0% found this document useful (0 votes)
44 views21 pages

MPW Textbook Summary

The document provides an overview of key topics related to organizational behavior, including diversity, discrimination, attitudes and job satisfaction, personality, values, perception, decision making, emotions, and more. It discusses factors that influence these concepts and their implications for the workplace. The main points covered are diversity management strategies, the relationship between attitudes and behaviors, models of personality traits, how personality and values link to work, biases that influence perception and decision making, and the sources and impacts of emotions and moods in organizations.

Uploaded by

tttkay.2021
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
0% found this document useful (0 votes)
44 views21 pages

MPW Textbook Summary

The document provides an overview of key topics related to organizational behavior, including diversity, discrimination, attitudes and job satisfaction, personality, values, perception, decision making, emotions, and more. It discusses factors that influence these concepts and their implications for the workplace. The main points covered are diversity management strategies, the relationship between attitudes and behaviors, models of personality traits, how personality and values link to work, biases that influence perception and decision making, and the sources and impacts of emotions and moods in organizations.

Uploaded by

tttkay.2021
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 21

Chapter 2: Diversity in Organisations

2.1 Diversity

2.2 Discrimination

2.3 Biographical Characteristics

2.4 Other Differentiating Characteristics

2.5 Ability

2.6 Implementing Diversity Management Strategies


Chapter 3: Attitudes and Job Satisfaction

3.1 Attitudes
Attitudes: Evaluative statements/ judgments concerning object, people or event (favourable/ unfavourable)
“I like my job”

Affective = emotions, feelings


Behavioural = action
Cognitive = evaluation = a belief (vegans are double standard, my manager doesn’t acknowledge)
3.2 Attitudes and Behaviour

Cognitive dissonance (Festiger)

Attitude-behaviour relationship is likely to be much stronger if attitude refers to something with which a pearson
has direct experience.

Moderating variable in attitude-behaviour relationship


- Attitudes which our memory can easily recall is most likely to determine our behaviour
- Importance of attitude, its correspondence to behaviour, its presence, its accessibility
- Person having direct experience with attitude

Individual more likely to reduce dissonance when


1. It is a situation they can control
2. Their attitudes and behaviour are important in a situation

What can an individual who experience dissonance do


1. Change attitude (easiest)
2. Change behaviour
3. Rationalise the discrepancy

3.3 Job Attitudes


Job attitude = Job satisfaction = positive feeling

Job involvement Psychological Empowerment Organisational commitment

= how active = how much do u feel that you're = how much do u identify with
= how much u identify making an impact goals and values of company
= performance is important to = how much autonomy
self-worth

High job involvement + psychological empowerment


= high organisational citizenship

Perceived Organisational Support Employee Engagement

= Does the company care about my well-being = how engaged are the employees when doing their
job
Fair rewards, voice in decisions, supportive = how enthusiastics are the employees
supervisors
3.4 Job Satisfaction

Measuring Job Satisfaction

1. Single global rating 2. Summation of job facets


- Response to 1 question - Identifies key elements
- “Are you satisfied with your job?” “Culture” “Pay”
- Respondents rate this on standardised skill

3.5 What causes Job Satisfaction


1. Pay
2. Job conditions
3. Personality
4. CSR

3.6 Outcomes of Job Satisfaction


1. Job performance
2. OCB (job involvement + psych empowerment)
3. Customer satisfaction
4. Life satisfaction

3.7 The Impact of Job Dissatisfaction

(Response to job dissatisfaction)


1. Counterproductive/ Deviant work behaviour → Linked to job satisfaction
- Stealing
- Unionisation attempts, substance abuse, undue socialising
- Employee withdrawal
2. Absenteeism
3. Turnover
How can managers raise satisfaction?
- Focus on intrinsic part of job (engaging, challenging, interesting, satisfactory work environment)
- Improving attitudes → orgnisational effectiveness
Chapter 4: Personality and Values

4.1 Personality
Personality (Gordon Allport)
- The dynamic organisation within the individual of those psychophysical systems that determine his
unique adjustments to his environment

Measuring personality
1. Self-report surveys
- May result in respondent lying to have good impression

2. Observer-rating
- Co-worker or another observer does an independent assessment of personality, with or without
subject’s knowledge
- Asked to monitor my colleague behaviour to see if she slacks off

Personality determinants

Heredity
- Biological, physiological and inherent psychological makeup

Personality traits

4.2 Personality Framework

Myers-Briggs Type Indicator

- 100 personality questions to ask how a person feel


- E or I (extroverted vs introverted)
- S or N (sense vs intuition)
- T or F (think vs feeling)
- J or P (judge vs perceiving)

Big 5 personality model

1. Extraversion
2. Emotional stability
3. Agreeableness
4. Conscientiousness
5. Openness

The Dark Triad

Machiavellianism Narcissism Psychopathy

- Pragmatic - self-obsessed - Lack of concern for other


- Maintain emotional - No fuilt
distance - No remorse
- Ends can justify means
- Win in short term but lose
in long term (not well-liked
and are manipulative)

Flourish best
1. Interact F2F with others
2. Situation has minimal rules
(improvisation)
3. Emotional involvement is
irrelevant

4.3 Personality, Job Search and Unemployment

4.4 Personality and Situations


Proactive personality
- Identify opportunities, show initiative, take action, preserve until meaningful change occur

Situation strength theory – Theory indicating that way personality translates into behaviour depends on
strength of situation
- Strong situation vs “Anything goes”

1. Clarity
2. Consistency
3. Constraints
4. Consequences

Trait Activation Theory – Some situation or events activate a “trait” more often than others

4.5 Values
Values
- Specific mode of conduct or end-state existence is personally or socially preferable to opposite mode of
conduct
- Ranking individual values in terms of intensity = obtain personal value system

Terminal Values
- Desirable end-states of existence
- Eventual goals we wanna achieve
Instrumental values
- Preferable values we should have to achieve that goal

4.6 Linking an Individual’s Personality and Values to the Workplace


Personally-job Fit Theory
- Identifies 6 personality types and propose what occupational environment satisfies them
- Realistic (strength), Investigative (thinking and organising), Social, Conventional (rule follower),
Enterprising (verbal), Artistics (ambiguous and unsystematic)

Person-organisation fit
- People are attract to and selected by organisations that match their values and leave when theres no
compatibility

4.7 Cultural Values

Hofstede
- Power distance
- Individualism
- Collectivism
- Masculinity
- Femininity
- Uncertainty avoidance
- Long-term orientation
- Short-term orientation
Chapter 5: Perception and Individual Decision Making

5.1 What is Perception


Perception
- A process by which individuals organise and interpret their sensory impressions to give meaning to
environment
Factors that influence perception
Context!!

We don’t look at targets in isolation!!

5.2 Person Perception: Making Judgments about Others

Attribution theory
1. Distinctiveness
2. Consensus
3. Consistency

Fundamental Attribution Error


- Tendency to underestimate the cause of external factors and overestimate the influence of internal
error

Self-serving bias
- Attribute success to yourself and put blame on others

Hindsight bias “i knew it all along”


- Believe falsely, even after results is already known, that they would have guessed the results correct
Randomness error “i confirm can guess it right”
- Believing that we can predict outcome of random event
Self-fulfilling prophecy “u are like that”
- U think of a person a certain way and this expectation cause that person to behave a certain way
Anchoring bias
- Rely heavily on first info u have
5.4 Decision Making in Organisations

!! We usually don’t follow !! INSTEAD

Bounded Rationality
- Making decisions by constructing simplified models that extract the essential features problems and
does not capture all complexity

Intuitive decision making


- Unconscious process created by experience

Biases in decision making


- Overconfidence
- Anchoring bias
- Confirmation bias
- Availability bias
- Escalation of commitment (continue to commit despite negative information)
- Randomness error (we think we have control and we can predict random events but we don’t)

Risk aversion
- We prefer moderate gain than risker outcome

5.5 Influences on Decision Making: Individual differences and


Organisational Constraints

5.6 What about Ethics in Decision Making?

5.7 Creativity, Creative Decision Making, Innovation in Organisations


Creative behaviour
1. Problem formulation
2. Information gathering
3. Idea generation
4. Idea evaluation

Causes of creative behaviour


1. Intelligence and creativity
2. Personality and Creativity
3 component model of creativity
1. Expertise
2. Creative thinking skills
3. Intrinsic task motivation
Chapter 6: Emotions and Moods

6.1 What Are Emotions and Moods?

Nervous, stress, anxiety is pure maker of high negative affect


Boredom, depressed is pure maker of low negative affect
Relaxation is pure maker of low positive affect
Excitement is pure maker of high positive affect

Positivity offset
- At 0 input, nothing much going on, most individuals experience mildly positive moods
- Employees complain about poor working conditions but in survey, the findings say they are positive
mood 70% of time

6.2 Sources of Emotions and Moods


1. Personality
2. Time of day
- Morning happiest
3. Day of week
- Saturday happiest
4. Weather
5. Stress
6. Social activities
- Epicurean activity (involving friends)
7. Sleep
8. Exercise
9. Age
- Older is more positive
10. Sex
Increase positive mood more Okay positive mood

1. Physical 1. Formal
- Skiing with friends - Attending meeting
2. Informal 2. Sedentary
- party - Watching tv/ game with friends
3. Epicurean
- Eating with friends

Affect Intensity
- Differences between how every individual experience their emotions
- Some experience positive and negative emotions very strongly

Illusory correlation
- Tendency for people to associate 2 events when in reality, they don’t have connection

6.3 Emotional Labour


Emotional Labour
- Situation in which employee express desired emotions in workplace
- Hotel staff smiling

Felt emotions
- Actual emotion

Displayed emotions
- Emotions that are required and displayed in work setting

Emotional Dissonance
- Inconsistency between feeling and emotions they project

6.4 Affective Events Theory


Affective Events Theory
- Models suggesting that workplace events → emotional reactions of the employees → influence their
attitude and behaviour
- Work events that are uplisting
- Meeting a goal, support from colleague, receiving recognition
6.5 Emotional Intelligence
Emotional intelligence
- Ability to detect and manage emotional cues and information

6.6 Emotion Regulation

Positive people
- Use rule of thumb/ heuristic in decision making
- Enhance creativity and problem solving
Depressed people
- More critical + weigh all options
- Take extended time to process information

Negotiation
- Negative emotion can be effective
- Individual who do poorly in negotiation experience negative emotions + develope negative perceptions
of counterpart + less cooperative in future negotiation

6.7 OB Applications of Emotions and Moods


Chapter 7: Motivation Concepts
7.1 Motivation Defined

Motivation = persistence + intensity + direction in attaining a goal

7.2 Early Theories of Motivation

Douglas McGregor Theory Y


- Manager assumes that employees learn to accept and seek responsibility
Douglas McGregor Theory X
- Hates work and must be forced into it!!

2-factor theory
1. Hygiene
- Quality of supervision, pay, policies, working conditions, relationships to others
- When adequate = people will be satisfied nor dissatisfied
2. Motivation
- Related to work itself
- Promotion, personal growth opp, recognition, responsibility

McClelland theory of needs


- Need for Achievement (to excel)
- Need for Power (need to make others behave a certain way
- Need for Affiliation (desire for friendly relationship)

Managers have a high need for power and low need for affiliation!!

7.3 Contemporary Theories of Motivation

Self-Determination theory
- People do like doing things that are obligation even if they once used to enjoy
- Autonomy, competence and positive connections

Self-Concordance
- How strongly people’s reasons are for pursuing goals that are consistent with interest and core values

7.4 Other Contemporary Theories of Motivation


Goal Setting Theory
- Public goals
- Individual have internal locus of control
- Goals are self-set
- Tasks are simple → more impact on performance
- Well learned rather than novel
- Independent rather than interdependent (group goals are better)
MBO (Management by objectives)
- Tangible, Variable, Measurable ‘

Self-efficacy theory
- “I believe i can perform a task”
- Social cognitive
- To improve, according to Albert Bandura,
1. Enactive mastery (u gaining experience)
2. Vicarious modelling (seeing others do)
3. Verbal persuasion
4. Arousal

Reinforcement Theory

Operant Conditioning/ Behaviorism and Reinforcement


- Behaviour follows a stimuli in relatively unthinking manner\
- No cognitive!!

7.5 Equity Theory/Organisational Justice

7.6 Job Engagement

7.7 Integrating Contemporary Theories of Motivation


Chapter 8: Motivation: From Concepts to Applications

8.1 Motivating by Job Design: The Job Characteristics Model

Job designs:
- Elements of a job
Job characteristics model:
- Model that proposes that any job can be described in terms of five core job dimensions:
- skill variety, task identity, task significance, autonomy, and feedback.
Task identity
- Making chair = wood, build, finish the piece = high task identity
- Making leg of chair solely = low task identity
Task significance
- How impactful your job affects people?

Motivating potential score!

8.2 Job Redesign (how can be redesign jobs?)

1. Job rotation
2. Job enrichment
- Herzberg theory of motivation hygiene
3. Relational Job Design
- Employees can see the difference they are making

8.3 Alternative Work Arrangements


Flex time: Flexible working hours
Job sharing: splitting work
Telecommuting: WFH

8.4 Employee Involvement


1. Participative Management
- Share great decision making power
2. Representative Participation
- Decision is made through small group of representative employees
8.5 Using Rewards to Motivate Employees
Variable-Pay program
- Commision
- % of pay based on performance
Merit-based pay
Piece-rate pay

8.6 Using Benefits to Motivate Employees


Flexible benefits

8.7 Using Intrinsic Rewards to Motivate Employees


1. Employee recognition program
Chapter 9: Foundations of Group Behaviour
9.1 Defining and Classifying Groups

Formal group: defined by organisation structure


Informal group: no structure, appear in response to the need for social contact
Social identity theory: being member of a group
In-group favouritism: Being biassed to people of your group

9.2 Stages of Group Development

Punctuated-Equilibrium Model
- Set of phases that temporary groups go through that involves transitions between inertia and activity

9.3 Group Property 1: Roles

Role Perception: how u think u should act (formed from surrounding and stimuli around us)

Role Expectations: how others believe u should act

Psychological contract: Unwritten expectation of manager on employee

Role conflict: Individual have conflicting roles to fulfil


Interrole conflict: roles that individuals have to fulfil are in direct contradiction

9.4 Group Property 2: Norms


Norms
Conformity
Reference groups: important groups we belong to which we study the norms we should be conforming to
9.5 Group Property 3: Status, and Group Property 4: Size and Dynamics
Status characteristic theory
- Difference instatus create hierarchy!!
Social loafing
- Slacking cause u’re working in a team!!

9.6 Group Property 5: Cohesiveness, and Group Property 6: Diversity

Fault Lines:
- Divisions that split groups into 2 or more subgroups based on differences (sex, race, age…)

9.7 Group Decision Making

Groupthink
- Pressurising to conform to norm instead of looking for alternatives!
Chapter 10: Understanding Work Teams
10.1 Why Have Teams Become So Popular?

Because they are effective!!

10.2 Differences Between Groups and Teams


Work group: Interact to share information, make decisions, help each other

Work team: Individual efforts result in performance that is greater than

10.3 Types of Teams


1. Problem solving
2. Self-managed
3. Cross functional (same hierarchical level but different work areas)
4. Virtual Teams
5. Multiteam

10.4 Creating Effective Teams

10.5 Turning Individuals into Team Players

1. Selecting
2. Training
3. Rewarding

10.6 Beware! Teams Aren’t Always the Answer


W2

Team 1: Big Data for Dummies (Chapter 1)

Team 2: How do employees justify cyberloafing

W3

READ CHAPTERS 2 & 4

Team 3: Can organisations train diversity (Chapter 2)

Team 4: On the costs of being nice (Chapter 4)

W4

Team 5: On-boarding..or On-Leaving (Chapter 3)

Team 6: When the going gets boring (Chapter 6)

W5

Team 7: Who needs the Gig economy? (Chapter 7)

Team 8: We Talk, but they don’t listen (Chapter 8)

W6

Read chapter 5,9,10

Team 9: Intragroup Trust and Survival (Chapter 9)


Team 10: Smart Teams and Dumb Teams (Chapter 10)

You might also like