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Summary Organizational Behavior International Business
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Summary Organizational Behavior International Business
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Organizational Behavior - IBLecture 1
Organizational behavior studies the influence that individuals, groups and structure have
on behavior within the organizations.
It is chief goal is to apply the knowledge toward improving an organisation’s effectiveness
and corporate social responsibility.
The are three levels of OB:
Individual level - work satisfaction
Group level - groupthink
Organization system level - power Scientific approach to
OB Conceptual models:
-Moderation - the relationship between an independent
and dependent variable is influenced by another variable
(moderator). When?
-Mediation - the relationship
between an independent and
dependent variable is explained by
another variable (mediator). Why?
Research models:
- Case study - in depth analysis of one or a few entities: observation, interviews.
- Survey (field study) - use of sample and written questions.
- Experiment - varying an independent variable systematically and looking at its effect
on a dependent variable. (Causal relationship)
- Meta - analysis- quantitive overview of previous research (how consistent are
results?)
Questionnaire research - disadvantage:
1) Correlation versus causation
2) Third variable
Variable - any characteristic of a population unit
,Moderator (Mod) - variable that influences the relation between two other variables. It can
strengthen or weaken this relationship.
Mediator (Med) - variable that is underlying the relation between tho other variables.
Correlation - relationship between variables (can be causal)
Independent variable -
stress Dependent -
performance Moderator -
incentive
Job satisfactory - dependent
variable Social support -
moderator
Emotional stability - independent variable
Chapter 1
Interpersonal skills (communication, problem-solving, influence skills is the top reason
why some employees fail to advance.
OB can help you:
1) think analytically and critically
2) Make better decisions
3) Communicate and collaborate more effectively with others
4) Act with a sense of social responsibility
Incorporating OB principles in a workplace can help:
1) transform a workplace from good to great
2) Developing managers’ interpersonal skills helps organizations to attract and keep
high performing employees
3) The quality of workplace is linked with employee job satisfaction
4) Foster awareness of social responsibility
Managerial activities:
- 32% traditional management (decision making, planning, controlling
- 29% Communication (exchanging routine information and processing paperwork
- 20% Human Resources management (motivating, disciplining, managing conflict, staffing, and
training)
- 19% networking (socializing, interacting with outsiders)
SUCCESSFUL MANAGERS Networking makes the largest contribution, while human
resources management the least.
EFFECTIVE MANAGERS communication made the largest contribution, while networking the least.
Managers who explain their decisions and seek information from colleagues and employees
are the most effective.
OB- a field of study that investigates the impact that individuals, groups and structure
have on behavior within organizations for the purpose of applying such knowledge
towards improving organizations; effectiveness.
Systematic approach is the belief that behavior is not random
Systematic study- looking at relationships, attempting to attribute causes and effects
and drawing conclusions based on scientific evidence
Evidence-based management (EBM) - the basing of managerial decisions on the best available
scientific evidence.
Systematic study and EBM add to intuition
Use evidence as much as possible to inform your intuition and experience
OB is an applied behavioral science built on contributions from several behavioral
disciplines, mainly psychology and social psychology, sociology, and anthropology.
,Psychology seeks to measure, explain and sometimes change the behavior of humans and other
animals
Learning, motivation, personality, emotions, perception, training, leadership effectiveness,
job satisfaction, individual decision making, attitude measurement, employee selection,
work design and stress
Unit of analysis- individual
Social psychology- an area of psychology that blends the concepts from psychology and
sociology and focus on the influence of people on one another.
Behavior change, attitude change, communication, group processes, group decision making,
power conflict, intergroup behavior
Unit of analysis - group
Sociology - the study of people in relation to their social environment or culture.
Communication, conflict, power, intergroup behavior, formal organization theory,
organizational technology, organizational change, organizational culture.
Unit of analysis - group, organization system.
Anthropology - the study of societies to learn about human beings and their activities.
Comparative values and attitudes, cross cultural culture, organizational culture, organizational
environment, power
Unit of analysis - group, organizational system
Contingency variables - situational factors or variables that moderate the relationship between
two or more variables.
Best understand OB you must realize how general affects and the contingencies that
affect them guide behavior
Critically developing issues for which OB offers solutions:
- Globalization - the process in which worldwide integration and interdependence is
promoted across national borders.
Workforce diversity - the concept that organizations are becoming more heterogeneous in
terms of gender, age, race, ethnicity, sexual orientation.
Positive organizational scholarship - an are of OB research that concerns how organizations
develop human strengths, foster vitality and resilience and unlock potential.
Ethical dilemmas and ethical choices - situations in which individuals are required to define
right and wrong conduct.
A basic OB model
Variables (inout, process,
, output)
Levels of analysis ( individual, group, organizational)
Input - variables like personality, group structure and organizational culture that lead to processes.
Process - actions that individuals, groups and organizations engage in as a result of inputs
and that lead to certain outcomes.
Outcomes - key factors that are affected by some other variables
Organizational citizenship behavior (OCB) - discretionary behavior that contributes to the
psychological and social environment of workplace.
Withdrawal behavior - the set of actions employees take to separate themselves from organization
Group cohesion - the extent to which members of the group support and validate one
another while at work
Group functioning - the quality and quantity of a group’s work output
Effectiveness - the degree to which an organization meets the needs of
its clients. Efficiency - the degree to which an organization can achieve
its ends at a low cost
The employability skills matrix (ESM) links five employable skills (critical thinking,
communication, collaboration, knowledge application and analysis, social responsibility.
Chapter 3
Attitudes - evaluative statements or judgement concerning objects, people, or events.
Attitudes have 3 components:
1) Cognitive - the opinion or belief segment of an attitude ( pay is low)
2) Affective - the emotional or feeling segment of an attitude (Im sad because the pay is low)
3) Behavioral - an intention to behave in a certain way towards someone or something. ( I
am going to look for a job that pays better)
Characteristics that change the nature of the attitude
- behavior relationship:
- importance of the attitude
- Correspondence to behavior
- Accessibility
- Presence of social pressures
- Direct experience with an attitude
Cognitive dissonance - any incompatibility between two or more attitudes or between
behavior and attitude.
The desire to reduce dissonance depends on 3 factors:
1) importance of the elements creating dissonance
2) The degree of influence we believe we have over those elements
3) Rewards of dissonance
Organizational identification - the extent to which employees define themselves by the
same characteristics that define one’s organization, forming the basis for which
attitudes are engendered.
Attitudes :
- Job satisfaction - a positive feeling about one’s job resulting from an evaluation of its characteristics
- Job involvement - the degree to which a person identifies with a job, actively participates in it and
considers performance important to their self-worth.
- Psychological empowerment - employees’s belief in the degree to which they affect their work
environment, their competence, the meaningfulness of their job and their perceived
autonomy in their work.
Perceived organizational support (POS) - the degree to which employees believe an
organization values their contribution and cares about their well-being.
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