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Organizational Behavior

Definition: the study of actions OF
PEOPLE at work that affect performance
in the workplace.
Goal? To explain and predict behavior
Behaviors/Outcomes of concern?
Both cognitive and affective

self- efficacy. optimism. EI. perceptions. Use to establish a good match between employee and job/organization. Personality Combination of traits that classifies individuals. risk. self-esteem etc. . I. Big 5. machiavellianism. Dimensions include locus. MBTI. and attitudes. Stable? Affects behavior.

Emotional Intelligence 1. comfort with ambiguity. openness . self-deprecating sense of humor) 2. emotions. think before acting (trustworthiness. I. and drives as well as their effect on others (self-confidence. Self-regulation: ability to control or redirect disruptive impulses and moods. integrity. Self-awareness: ability to recognize and understand your moods. realistic self-assessment. a.

optimism.I. Motivation: passion to work for reasons beyond money or status (strong drive to achieve. Emotional Intelligence (cont’d. a. commitment) 4.) 3. Social skill: managing relationships and networks. building rapport (effectiveness in leading change. service to clients) 5. cross-cultural sensitivity. persuasiveness. treat people according to their emotional reaction (building and retaining talent. Empathy: ability to understand emotional makeup of others. leading teams) .

organizing. The perception process involves selecting. . Perception Definition – Organizing and interpreting information to make sense or meaning of the environment. II. Perceptions are in part based on judgments. and interpreting environmental information.

II. Kelley’s model is useful for explaining causes/reasons for other’s behavior or performance. . Models of Attribution Your book – Attribution is the process of determining the reason for behavior. Weiner’s model is useful for explaining causes/reasons for our own behavior or performance. a.

. Kelley’s Attribution Model Distinctiveness – is performance highly distinctive relative to other tasks? Consensus – is performance highly similar (in consensus) to other people’s performance? Consistency – is performance highly consistent over time? The answers to these questions will lead to an internal or an external performance attribution.

Consistency  low?  external attr. Consensus  high?  external attr. Consistency  high?  internal attr. Consensus  low?  internal attr.Distinctiveness  high?  external attr. Distinctiveness  low?  internal attr. .

and effort . Weiner’s Attribution Model Attributions can be considered on two dimensions: – Internal/external – Stable/unstable Four common attributions include ability. luck. task difficulty.

g. . Need to manage perceptions (e. of fairness). not necessarily to reality.Why are attributions important? The attributions you make have psychological and behavioral consequences Fundamental attribution error Self-serving bias Managers need to recognize that employees react to perceptions. Perceptions are in part based on attributions.

Biases in Perception Selectivity Frame of Reference Confirmatory bias Stereotypes Halo effect . b. II.

c.g. – Attentional process – Retention process – Motor reproduction process – Reinforcement process . modeling. Learning theory Social Learning Theory – people learn by observing others. II. e.

Attitudes of interest: Job satisfaction. things. organizational commitment . III. Attitudes Definition – Positive or negative evaluations of people. and situations. Mainly affective Why are they of interest? They predict behavior They are based on perceptions Management affects attitudes (e. Pygmalion).g.

Cognitive Dissonance Definition – Inconsistency between attitudes and behavior. a. III. People are motivated to reduce cognitive dissonance. . Can be corrected by altering behavior or attitude.

Expert. Power 7 bases of Power: Coercive. IV. Information. Connection. Reward. These are derived from the position as well as the person. Legitimate. . Referent.

V. Politics Networking Reciprocity Coalitions Learning the organizational culture .

VI. Conflict Psychological contract – implicit expectations Functional and dysfunctional conflict Conflict management styles – Avoiding – Accommodating – Forcing – Negotiating – Collaborating Conflict Resolution and BCF statements .