1. Organizational behviour IPW Metropolia Business School 2014 Andrea Rijkeboer-van Gemert MSc Tuesday,

2. Today Organizational behaviour Values and personality Perception
Experiment

3. Literature used
Arnold, J. & Randall, R. et al. (2010). Work Psychology. Harlow: Pearson.
Robbins, S.P., Judge, T.A., Campbell, T.T. (2010). Organizational behaviour. Harlow: Pearson.
Slides from Pearson Education

4. Organizational behaviour (RJC)
A field of study that investigates the impact that individuals, groups and structure have on behaviour within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.
OB topics: motivation, leader behaviour and power, interpersonal communiation, group structure and process, learning, attitude development and perception, change processes, conflict, work design and work stress.

5. Basic OB model, RJC, 2010, p.25

6. The Benefits of Satisfaction
Better job and organizational performance
Better organizational citizenship behaviors through perceptions of fairness
(OCB – Discretionary behaviors that contribute to organizational effectiveness, but are not part of employees’ formal job description)
Greater levels of customer satisfaction (think of teacher-student)
Generally lower absenteeism and turnover
Decreased instances of workplace deviance
Pretty strong
Moderate correlation with a special part for perception of fairness
Greater level of costumer satisfaction and loyalty
Consistent negative correlation. However other factors also influence this relation.
Negative relation, but moderators effect the relationship. For example ‘level of performance’.
Workers that don’t like their job get even in other ways.

7. http://www. mytowntutors

8. What do you think is important in life?
Library.thinkquest.org
Strawberry-fest.org

9. Values
Represent basic, enduring convictions that "a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence."
Values are not the same as personalities. Beliefs. Content and intensity.

10. Value Systems
Values lay the foundation for our understanding of people’s attitudes and motivation and because they influence our perceptions.
Values contain a judgmental element as to what is good, right or desirable.
Values are relatively stable and enduring. A significant portion of the values we hold are established in our early years – from parents, teachers, friends and others.
Groups tend to reflect similar values and this can be a valuable aid in explaining and predicting behaviour.
It is important as a manager to know values so you can better predict behavior

11. Rokeach Value Survey
Terminal values refers to desirable end-states of existence
Goals that a person would like to achieve during his or her lifetime
Instrumental values
refers to preferable modes of behavior, or means of achieving the terminal values
Turns out that people from the same occupations or categories (corporate managers, union members, parents, students) tend to hold similar values.

12. What are your working values?
Rokeach Value Survey
Test your own work values:

13. Discussion
Discuss the results of your value test with a classmate. What behaviour is needed to live by these values? What happens if you behave differently?
What do people from your country value in general?
How is this different from people from different nationalities?

14. Big Five (RJC and Arnold)
Low score
High score
Extraversion. One’s comfort level with relationships. Introverts tend to be reserverd, timid and quiet.
Agreeableness: an individual’s propensity to defer to others. Cold, disagreeable and antagonistic.
Conscientiousness: a measure of reliability. Easily distracted, disorganized and unreliable.
Emotional stability (Neuroticism (Arnold)): a person’s ability to withstand stress. Nervous, anxious, depressed and insecure (a high level of Neuroticism).
Openness to experience: one’s range of interests and fascination with novelty. conventional and find comfort in the familiar.
Extraverts tend to be gregarious, assertive and sociable, outgoing.
Highly agreeable people are cooperative, warm and trusting.
A highly conscientious person is responsible, organized, dependable and persistent.
People with positive emotional stability tend to be calm, self-confident and secure.
Extremely open people are creative, curious and artistically sensitive.
Gregarious= these people like being with others
Defer = conform
Antagonistic = hostile

15. Hyper-vigilant = alertness
Greater Longevity = these people grow older than others, reach high age
Figure 4.1 Model of how Big Five traits influence OB in the news criteria

16. Big five
Individuals who are dependable, reliable, careful, thorough, able to plan, organized, hardworking, persistent, and achievement oriented tend to have higher job performance in most if not all occupations. (RJC, 2010, p. 87)
Between the age of 33 and 42, the levels of social dominance (Extraversion), openness to experience, agreeableness and conscientiousness increase significantly. Levels of neuroticism dropped between ages 33 and 42. (Arnold, 2010)

17. Other personality traits
Narcissism: The tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration and have a sense of entitlement. Are bad in cooperating with other people, tend to take a lot of space.
Machiavellianism: The degree to which an individual is pragmatic, maintains emotional distance and believes that ends can justify means. A theory of how to use and gain power. These people manipulte, win more, are persuaded less and persuade others more.

18. What about you? What kind of personality do you have?
What do you think of the outcome?

19. Learning behaviour
Operant conditioning: a type of conditioning in which desired voluntary behaviour leads to a reward or prevents a punishment.
 What is a positive reinforcer? Think of the ethical behaviours we discussed. How would you stimulate these?

20. Social learning
The view that people can learn through observation and direct experience.
It is an extension of operant conditioning.
4 processes:
Attentional: recognize and pay attention to critical features
Retention: remembering model’s action
Motor reproduction: convert watching into doing
Reinforcement: positive incentives or reward in order to exhibit repeated behaviour.
Example: watch somebody ride a bike. Watch somebody communicate and see what the impact is. Learning about communication skills. And then trying yourself.
Watch how other people advise.

21. Perception
A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. The world as it is perceived is the world that is behaviorally important. People look at the same thing/situation but perceive it differently.
What we perceive is substantially different from objective reality. Some people love their boss and their company and perceive them as caring and loving, but this is hardly ever shared by everyone.

22. Person Perception: Attribution Theory
Explains the ways in which we judge people differently.
Suggests that perceivers try to “attribute” the observed behavior to a type of cause:
Internal – behavior is believed to be under the personal control of the individual
External –the person is forced into the behavior by outside events/causes
Industrial psychology is concerned with how people perceive each other because it determines in a large part how well individuals can work together and indicate an organization’s level of potential conflict.
People make inferences about the actions of others and these explanations can color perception as well and influence manager’s abilities to predict behavior.

23. Homework Discussion

24. Experiment Have a look at the video of the Milgram experiment.
Discuss in smaller groups: what happened? What caused the behaviour? Ethics? Can you apply this to working life experiences?