Understanding Organisational Behaviour and Leadership

Introduction to OB

Organisational behaviour is more about individual and team

Human are easy to deceive

Intuition can be wrong

Organisational culture

Definition: It is the shared set of beliefs, expectations, values, norms, and work routines that influence how members of an organization relate to one another and work together to achieve organizational goals.

7 dimension of organizational culture

Innovation/Stability/Respect for people/Outcome orientation/Attention to detail/Team orientation/Aggressiveness

Variability in culture is low than the relationship between outcome and culture is clear

Importance of a strong organisational culture

Organisational identity (like sense of belonging)/Sense-making device/Collective commitment/Social system stability (less conflict)

Artifact

Shared value/Shared assumption (unconscious)

Artifaces are symbols and indicator of culture

Types of artifact

Symbols/Physical structure/Stories/Language/Rites/Ceremonies

Brainwashing

Creating role model of mode to follow

Creating local fame for role model

Creating and maintaining organisational culture

Founder have huge impact on it

His vision

Hire and retain/Indoctrinate and socialize/Role modelling

Strengthening

Employee selection (asa attraction selection attrition)/Aligning artefact/Action of founder and top managers/Organizational socialization

Stage of organisational socialization

Preemployment socialization->Encounter->Role management->Socialization outcomes

Characteristic of an innovative culture

Freedom/Idea time (time to elobrate)/Debates/Risk-taking

Attitudes

Collection of feeling and belief

Affective/Cognitive/Behavioural

Attitudes and organisational performance

Affective commitment/Continuance commitment (cost base) Normative commitment

How to maintain commitment

Supportive/Fairness/Trust/Communicate/Empowerment

Determinant of job satisfaction

Work itself/Pay/Growth and upward mobility/Supervision/Co-worker/Attitude toward job

Organizational citizenship behaviour (more than they should)

Counterproductive work behaviors

Create satisfaction

Mentally challenging work/Equitable reward/Supportive working condition/Supportive colleagues and supervisors

Introduction to leadership

The process of influencing an organised group and inspires, motivates and direct their activates toward accomplishment group of organisational goals

Managing

Deal with complexity/Bring order/Do things right

Leadership

Co with change/Establish direction/Do the right thing

Leadership use power as mean to attain goal

Power

Legitimate power/Reward power/Coercive power/Expert power/Referent power

Last two power have better performance

Big five personality traits

Open/Extraverted/Conscientious (organised)/Stable/Agreeable

Conscientious all group

Extraversion social interaction

Openness extraversion training

Personalities

Influence decision/Affect behaviour perception and attitude/Help explain and predict

Trait

Think that specific trait can led to better leadership

Seven Traits associated with effective leadership

Drive/Desire to lead/Honesty and integrity/Self-confidence/Intelligence/Job-relevant knowledge/Emotional intelligence

Introduction to motivation

The pursuit of happiness and satisfaction is fundamental to human

Determine the direction and effort and persistence

Unfulfilled need->motivation->behaviors->consequence->feedback

Extrinsic motivation/Intrinsic motivation

Motivation equation making the alignment between employees and organisational goals

Need theory

Maslow hierarchy of need

Self-actualization/Esteem/Belongingness/Safety/Physiological

Herzberg’s motivator-hygiene theory

First two are motivator

Other Hygiene factor

McClelland’s Needs Theory

Need for achievement/Need for power/Need for affiliation

Motivation theory

Goal Setting theory

Specific and difficult goal/Direction of effort/Intensity of effort/Persistence of effort

SMART goal

Specific/Measurable/Attainable/Result-oriented/Target dates

Leadership theory

People oriented leadership style/Task-oriented leadership style

Three factor interactional framework

Leader/follower/situation

Contingency model of leadership

1) Manager trait & behaviour (what he/she does) and 2) situation

Fiedler’s contingency model

Leader trait and behaviour cannot be changed->So pick to right leader and change the situation

LPC scale measure of task of relationship style

Situation favorability (favourable environment for leading)

Leader-member relations/Task structure/Position power

1238 task

4567 relationship

Transactional motivate by clarify (reward expectation)

Transformational inspire (for the good of the organisation) (charisma, inspiration, intellectual stimulation, individualized consideration)