1. Review:
Key Concepts, Part 1

2. What Managers Do Managers (or Administrators) Managerial Activities
Individuals who achieve goals through other people
Managerial Activities
Make decisions
Allocate resources
Direct activities of others to attain goals

3. Where Managers Work Organization
A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals

4. Mintzberg’s Managerial Roles
E X H I B I T 1–1

5. Mintzberg’s Managerial Roles (cont’d)
E X H I B I T 1–1 (cont’d)

6. Mintzberg’s Managerial Roles (cont’d)
E X H I B I T 1–1 (cont’d)

7. Enter Organizational Behavior
Organizational Behavior (OB)
A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness

9. The Dependent Variables
Productivity
A performance measure that includes effectiveness and efficiency
Effectiveness
Achievement of goals
Efficiency
Meeting goals at a low cost

10. The Dependent Variables (cont’d)
Absenteeism
The failure to report to work
Turnover
The voluntary and involuntary permanent withdrawal from an organization

11. The Dependent Variables (cont’d)
Organizational Citizenship Behavior (OCB)
Discretionary behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization

12. The Dependent Variables (cont’d)
Job Satisfaction
A general attitude (not a behavior) toward one’s job; a positive feeling of one's job resulting from an evaluation of its characteristics

13. Job’s Ability Requirements
The Ability-Job Fit
Ability-Job Fit
Employee’s Abilities
Job’s Ability Requirements

14. Biographical Characteristics
Personal characteristics—such as age, gender, race and tenure—that are objective and easily obtained from personnel records

15. Learning Learning Learning
Any relatively permanent change in behavior that occurs as a result of experience
Learning
Involves change
Is relatively permanent
Is acquired through experience

16. 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

17. Schedules of Reinforcement
Fixed-ratio
E X H I B I T 2–4

18. Values Terminal Values Instrumental Values Note: Values vary by cohort
Definition: Mode of conduct or end state is personally or socially preferable (i.e., what is right and good)
Terminal Values
Desirable end states
Instrumental Values
The ways/means for achieving one’s terminal values
Value System: A hierarchy based on a ranking of an individual’s values in terms of their intensity
Note: Values vary by cohort

19. Values Across Cultures: Hofstede’s Framework
Power Distance
Individualism vs. Collectivism
Masculinity vs. Femininity
Uncertainty Avoidance
Long-term and Short-term Orientation

20. Attitudes Attitudes Cognitive Component Affective Component
The opinion or belief segment of an attitude
Attitudes
Evaluative statements or judgments concerning objects, people, or events
Affective Component
The emotional or feeling segment of an attitude
Behavioral Component
An intention to behave in a certain way toward someone or something

21. The Theory of Cognitive Dissonance
Any incompatibility between two or more attitudes or between behavior and attitudes
Individuals seek to reduce this gap, or “dissonance”
Desire to reduce dissonance depends on:
Importance of elements creating dissonance
Degree of individual influence over elements
Rewards involved in dissonance

22. Self-Perception Theory
Attitudes are used after the fact to make sense out of an action that has already occurred. B
A !
And,

23. How Employees Can Express Dissatisfaction
Exit
Behavior directed toward leaving the organization
Voice
Active and constructive attempts to improve conditions
Loyalty
Passively waiting for conditions to improve
Neglect
Allowing conditions to worsen

24. What Is Personality? Personality Personality Determinants
The sum total of ways in which an individual reacts and interacts with others, measurable traits a person exhibits
Personality
Determinants
Heredity
Environment
Situation
Personality Traits
Enduring characteristics that describe an individual’s behavior

25. The Big Five Model of Personality Dimensions
Extroversion Sociable, gregarious, and assertive
Agreeableness Good-natured, cooperative, and trusting
Conscientiousness Responsible, dependable, persistent, and organized
Emotional Stability Calm, self-confident, secure under stress (positive), versus nervous, depressed, and insecure under stress (negative)
Openness to Experience Curious, imaginative, artistic, and sensitive

26. Major Personality Attributes Influencing OB
Core Self-Evaluation
Self-Esteem
Locus of Control
Machiavellianism
Narcissism
Self-Monitoring
Risk Taking
Type A vs. Type B Personality
Proactive Personality

27. Achieving Person-Job Fit
Personality-Job Fit Theory (Holland)
Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover
Personality Types
Realistic
Investigative
Social
Conventional
Enterprising
Artistic

28. Introduction to Case Method
Define the problem
Formulate alternatives
Analyze the alternatives
Recommend a solution
Specify a plan of action
Prepare contingency plans