Org behaviour

Lecture 1
The difference between the word involuntary change and voluntary
change
Definition and more difficult
When does the human use which
Low emotional intelligence vs high emotional intelligence
Define ei
How do you handle stress and crisis
Synergy: theinteractionorcooperationoftwoormoreorganizations,substances,or
otheragentstoproduceacombinedeffectgreaterthanthesumoftheirseparateeffects
Lecture 2
Internal Consulting (manager confronting any issues pertaining 1BA3
course topics)
External Consulting (hired by an organization to provide advice for
1BA3 topics)
What are organizations? : Organizations are social inventions for
accomplishing common goals through group effort (Johns & Saks)
What are the three common consulting principal in all jobs:
1. Social Inventions (who) [people]
2. Common goals (what) (trying to accomplish)
3. Group effort (how)
Culture eats strategy(intended)for breakfast
Micro Individual worker
Meso Interacting teams
Macro Whole organization
Career Coaching
Rsum type: Chronological (done most often, most recent backwards)
Functional
Perceptual data is the basis of a good rsum
Bulleted statement of achievement: Must answer two question:
1. What did I do (No more than a mini job description)
2. The Result to whom? (So what?)
Industry eyes look to see how you can benefit the company
Lecture 3
Situation+Thinking=Response
Attitudes(T) behaviours(R) individuals(Micro) groups(Meso)
organizations (Macro)
Understand predict explain manage :
1. Do I know what is right now
2. I move to prediction
3. Making a statement with explanations
4. Action
Thermostat Analogy (Change Scenarios)

1. Current state (temperature)

2. Desired state (vision) [goals]
3. Gap analysis (Action planning and transition management)
4. Measure the change and start again
NOTE TO SELF: STUDY THE EVOLUTION OF OB
1 traditional classical (dictator) 2 Human Relations 3 Beyond HR (HR perspective)
Contingency
(Situational
sensors)

4.

Continuum of managements perspectives (the line above)

Traditional Classic: Silos Max Weber and Frederick Taylor
Max Weber: Everything should be carefully planned and controlled
Avoid mistakes by not permitting humans to think on their own
Fredrick Taylor: Peace rate pay system
Criticism; did not take into account how people felt about work design,
assumed it was all about money
Self esteem Self-efficacy (task or job specific)
Lecture 4
Happy worker increased loyalty increased productivity Happy
worker
3 words for managing now: Conflict uncertainty complexity
What do managers do/managerial minds: What are the expectations
for you as a manager?
Roles: whats going to be in your job description
1) Informational Role
MonitorScanning PETS (people, environment, technology,
strategic/structural)
2) Interpersonal Role
Between me and others
How do I establish and maintain interpersonal relationships

3) Decisional Role
5% of jobs come from ads
95% come from networking
Lecture 5
Checking rsum to be action oriented (not future tense)
Volunteer professional development
Internal attribution vs. external attribution (machinery out-dated,
teammates are lacking)
Intrinsic perceptions
Large star on the perceptual process model (bottom 3 are most
important) and Bruners model
Perceptual Selection (what you pay attention)

Comes from perceiver influences and input source

influences
Interpretation is assigning a meaning and making a decision
Lecture 5
Stimuli sensory inputs
Unfamiliar target encountered (New worker arrives) environmental
stimuli
Openness to target (search for information) observation
Familiar cues encountered (co worker is a stanford grad) Selection
Cue selectivity (Performance is ignored) Construction of reality
Categorization Strengthened (co workers is still a good man with good
potential) Construction of reality
Attribution interpretation
ATTRIBUTION PROCCESS (what happens right before you make the big
decision of hiring or firing)
Consistency cues data that lets you evaluate performance over time
Consensus cues data that lets you evaluate more than one person
Distinctiveness cues Comparisons across tasks
Low consistency most of the time doing well
High consensus everyone is doing poor
Highly distinctive if just one task making him perform poor
9 perceptual errors Biases in attribution(assignment question),
perceptual errors (slides)
Fundamental attribution error blame human than situation
Actor-Observer Effect Perceivers and targets to view causes of
someones behaviour differently
Self-Serving Bias When good things happen, we take credit, when
bad things happen, we pass the blame
Stereotyping we attribute to someone characteristics which
represent a particular group to which he belongs
Self-fulfilling prophecy employees start to behave according to how
we manage them consistent with our expectations
Halo my impression overshadows to all of the other persons
characteristics
Projection perceivers attribute their own thoughts and feelings to
others
Implicit Personality Theory Because bob is aggressive he is . Rude

hard worker,
Primacy letting yourself interviewed first
Recency last one interviewed so your remembered
Reliance on central traits you like marketing me too!
Lecture 6
Study perception questions

Emotional intelligence and cultural intelligence

Cultural Intelligence: 4 sub skills
Five Factor Model of Personality
Lecture 7
Locus of control: beliefs about ones behaviour is controlled by internal
or external forces. Internal are more driven, external people will
believe everything will fall from the sky and present themselves
Self monitoring: the degree to which people observe and regulate
themselves on how they appear and behave in social settings
Generational differences
Cultural differences (6 cross cultural values)
2 questions from Hostedes model*
Live to work vs work to live
Who they are if what they do for a living
Small power distance minimal inequaility
Strong uncertainty avoidance you must conform
More masculine highly differentiate gender rules
Job satisfaction and commitment 2 most common attitudes that we
collect data on to understand the people youre managing
Should belief lead to value or vice versa? (they are intertwined)
Your attitudes overtime as seen through how you act
Job satisfaction a collection of attitudes that workers have about their
jobs
Discrepancy is the same as cognitive distance
Disposition = personality
Content cognitive contextual
Notion of prepotency: the lowest level unsatisfied need has the
greatest motivating potential
this one isnt potent until this one is satisfied
you must measure peoples GNS (Growth Needs Strength) *****
Managers must understand employee needs and the different levels of
those needs
Develop 1 on 1 relationships
Group employees by demographics
Beware of the line of professional and personal needs
Must put action steps in order to aid motivation
Contextual theory ***
Increase variety leads to increased motivation