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Organizational Behavior Test 1 (Personality (Big Five (Openness:…
Organizational Behavior Test 1
Personality
What is personality?
Personality: Sum of total ways in which an individual reacts to and interacts with others
Personality Traits: Enduring characteristics which describe an individual's behavior
What affects personality?
Life experiences
Changes in environment
Jung's Theory
E/I
Extraversion: Environmentally stimulated
I: Self-stimulated
S/N
Sensing: Perceive what is observable
Intuition: Perceive possibilities
T/F
Thinker: Uses logic and objectivity
Feeler: Uses personal subjectivity and values
J/P
Judger: Decisive, planned, orderly
Perceive: Flexible, adaptable, spontaneous
The Dark Triad
Machiavellism / Manipulation
Narcissims / Superiority
Psychopathy (Lack of empathy)
Big Five
Openness: intellectual curiosity (not straightforward)
Consvientiousness: Purposeful, planned, not spontaneous
Extraversion: Environmentally stimulated
Agreeableness: Compassionate and cooperative, not suspicious or antagonist
Neuroticism: Tendency to experience negative affects and emotions such as anger, anxiety, depression, fear, or depression/ Vulnerable to stress
Great Teams are about personalities, not just skills
Great Teams have different and complementing personalities. This is more important than how smart everyone is.
Perception and Decision Making
What is perception
A process that involves sensing various aspects of a person, , task or event and impressions based on selected inputs
What influences perception?
Perceiver traits
Background
Goals and Expectations
Motivations
Experience
Habit
Cultures
Intensity of stimuli
Frequency of stimuli
Attributions and Kelley's Theory
Events are attributed internally or externally
Internal: In person's control
Consistency: Behavior is repeated
External: outside of person's control
Distinctiveness: Aligns with other behaviors from same individual
Consensus: Aligns with other people's behaviors
Errors in Attribution
Fundamental Attribution Error: Underestimating external factors and overestimating internal factors when judging others
Self-Serving Bias: Attributing success internally and failure externally for yourself
Before you make that big decision
Self-interested bias
Affect Heuristic: Attachment to proposal
Groupthink: Group thinks as one
Saliency Bias: Reliance on Faulty Analogy
Confirmation Bias: Other options not explored
Availability: The most available soltuion is taken
Anchoring bias: Over-reliance on specific data over others
Halo Effect: Focus on one area, but not applicable to others
Sunk Cost Fallacy: People commit further to a cause that they have alrady devoted resources to
Perceptual Biases
Selective Perception: People selectively interpret things based on interests, background, experiences, and attitudes
Halo Effect: Drawing a general impression about an individual based on a single characteristic
Contrast Effects: Evaluation of a person's characteristics based on others
Stereotyping: Judging someone based on their membership to a group
Intro to OB
Variables of Interest
Hawthorne Studies
People's knowledge that they are being observed alters their behavior
Levels of Analysis
Individual and Interpersonal
Group
Organizational
Fields from which OB draws
Psychology
Social Psychology
Anthropology
Sociology
Group Dynamics and Team Building
Groups vs Teams
Group: 2+ Individuals, interacting, interdependent, with common goal
Team: 2+ Individuals, interacting, complementary skills, common goal, mutually accountable, positive synergy, greater than sum of individual parts
Group Processes Models
Tuckman's
Forming: Roles, Goals, Trust Issues, Dependence
Storming: Testing, Sub Groups, Conflcit
Norming: Team Spirity, Cohesiveness
Performing: Climate of open communication and cooperation, Task focus
Adjourning
Independence
Tuckman's Extended
De-Norming: Erosion of standards of conduct
De-Storming: Undercurrent of discontent, decreasing cohesiveness
De-Forming: Group Falls Apart, Isolation from Group
Tuckman Criticisms
Group behavior may be more complex
Behavior is not always linear
Stages can occur at the same time
Group can regress
Ignores context
Punctuated Equilibrium: Groups under deadlines go through transitions between inertia and activity
Setting Group Direction
First Phase of Inertia
Halfway-Transition
Major Changes
Second Phase of Inertia
Accelerated Activity
Threats to Decision Making
Groupthink: In groups, people may prefer unanimity without considering alternatives
Symptoms
Self-censorship
Illusion of unanimity
Peer pressrure
Mind guards
Illusion of invulnerability
Illusion of Morality
Avoidance
Inquiry orientation
Brainstorming
Psychological Safety
Devil's advocacy
Promote diversity
Encourage risk taking
Social Loafing: Individuals in groups lower individual effort
Prevention
Group goals
Increase inter-group competition
Using peer evaluation
Distribute rewards based on individual efforts
Does NOT occur when
Task is challenging
Team is coheisve
Defined Individual Conributions
Asch Effect: Distortion of individual judgement by unanimous but incorrect opposition
People want to be liked
People believe others are more informed
Group Shift: Groups exaggerate initial position
Diffused responsibility
Reduced individual accountability
Familiarity leads to emboldenment
The Secrets of Great Teamwork
Compelling Direction:
Shared, driven purpose
Strong structure;
diversity, size, location difference, no need for superlative people
Supportive Context
: Reward system, Information system, Educational Systems, Material Resources
Shared Mindset
: Each subgroup feels valued, exchange of information
Motivation
Herzberg's Theory and Satisfaction
Hygiene
Job conditions, supervision, security, salary, company policy, status
Linked to dissatisfaction
Extrinsic
Motivatorn
Achievement, Responsibility, Work itself, Recognition, Advancement, Growth
Linked to satisaction
Intrinsic
Content Theories: Built-in needs
Maslow's Hirerachy of Needs
Self Actualization
Self-Esteem
Social
Safety
Physiological
Alderfer's ERG: Existence, Relatedness, Growth are all important at same time
McLelland's 3 needs: Achievement, Power, and Affiliation
Process Theories: Choices or processes that lead to behaviors
Goal Setting Theory
Specific and difficult goals, with self-generated feedback, yield the best results
Equity Theory
Employees compare ratio of output-to-inout to others, and are in discomfort when these two are not in equity. Behavior is modified to change this.
Organizational Justice
Distributive Justice: Fairness of outcomes
Procedural Justice: Fairness of outcome process
Interactional Justice: Being treated with dignity and respect
Expectancy Theory
E>P - Expectancy of Performance Success
P>O: Instrumentality of Reward
I: Valuation of Rewards for Employees
Personal Goals: E>P
P>O
I
Cognitive Evaluation Theory
Extrinsic rewards decrease motivation when previously only intrinsic rewards had been available
Self Determination Theory
People like doing things independently
Job Characteristic Model
Core Job Characteristics
Skill variety, Task Significance, Task Identity,, Autonomy. Feedback
Critical Psychological Senses
Outcomes
High internal work motivation, High growth satisfaction, high general job satisfaction, high work effectiveness
Meaninfulness, Autonomy, Knowledge
Employee Motivation
Drivers
Drive to Bond
Drive to Compehend
Drive to Defend
Drive to Acquire
Levers
Reward System
Culture
Design
Performance management and resource allocation
On the folly of rewarding A while hoping for B
People are often rewarded for doing things which do not align with the original goal
Emotiions and EI
Emotional Regulation and Amygdala Hijacking
Amydgala Hijacking: Brain is flooded with electochemicals and line from sensation to action is blocked
The chemicals do not persist
Techniques
Changing thoughts
Constructive internal thoughts
Deep breathing
EI Components
Self Awarness
Self Regulation
Motivation
Empathy
Social Skill
Types of Intelligence and what constitutes EI
Types of Intelligence
Verbal Linguistic
Logical / Mathematics
Visual/ Spatial
Musical
Bodily/ Kinesthetic
Interpersonal
Intrapersonal
The capacity of recognizing own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and others
Matters more the higher up you go
Emotional Labor
Emotional Dissonance: Employees may have to display different emotions to the ones they feel
Surface Acting: Displaying appropriately but not having those feelings
Deep Acting: Changing Internal feelings to match rules
Affect emotions, mood
Affect: Broad range of feelings that people exprience
Emotions: Intense feelings directed at someone or something
Cannot be neutral
Grouped into general mood states
Mood:Feelings that tend to be less intense and that lack a contextual stimulus
The Emotional Intelligence of Leaders
Self Awareness
Ability to perceive own emotions and understand different tendencies, know strengths and limitations
Managing Emotions
Controlling implses and internal feelings of anger, sadness
Motivating Others
Ability to move people, continue pushing
Showing Empathy
A good leader has to be aware of others' feelings
Staying Connected
Emotions are contagious, having emotional power to help out
