1. MBA 204 – Week 2
Welcome back! Please let me know if you were not here last week
Were you able to buy the book?
Have you gone to the website to download the syllabus? Any questions? Comments?
Are there any questions from last week’s class?
Any additional administrative items of importance?
Anything else? Let’s get started!

2. Introduction - Organizational Behavior
What types of topics will we cover in this course?
Job satisfaction
Personality traits and work performance
Motivation
Teamwork
Leadership
Power and politics
HR policies and practices

3. Chapter 1
What is Organizational Behavior?

4. What Do Managers Do? Get things done through other people
Make decisions, allocate resources, and direct the activities of others to attain goals
Do their work in an organization

5. Management Functions
Planning
Organizing
Leading
Controlling

6. Management Skills Technical Skills:
The ability to apply specialized knowledge or expertise
Human Skills:
The ability to work with, understand, and motivate other people, both individually and in groups. PEOPLE SKILLS ARE CRITICAL FOR MANAGERS!!!
Conceptual Skills:
The mental ability to analyze and diagnose complex situations

7. “Effective” vs. “Successful” Managers….

8. So….What is Organizational Behavior?

9. There Are Few Absolutes in OB
Contingency Variables x y

10. Challenges and Opportunity for OB
Responding to Globalization
Managing Workforce Diversity
Improving Quality and Productivity
Responding to the Labor Shortage
Improving Customer Service

11. Challenges and Opportunity for OB (cont’d)
Improving People Skills
Empowering People
Stimulation Innovation and Change
Coping with “Temporariness”
Working in Networked Organizations
Helping Employees Balance Work/Life Conflicts
Improving Ethical Behavior

12. The Dependent Variablesy x

13. Key Examples of Dependent Variables

14. The Dependent Variables (cont’d)

15. The Dependent Variables (cont’d)

16. The Dependent Variables (cont’d)

17. The Independent Variables
Individual-Level Variables: ability, IQ, personality, etc
Organization System-Level Variables: org culture, HR
Group-Level Variables: Teamwork, leadership, etc

18. SUMMARY
Managers need to develop their interpersonal (people skills) to be effective in their jobs.
OB is a field of study that investigates the impact that individuals, groups, and structure have on behavior within an organization.
OB focuses on improving productivity, employee job satisfaction, citizenship behavior and reducing absenteeism and turnover.
OB uses systematic study to improve predictions of behavior.
OB recognizes and helps managers to improve their people skills and to see the value of workforce diversity and practices. It also seeks to improve organizations and help managers cope with the many changes faced in today’s workplace.

19. Chapter 2: Foundations of Individual Behavior

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

21. Ability, Intellect, and Intelligence
An individual’s capacity to perform the various tasks in a job
Intellectual Ability
The capacity to do mental activities
Physical Abilities
The capacity to do tasks demanding stamina, dexterity, strength, and similar characteristics

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

23. Part 2 of Chapter 2 --- Learning
Any relatively permanent change in behavior that occurs as a result of experience
Learning
Involves change
Is relatively permanent
Is acquired through experience

24. Types of Reinforcement
Positive reinforcement
Providing a reward for a desired behavior
Negative reinforcement
Removing an unpleasant consequence when the desired behavior occurs

25. Theories of Learning Classical conditioning Operant conditioning
Social-learning theory
Shaping

26. Reinforcement Punishment Extinction
Applying an undesirable condition to eliminate an undesirable behavior (NOTE: THIS IS NOT THE SAME AS NEGATIVE REINFORCEMENT)
Extinction
Withholding reinforcement of a behavior to cause its cessation

27. Shaping Behavior
Shaping: Systematically reinforcing each successive step that moves an individual closer to the desired response
Key Concepts
Reinforcement is required to change behavior.
Some rewards are more effective than others.
The timing of reinforcement affects learning speed and permanence.

28. Schedules of Reinforcement
Continuous Reinforcement
A desired behavior is reinforced each time it is demonstrated
Intermittent Reinforcement
A desired behavior is reinforced often enough to make the behavior worth repeating but not every time it is demonstrated

29. Schedules of Reinforcement
Fixed-Interval Schedule
Rewards are spaced at uniform **TIME** intervals
Variable-Interval Schedule
Rewards are initiated after a fixed or constant number of responses

30. Intermittent Reinforcement

31. Intermittent Reinforcement

32. Schedules of Reinforcement
Fixed-ratio

33. Chapter 3 – What are attitudes?
Cognitive 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

34. Measuring the A-B Relationship
Recent research indicates that attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account.

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

36. Types of Attitudes Job Satisfaction
A collection of positive and/or negative feelings that an individual holds toward his or her job
Job Involvement
Identifying with the job, actively participating in it, and considering performance important to self-worth
Organizational Commitment
Identifying with a particular organization and its goals, and wishing to maintain membership in the organization (Affective, Normative, and Continuance Commitment)

37. Types of Attitudes, cont’d
Perceived Organizational Support (POS)
Degree to which employees feel the organization cares about their well-being
Employee Engagement
An individual’s involvement with, satisfaction with, and enthusiasm for the organization

38. An Application: Attitude Surveys
Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization

39. Attitudes and Workforce Diversity
Training activities that can reshape employee attitudes concerning diversity:
Participating in diversity training that provides for self-evaluation and group discussions
Volunteer work in community and social service centers with individuals of diverse backgrounds

40. Job Satisfaction Measuring Job Satisfaction
Single global rating
Summation score
How Satisfied Are People in Their Jobs?
In general, people are satisfied with their jobs.
Depends on facets of satisfaction—tend to be less satisfied with pay and promotion opportunities

41. Expressing 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