HC1 ORGANIZATIONAL BEHAVIOUR: INTRO TO OB, PERSONALITY, LEARNING, MOTIVATION
Organizational behaviour deals with the attitudes and behaviours of individuals and groups in
organizational contexts.
- Why do people behave in a certain way in an organizational environment?
- What factors affect job performance, employee interaction, job commitment, leadership,
managerial styles etc.
- What makes work teams flourish or flounder?
We are interested in the behavioural of individuals and groups within organization with the focus on
performance.
Importance of the field of Organizational Behaviour
For most ‘the organization’ is the most prominent context in our life. When you go to the
supermarket you act in their organization. We spend 100,000 hours of work at life, also an
organization.
Organizational behaviour is the field of individuals studies in an organization and their acting and
performing in organizations.
Organizational theory is the field of organizations performing as a whole.
The field of organizational behaviour has a lot of overlap with other fields.
Example: the poor performance of the Dutch National Team
Economics
- Is there a big enough pool of talented players in the country to pick from?
Psychology’
- Are all the players intrinsically motivated to win?
- Do all of them do their best individually?
Management
- What is the best time to substitute players?
- Is it clear to everyone what the strategy is?
Human resources management?
- How can we increase each individuals player’s skills?
- Would a bonus make them work harder?
All of those would fit in the field of Organizational behaviour. But the core is:
- Are all the players forming a performance team?
- Do the make up for eachothes mistakes?
- Do they coach each other enough?
- How satisfied are players with theur own performance and with the performance of the
team?
- Is there enough creativity in the team?
- How can momentum be created in a team that only meats every few months?
,Integrative model of OB
Open systems perspective
Organizations are complex systems that live within and depend on the external environment
Effective organizations
- Maintain close fit with changing conditions
- Transforms inputs and outputs efficiently and flexibly
- Foundation for the other three organizational effectiveness perspectives
o Individual, team and organization
,The individual: personality
Personality refers to the distinctive way by which individuals react to their environment and
problems
- Relative stable from around 30th birthday
Why care about personality?
Most important for OB
- To check if the person fits with the company
- Create a right mix of members
- Understand who you are managing
- Understand who manages you
Less important for OB
- Personality had been found to correlate with performance, well-being, commitment etc.
Measuring personality: Rorshach
What you see in amorphous inkblots shows your personality: people project their personal
associations onto random shapes.
Personality types: Carl Jung
- Sensing preference for perceiving directly through the five senses
- Intuiting preference for perceiving indirectly through the onconscious
- Thinking preference for judging based on logical, objective and impersonal process.
- Feeling preference for directing perception and judgement outwardly (extravert vs.
introvert)
Functional types Sensing intuiting, thinking and feeling
Attitudinal orientations Extraversion and introversion
Personality types: Briggs and Myres
Myers-Briggs Type Indicator (MBTI)
- A self-evaluation questionnaire
- Developed to measure dimensions indentified in Jung’s type theory
- Widely used (and abused) personal growth and development tool in further education and
business.
The MBTI classified people along four dimensions
- Extroversion vs introversion
- Sensing vs intuiting
- Thinking vs feeling
- Judging vs. perceiving
Each of four dimensions is independent of the other three Leads to 16 personality types
Morg rigorously measurable: BIG 5
, Locus of control
Degree to which a person takes responsibility for his behaviour and its consequences
- Internals Attributes outcomes to one’s own action
o See themselves as active agents
o Assume that they can control events in their lives by effort and skill
o Tends to blame negative events, such as failing an exam, on personal shortcomings
- Externals Attributes outcomes to circumstances beyond one’s control
o See themselves as passive agents
o Things they want to achieve are subject to uncontrollable forces like luck, chance an
powerful other.
Self-monitoring
Self-monitoring in what extends do you adjust to your environment?
High Self monitors Chameleons
- They are highly responsive to social and interpersonal cues of situationally appropriate
performances
Low Self monitors On their own planet
- Their expressive behaviours functionally reflect their own enduring and momentary inner
states, including their attitudes, traits and feelings.
Self-efficacy
In what extend do you belief in your ability to complete a task successfully
- The relationship between self-efficacy and performance is cyclical
- Chronically low self-efficacy is associated with a condition called learned helplessness which
means a severely debilitating lack of faith in one’s ability to control the situation.
The individual: learning
Personality describes how you typically behave or respond this is quite stable over time.
Learning describes how people change and adapt their behaviuoral repetoire.
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