Understanding Organizational Behavior

Understanding Behaviors to Predict Performance and Enhance Effectiveness

Replacing Intuition with Systematic Study

Attribute causes and effects, draw conclusions based on scientific evidence: provide a means to predict behaviors.

Evidence-Based Management (EBM)

Managerial decisions based on scientific evidence.

Relevant Disciplines

Psychology (human behaviors)
Social Psychology (people's influence on one another in groups)
Sociology (social environment and culture/group behaviors)
Anthropology (study of societies)

Management Functions

Planning (goals, strategy)
Controlling (monitoring)
Organizing (what, who, how)
Leading (motivating, directing)

Mintzberg's Managerial Roles

1. Interpersonal

Figurehead, leader, liaison

2. Informational

Monitor, disseminator, spokesperson

3. Decisional

Entrepreneur, disturbance handler, resource allocator, negotiator

Challenges and Opportunities for Organizational Behavior

Challenges

• Economic pressure (downtime, recession)
• Globalization (transfer/cultural differences)
• Workforce diversity (race, gender, age, religion...)
• Social media (work never stops)
• Working in networked organizations (online)

Opportunities

• Creating a positive work environment (develop human strength, unlock potential...)
• Employee well-being (work-life balance)
• Ethical behavior

Five-Stage Group Development

1. Forming (purpose, structure, leadership)
2. Storming (conflict)
3. Norming (expectations of each other)
4. Performing (functional, working)
5. Adjourning (temporary groups: breakup)

Groupthink

Group pressure to rationalize away resistance to previous assumptions, pressure doubters, silence is considered agreement.

Groupshift

Change of group decision and a decision made by a member (due to diffused responsibility).

Avoiding Groupthink and Groupshift

• Minimize groupthink (limit group size)
• Actively seek input from all members
• Appoint a "devil's advocate"
• Brainstorming: Reduce conformity pressure, encourage criticism
• Nominal group technique: Members operate independently, restrict discussion/interpersonal communication

Personality

The sum total of ways in which an individual reacts to and interacts with others (Source: heredity 50%, environment 10%, voluntary activities 40%)

Personality Traits

Enduring characteristics that describe an individual's behaviors.

Personality Tests

Big Five personality, MBTI (extraverted vs. introverted / sensing vs. intuitive / thinking vs. feeling / judging vs. perceiving)

• As a tool to understand self and others (handle conflict and negotiation, personal development - dominant hand vs. weaker hand)
• Provide career guidance

Values

Define right/wrong, good/bad (in our eyes), guide our judgment and preferences.

Big Five Personality Traits

Openness to Experience

Adventurous, inventive, curious, flexible (consistent/cautious) >>> training performance > leadership potential

Conscientiousness

Responsible, dependable, efficient, organized (easy going/careless) >>> high performance > leadership potential

Extraversion

Outgoing, expressive, energetic (reserved/solitary) >>> high performance for teamwork/sales > leadership potential

Agreeableness

Conforming, caring, compassionate, friendly (analytical, detached: lawyers, scientists, critics) >>> high performance for teamwork/low deviant behaviors

Neuroticism

Emotionally reactive, vulnerable to stress (calm, stable emotion) >> not related

Cultural Dimensions

Power Distance

High: Value authority and obedience
Low: Value interdependence and equality

Uncertainty Avoidance

: value structured, direct commune~, Low: unstructured, indirect commune~