Post on 04-Jun-2018
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ORGANIZATIONAL BEHAVIOUR
UNIT - 2
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Emotions- Why Emotions Were
Ignored in OB
The myth of rationality
Organizations are not emotion-free.
Emotions of any kind are disruptive to
organizations.
Original OB focus was solely on the effects of
strong negative emotions that interfered with
individual and organizational efficiency.
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What Are Emotions?
Moods
Feelings that tend to be
less intense than emotions
and that lack a contextual
stimulus.
Emotions
Intense feelings that are
directed at someone or
something.
AffectA broad range of emotions that people
experience.
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What Are Emotions? (contd)
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Felt versus Displayed Emotions
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Emotion Dimensions
Variety of emotions
Positive
Negative
Intensity of emotions Personality
Job Requirements
Frequency and duration of emotions How often emotions are exhibited.
How long emotions are displayed.
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Facial Expressions Convey Emotions
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Emotion Continuum The closer any two emotions are to each other on
the continuum, the more likely people are toconfuse them.
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Gender and Emotions
Women Can show greater emotional expression.
Experience emotions more intensely.
Display emotions more frequently.
Are more comfortable in expressing emotions. Are better at reading others emotions.
Men Believe that displaying emotions is inconsistent with the male
image.
Are innately less able to read and to identify with othersemotions.
Have less need to seek social approval by showing positiveemotions.
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External Constraints on Emotions
Organizational
Influences
Cultural
Influences
Individual
Emotions
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OB Applications of Understanding
Emotions
Ability and Selection Emotions affect employee effectiveness.
Decision Making
Emotions are an important part of the decision-making process in organizations.
Motivation Emotional commitment to work and high motivation
are strongly linked.
Leadership Emotions are important to acceptance of messages
from organizational leaders.
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OB Applications of Understanding
Emotions
Interpersonal Conflict
Conflict in the workplace and individual emotions arestrongly intertwined.
Deviant Workplace Behaviors Negative emotions can lead to employee deviance in
the form of actions that violate established norms andthreaten the organization and its members.
Productivity failures Property theft and destruction
Political actions
Personal aggression
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Emotional Intelligence (EI)
Self-awareness
Self-management
Self-motivation
Empathy
Social skills
Research Findings
High EI scores, not high IQscores, characterize high
performers.
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ValuesValues
Basic convictions that a specificmode of conduct or end-state ofexistence is personally or socially
preferable to an opposite orconverse mode of conduct orend-state of existence.
Value SystemA hierarchy based on a ranking ofan individuals values in terms oftheir intensity.
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Importance of Values
Provide understanding of the attitudes,motivation, and behaviors of individualsand cultures.
Influence our perception of the worldaround us.
Represent interpretations of right and
wrong. Imply that some behaviors or outcomes are
preferred over others.
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Types of Values- Rokeach Value
SurveyTerminal Values
Desirable end-states ofexistence; the goals that aperson would like to achieve
during his or her lifetime.
Instrumental Values
Preferable modes of behavioror means of achieving onesterminal values.
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Values in the
Rokeach
Survey
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Values in the
Rokeach
Survey
(contd)
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Values, Loyalty, and Ethical Behavior
Ethical Climate in
the Organization
Ethical Values andBehaviors of Leaders
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Hofstedes Framework for Assessing
CulturesPower Distance
The extent to which a society accepts thatpower in institutions and organizations isdistributed unequally.
low distance: relatively equal distributionhigh distance: extremely unequal distribution
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Hofstedes Framework (contd)Collectivism
A tight social framework inwhich people expectothers in groups of which
they are a part to lookafter them and protectthem.
Individualism
The degree to whichpeople prefer to act asindividuals rather than
a member of groups.
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Hofstedes Framework (contd)
Achievement
The extent to which societalvalues are characterized byassertiveness, materialism and
competition.
Nurturing
The extent to which societalvalues emphasize relationshipsand concern for others.
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Hofstedes Framework (contd)
Uncertainty AvoidanceThe extent to which a society feels threatened byuncertain and ambiguous situations and tries toavoid them.
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Hofstedes Framework (contd)
Long-term OrientationA national culture attributethat emphasizes the future,thrift, and persistence.
Short-term Orientation
A national culture attribute that
emphasizes the past andpresent, respect for tradition,and fulfilling social obligations.
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The GLOBE
Framework
forAssessing
Cultures
Assertiveness
Future Orientation
Gender differentiation
Uncertainty avoidance
Power distance
Individual/collectivism
In-group collectivism
Performance orientation
Humane orientation
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Attitudes
Attitudes
Evaluative
statements orjudgmentsconcerningobjects,people, orevents.
Affective ComponentThe emotional or feeling segmentof an attitude.
Cognitive component
The opinion or belief segmentof an attitude.
Behavioral ComponentAn intention to behave in a certain
way toward someone or something.
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Types of Attitudes
Job InvolvementIdentifying with the job, actively participating in it,and considering performance important to self-worth.
Organizational CommitmentIdentifying with a particular organization and itsgoals, and wishing to maintain membership in theorganization.
Job SatisfactionA collection of positive and/or negative feelings thatan individual holds toward his or her job.
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The Theory of Cognitive Dissonance
Desire to reduce dissonance
Importance of elements creating dissonance
Degree of individual influence over elements Rewards involved in dissonance
Cognitive DissonanceAny incompatibility between two or more attitudesor between behavior and attitudes.
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Measuring the A-B Relationship Recent research indicates that attitudes (A)
significantly predict behaviors (B) whenmoderating variables are taken into account.
Moderating Variables
Importance of the attitude
Specificity of the attitude
Accessibility of the attitude
Social pressures on the individual
Direct experience with the attitude
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Self-Perception Theory
Attitudes are used after the fact to make sense out of an
action that has already occurred.
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An Application: Attitude Surveys
Attitude Surveys
Eliciting responses from employees throughquestionnaires about how they feel about their jobs,work groups, supervisors, and the organization.
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Sample Attitude Survey
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Attitudes and Workforce Diversity
Training activities that can reshape employeeattitudes concerning diversity:
Participating in diversity training that provides for
self-evaluation and group discussions. Volunteer work in community and social serve
centers with individuals of diverse backgrounds.
Exploring print and visual media that recount andportray diversity issues.
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Job Satisfaction
Measuring Job Satisfaction
Single global rating
Summation score
How Satisfied Are People in Their Jobs?
Job satisfaction declined to 50.4% in 2002
Decline attributed to:
Pressures to increase productivity and meet tighter
deadlines
Less control over work
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The Effect of Job Satisfaction on
Employee Performance
Satisfaction and Productivity Satisfied workers arent necessarily more
productive.
Worker productivity is higher in organizations with
more satisfied workers.
Satisfaction and Absenteeism Satisfied employees have fewer avoidable
absences.
Satisfaction and Turnover Satisfied employees are less likely to quit.
Organizations take actions to retain highperformers and to weed out lower performers.
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How Employees Can Express
Dissatisfaction
Exit
Behavior directed towardleaving the organization.
Voice
Active and constructiveattempts to improveconditions.
Neglect
Allowing conditions to
worsen.
Loyalty
Passively waiting for
conditions to improve.
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Responses to Job Dissatisfaction
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Job Satisfaction and OCB
Satisfaction and Organizational Citizenship
Behavior (OCB)
Satisfied employees who feel fairly treated by and
are trusting of the organization are more willing toengage in behaviors that go beyond the normal
expectations of their job.
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Job Satisfaction and Customer
Satisfaction
Satisfied employees increase customer
satisfaction because:
They are more friendly, upbeat, and responsive.
They are less likely to turnover which helps build
long-term customer relationships.
They are experienced.
Dissatisfied customers increase employee jobdissatisfaction.
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Learning
Learning
Involves change
Is relatively permanent
Is acquired through experience
LearningAny relatively permanent change in behaviorthat occurs as a result of experience.
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Theories of Learning
Classical ConditioningA type of conditioning in which an individualresponds to some stimulus that would notordinarily produce such a response.
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E X H I B I T
23
Source: The Far Side by
Gary Larson 1993 Far
Works, Inc. All rights
reserved. Used with
permission.
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Theories of Learning (contd)
Key Concepts
Reflexive (unlearned) behavior
Conditioned (learned) behavior
Reinforcement
Operant ConditioningA type of conditioning in which desired voluntarybehavior leads to a reward or prevents a punishment.
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Theories of Learning (contd)
Key Concepts
Attentional processes
Retention processes
Motor reproduction processes
Reinforcement processes
Social-Learning TheoryPeople can learn through observationand direct experience.
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Theories of Learning (contd)
Key Concepts
Reinforcement is required to change behavior.
Some rewards are more effective than others.
The timing of reinforcement affects learning speed andpermanence.
Shaping BehaviorSystematically reinforcing each successive step thatmoves an individual closer to the desired response.
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Types of Reinforcement
Positive reinforcement Providing a reward for a desired behavior.
Negative reinforcement Removing an unpleasant consequence when the
desired behavior occurs.
Punishment Applying an undesirable condition to eliminate an
undesirable behavior.
Extinction Withholding reinforcement of a behavior to cause its
cessation.
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Schedules of Reinforcement
Continuous Reinforcement
A desired behavior is reinforcedeach time it is demonstrated.
Intermittent Reinforcement
A desired behavior is reinforced
often enough to make thebehavior worth repeating but notevery time it is demonstrated.
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Schedules of Reinforcement (contd)
Fixed-Interval Schedule
Rewards are spaced atuniform time intervals.
Variable-Interval Schedule
Rewards are initiated after afixed or constant number of
responses.
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Schedules of Reinforcement (contd)
Fixed-ratio
I i S h d l f
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Intermittent Schedules of
Reinforcement
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Intermittent Schedules of Reinforcement (contd)
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Behavior Modification
Five Step Problem-Solving Model
1. Identify critical behaviors
2. Develop baseline data
3. Identify behavioral consequences
4. Develop and apply intervention
5. Evaluate performance improvement
OB ModThe application of reinforcement conceptsto individuals in the work setting.
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OB MOD Organizational Applications
Well Pay versus Sick Pay Reduces absenteeism by rewarding attendance,
not absence.
Employee Discipline
The use of punishment can be counter-productive.
Developing Training Programs
OB MOD methods improve training effectiveness.
Self-management
Reduces the need for external management
control.