Organizational Behavior modulo 1, Appunti di Comportamento Organizzativo

Scarica Organizational Behavior modulo 1 e più Appunti in PDF di Comportamento Organizzativo solo su Docsity! ORGANIZATIONAL BEHAVIOR A NEW ORGANIZATIONAL CONTEXT  Managing organizations (and especially people) is seen by managers as the first source of complexity in their job  The forces occurring across the globe have changed not only the way we manage but organizations as processes and individual behaviors as well.  Emerging issues that are challenging managers: o Geopolitics o Globalization o Technology o Workforce o Sustainability The concern about how to organize people takes us back to the dawn of civilization difference between is in ancient times that there was less concern for business management, while more attention was focused on large-scale endeavors of military, political, and religious organizations. The development of economic sciences and management practices begun around the beginning of the 17th century The Wealth of Nations (1776) Book 1, Chapter 1 [03] To take an example, therefore, from a very trifling manufacture; but one in which the division of labour has been very often taken notice of, the trade of the pin-maker; a workman not educated to this business (which the division of labour has rendered a distinct trade), nor acquainted with the use of the machinery employed in it (to the invention of which the same division of labour has probably given occasion), could scarce, perhaps, with his utmost industry, make one pin in a day, and certainly could not make twenty. But in the way in which this business is now carried on, not only the whole work is a peculiar trade, but it is divided into a number of branches, of which the greater part are likewise peculiar trades. One man draws out the wire, another straights it, a third cuts it, a fourth points it, a fifth grinds it at the top for receiving, the head; to make the head requires two or three distinct operations; to put it on is a peculiar business, to whiten the pins is another; it is even a trade by itself to put them into the paper; and the important business of making a pin is, in this manner, divided into about eighteen distinct operations, which, in some manufactories, are all performed by distinct hands, though in others the same man will sometimes perform two or three of them. I have seen a small manufactory of this kind where ten men only were employed, and where some of them consequently performed two or three distinct operations. But though they were very poor, and therefore but indifferently accommodated with the necessary machinery, they could, when they exerted themselves, make among them about twelve pounds of pins in a day. There are in a pound upwards of four thousand pins of a middling size. Those ten persons, therefore, could make among them upwards of forty-eight thousand pins in a day. Each person, therefore, making a tenth part of forty-eight thousand pins, might be considered as making four thousand eight hundred pins in a day. But if they had all wrought separately and independently, and without any of them having been educated to this peculiar business, they certainly could not each of them have made twenty, perhaps not one pin in a day; that is, certainly, not the two hundred and fortieth, perhaps not the four thousand eight hundredth part of what they are at present capable of performing, in consequence of a proper division and combination of their different operations. HUMAN RELATIONS (MAYO EXPERIMENT)  Workers were responding in a way that they thought the experiments wanted and because they liked being the centre of attention  Obviously, workers were responding not to the level of light, but to the experiment itself and to their environment in it  Researchers concluded that how people were treated made an important difference in performance (Hawthorne effect).  Other studies followed and demonstrated the importance of leadership practices and work-group pressures on employee satisfaction and performance  They showed that the importance of economic incentives was overrated and stressed the importance of recognizing that employees react to a wide set of complex social forces, rather than to the technical factors alone ORGANIZATIONAL THEORY  It is focused on what organizations are, how they are structured and how we can design them to operate effectively  Organizational theorists look at organizational problems rather than at individual problems  This broad perspective was reflected in the work of Weber, who developed a theory of bureaucracy  Barnard developed the concept of the informal organization and added much of the thinking about organizations as social  Simon and March integrated psychology, sociology, and economic theory, focusing on organizational decision-making. 4. Conscientiousness 5. Openness to experience POSITIVE AND NEGATIVE AFFECTIVITY Two general traits that have been related to how people are oriented toward their work -Positive affectivity Similar to extroversion means that you have a strong, positive sense of your well-being; think of yourself as active -Negative affectivity Similar to neuroticism. It means tha you are not very happ, feel to under stress and strain. MACHIAVELLIANISM High Machiavellians have high self-esteem, self. Confidence and behave in their own self-interest. They are seen as cool and calculating, attempt to make advantage of others, seek to form alliance with people in power to serve their own goals. They might lie, decive or compromise morality, believing that ends justify means. They detach themselves from the consequences of their actions,, and they use false or exaggerated praise to manipulate others LOCUS OF CONTROL People can be characterized according to their locus of control, whether they believe what happens to them is externally controlled or it is controlled internally by their own efforts.  People who believe that others control important outcomes, have an external LoC (they react negatively to task that call for independent action)  An Internal LoC reflects self- control over one’s outcomes, need for independence and a desire to participate in decisions (might experience frustration and respond with hostility or leave the organization) MYERS- BRIGGS PERSONALITY DIMENSION This approach classifies people according to the kinds of jobs and interactions they prefer, and the ways in which they approach problems 1. Introversion vs Extroversion (I vs E) 2. Sensing vs Intuition (S vs N) 3. Thinking vs Feeling (T vs F) 4. Perceptive vs Judgment (P vs J) The four concepts can be used to make employees aware of the different styles of their co-workers; in selecting people for different types of assignment; to improve decision making PERSONALITY IN ORGANIZATIONAL SETTINGS Most theories of personality focus on the person’s adaptation to life in general, while the organizational personality orientation is more dedicated to how people accommodate to work situations;  Organizationalist some people are more oriented toward the place they work  Professional Other are more focused on the work they do, not where they do it  Indifferent Some people aren’t strongly focused on the organization or the work, but on things outside the work context. ABILITY Ability is the capacity to carry out a set of interrelated behavioural or mental sequences to produce a result. Like personality, people differ in ability, and like personality there is a genetic-component and a learned component ability. COGNITIVE ABILITY The capacity to understand complicated ideas, to reason, to learn, to think and to process information. EMOTIONAL INTELLIGENCE Skill to manage your own feeling as well as the feeling of others. It is composed of 4 subabilities:  To perceive emotions: ability to understand her emotional state, as well ot those of the others  To access and generate emotions to assist though: a person with high EI knows how to use emotions and feeling in problem solving  To understand emotions and emotional meanings: awareness of how different emotions and feeling might affect relationship with others  To regulate emotions to promote better emotions and thought: knowing how to control your own feelings of anxiety or anger in others may facilitate reaching a solid solution. PERCEPTUAL ABILITY A person high in perceptual ability has the capacity to comprehend complex visual patterns and is high in cognitive complexity ( the ability to find patterns and relationship that exist in a situation). PSYCHOMOTOR ABILITY Physical skills, manual dexterity, physical coordination and strength. PPT3 MOTIVATION AND PERFORMANCE Components of performance:  Task Performance components are what people do to complete the work itself  Contextual Performance components go beyond tasks, and are essential if organizations are to excel, because success depends on employees going beyond formal task performance requirements. As said before people have different abilities, and since performance is multidimensional, it follows that the person on the job must have ability for each different component; therefore, each activity requires different skills and a person can be good in some and poor in others. THE ROLE OF TECHNOLOGY Technology refers to the methods, tools, facilities and equipment a person uses in performing a task. It helps to think of any specific task as being either skill-dominated and technology-dominated. WHAT DO WE MEAN BY MOTIVATION? Motivation in OB field has both a  Psychological meaning  internal mental state of a person that relates to the initiation, direction, persistence, intensity and termination of behaviour.  Managerial meaningactivity of managers to include other to produce results desired by the organization. Motivations is “the contemporary immediate influence on direction, vigor, and persistence of action”. “A process governing choice made by persons among alternative forms of voluntary activity”. CLASSES OF MOTIVATION THEORIES Any motivation theory attempts to account for reasons why people behave as they do and the process that causes behaviour. MARLOW’S THEORY 4 Growth need strength determines how these job characteristics affect the person  It is the extent to which a person desires to advance, to be in a challenging position, and, generally, to achieve.  If you have high growth need strength and have a job high on the core dimensions, you are more likely to experience high internal motivation, high satisfaction, high work quality, and low turnover and absenteeism than if you have low growth need strength. MCCELELLAND’S THEORY There are three needs:  Achievement Extent to which success is important ad valued by a person. If you have a high achievement motive you want to succeed in everything. (Successful entrepreneurs have high achievement motives: they know that if they win or lose, they are responsible accountable and in charge)  Power The need to have an impact on others, to establish, maintain, or restore personal prestige or power.It may take two forms: Those with a personalized power orientation prefer person-to-person competition in which they can dominate. To them, life is a win-lose game and the law of the jungle cues. A person with a high socialized power orientation exercise power for the good of others, is careful about the use of personal power, plan carefully for conflict with others, and know that often someone’s win is another person’s loss  Affiliation These are learned needs, arranged in hierarchy of strength and importance within a person and emerge as the personality develops. The idea is that, for a particular person, one of these motives is more dominant or have the highest position in his or hr hierarchy, and that motive will have the strongest effect on behaviour. GOAL SETTING 1 General positive relationship between goal difficulty and performance 2 specific goals lead to higher performance than general goals. 3 Participation in setting goals is related to performance through goal acceptance and commitment, and information-sharing (participation increases goal commitment) 4Feedback about performance with respect to goals is necessary. REINFORCMENT THEORY It helps managers to understand how rewarding or punishing behaviour affects performance and satisfaction. Types of consequences • Positive reinforcement occurs when desirable consequences are associated with a behaviour. A positive reinforcement increases the likelihood that the behaviour will recur in the future. • Negative reinforcement occurs when an undesirable consequence is removed. It also increases the likelihood that the behaviour will occur again. • Punishment can take two forms: negative consequences can be applied to a response, positive consequences can actively be taken away • Extinction involves stopping a previously established reinforcer, either positive or negative, that is maintaining a behaviour. Reinforcement Scheduled • In a continuous reinforcement schedule, a response is reinforces (or punished) each time it occurs • In a fixed reinforcement schedule, a response is reinforced after a fixed amount of time has elapsed • In a variable-interval reinforcement schedule, the period of time between reinforcements is not constant • In a fixed-ratio reinforcement schedule, a certain number of responses must occur before a reinforcement follows • In a variable-ratio reinforcement schedule, the number of behaviours necessarily for a reinforcement varies. EXPECTANCY THEORY People will work (put worth effort) to do those things that will lead to the results (outcomes) that you desire. This is a rational approach that implies that people make an assessment of the costs or benefits of the different alternatives that they have and then select the one with the best pay-offs. An expectancy Is an individual’s estimate of the likelihood that some outcome will occur. There are two kinds of expectancy:  The effort- performance expectancy (E P) is the person’s belief abut the level of effort made and the performance that it will lead to.  The performance -outcome expectancy (PO) is the expectation that achieving a given level of work performance will lead to certain outcomes. Not all outcomes are equally valued by a person. The strength of the person’s preferences is called valence. ORANIZATIONL JUSTICE THEORIES Organizational justice approaches to motivation are based on perceptions of how justly or fairly you are treated at work. Different but related theories:  Organizational equilibrium theory  Procedural justice theory  Equity theory Procedural Justice theory  Distributive justice: degree to which persons believe that they are treated fairly and equitably with respect to work outcomes, or how much they put into work and how much they gain from it  Procedural justice: extent to which people believe they are treated fairly in terms of how decisions are made about things that affect them in the workplace • Factors to be present to give a sense of procedural justice: - Process control: the extent to which you believe you are allowed to present your position and justify your case before a decision is made - Decision control: the amount of influence you have in the decision making process