Appunti del corso ORGANIZATIONAL BEHAVIOR & NEUROMANAGEMENT (prof. Gemmo), Sintesi del corso di Comunicazione Professionale

Scarica Appunti del corso ORGANIZATIONAL BEHAVIOR & NEUROMANAGEMENT (prof. Gemmo) e più Sintesi del corso in PDF di Comunicazione Professionale solo su Docsity! 1 ORGANIZATIONAL BEHAVIOR February 8th, 2022 ORGANIZATIONS & ORGANIZATIONAL BEHAVIOR An organization is a social entity (made of people), driven by objectives (the challenge is to match the organizational values and objectives with the individual ones), designed as a structured and coordinated system (rules, roles, structure, coordination), which interacts with the external environment (the external context that can affect the organization’s behavior). Why do organizations exist? Organizations are mechanisms through which many people combine their efforts and work together to accomplish more than just a person could alone. Some examples of organizations are companies, no-profit associations, football clubs, cultural associations, church groups. Key issues (megatrends) affecting organizations: • Macro-economic variation: managing in good and bad times (consider the period living in). • Globalization: understanding different social-political systems, being culturally sensitive and adaptable, communicating well with people from other cultures and motivating them. • Changing nature of the workforce: communicate, coach and develop employees from a variety of backgrounds and create a work environment that makes it comfortable for employees of all backgrounds to be creative and innovative (from diversity management towards inclusion). • Technology: digital transformation, industry 4.0, smart working (find a right balance between work and life, right to be disconnected). • Business ethics: ethical behavior. • Sustainability challenge: the ability of a company to survive and succeed in a dynamic competitive environment (that is a company’s ability to make a profit) without sacrificing the resources of its employees, the community or the environment. Organizational behavior is the study of how individuals and groups behave in organizations. It is multi-disciplinary including psychological, managerial and sociological perspectives. It involves understanding, predicting and controlling human behavior in the workplace. Why do we need to understand organizational behavior? Organizational behavior models can help managers both deal with and learn from workplace experiences in order to improve their effectiveness and their job performance. Managers will be able to know what to look for in work situations, to understand what they find and to take the required action. Effective managers need to understand the people they rely on for the performance of their unit. Organizational behavior models can help managers both to deal with and learn from their workplace experiences in order to improve their effectiveness and their job performance. 2 THE PERFORMANCE EQUATION Individual attributes represent the capacity to perform, work effort represents the willingness to perform and organizational support represents the opportunity to perform (organizational structure, rewards system, organizational culture). There are different approaches in order to help people to work better. All these variables are interconnected. Organizations are a great place to work when they give good opportunities to perform. This equation can be applied to three different units of analysis: • The job performance of an individual • The job performance of a group/team • The job performance of an organization February 15th and 22nd, 2022 CULTURE, ORGANIZATIONAL BEHAVIOR & COMPETITIVE ADVANTAGE Organizational culture is a set of values, guiding beliefs, principles and assumptions that is shared by the members of an organization and is taught to new members. It guides the behavior of the members of the organization. It is largely unwritten and implicit: people don’t speak about it, they act it. It is part of the organizational support in the performance equation. Companies use statements to describe their values, but sometimes there is a difference between what they say and what they do. Culture is the tacit social order of an organization: it shapes attitudes and behaviors in wide-ranging and durable ways. Culture norms define what is encouraged, discouraged, accepted, or rejected with a group. Culture is an elusive lever, because much of it is anchored in unspoken behaviors, mindsets and social pattern. When properly aligned with personal values, drives, and needs, culture can unleash tremendous amounts of energy toward a shared purpose and foster an organization’s capacity to thrive and make a difference in the company. Culture affects interpretation, decision and behavior. 5 Values in the workplace: • Achievement: getting things done and working hard to accomplish difficult things in life. • Helping and concern for others: being concerned with other people and helping others. • Honesty: telling the truth, being trustworthy and sincere. • Fairness: being impartial and doing what is fair for all concerned. We rank values in order of importance. Value congruence involves the amount of value agreement between employee and employer. Values are linked with motivation Values change as the world is changing. PERSONALITY Personality is the overall profile or combination of traits that characterize the unique nature of a person. Nature or nurture? Is personality determined by heredity or one’s environment? FIVE KEY DIMENSIONS OF PERSONALITY 1. Extraversion: the degree to which individuals are oriented to the social world of people, relationships and events as opposed to the inner world. Extroverts tend to be ongoing, talkative and sociable, whereas introverts are generally quieter and happier spending time alone or with a few close friends (sociability, assertiveness, emotional expression). 2. Agreeableness: the extent to which individuals are compliant, friendly, reliable and helpful, versus disagreeable, argumentative and uncooperative (cooperative, trustworthy, good- natured). 3. Conscientiousness: the extent to which individuals are organized, dependable and focused on detail, rather than disorganized, less reliable and lacking in perseverance (competence, self-discipline, thoughtfulness, goal-driven). 4. Emotional stability (neuroticism): the degree to which individuals are secure, resilient and calm, versus anxious, reactive and subject to mood swings (tendency toward unstable emotions). 5. Openness to experience: the extent to which individuals are curious, open, adaptable and interested in a wide range of things, versus resistant to change and new experiences, less open to new ideas and preferring routine (imagination, feelings, actions, ideas). OTHER FACETS OF PERSONALITY: LOCUS OF CONTROL • Internal locus of control: people who believe they control the events and consequences that affect their lives. • External locus of control: people who believe that performance is the product of circumstances beyond their immediate control and people who tend to attribute key outcomes in their lives to environmental causes. 6 ATTITUDES Attitude is a predisposition to respond in a positive or negative way to someone or something in your environment. Attitudes express a person’s positive or negative feelings / mental state about various aspects of jobs and/or work environment. They are influenced by values. They can be characterized by values of congruence or incongruence. They can be consistent or inconsistent with the behavior. March 1st, 2022 WORK EFFORT: MOTIVATION, ENGAGEMENT AND EMPOWERMENT OF EMPLOYEES IN THE WORKPLACE MOTIVATION Motivation is characterized by psychological processes that cause the arousal, direction and persistence of voluntary actions that are goal-directed. Many managers still believe that the key to motivation is money. Employees may be motivated on the job by many things such as sense of achievement, recognition, enjoyment of the job, promotion opportunities, responsibility and chance for personal growth. Motivation depends on a wide variety of variables. It is a complex issue involving a combination of both: • Intrinsic factors: inherent satisfaction derived from completing the activity. They originate inside the individual as a response to the job itself and the circumstances surrounding it (self- granted, psychic rewards). • Extrinsic factors: an instrumental value gained from completing the activity. They represent motivation that originates outside the individual (financial, material, social rewards from the environment). EMPLOYEE MOTIVATION Content theories of motivation • Focus on identifying internal factors such as instincts, needs, satisfaction and job characteristics that energize employee motivation (what motivates). • Offer ways to profile or analyze individuals to identify the needs that motivate their behaviors. • Needs: physiological or psychological deficiencies that arouse behavior. 1. Maslow’s Hierarchy of Needs Theory It represents a satisfaction-progression process: individuals progress up a needs hierarchy as a result of the satisfaction of lower-order needs. Individuals try to satisfy the needs at the lower level before turning to needs at the upper level. When needs at one level are active, people will look at the following level of needs. 7 2. Alderfer’s ERG Theory • Existence needs (E): the desire for physiological and materialistic well-being. • Relatedness needs (R): the desire to have meaningful relationships with significant others. • Growth needs (G): the desire to grow as a human being and to use one’s abilities to their fullest potential. ERG theories contend that more than one need may be activated at the same time, on the contrary, according to Maslow, a person focuses on one need at the time. 3. McClelland’s Need Theory • Need for affiliation: spend more time maintaining social relationships, joining groups and wanting to be loved. • Need for power: desire to influence, coach, teach or encourage others to achieve. • Need for achievement: desire to accomplish something difficult. Managerial implications • One the process of motivation • On the way of working: it is possible to define work preferences • On the process of communication Process theories of motivation Focus on explaining the process by which internal factors and cognitions influence employee motivation (how we come to be motivated or not). These theories focus on explaining the process by which factors and cognitions influence employee motivation. 1. Adam’s Equity Theory of Motivation A model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships. It is based on social comparison and posits, because people measure and judge the fairness of their work outcomes compared with others, that felt inequity is a motivating state of mind. The inequity can be: • Negative: comparison in which another person receives greater outcomes for similar inputs. • Positive: comparison in which another person receives lesser outcomes for similar products.