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COURSE OUTLINE
Organizational Behavior
School: Management
Dept:
Human Resource Management
September 2011
1
Chapter 1
Introduction to the Field of Organizational Behavior
LEARNING OBJECTIVES
1．Define organizational behavior (OB).
2．Give three reasons for studying this field of study.
3．Discuss how globalization influences organizational behavior.
4．Identify changes in the workforce in recent years.
5．Explain why values have gained importance in organizations.
6．Identify the five anchors on which organizational behavior is based.
7．Diagram an organization from an open systems view.
8．Define knowledge management and intellectual capital.
9．Identify specific ways that organizations acquire and share knowledge.
CHAPTER OVERVIEW
This course is about people working in organizations. Its main objective is to help
students understand behavior in organizations and to work more effectively in
organizational settings. Organizational behavior knowledge is not only for managers
and leaders. It is relevant and useful to anyone who works in and around
organizations. In this chapter, we introduce you to the field of organizational behavior,
outline the main reason why you should know more about it, highlight some of the
organizational trends influencing the study of organizational behavior, describe the
fundamental perspectives behind the study of organizations, and introduce the concept
that organizations are knowledge and learning systems.
CHAPTER OUTLINE
1. The field of organizational behavior
Defining the organizational behavior
What are organizations?
Why study organizational behavior?
2. Organizational behavior trends
Globalization
2
Information technology and OB
The changing workforce
Emerging employment relationships
Workplace values and ethics
3. The five anchors of organizational behavior
The multidisciplinary anchor
The systematic research anchor
The contingency anchor
The multi levels of analysis anchor
The open systems anchor
4. Knowledge management
Knowledge management processes
What is organizational memory?
REVIEW QUESTIONS
1. A friend suggests that organizational behavior courses are useful only to people
who will enter management careers. Discuss the accuracy of your friend’s
statement.
2. What is an organization? Is the family unit an organization? Explain.
3. Corporate social responsibility is one of the hottest issues in corporate boardrooms
these days. In your opinion, why have stakeholders given CSR more attention
recently?
4. “Organizational theories should follow the contingency approach.” Comment on
the accuracy of this statement.
5. “Behavior is generally predictable, so there is no need to formally study OB.”
Why is that statement wrong?
6. What are the three levels of analysis in our OB model? Are they related? If so,
how?
7. After hearing a seminar on knowledge management, a mining company executive
argues that this perspective ignores the fact that mining companies could not rely
on knowledge alone to stay in business. They also need physical capital (such as
digging and ore processing equipment) and land (where the minerals are located).
In fact, these two may be more important than what employees carry around in
their heads. Discuss the merits of the mining executive’s comments.
3
Chapter 2
Individual Behavior, Values and Personality
LEARNING OBJECTIVES
1. Diagram the MARS model.
2. Identify three basic ways to match individual competencies to job requirements.
3. Identify five types of individual behavior in organizations.
4. Define values and explain why values congruence is important.
5. Define the six main values that vary across cultures.
6. List four ethical principles.
7. Identify the “Big Five” personality dimensions.
8. Summarize the personality concepts behind the Myers-Briggs Type Indicator.
9. Explain how personality relates to Holland’s model of vocational choice.
CHAPTER OVERVIEW
This chapter begins by presenting a basic model of individual behavior and results
(called the MARS model) and outlining the main types of behavior in the workplace.
The next section looks closely at values, including Schwartz’s model of personal
values, issues relating to values congruence, the dynamics of cross-cultural values,
and key features of ethical values in the workplace. In the latter part of this chapter,
we examine the relationship between personality and behavior, the five-factor model
of personality, the Myers-Briggs Type Indicator, and other personality characteristics
that are often discussed in organizational behavior research. The chapter closes by
examining Holland’s theory of personality and career fit.
CHAPTER OUTLINE
1. MARS model of individual behavior and results
Employee motivation
Ability
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Role perceptions
Situational factors
2. Types of individual behavior in organizations
Task performance
Exhibiting organizational behavior
Counterproductive work behaviors
Joining and staying with the organization
Maintaining work attendance
3. Values in the workplace
Defining values
Types of values
Value congruence
4. Values across cultures
Individualism and collectivism
Power distance
Uncertainty avoidance
Achievement vs. nurturing orientation
Long- vs. short-term orientation
5. Ethical values and behavior
Defining ethics
Four ethical principles
6. Personality in organization
Defining personality
The origins of personality
Personality and organizational behavior
The big five personality dimensions
Myers-Briggs Type Indicator
Other personality traits
Personality and vocational choice
5
REVIEW QUESTIONS
1. Describe the MARS model and indicate the relationships between MARS and
behaviors.
2. What are the five types of individual behavior in organizations?
3. Contrast organizational citizenship behaviors and counterproductive work
behaviors.
4. Describe types of values.
5. What are the six main values that vary across cultures?
6. What are the five dimensions of “Big Five Model”?
7. Describe the four dimensions of MBTI.
8. Describe the implications of Holland’s theory.
6
Chapter 3
Perception and Learning in Organizations
LEARNING OBJECTIVES
1. Outline the perception process.
2. Explain how we perceive ourselves and others through social identity.
3. Outline the reasons why stereotyping occurs and the perceptual problems it
creates.
4. Describe the attribution process and two attribution errors.
5. Summarize the self-fulfilling prophecy process.
6. Explain how empathy and the Johari Window can help improve our perceptions.
7. Define learning.
8. Describe the A-B-C model of behavior modification and the four contingencies of
reinforcement.
CHAPTER OVERVIEW
This chapter begins by describing the perceptual process, that is, the dynamics of
selecting, organizing, and interpreting external stimuli. Social identity theory, which
has recently become a leading perceptual theory in organizational behavior, is
introduced. Next, we look at the dynamics of stereotyping, including ways of
minimizing stereotype biases in the workplace. Attribution, self-fulfilling prophecy,
and other perceptual issues are then discussed, followed by an overview of empathy
and Johari Window as general strategies to minimize perceptual problems.
CHAPTER OUTLINE
1. The perceptual process
Model of the perceptual process
What is selective attention?
Perceptual organization and interpretation
2. Social identity theory
What is social identity theory?
Perceiving others through social identity
3. Stereotyping in organizational settings
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What is stereotyping?
Why stereotyping occurs
Problems with stereotyping
Minimizing stereotyping bias
4. Attribution theory
Attribution theory
What is attribution process?
Attribution errors
5. Self-fulfilling prophecy
What is self-fulfilling prophecy?
Self-fulfilling prophecies in practice
6. Other perceptual errors
Primacy effect
Recency effect
Halo effect
Projection bias
7. Improving perceptions
Improving perceptions through empathy
Know yourself: Applying the Johari Window
8. Learning in organizations
Learning explicit and tacit knowledge
9. Behavior modification
A-B-C’s of behavior modification
Contingencies of reinforcement
Schedules of reinforcement
Behavior modification in practice
10. Social learning theory
Behavioral modeling
Learning behavior consequences
Self-reinforcement
11. Learning through experience
Experiential learning in practice
REVIEW QUESTIONS
1.
2.
3.
4.
5.
6.
What is selective attention?
Identify the influences on selective attention.
What is social identity theory?
Why does stereotyping occur?
Describe the attribution theory.
What are the two attribution errors?
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7. Diagram the self-fulfilling prophecy cycle.
8. Describe the perceptual errors.
9. How to improve people’s perceptions
10. What is learning in organizations?
11. What are the four contingencies of reinforcement?
12. Describe the four schedules of reinforcement.
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Chapter 4
Workplace Emotions and Attitudes
LEARNING OBJECTIVES
1. Define emotions and identify the two dimensions around which emotions are
organized.
2. Diagram the model of emotions, attitudes, and behavior.
3. Identify the conditions that require and the problems associated with emotional
labor.
4. Describe the four dimensions of emotional intelligence.
5. Summarize the effects of job satisfaction in terms of the exit-voice-loyalty-neglect
model.
6. Compare the effects of affective and continuance commitment on employee
behavior.
7. Describe five strategies to increase organizational commitment.
CHAPTER OVERVIEW
This chapter presents the most up-to-date information available on the topic of
workplace emotions and attitudes. We begin by understanding the meaning and types
of emotions. This is followed by a close look at how attitudes are formed, and new
thinking about how emotions influence both attitudes and behavior in the workplace.
Next, we consider the dynamics of emotional labor, including the conditions requiring
and ways of supporting emotional labor. This leads to the popular topic of emotional
intelligence, which presents the current perspective on the components of emotional
intelligence and ways of improving this ability. Job satisfaction, the most widely
studied work attitude, is then discussed. We look at job satisfaction around the world,
the effects of job satisfaction on work behavior, and new findings regarding the
relationship between job satisfaction and employee performance and customer
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satisfaction. The next section provides an overview of organizational commitment,
including the types of commitment, consequences of commitment, and ways to builf
affective commitment.
CHAPTER OUTLINE
1. Emotions in the workplace
Defining emotions
Types of emotions
Emotions, attitudes, and behavior
Model of emotions, attitudes, and behavior
Linking emotions to attitudes and behavior
Cognitive dissonance
Emotions and personality
2. Managing emotions at work
Defining emotional labor
Conditions requiring emotional labor
Emotional dissonance
Supporting emotional labor
Emotional intelligence
3. Job satisfaction
What is job satisfaction?
Job satisfaction and work behavior
Job satisfaction and performance
Job satisfaction and customer satisfaction
4. Organizational commitment
What is organizational commitment?
Consequences of organizational commitment
Building organizational commitment
REVIEW QUESTIONS
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1.
2.
3.
4.
5.
6.
7.
What are emotions?
Diagram the model of emotions, attitudes, and behavior.
What are types of emotions?
What is emotional labor?
Describe the conditions requiring emotional labor.
Describe the four dimensions of emotional intelligence.
Describe job satisfaction and the relationship between job satisfaction and work
behavior.
8. Describe the relationship between job satisfaction and performance.
9. Describe the relationship between job satisfaction and customer satisfaction.
10. Describe affective commitment and continuance commitment.
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Chapter 5
Motivation in the Workplace
LEARNING OBJECTIVES
1. Compare and contrast Maslow’s needs hierarchy theory with Alderfer’s ERG
theory.
2. Describe four innate drives and explain how these drives influence motivation and
behavior.
3. Summarize McClelland’s learned needs theory, including the three needs he
studied.
4. Discuss the practical implications of needs-based motivation theories.
5. Diagram the expectancy theory model and discuss its practical implications for
motivating employees.
6. Describe the characteristics of effective goal setting and feedback.
7. Summarize the equity theory model, including how people try to reduce feelings
of inequity.
8. Identify the factors that influence procedural justice, as well as the consequences
of procedural justice.
CHAPTER OVERVIEW
In this chapter, we look at the prominent theories of motivation in organizational
settings. We begin by looking at needs-based motivation theories, including Maslow’s
needs hierarchy, Alderfer’s ERG theory, innate drive theories, and McClelland’s
learned needs theory. Next, this chapter details expectancy theory, which applies a
rational decision perspective to the topic of motivation. The third section of this
chapter covers the key elements of goal setting and feedback, including the topics of
multisource feedback and executive coaching. In the final section, we look at
organizational justice, including the dimensions and dynamics of equity theory and
procedural justice.
CHAPTER OUTLINE
1. Needs-based theories of motivation
Needs hierarchy theory
ERG theory
Innate human drives
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Theory of learned needs
Practical implications of needs-based motivation theories
2. Expectancy theory of motivation
Expectancy theory model
Expectancy theory in practice
3. Goal-setting and feedback
What is goal-setting?
Management-by-objectives
Characteristics of effective goals
Characteristics of effective feedback
Applications and limitations of goal setting and feedback
4. Organizational justice
Distributive justice and equity theory
Elements of equity theory
Equity evaluation
Correcting inequity feelings
Procedural justice
Organizational justice in practice
REVIEW QUESTIONS
1. Identify three reasons why motivating employees is becoming increasing
challenging.
2. Relate the four innate fundamental human drives to Maslow’s needs hierarchy
theory and Alderfer’s ERG theory. How are they similar? How are they differ?
3. Use all three components of expectance theory to explain why some employees
are motivated to show up for work during a snowstorm whereas others make no
effort to leave their home.
4. Explain the procedural justice and its consequences.
5. Describe equity evaluation and correcting inequity feelings in equity theory.
6. Using your knowledge of the characteristics of effective goals, establish two
meaningful goals related to your performance in this class.
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Chapter 6
Foundations of Team Dynamics
LEARNING OBJECTIVES
1.
2.
3.
4.
5.
6.
7.
8.
9.
Define teams
Distinguish teams from informal groups
Outline the model of team effectiveness
Identify six organizational and team environmental elements that influence team
effectiveness
Explain the influence on team effectiveness of the team’s task, composition, and
size.
Describe the five stages of team development
Identify four factors that shape team norms
List six factors that influence team cohesiveness
Explain how companies minimize social loafing
CHAPTER OVERVIEW
This chapter looks at the conditions that make teams more or less effective in
organizational settings. After introducing the different types of teams in organizational
settings, we present a model of team effectiveness. Most of the chapter examines each
part of this model, including team and organizational environment, team design, and
the team processes of development, norms, roles, and cohesiveness.
CHAPTER OUTLINE
1. Types of teams and informal groups
Permanent and temporary teams
Informal groups
Why rely on teams
2. A model of team effectiveness
What is team effectiveness?
Team effectiveness model
3. Organizational and team environment
Reward systems
Communication systems
Physical space
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Organizational environment
Organizational structure
Organizational leadership
4. Team design features
Task characteristics
Team size
Team composition
5. Team processes
Team development
Team norms
Team roles
Team cohesiveness
6. The trouble with teams
Social loafing
How to minimize social loafing?
REVIEW QUESTIONS
1. Informal groups exist in almost every form of social organization. What types of
informal groups exist in your classroom? Why are students motivated to belong to
these informal groups?
2. You have been asked to lead a complex software project over the next year that
requires the full-time involvement of approximately 100 people with diverse skills
and background. Using your knowledge of team size, how can you develop an
effective team under these conditions?
3. What are the important elements in the organizational and team environment that
influence team effectiveness.
4. What are the team design features and their influence on team effectiveness.
5. Describe the five stages in team development.
6. How team norms influence team members behavior?
7. Describe the important influences on team cohesiveness.
8. Describe the consequences of team cohesiveness.
9. How to minimize social loafing?
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Chapter 7
Communication in Teams and Organizations
LEARNING OBJECTIVES
1. Explain the importance of communication and diagram the communication
process.
2. Describe problems with communicating through electronic mail.
3. Identify two ways in which nonverbal communication differs from verbal
communication.
4. Identify two conditions requiring a channel with high media richness.
5. Identify four common communication barriers.
6. Discuss the degree to which men and women communicate differently.
7. Outline the key elements of active listening.
8. Summarize four communication strategies in organizational hierarchies.
CHAPTER OVERVIEW
This chapter begins by presenting a model of the communication process and
discussing
several
communication
barriers.
Next,
the
different
types
of
communication channels, including computer-mediated communication, are described,
followed by factors to consider when choosing a communication medium. This
chapter then examines cross-cultural and gender differences in communication and
strategies to improve interpersonal communication. The final sections of the chapter
present some options for communicating in organizational hierarchies and describe
the pervasive organizational grapevine.
CHAPTER OUTLINE
1. A model of communication
Defining communication
The communication process model
2. Communication channels
Verbal communication
Electronic mail
Other computer-mediated communication
Nonverbal communication
3. Choosing the best communication channels
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Media richness
Symbolic meaning of the medium
4. Communication barriers
Perceptions
Filtering
Language
Information overload
5. Cross-cultural and gender communication
Nonverbal differences
Gender differences in communication
6. Improving interpersonal communication
Getting your message across
Active listening
7. Communicating in organizational hierarchies
Workspace design
Newsletters and E-Zines
Employee survey
Direct communication with top management
8. Communicating through the grapevine
Grapevine characteristics
Grapevine benefits and limitations
REVIEW QUESTIONS
1.
2.
3.
4.
5.
6.
7.
Describe the communication process.
What are the communication channels?
How does nonverbal communication differ from verbal communication?
How do we choose the best communication channels?
Describe the communication barriers.
Describe active listening process and strategies.
Describe four communication strategies in organizational hierarchies.
18
Chapter 8
Conflict and Negotiation in the workplace
LEARNING OBJECTIVES
1.
2.
3.
4.
5.
6.
7.
8.
Outline the conflict process.
Distinguish constructive from socio-emotional conflict.
Discuss the advantages and disadvantages of conflict in organizations.
Identify six sources of organizational conflict.
Outline the five interpersonal styles of conflict management.
Summarize six structural approaches to managing conflict.
Outline four situational influences on negotiations.
Compare and contrast the three types of third-party dispute resolution.
CHAPTER OVERVIEW
This chapter looks at the dynamics of conflict in organizational settings. We begin by
describing the conflict process and discussing the consequences and sources of
conflict in organizational settings. Five conflict management styles are then described,
followed by a discussion of the structural approaches to conflict management. The
last two sections of this chapter introduce two procedures for resolving conflict:
negotiation and third-party resolution.
CHAPTER OUTLINE
1. The conflict process
Conflict perceptions and emotions
Manifest conflict
Conflict Outcomes
2. Sources of conflict in organizations
Incompatible goals
Differentiation
Task interdependence
Scarce resource
Ambiguous rules
Communication problems
3. Interpersonal conflict management styles
Five conflict management styles
19
Choosing the best conflict management style
Cultural and gender differences in conflict management styles
4. Structural approaches to conflict management
Emphasizing super-ordinate goals
Reducing differentiation
Improving communication and understanding
Reducing task interdependence
Increasing resources
Clarifying rules and procedures
5. Resolving conflict through negotiation
Bargaining zone model of negotiations
Situational influences on negotiations
Negotiators behaviors
6. Third-party conflict resolution
Arbitration, inquisition, and mediation
Choosing the best third-party intervention strategy
REVIEW QUESTIONS
1. Distinguish constructive conflict from socio-emotional conflict and explain where
these two forms fit into the conflict escalation cycle.
2. Describe the sources of conflict in organizations.
3. Describe the five interpersonal styles of approaching the other party in a conflict
situation.
4. How to choose the best conflict management style?
5. What are the cultural differences in conflict management styles?
6. What are the gender differences in conflict management styles?
7. Describe the structural approaches to conflict management.
8. Describe the situational influences on negotiations.
9. What are the three types of third-party intervention in conflict resolution.
20
Chapter 9
Leadership in Organizational Settings
LEARNING OBJECTIVES
1.
2.
3.
4.
5.
6.
7.
8.
9.
Define leadership
List seven competencies of effective leaders
Describe the people-oriented and task-oriented leadership styles.
Outline the path-goal theory of leadership
Discuss the importance of Fiedler’s contingency model leadership
Contrast transactional with transformational leadership
Describe the four elements of transformational leadership
Explain how societal culture influences our perceptions of effective leaders
Discuss similarities and differences in the leadership styles of women and men
CHAPTER OVERVIEW
We open this chapter by pointing out that our concept of leadership is changing, but it
remains a complex issue that stirs up plenty of interest and discussion. Some scholars
have studied traits or competencies of great leaders, whereas others have looked at
their behaviors. More recent studies have looked at leadership from a contingency
approach by considering the appropriate leader behaviors in different settings.
Currently, the most popular is that leaders transform organizations through their
vision, communication, and ability to build commitment. Finally, an emerging
perspective suggests that leadership is mainly a perceptual bias. This chapter explores
each of these five perspectives of leadership. In the final section, we also look at
cross-cultural and gender issues in organizational leadership.
CHAPTER OUTLINE
1. Competency (trait) perspective of leadership
Seven traits or competencies
Competency (trait) perspective limitations and practical implications
2. Behavioral perspective of leadership
Choosing task- verse people-oriented leadership
Leadership Grid
3. Contingency perspective of leadership
21
Path-goal theory of leadership
Contingencies of path-goal theory
Practical implications and limitations of path-goal theory
Other contingency theories
Situational leadership model
Fiedler’s contingency model
4. Transformational perspective of leadership
Transformational versus transactional leadership
Transformational versus charismatic leadership
Elements of transformational leadership
Evaluating the transformational leadership perspective
5. Implicit leadership perspective
Attributing leadership
Stereotyping leadership
Need for situational control
6. Cross-cultural and gender issues in leadership
Cross-cultural issues in leadership
Gender differences in leadership
REVIEW QUESTIONS
1. Why is it important for top executives to value and support leadership
demonstrated at all levels of the organization?
2. Find two newspaper ads for management or executive positions. What leadership
competencies are mentioned in these ads?
3. Consider your favorite teacher. What people-oriented and task-oriented leadership
behaviors did he or she use effectively?
4. In general, do you think students prefer an instructor who is more people-oriented
or more task-oriented? Explain your preference.
5. Your employees are skilled and experienced customer service representatives who
perform non-routine tasks, such as solving unique customer problems or special
needs with the company’s equipment. Use path-goal theory to identify the most
appropriate leadership style(s) you should use in this situation. Be sure to fully
explain your answer and discuss why other styles are inappropriate.
6. Discuss the accuracy of the following statement: “Contingency theories don’t
work because they assume leaders can adjust their style to the situation. In reality,
people have a preferred leadership style that they can’t easily change.”
7. Transformational leadership is currently the most popular perspective of
leadership. However, it is far from perfect. Discuss three concerns with
transformational leadership.
8. Discuss the gender differences in leadership.
22
Chapter 10
Organizational Structure and Design
LEARNING OBJECTIVES
1. Describe three types of coordination in organizational structures
2. Explain why firms can have flatter structures than previously believed
3. Discuss the dynamics of centralization and formalization as organizations get
larger and older
4. Contrast functional structures with divisional structures
5. Explain why geographic divisional structures are becoming less common than
other divisional structures
6. Outline the features and advantages of the matrix structure
7. Describe four features of team-based organizational structures
8. Discuss the advantages of the network structure
9. Summarize three contingencies of organizational design
10. Explain how organizational strategy relates to organizational structure
CHAPTER OVERVIEW
This chapter begins with considering the two fundamental processes in organizational
structure: division of labor and coordination. This is followed by a detailed
investigation of the four main elements of organizational structure: span of control,
centralization, formalization, and departmentalization. The latter part of this chapter
examines the contingencies of organizational design, including organizational size,
technology, external environment, and strategy.
CHAPTER OUTLINE
1. Division of labor and coordination
Division of labor
Coordinating work activities
2. Elements of organizational structure
Span of control
Centralization and decentralization
Formalization
Mechanistic versus organic structures
23
3. Forms of departmentalization
Simple structure
Functional structure
Divisional structure
Matrix structure
Team-based (lateral) structure
Network structures
4. Contingencies of organizational design
Organizational size
Technology
External environment
Organizational strategy
REVIEW QUESTIONS
1. Why are organizations moving toward flatter structure?
2. What form of coordination is most likely to be used in a cross-functional project
team?
3. Why are many organizations moving away from the geographic divisional
structures?
4. From an employee perspective, what are the advantages and disadvantages of
working in a matrix structure?
5. Flight Centre has a team-based structure from top to bottom. Is this typical? Could
such a structure exist at IBM or Intel?
6. Some writers believe that a network structure is an effective design for global
competition. Is this true, or are there situations for which this organizational
structure may be inappropriate?
7. Suppose that you have been hired as a consultant to diagnose the environmental
characteristics of your college or university. How would you describe the school’s
external environment? Is the school’s existing structure appropriate for this
environment?
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Chapter 11
Organizational Culture
LEARNING OBJECTIVES
1.
2.
3.
4.
Describe the elements of organizational culture
Discuss the importance of organizational subcultures
Identify three functions of organizational culture
Discuss the conditions under which cultural strength improves corporate
performance
5. Discuss the effect of organizational culture on business ethics
6. Compare and contrast four strategies for merging organizational cultures
7. Identify five strategies to strengthen an organization’s culture
CHAPTER OVERVIEW
This chapter begins by examining the elements of organizational culture. This is
followed by a discussion of the relationship between organizational culture and
corporate performance, including the effects of cultural strength, fit, and adaptability.
Then we turn to the issue of mergers and corporate culture, followed by specific
strategies for maintaining a strong organizational culture.
CHAPTER OUTLINE
1. Elements of organizational culture
Content of organizational culture
Organizational subcultures
2. Deciphering organizational culture through artifacts
Organizational stories and legends
Rituals and ceremonies
Physical structures and symbols
3. Organizational culture and performance
Organizational culture strength and fit
Adaptive cultures
Organizational culture and business ethics
4. Merging organizational cultures
Bicultural audit
Strategies to merge different organizational cultures
5. Changing and strengthening organizational culture
Strategies for strengthen organizational culture
25
REVIEW QUESTIONS
1.
2.
3.
4.
5.
What are elements of organizational culture?
Describe organizational subcultures.
How does organizational culture affect corporate performance?
What is an adaptive culture?
Describe strategies to merge different organizational cultures.
26