Organizational Behaviour
Organizational Behaviour
Organizational Behaviour
FOR FINAL
Introduction 1
Leadership 7
Motivation 8
Empowerment 9
Introduction
Organizational Behavior: A field of study that investigates the impact of individuals, groups
& structures have on behavior within organizations, for the purpose of applying such
knowledge toward improving orgs effectiveness.
Goals Factors
1. To desire 1. People
2. To understand 2. Structure
3. To predict 3. Technology
4. To control 4. Environment
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Stress & Counseling
Employee Stress
Stress is the general term applied to the pressures people feel in life. The presence of stress
at work is almost inevitable in many jobs. When pressure begins to build up it can cause
adverse strain on a person’s emotions, thought process, behaviors, and physical condition.
Negative Symptoms
Physiological Ulcer, Digestive problems, Headaches, High bp, Sleep disruption
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b. Frustration: It is a result of a motivation (drive) being blocked to prevent one
from reaching a desired goal. may become irritable, develop an uneasy
feeling in the stomach, or have some other reaction. These reactions to
frustration are known as defense mechanisms.
Reassurance Giving people courage and confidence that they are capable of
facing a problem
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Types of Counseling
Non Directive Directive Participative
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Power, Politics & Conflict
Conflict
Conflict: The state of disagreement or misunderstanding, resulting from the actual or
perceived dissent of needs, beliefs, resources and relationship between the members of the
organization.
Factors Sources
Levels of conflict
1. Intrapersonal conflict: refers to an internal dispute and involves only one individual.
2. Interpersonal conflict: occurs between two or more people in a larger organization.
3. Intergroup conflict: occurs between different groups within a larger organization or
those who do not have the same overarching goals.
Perceptions of conflict
1. Constructive: Conflict is not all bad but it rather may result in either productive and
non-productive outcomes.
2. Destructive: If the conflict lasts a long period of time, becomes too intense, or is
allowed to focus on personal issues, it might cause destruction.
Outcomes of conflict
1. Lose-lose: both parties are worse off than they were before.
2. Lose-win: Party A is defeated while party B is victorious.
3. Win-Lose: reversed situation. Party B losing to party A.
4. Win-win: both parties perceived that both are in a better position than before.
Resolution Strategies
● Avoiding ● Forcing ● Confronting
● Smoothing ● Compromising ● Negotiating
Assertive Behavior: Behavior which enables a person to act in his own best interests, to
stand up for himself without undue anxiety, to express his honest feeling comfortably, or to
exercise his own rights without denying the rights of others. It is the expression of one’s
feelings, beliefs, opinions, and needs in a direct, honest and appropriate manner.
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Stage Example
Organizational Politics: Intentional behaviors that are used to enhance or protect a person’s
influence and self-interest while also inspiring confidence and trust by others.
Characteristic Dimensions of Political Skill
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Leadership
Leadership: The process of influencing and supporting others to work enthusiastically
toward achieving objectives.
Traits: The physical, intellectual or personality characteristics that differed between leaders
and nonleaders or between successful and unsuccessful leaders.
Primary Traits Secondary Traits
Skills
Elements
Styles
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Motivation
Motivation: The set of internal and external forces that cause an employee to choose a
course of action and engage in certain behaviors.
Elements
Direction & focus of behavior Level of effort provided Persistence of behavior
Drives
Achievement Affiliation Power
Types of Needs
Primary (Basic physical) & Secondary (Social & psychological)
Maslow Herzberg Alderfer
Equity Model: The ratio of own output & input vs others output & input
Inputs: Education, Seniority, Experience, Loyalty & commitment, Time & effort, Performance
Outputs: Direct pay & bonus, Fringe benefits, Job security, Social & psychological rewards
Type of inequity reactions Overrwarder reactions Under Rewarded reaction
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Empowerment
Empowerment: Process that provides greater autonomy to employees through the
sharing of relevant information and the provision of control over factors affecting job
performance.
Approaches:
1. Helping employees achieve Job mastery
2. Allowing more Control
3. Providing successful Role model
4. Using Social reinforcement & persuasion
5. Giving Emotional support
Process:
Remove conditions of Perception of
powerlessness empowerment
Changes Effectiveness
Leadership
Reward system
Job
● Competence
Enhance job related self ● Autonomy
efficacy ● Job meaning
● Sense of impact
Job mastery Satisfaction
Control & accountability
Role models
Reinforcements
Support
Participation: The mental and emotional involvement of people in group situations that
encourages them to contribute to group goals and share responsibilities for them.
Participation improves Leader-Member relation
Factors of Participation Factors of less Participation
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Responsibilities of employees Responsibilities of manages
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Chapter: Teams & Team Building
Team Development
➔ Organization
The process of starting with the total amount of work to be done and dividing it into
divisions, departments, work clusters, jobs, and assignments of responsibilities to people.
➔ Characteristics
◆ Modern organizations are more flexible, organic, and open.
◆ Tasks and roles are less rigidly defined, allowing people to adjust them to
situational requirements.
◆ Communication is more multidirectional. It consists more of information and
advice and joint problem solving rather than instructions and decisions.
◆ Authority and influence flow more directly from the person who has the ability
to handle the problem at hand.
◆ Decision making is more decentralized, being shared by several levels and
different functions.
◆ The organization also is more open to its environment.
➔ Team
A task team is a cooperative small group in regular contact that is engaged in coordinated
action.
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◆ Autonomy (freedom to control resources & make decisions)
◆ Impact on result (can access, monitor & celebrate contributions & results)
➔ Potential Problems
◆ Changing composition
◆ Social loafing
Team Building
➔ Need/Importance
◆ Interpersonal conflicts among team members, or between the team and its
leader
◆ Low degree of team morale or low team cohesiveness
◆ Confusion or disagreement about roles within the team
◆ Large influx of new members
◆ Disagreement over the team’s purpose and tasks
◆ Negative climate within the team, evidenced by criticism and bickering
◆ Stagnation within the team, with members resisting change and new ideas
➔ Process
◆ Identification of a problem
◆ Collection of relevant data
◆ Data feedback and confirmation
◆ Problem solving experience
◆ On the job application & follow up
➔ Problems/Issues
◆ Unaware of/Disagreement about purpose of the team
◆ Confusion about the fit
◆ Confusion about work relationship between people and tasks
◆ Interpersonal conflicts
➔ Skills
◆ Feedback
◆ Process consultation
Facilitating Behaviors Desired Effects onTeam Members
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◆ Criticizes constructively
◆ Group is not threatened by change
◆ Relatively informal environment
◆ Members encourage each other
➔ Outcomes of Effective Team
◆ Performance Improvement
◆ Members Behaviors
◆ Member Attitudes
➔ Self Managing Team
Self-managing teams—is also known as self-reliant or self-directed teams. They are natural
work groups that are given substantial autonomy and in return are asked to control their own
behavior and produce significant results.
Positives Negatives
➔ Supervisory Roles
Traditional Self Managing Team
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