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If you happen to be a manager

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you might formulate plans for how to improve attitudes and behaviors in the unit, how to screen applicants, train, and socialize new organizational members, manage evaluations, and rewards for performance, and deal with conflicts that arise between and among employees. without understanding why, it's extremely hard to find a way to change their attitudes and behaviors at work

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Organizational Behavior

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Is a field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations The findings from those research studies are then applied by managers or consultants to see whether they help meet "real-world" challenges, contrasted with other courses

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Human Resource Managment

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takes the theories and principles studied in OB and explores the "nuts-and-bolts" applications of those principles in organizations. OB would explore the relationship between something, might examine the best ways to structure training programs to promote employee learning

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Strategic Management

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focuses on the product choices and industry characteristics that affect an organization's profitability. A study might examine the relationship between firm diversification (when a firm expands into a new product segment) and firm profitability

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OB Drawn from

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A wide variety of disciplines, psychology, social psychology, industrial and orgnizational psychology, anthropolgy, economics

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Employees Primary Goals

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To perform their jobs well and to remain a member of an organization they respect

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Managers Primary goals

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Maximize their job performance and to ensure that they stay with the firm for a significant length of time

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Individual Mechanisms

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directly affect job performance and organizational commitment

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Job Satisfaction

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captures what employees feel when thinking about their jobs and doing their day - to - day work

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Stress

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Reflects employees' psychological responses to job demands that tax or exceed their capacities

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Motivation

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captures the energetic forces that drive employees work effort

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Trust, justice, and ethics

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reflect the degree to which employees feel that their company does business with fairness, honesty, and integrity

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learning and decision making

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deals with how employees gain job knowledge and how they use that knowledge to make accurate judgments on the job

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Individual Characterisitic

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it becomes important to understand what factors improve those individual mechanisms

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Personality and Cultural values

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Individual employees, reflect the various traits and tendencies that describe how people act with commonly studied traits including extraversion, conscientiousness, and collectivism, affect the way people behave at work, the kinds of tasks they're interested in, and how they react to events that happen on the job

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ability

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describes the cognitive abilities (verbal, quantitative, etc.), emotional skills (other awareness, emotion regulation, etc_ and physical abilities (strength, endurance, etc.) that employees bring to a job, influences the kinds of tasks an employee is good at (and not so good at)

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Group mechanisms

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like individual characteristics, shape satisfaction, stress, motivation, trust, and learning

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Team characteristics and diversity

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describing how teams are formed, staffed, and composed and how team members come to rely on one another as they do their work

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team processes and communication

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how teams behave, including their coordination, conflict, and cohesion

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leader power and negotiation

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summarize how individuals attain authority over others, how individuals become leaders in the first place

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leader styles and behaviors

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describe how leaders behave in their leadership roles, capture the specific actions that leaders take to influence others at work

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organizational structure

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dictates how the units within the firm link to (and communicate with) other units. Sometimes structures are centralized around a decisions=making authority, whereas other times, structures are decentralized, affording each unit some autonomy

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Organizational culture

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captures "the way things are" in the organization, shared knowledge about the values and beliefs that shape employee attitudes and behaviors

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Effective OB

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can help keep a product good over the long term, can help make a product get better, incrementally, over the long term

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Cross-Cultural Differences

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Research in cross cultural organizational behavior has illustrated that national cultures affect many of the relationships in our integrative model, there is little that we know about OB that is "universal" or "culture free."

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International Corporations

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An increasing number of organizations are international in scope, with both foreign and domestic operations. Applying organizaitonal behavior concepts in these firms represents a special challenge, should policies and practices be consistent across locations or tailored to meet the needs of the culture

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Expatriation

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Working as an expatriate - an employee who lives outside his or her native country can be particularly challenging

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Managing Diveristy

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More and more work groups are composed of members of different cultural backgrounds.

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Resource-Based View

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this perspective describes what exactly makes resources valuable, that is what makes them capable of creating long-term profits for the firm, resources include financial (revenue, equity, etc) and physical (buildings, machines, technology_ resources, but they also include resources related to organizational behavior such as the knowledge, ability, and wisdom of the workforce, as well as the image, culture, and goodwill of the organization

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Rare

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A resource is more valuable when it is rare, good people are also rare, Good people are hard to find, the effective managment of OB should prove to be a valuable resource

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Inimitable

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meaning that it cannot be imitated, the resource-based view also suggests that a resource is more valuable when it is inimitable, many of the firm's resources can be imitated, if competitors have enough money, many things can be imitated, tools, technology, strategy, Good people in contrast are much more difficult to imitate

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Three reasons people are Inimitable

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History, Numerous Small Decisions, Socially Complex Resources

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History

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A collective pool experience, wisdom, and knowledge that benefits the organization, history cannot be bought, Microsoft and apple, Microsoft makes first retail store taking a cue from apple, microsoft faces an uphill climb, will grapple with the same issues that apple resolved years ago

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Numerous Small Decisions

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Captures the idea that people make many small decisions day in and day out, week in and week out, Microsoft has stores with similar feels to apple, big decisions can be copied; they are visible to competitors and observable by industry experts, In contrast the behind the scenes decisions at the Apple Store are more invisible to Microsoft, especially the decisions that involve the hiring and management of employees, Workforce managment magazine, includes top human resources executives for 20 of the companies, Apples executive was cryptic, shrouded in secrecy, refuses to respond to any questions

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Socially Complex Resources

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culture, teamwork, and reputation, socially complex because its not always clear how they came to develop, though it is clear which organizations do and do not possess them, interest and enthusiasm of apple products, Ipad, Iphone, "it factor", fortunes 50 most admired companies in the world, Microsoft can't acquire "coolness" or "admiration" - they are complex resources that evolve in ways that are both murky and mysterious

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Competitive Advantage

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Something we have that no one else has

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Put Simply, better OB practices were associated with better firm performance

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True

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From Prospectus filed with the SEC, Examples of valuing OB issues included

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Describing employees as a source of competitive advantage in strategy and mission statements, emphasizing training and continuing education, having a human resources management executive and emphasizing full time rather than temporary or contract employees, OB had a 19 percent higher survival rate than firms that did not value OB

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Rule of 1/8

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One reason is that there is no magic bullet OB practice, one thing that, in and of itself, can increase profitability, Instead the effective management of OB requires a belief that several different practices are important, along with a long-term commitment to improving those practices, Half of organizations won't believe the connection between how they manage their people and the profits they earn, half of those who do see the connections try to make a single change to solve their problems, not realizing that the effective management of people requires a more comprehensive and systematic approach, of the firms that make comprehensive changes, probably about one half will persist with their practices long enough to actually derive economic benefits, at Best 12% of organizations will actual do what is required to build profits by putting people first

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Rule of 1/8 High Job Performance

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High job performance depends not just on employee motivation but also on fostering high levels of satisfaction, effectively managing stress, creating a trusting climate, failing to do any one of those things could hinder the effectiveness of the other concepts in the model, and committing to employee learning, It's often difficult to "fix" companies that struggle with OB issues

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Different ways of knowing things

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Method of Experience Method of Intuition Method of Authority Method of Science

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Method of Experience

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People hold firmly to some belief because it is consistent with their own experience and observations

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Method of Intuition

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People hold firmly to some belief because it "just stands to reason" - seems obvious or self-evident

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Method of Authority

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People hold firmly to some belief because some respected official, agency, or source has said it is so

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Method of Science

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People accept some belief because scientific studies have tended to replicate that result using a series of samples, settings, and methods

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Science point of view

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the prediction must be tested with data, in other words, scientists don't simply assume that their beliefs are accurate; they acknowledge that their beliefs must be tested scientifically

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Scientific Method Origin

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Originated by Sir Francis Bacon in the 1600s and adapted

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Scientific Method

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Theory -> Hypotheses -> Data -> Verification

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Theory

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defined as a collection of assertions - both verbal and symbolic - that specify how and why variables are related, as well as the conditions in which they should (and should not) be related, however, theories may also be built from interviews with employees or from observations where scientists take notes, keep diaries, and pore over company documents to find all the elements of a theory story. Alternatively , theories may be built from reseearch reviews, which examine findings of previous studies to look for general patterns or themes

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Hypotheses

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Hypotheses are written predictions that specify relationships between variables

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Correlation

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abbreviated r, describes the statistical relationship between two variables, can be positive or negative, range from 0 (no statistical relationship), to 1 a (perfect statistical relationship) .50 is considered "strong" in organizational behavior research, .30 correlation is considered "moderate", many studies discussed in this book will have results in this range, .10 correlation is considered "weak", even "weak" correlations can be important if they predict costly behaviors such as theft or ethical violations, .08 correlation between smoking and lung cancer within 25 years is a good example of how important small correlations can be

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Casual Inferences

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Establishing that one variable really does cause another - requires establishing three things.First that the two variables are correlated, second that the presumed cause precedes the presumed effect in time. third that no alternative explanation exists for the correlation, often used to fulfill in experiments, where researchers have more control over the setting in wich the study occurs

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Meta - Analysis

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It takes all the correlations found in studies of a particular relationship and calculates a weighted average (such that correlations based on studies with large samples are weighted more than correlations based on studies with small samples), offers more compelling support for the potential benefits of social recognition than the methods of experience, intuition, or autority could have provided, form the foundaiton for evidence based managment

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Evidence-based managment

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a perspective that argues that scientific findings should form the foundation for management education, much as they do for medical education, human resources should be transformed into a sort of R&D department for managing people,

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Analytics

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defined as the use of data rather than just opinion to guide decisoin making

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What Makes a Resource Valuable

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Rare + Inimitable: History Numerous small Decisions Socially Complex Resources = Resource Value

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Organizational Mechanism

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Organizational Culture Organizational Structure

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Group Mechanisms

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Leadership: Styles & Behaviors Leadership: Power & Negotiation Teams: Processes & Communication Teams: Characteristics & Diveristy

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Individual Characterisitcs

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Ability Personality & Cultural Values

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Individual Mechanisms

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(Come from Org Mechanisms, Group Mech, Individual Characteristics) Job Satisfaction Stress Motivation Trust, Justice, & Ethics Learning & Decision Making

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Individual Outcomes

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(Come from Individual Mechanisms) Job Performance Organizational Commitment

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