organizational behavior
explains and predicts how people and groups interpret events, react, and behave in organizations
organization
consists of people with formally assigned roles working together to achieve common goals
managers
organizational members who are responsible for attainment of organizational goals through organizing and managing other workers
knowledge of OB can help organizations in managing human resources by (3 things)
1. helps become a more effective employee and a better manager
2. helps organizations be more productive and sustainable. effective managing is key to the creation of a competitive advantage and business strategy execution
competitive advantage
anything that gives a firm an edge over rivals in attracting customers and defending itself against competition
Tuckmans
1. forming
2. storming
3. norming
4. performing
5. adjourning
During storming what happens
individuals try to determine how they fit into the power structure,
informal leadership is forming,
different forms of conflict may occur
During Norming what happens
questions about authority and power are resolved through unemotional matter of fact group disscussion
"group cohesiveness" the we feeling occurs
Adam Smith
in 1890 he introduced the division of labor
Frederick Taylor
in 1920 he identified Scientific management - clear goal setting,
precise instructions based on time and motion studies,
rewards
Hawthorne Effect
1930- when people improve some aspect of their behavior or performance simply because they are being assessed
Human Relations Movement
1940 - Views organizations as cooperative systems and treats workers' orientations, values, and feelings as important parts of organizational dynamics and performance.
Edwards Deming
1950 An american scientist introduced "good management" concept (Total quality management movement) TQM
TQM
continuous customer centered employee driven improvement that uses "good management process
TQM is neccessarily
employee driven" because product of service quality can't be continuously improved without the active learning and participation of EVERY employee.
theory x
belief that people dislike work and will try to avoid it whenever possible
theory y
belief that people can enjoy responsibility and work and are able to make good decisions and exercise self- direction (intrinsic)
people centered organizations
using human resources the most efficient way,
putting people's needs first (employees)
(jeffrey Pfeffer)
major effects of people centered organizations
more engaged, committed, responsible, motivated, employees with high job satisfaction
higher productivity, lower turnover
number of people centered organizations
12%
cost of counter productive work behavior (disengaged workers cost how much money)
$350 billion a year
ethics
standards of behavior about how people ought to act in different situations
study of moral issues and choices
ethical employee behavior
ethical values+ clear expectations + rewards/punishments supporting ethical behavior =
code of ethics
describes the highest values of the organization for decision making purposes
code of conduct
expected and prohibited actions in the workplace
corporate social responsibility
businesses living and working together for the common good and valuing human dignity
scientific method ( theory, hypothesis, data, verification)
method of knowledge generation that relies on systematic studies that identify and replicate a result using a variety of methods, samples and settings
meta analysis
a statistical technique used to combine the results of many different research studies done in a variety of organizations and for a variety of jobs
teams
an interdependent collection of atleast 2 individuals who share a common goal and responsibility for specific outcome
types of teams
functional teams
cross functional teams
problem solving teams
self directed teams
venture teams
virtual teams
global teams
process gain
Getting more from the team than you would expect according to the capabilities of its individual members
process loss
Getting less from the team than you would expect based on the capabilities of its individual members
how to create effective teams
make sure each member feels valued, each one is accountable for tasks and group maintanence roles they are most capable of doing
team efficacy
a teams shared belief that it can organize and execute the behaviors necessary to reach its goals
norms
shares rules, standards, guidelines for team member behavior
roles
behaviors and tasks each member is expected to perform because of their position, skills, experience, personality and preference
what are teamwork competencies
conflict resolution abilities
collaborative problem solving abilities
communication abilities
goal setting and self management ability
planning and task coordination abilities
types of team diversity
informational diversity- diversity in knowledge and experience
demographic diversity- diversity in age, gender, race, and other demographic characteristics
organizational culture
a system of shared values,norms and assumptions that guide members' attitudes and behaviors
four levels/layers of organizational culture
artifacts
assumptions
exposed values
enacted values
four levels: Artifacts
physical manifestations of the culture; including myths and stories, awards, ceremonies, dress code
assumptions
taken for granted unconscious, the ultimate source of values and behaviors
espoused values
explicitly stated organizational values
enacted values
norms and behaviors actually exhibited by employees
major factors influencing organizational culture
(where it comes from?)
company founders and leaders
an organizations culture is influenced in part by it's industry
different industries develop different cultures
organizational culture is also influenced by the national culture in which the organization is embedded
how leaders can form or change organizational culture
develop a clear sense of mission and values about what the company should be
select employees who can share and express and reinforce desired values
role model
make HR management criteria consistent
what organizational processes are affected by organizational culture
process of change - radical or linear
(linear is best)
four functions of organizational culture
organizational identity
collective commitment
social system stability
sense making device
incremental change
linear, continuous change conducted to fix problems or change procedures
transformative change
radical change that tends to be both multidimensional and multilevel, involving discontinuous shifts in thinking or perceiving things
factors affecting need for change
habits
power and influence- employees fearing to lose their power
limited resources- insufficient resources
misunderstandings
saving face
fear of the unknown
tolerance for ambiguity
Lewins Model of Organizational change
diagnosis -> unfreezing->movement -> change agents->refreezing
two major forces in a process of change
driving forces (pushing for change)
Restraining forces (obstacles to change)
kotters change process
8 steps:
1. establish a sense of urgency
2. create a coalition
3.develop a clear vision for the change
4. share the vision
5. empower people to remove obstacles
6. secure short-term wins
7. build on the change
8. anchor the change in corporate culture
strategies for overcoming resistance to change
communication
ensure that staff and performance appraisals support the change
participation- allow employees to participate in the diagnostic and planning
promote fairness perception- treat people respectful and fairly
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