MGTS1601 – Organisational Behaviour

               

MGTS1601  –  Organisational  Behaviour   Final  Exam  Notes  

Nur  Sadrina  Binte  Isahak  

  Table  of  Contents   LECTURE  1  –  INTRODUCTION  TO  ORGANISATIONAL  BEHAVIOUR  ................................  3   LECTURE  2  –  PERSONALITY  &  VALUES  ....................................................................................  6  

 

Lecture  1  –  Introduction  to  Organisational  Behaviour   Definition:     A   field   of   study   that   investigates   the   impact   that   individuals,   groups   and   structure  has  on  behaviour  within  organisations,  for  the  purpose  of  applying   such  knowledge  toward  improving  an  organisation’s  effectiveness.    

Intuition  and  Systematic  study   Intuition  

Systematic    

-­‐ -­‐ -­‐ -­‐ -­‐ -­‐

Gut  feelings   Individual  Observation   Common  Sense   Looks  at  relationships   Scientific  Evidence   Predicts  Behaviours  

Two  are  complementary  means   of  predicting  behaviour  

 

Contributing  Disciplines   •

Many   behavioural   sciences   have   contributed   to   the   development   of   organisational  behaviour   i.

Psychology,  Social  Psychology,  Anthropology,  Sociology  

ii.

E.g.   Milgram   Experiment   –   understand   the   dynamics   of   power,   influence  and  obedience  

Challenges  and  Opportunities  for  OB   1. Responding  to  economic   pressures   3. Managing  workforce  diversity   5. Improving  customer  service   7. Stimulating  innovation  and   change   9. Working  in  networked   organisations   11. Improving  ethical  behaviour    

2. Responding  to  globalization   4. Changing  demographics   6. Improving  people  skills   8. Coping  with  ‘temporariness’   10. Helping  Employees  balance  work-­‐ life  conflicts    

Management  Activities     1. Make  decisions   2. Allocate  resources   3. Direct  activities  of  others  to  attain  goals  

Luthans’  Study  of  Managerial  Activities   1. Traditional  Management  –  decision  making,  planning  and  controlling   2. Communication  –  exchanging  routine  information  and  processing  paperwork   3. HR   Management   –   motivating,   disciplining,   managing   conflict,   staffing   and   training   4. Networking  –  socializing,  politicking  and  interacting  with  others  

Management  Function  

 

Mintzberg’s  Managerial  Roles  

 

Essential  Management  Skills   1. Technical  Skills  –  ability  to  apply  specialized  knowledge  or  expertise   2. Human  Skills  –  ability  to  work  with,  understand  and  motivate  others   3. Conceptual  Skills  –  mental  ability  to  analyse  and  diagnose  complex  situations  

Developing  an  OB  Model   Dependent  Variables   -­‐ -­‐ -­‐ -­‐

Productivity   Absenteeism   Turnover   Job  Satisfaction  

Independent  Variables   -­‐ -­‐ -­‐

Individual   Group   Organisation  System  

 

Diversity   Surface  –  Level                                                                                              vs                                                                                                        Deep  -­‐  Level     E.g.  RACE,  AGE,  DISABILITY   Differences   in   perceived   characteristics   that   do   not   necessarily   reflect   the   way   people   think   but   may   activate   stereotypes.  

         E.g.  VALUES,  PERSONALITY   Differences   in   values,   personality   and   work   preferences   that   become   more   important   in   determining   similarity   as   people  get  to  now  each  other  better.    

Biographical  Characteristics   Can  be  obtained  from  personal  records   1. Age   2. Gender   3. Race   4. Sexual  orientation    

Implementing  Diversity  Management  Strategies   1. Attracting,  selecting,  developing  and  retaining  the  diverse  employees   2. Working  with  diversity  in  groups   3. Effective  diversity  programs  

Lecture  2  –  Personality  &  Values   Personality   Definition:   The  sum  of  total  ways  in  which  an  individual  reacts  and  interacts  with  others,   measurable  traits  a  person  exhibits     Personality  Traits   1. Enduring  characteristics  that  describe  an  individual’s  behaviour  

The  Myers-­‐Briggs  Type  Indicator   A   personality   test   taps   four   characteristics   and   classifies   people   into   one   of   16   personality   types.   It   can   be   a   valuable   tool   for   increasing   self-­‐awareness   and   providing  career  guidance.   Extroverted   Outgoing,  sociable  and  assertive   Sensing  

Introverted   Quiet  and  shy   Intuitive  

Practical   and   prefer   routine   and   order   Prefer  unconscious  processes  and  look  at   Focus  on  details   the  ‘big  picture’   Thinking   Feeling   Uses   reason   and   logic   to   handle   Rely  on  personal  values  and  emotions   problems   Judging   Perceiving   Want   control   and   prefer   their   world   to   Flexible  and  spontaneous   be  ordered  and  structured  

 

The  Big  Five  Model   A  personality  assessment  model  that  taps  five  basic  dimensions.    

 

Addresses   a   range   of   interests   and   a   fascination  with  novelty.     Experience   E.g.   Creative,   Curious   —   Conventional,  Comfort  in  Familiar   A  measure  of  reliability.   Conscientiousness     E.g.   Responsible,   Dependable   —   Easily  Distracted,  Disorganised   Captures   our   comfort   level   with   relationships.   Extraversion     E.g.   Gregarious,   Assertive   —   Reserved,  Timid   Refers  to  an  individual’s  propensity  to   defer  to  others   Agreeableness     E.g.   Cooperative,   Warm   —   Cold,   Disagreeable   Often   labeled   by   its   converse   –   taps   into   a   person’s   ability   to   withstand   Neuroticism/   stress   Emotional  Stability     E.g.   Calm,   Self-­‐Confident   —   Anxious,   Depressed   Openness  to  

 

Importance  of  Big  5  Model   Tend   to   be   more   creative   in   their   jobs   and   are   more   likely   to   be   effective   leaders.     Most   consistently   related   to  job  performance.   Tend  to  be  happier  in  their   jobs  and  their  lives  overall.  

Usually   chosen   first   as   romantic   partners,   team   members,  and  friends.   Tend   to   have   high   job   and   life   satisfaction   and   low   levels  of  stress.  

Major  Personality  Traits  Relevant  to  OB   Core  Self-­‐  Evaluation/     Locus  of  Control  

Machiavellianism  

Narcissism  

Self-­‐  Monitoring  

Risk-­‐Taking  

Type  A  Personality  

Proactive  Personality  

 

Individual’s   degree   of   liking   or   disliking   themselves,   see   themselves   as   effective,   capable   and   in   control   of   their   environment.   Relates   to   Job   Satisfaction,   Job   Performance   and   Overconfidence   The   degree,   to   which   an   individual   is   pragmatic,   maintains   emotional  distance  and  believes  that  ends  can  justify  means.         E.g.  High  Machs  are  favoured  when  they  interact  face-­‐to-­‐face   with  others,  have  minimal  rules  and  regulation  (improvise)  and   while  the  lower  machs  are  distracted.   Tendency   to   be   arrogant,   have   a   grandiose   sense   of   self-­‐ importance,  require  excessive  admiration  and  have  a  sense  of   entitlement.   A   personality   trait   that   measures   an   individual’s   ability   to   adjust  his  or  her  behaviour  to  external,  situational  factors         E.g.   High   self-­‐monitors   usually   receive   better   performance   ratings  and  are  less  likely  to  emerge  as  leaders  and  show  less   commitment  to  their  organisations   The  willingness  of  people  to  take  chances,  a  quality  that  affects   how   much   time   and   information   managers   need   to   make   a   decision.           E.g.   High   risk-­‐taking   managers   usually   make   quicker   decisions   with  less  information  and  usually  operate  in  smaller  and  more   entrepreneurial  organisations.   A   personality   that   is   aggressively   involved   in   a   chronic,   incessant   struggle   to   achieve   more   and   more   in   less   and   less   time,  and  if  required  to  do  so,  against  the  opposing  efforts  of   other  things  or  other  persons.         E.g.  People  who  are  excessively  competitive   Identifies   opportunities,   shows   initiative,   takes   action   and   perseveres  until  meaningful  change  occurs.   They  create  positive  change  in  the  environment,  regardless  or   even  in  spite  of  constraints  or  obstacles    

Values   Definition:    

Basic  convictions  that  a  specific  mode  of  conduct  or  end-­‐state  of  existence  is  

personally  or  socially  preferable  to  an  opposite  mode  of  conduct  (i.e.,  what  is  right   and  good)  

Importance  of  Values   •

Provide   understanding   of   the   attitudes,   motivation   and   behaviours   of   individuals  and  cultures  

•

Influence  our  perception  of  the  world  around  us  

•

Represent  interpretations  of  ‘right’  and  ‘wrong’  

•

Imply  that  some  behaviours  or  outcomes  are  preferred  over  others  

  Types  of  Values  -­‐  Rokeach  Value  Survey   Terminal  Values  

Instrumental  Values  

Desirable   end-­‐states   of   existence;   the   goals   that   a   person   would   like   a   to   achieve  during  his  or  her  lifetime   E.g.  A  comfortable  life,  Social  recognition  

Preferable   modes   of   behaviour   or   means   of  achieving  one’s  terminal  values     E.g.  Ambitious,  Clean  

  Dominant  Work  Values  Today   Veterans  (1950s;  65+)   Boomers  (1965-­‐1985;  40s-­‐60s)   Xers  (1985-­‐2000;  20s-­‐40s)   Nexters  (2000+;  under  30)  

 

Hardworking,   conservative,   conforming;   loyal  to  the  organisation   Success,   achievement,   ambition,   dislike   of  authority;  loyal  to  career   Work-­‐life  balance,  team-­‐oriented,  dislike   of  rules;  loyal  to  relationships   Confident,   financial   success,   self-­‐reliant   but  team  oriented;  loyal  to  both  self  and   relationships  

Personality-­‐Job  Fit  (Holland)   Definition:    

A   theory   that   identifies   six   personality   types   and   proposes   that   the   fit  

between   personality   type   and   occupational   environment   determines   satisfaction   and  turnover.   Realistic   Investigative   Social   Conventional  

Prefers  rule-­‐regulated,  orderly  and  unambiguous  activities  

Enterprising  

Prefers   verbal   activities   in   which   there   are   opportunities   to   influence  others  and  attain  power.   Prefers   ambiguous   and   unsystematic   activities   that   allow   creative  expression.  

Artistic    

Prefers   physical   activities   that   require   skill,   strength   and   coordination   Prefers   activities   that   involve   thinking,   organizing   and   understanding   Prefers  activities  that  involve  helping  and  developing  others  

Values  Across  Culture   Hofstede’s  Framework  for  Assessing  Cultures   High  Power  Distance  

Low  Power  Distance  

Extremely   unequal   power   distribution   between   those   with   status/   wealth   and   those  without  status/  wealth     E.g.  Malaysia,  Philippines   Individualism  

Relatively   equal   power   distribution   between   those   with   status/   wealth   and   those  without  status/  wealth     E.g.  Germany,  Austria   Collectivism  

Degree   to   which   people   prefer   to   act   as   individuals   rather   than   as   members   of   groups       E.g.  United  States,  Australia   Masculinity  

A   tight   social   framework   in   which   people   expect  others  in  the  group  of  which  they   are   a   part   of   to   look   after   them   and   protect  them.     E.g.  Indonesia,  Ecuador   Femininity  

Extent   to   which   the   society   values   work   roles  of  achievement,  power  and  control   and  where  assertiveness  and  materialism   are  valued.     E.g.  Japan,  Mexico   High  Uncertainty  Avoidance  

The   extent   to   which   there   is   little   differentiation   between   roles   for   men   and  women.       E.g.  Netherlands,  Norway   Low  Uncertainty  Avoidance  

Society   does   not   like   ambiguous   situations  and  tries  to  avoid  them.       E.g.  Greece,  Portugal   Long-­‐Term  Orientation  

Society   is   more   accepting   of   ambiguity,   less   rule-­‐oriented,   take   more   risks   and   more  readily  accepts  change.     E.g.  Singapore,  Canada   Short-­‐Term  Orientation  

A   national   culture   attribute   that   A   national   culture   attribute   that   emphasizes   the   future,   thrift   and   emphasizes   the   present,   and   the   here   persistence.   and  now.       E.g.  China,  Hong  Kong   E.g.  Philippines,  Spain    

The  GLOBE  Project   •

Ongoing  cross-­‐cultural  investigation  of  leadership  and  national  culture  

•

Identified  9  dimensions:   i.

Power  Distance  

ii.

Uncertainty  Avoidance  

iii.

Humane  Orientation  

iv.

Collectivism  I  (Institutional  Collectivism)  

v.

Collectivism  II  (In-­‐Group  Collectivisim)  

vi.

Assertiveness  

vii.

Gender  Egalitarianism  

viii.

Future  Orientation  

ix. •

Performance  Orientation  

However,  still  gives  more  emphasis  to  Hofstede’s  Framework  as  it  has  stood   the  test  of  time.