriptive, perfect info,
  rationality)
• March Simons Administrative Decision-Making
  model (descriptive, limited info, bounded
  rationality, satisficing)

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Decision Making II

• Problems with individual DM gt Heuristics
• Availability
• Representativeness
• Anchoring or adjustment
• Overconfidence bias
• Base-rate fallacy
• Escalation (incl. reasons for escalation of
  commitment)
• Group decision-making advantages disadvantages
• Groupthink (what is it, symptoms, how to prevent)
• Other consequences of group DM
• Diffusion of responsibility
• Group polarization
• Potential for conflict (functional
  dysfunctional)

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Decision Making III

• Prescriptive DM programmed vs. non-programmed
  decisions
• Group decision making techniques
• Brainstorming
• The Nominal Group Technique
• The Delphi Technique
• Benchmarking
• Empowerment

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Decision Making IV

• Creativity and innovation in decision making
• Novelty
• Usefulness
• Individual characteristics (individual
  differences, task relevant knowledge, intrinsic
  motivation)
• Situational characteristics (level of autonomy,
  form of evaluation, reward system, importance of
  a decision)

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Questions Answers session
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Good luck!!!