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Organizational Behaviour (ORGANIZATION :silhouettes: :silhouettes: (Values…
Organizational Behaviour
Individual :silhouette:
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Ourselves vs. Others
Self-serving Bias
- Judging ourselves
- Attributing our successes
to personal (internal)
factors, but attributing
our failures to situational
(external) factors
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Motivation :star:
- Intensity
- Direction
- Persistence
Motivators
Extrinsic:
- Motivation that comes from outside the person
Intrinsic:
- Motivation that comes from a person’s internal desire to do something
Motivation Theories
Needs-Based Theories
• Maslow’s Hierarchy of Needs
• Alderfer’s ERG Theory
• Herzberg’s Motivation-Hygiene Two-Factor Theory
• McClelland’s Acquired-Needs Theory
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Group :beer_mugs:
Group vs. Team
Group: Two or more members with
a common relationship, act
as individuals
Team: Small number of members
with a mutual goal, act as
cohesive unit
:silhouettes: 
Group Decision MakingSTRENGTHS
- More complete information
and knowledge
- Increased diversity of views
- Generates higher-quality
decisions
- Leads to increased
acceptance of a solution
WEAKNESSES
- More time consuming
- Conformity pressures
- Discussion can be
dominated by 1-2
members
- Decisions suffer from
ambiguous
responsibility
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Teams Vs. Individuals
Teams :silhouettes::
- Tasks require multiple
skills, judgment and
expertise
- The end goal is more
than the aggregate of
individual goals
- Tasks are
interdependent
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Team Norms
Social Roles
Calibrator role observes or changes the team social
processes (settling disagreements, influencing members)
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Cooperator role includes proactively supporting members
with expertise toward achieving the team’s goals
(acknowledging the expertise of others, adopting team’s
decisions)
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Communicator role includes behaviors that are targeted at
collaboration (practicing good listening skills, injecting
humor into tense situations
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Team Meetings
- Crucial to group effectiveness and personal efficiency
- Clear agenda, place and time to meet
- Start and end on time, keep on track, stick to agenda
- Set ground rules: no phones, messaging, emailing, etc.
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Individuals: :silhouette:
- An individual can
perform the work well
on his/her own
- A quick decision needs
to be made and no
group already exists
than can make it
- Tasks are independent
Negotiation :!?:
A process in which two or more parties exchange goods
or services and attempt to agree upon the exchange
rate for them
- Decision-making process
- Social process
- Conflict-resolution strategy
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Negotiation Strategies
ZOPA (Zone Of Possible Agreement)
- Identify target and resistance points
- Target point what one would like to achieve
- Resistance point lowest outcome acceptable
- Identify BATNA (yours and theirs):
BATNA; Best Alternative To a Negotiated Agreement {“Plan B”}
- When proposal is better than your BATNA ACCEPT IT
- When proposal is worse than your BATNA
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The Five Phases of Negotiation:
1. Investigation
- Determine your BATNA
- Presentation
- Bargaining
- Closure.
POWER :warning:
The Abuse of Power
Workplace Bullying
:red_cross:
- Bullying can happen across levels of the organization, or
among co-workers
Sexual Harassment
:red_cross:
- Unwelcome behaviour of a sexual nature in the workplace that
negatively affects the work environment or leads to adverse
job-related consequences for the employee
- Unwanted physical touching
- Recurring requests for dates when the person is uninterested
- Coercive threats that a person will lose her or his job if she or he refuses
a sexual proposition
- Misinterpretations between “being friendly” and “harassment”
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LEADERSHIP
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Manager vs. Leader
MANAGER
- Transactional
- Stability
- Managing work
- Subordinates
- Short term goals
- Head
- Formal authority
- Doing things right
Transactional Leaders
- Contingent reward
- Promises rewards for good performance, recognizes
accomplishments
- Management by exception (active)
- Watches and searches for deviations from rules and
standards, takes corrective action
- Management by exception (passive)
- Intervenes only if standards are not met
- Laissez-Faire leader
- Abdicates responsibilities, avoids making decisions
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LEADER
- Transformational
- Change
- Managing People
- Followers
- Long term vision
- Heart
- Personal charisma
- Doing the right things
Transformational Leaders
- Idealized influence
- Provides vision and sense of mission, instils pride, gains
respect and trust (charismatic leadership)
- Inspirational motivation
- Communicates high expectations, uses symbols to focus
efforts, expresses important purposes in simple ways
Intellectual stimulation
- Promotes intelligence, rationality, and careful problemsolving
- Individualized consideration
- Gives personal attention, treats each employee
individually, coaches, advises
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LEADERS, GROUPS & INDIVIDUALS MAKE DECISIONS
How We Make Decisions
- Bounded Rationality
- Satisficing
- Intuition
Creative Decision-Making Process
- Problem Identification (recognition)
- Immersion (information gathering)
- Incubation (unconscious process)
- Illumination (insights)
- Verification & Application (solution)
Dimensions of Creativity
- Fluency
- Flexibility
- Originality
Faulty Decision Making
- Overconfidence Bias: Believing too much in our own ability to
make good decisions – especially when outside of own expertise
- Hindsight Bias: After an outcome is already known, believing it
could have been accurately predicted beforehand
- Anchoring Bias: Using early, first received information as the
basis for making subsequent judgments
- Framing Bias: Tendency to be influenced by the way that a situation or problem is presented
- Escalation of Commitment: Increasing commitment to a
decision in spite of evidence that it is wrong – especially if
responsible for the decision!
COMMUNICATION
Communication intersects with individuals,
organization and groups/teams
There are various communication types:
From verbal to non-verbal.
- Words represents 7% of communicatino
- Para language reprensents 38%
- Body language represents 55%
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Barriers to Effective Communication
- Filtering
- Selective Perception
- Information Overload
- Semantics
- Non-Verbal Differences
- Silence
Communication fulfills three functions within organizations:
- Coordination,
- Transmitting information
- Sharing emotions and feelings
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