CHAPTER1: INTRODUCTION leadership and organizational behavior: Planning: define and distribute resources mets organization: establish rules

and support control: evaluate results and take necessary corrective actions Address: motivating workers and coordinating the actions of individuals and groups. Technical skills and concepuales not enough, you need a good understanding of human behavior. the study of organizational behavior: This study investigates the impact of individuals, groups and structures and behavior that are within organizations. Good organizational behavior expert must base their predictions on the systematic study and not on intuition construction of a model of organizational behavior: using scientific models real phenomena are explained in a simplified manner by dependent variables (factor to explain) independent variables (potential cause of change in the dependent variable) and moderating variables (regulating the effect of variable independent on the dependent). The company is productive if it achieves its goals by translating their production inputs at the lowest possible cost effectively (degree to which objectives are met) and efficiency (ability to meet them). Absenteeism working hours are lost when the worker does not go to your job and external rotation(turnover) is the speed with which workers leave the company hired and may involve: recruitment and training costs, can be dangerous when it affects to key positions and can afford to hire more motivated and qualified staff. Organizational citizenship are discretionary actions that may help the efficient functioning of the organization and job satisfaction is an individual's attitude to his work. The dependent variables are studied at the individual level, group level and system level. CHAPTER 2: BASICS INDIVIDUAL BEHAVIOURS the role of biographical characteristics: behavior differs basic individual characteristics: age (the older you are looking for stability, turnover is low, absenteeism is inevitable evolution depends on productivity and satisfaction) gender (the absenteeism rate is higher in women but otherwise no significant differences), marital status (married employees are equally productive, miss less work, undergo less turnover and more satisfied) and seniority (most senior employees recorded lower turnover and absenteeism, but greater productivity and satisfaction) the role of skill: the ability of the individual to perform the various tasks of his position and may be: physical ability, the cognitive inteligecia referred to mental functioning in terms of numerical aptitude, verbal comprehension, memory ... and other types of intelligence are also emotional, social, cultural ...

 Enduring Characteristics That describes an Individual's behavior Two dominant frameworks used to describe personality: - Myers-Briggs Type Indicator (MBTI ) Briggs Type Indicator (MBTI ) - Big Five Model Extroverts: They enjoy Interacting with people and Develop New Ideas During discussion. Often They don t 'know what They are thinking Until They say it. Introverts: They need to think things through before speaking. They enjoy focusing on a project and need quiet for concentration. They Develop Ideas internally and learn reading and reflecting byg g. Sensors: They use specifics, Such as facts, dates and times. They focus on the immediate and Provide a realistic, practical perspective. Intuitives: They look at the big picture and follow Their inspirations. And They Like solving new, complex problems. Thinkers: They set their emotions aside. They prefer to step back from a problem and analyze facts and information. They focus on tasks and seek mutual respect. Feelers: They judge Situations on personnel level. They are Often Able to See Both Sides of a situation and want harmony and support. Judges: They please exactness and Following plans and schedules They They reach for exactness and Following plans and schedules. They reach decisions by deciding quickly. Perceivers: They open for tolerance and time frames. They like to be spontaneous and enjoy the process. spontaneous and enjoy the process. Each of the sixteen possible combinations have to name, for instance: - Visionaries (INTJ) - original, stubborn, and driven - Organizers (ESTJ) - realistic, logical, analytical, and businesslike - Conceptualizer (ENTP) - entrepreneurial, innovative, individualistic, and resourceful Research results on validity mixed MBTI is a good tool for self-awareness and counseling. Should not be used as a selection test for job. Self Esteem - Individuals' degree of liking or disliking Themselves Locus of Control-the degree people believe They are masters of Their Own Fate: - Internal: Individuals Who Believe That They check what happens to them - Externals (External locus of control): Individuals who believe That what happens to them is controlled by thatwhat believe happens to them is controlled by outside forces or luck Such as chance. Implications with Respect to OB Measures (Vs Internals. Externals): - Higher performance Especially in complicated, non-monotonous tasks - Higher job satisfaction Probably due to higher self-attribution of results and quitting in case of dissatisfaction - Lower ab tiseneesm

 Due to a higher level of health care - Ambiguous Ambiguous effectonworker Turnover Turnover Internals are more satisfied and productive, but Tend to quit more if unsatisfied Machiavellianism - A pragmatic, emotionally distant power-player who Believes That ends justify the means - High "Machs" are manipulative Win More Often and persuades are manipulative, Win More Often, and persuades They are more than persuaded. Flourish when: Have direct interaction Work with minimal Rules and Regulations Emotions distract others Narcissism - An arrogant, Entitled, self-important person who needs excessive admiration - Less Effective In Their Jobs Self-Monitoring - Ability to adjust behavior to external, situational factors - Political skills - High monitors conform more Receive better performance ratings Likely to emerge as leaders g Show less Commitment to Their Organizations Risk Taking - The willingness to take chances - May be best to align propensities with Job Requirements - Risk takers make faster decisions with Risk takers make faster decisionswith less information Proactive Personality - Identifies Opportunities, shows initiative, takes action, and persevere to completion - Creates positive change in the environment Type A Personality - Aggressively Involved in a chronic, incessant struggle to Achieve more in less time more in less time Impatient: always moving, walking, and eating Rapidly Strive to think or do two or more things at once Can Cope with leisure time Obsessed with achievement numbers - Prized in North America but quality of the work is low - Type B people are the complete opposite. 3P3r3o3m3o3t3i3n3g3 3b3e3h3a3v3i3o3u3r3s3 3F3o3l3l3o3w3i3n3g3 3a3 3r3e3s3p3o3n3s3e3 3w3i3t3h3 3s3o3m3e3t3h3i3n3g3 3p3l3e3a3s3a3n3t3 3i3s3 3c3a3l3l3e3d3 3p3o3s3i3t3i3v3e3 3r3e3i3n3f3o3r3c3e3m3e3n3t3 3 3 F3o3l3l3o3w3i3n3g3 3a3 3r3e3s3p3o3n3s3e3 3b3y3 3t3h3e3 3t3e3r3m3i3n3a3t3i3o3n3 o3r3 w3i3t3h3d3r3a3w3a3l3 3o3f3 3s3o3m3e3t3h3i3n3g3 3u3n3p3l3e3a3s3a3n3t3 3i3s3 3c3a3l3l3e3d3 3n3e3g3a3t3i3v3e3

4r4e4i4n4f4o4r4c4e4m4e4n4t4 4 4P4u4n4i4s4h4m4e4n4t4 4i4s4 4c4a4u4s4i4n4g4 4a4n4 4u4n4p4l4e4a4s4a4n4t4 4c4o4n4d4i4t4i4o4n4 4i4n4 4a4n4 4 a4t4t4e4m4p4t4 4t4o4 4e4l4i4m4i4n4a4t4e4 4a4n4 4u4n4d4e4s4i4r4a4b4l4e4 4b4e4h4a4v4i4o4r4 4 4E4l4i4m4i4n4a4t4i4n4g4 4a4n4y4 4r4e4i4n4f4o4r4c4e4m4e4n4t4 4t4h4a4t4 4i4s4 4m4a4i4n4t4a4i4n4i4n4g4 4a4 4b4e4h4a4v4i4o4r4 4i4s4 4c4a4l4l4e4d4 4e4x4t4i4n4c4t4i4o4n and 4t4e4n4d4s4 4t4o4 4g4r4a4d4u4a4l4l4y4 4b4e4 4e4x4t4i4n4g4u4i4s4h4e4d CHAPTER 3: PERCEPTION AND DECISION MAKING. Perception is a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. Behavior is based on the perception of reality. We are limited, need to simplify massive information. Atribution theory: Our perception and judgment of others is significantly influenced by assumptions. When individuals observe behaviour, they attempt to determine whether it is internally or externally caused Internal causes are under that persons control External causes are not under the persons control How do we proceed? Example: Somebody arriving late Is this typ / ical of him/her? Distinctiveness: shows different beahaviours in different situations Did it happen to others? Consensus: response is same as others in same situations Is she/he always like that? Consistent: response in the same way over time. Erros and biases in atributions Fundamental Attribution Error: We blame people first, not the situation The tendency to overestimate the influence of internal factors and to underestimate the influence of external factors when making judgments about the judgments about the behavior of others behavior of others. Self-Serving Bias: The tendency for individuals to attribute their own successes to internal factors while putting successes to internalfactorswhile putting the blame for failures on external factors. Perfectly frequency used shortcuts judging other (atajos frecuentes para juzgar a los dems)

Selective Perception:People selectively interpret what they see on the basis of their interests, background, experience, and attitudes Ex. Different functions at companies Halo Effect : Drawing a general impression about an individual on the basis of a single characteristic Ex. If he is in a suit Contrast Effects: Evaluation of a persons characteristics that are affected by comparisons with other people recently characteristics Ex. When correcting exercises Stereotyping Judging someone on the basis of ones perception of the group to which that person belongs Ex. A women must be sensitive Projection: Attributing ones own characteristics to other people Ex. Analyzing others problem Similar-to-Me Effect People perceive others who are similar to Peopleperceiveotherswho are similar to themselves more positively Ex. At interviews Perception and individual decision making: quite frecuently based on training for a rational. Six-step decision-making process 1. Define the problem 2. Identify the decision criteria 3. Allocate weights to the criteria 4. Develop the alternatives 5. Eval hl iuate the alternatives _ 6. Select the best alternative Many gy factors conditioning this rationality: Perceptionof different options Rationality is bounded, and intuition p y la a role

 Creativity increases alternatives Rules of thumb ( Rulesof thumb (heuristics heuristics) & bias )& Results perceived in an asymmetric way Individualdifferences Organizational constraints EthicalRestrictions Intuition: Conditions favoring g intuitive decision making A high level of uncertainty exists There is little precedent to draw on Variables are less scientifically predictable Facts are limited limited or don t clearly point the way clearlypoint theway Analytical data are of little use Several plausible Severalplausible alternative solutions exist alternative solutions exist Time is limited and pressing for the right decision Creativity: The ability to produce novel and useful ideas Who has the greatest creative potential? Who has the greatest creative potential? Those who score high in Openness to Experience (Big5) Research points to people who are intelligent, indep , endent, self-confident, risktaking, have an internal locus of control, tolerant of ambiguity, low need for structure, and who persevere. Use of heuristic methods: When gathering and processing all the information needed for a decision is too costly, people use rules of thumb to approximate such information Common bias and errors in decision making: -Overconfidence bias: Believing too much in our own ability to make good decisions -Anchoring and adjustment bias: Using early, first received information as the basis for making subsequent judgments for making subsequent judgments -Confirmation bias: Selecting and using only facts that support our Selecting and using only facts that support our decision - Availability bias Availability bias:Emphasizing information that is most readily at hand Representative bias Linked to stereotyping: Assessing the likelihood of an occurrence by trying to match it with a preexisting category using only the facts that support our decision. Regression to the Mean: The tendency to expect extreme performance to continue Perception Contrasts :Ability to appreciate a change in an amount is proportional to

the size of such amount Ethical Decision Criteria Utilitarianism: focus on efficiency: Decisions made based solely on the outcome Seeking the greatest good for the greatest number. Dominant method for business people Rights: Decisions consistent with fundamental liberties and privileges. Respecting and protecting basic rights of individuals Justice:mposing and enforcing rules fairly and impartially. Equitable distribution of benefits and costs. CHAPTER 4: VALUES ATTITUDES AND JOB SATISFACTION: Values: Basic convictions on how to conduct yourself or how to live your life that is personally or socially preferable. Influence attitudes, motivation, perceptions and behaviours. Attributes of Values: Content attribute(Those things we consider important) Intensity attribute (How important we consider it to be) Value System A person s values rank ordered by intensity _Tends to be relatively constant and consistent Values clasification: TerminalValues (Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime) InstrumentalValues (Preferable modes of behavior or means of achieving ones terminal values). Values are influenced by experiences and they vary between groups John Hollands Personality-Job Fit Theory Six personality types Vocational Preference Inventory (VPI) Key Points of the Model: Intrinsic differences in personality between people There are different types of jobs People in jobs congruent with their personality should be satisfied and have lower turnover Hollands tipology: the closer the ocupational fields the more compatible and the further apart the more dissimilar.

Person-Organization Fit The employees personality must fit with the organizational culture People attracted to organizations that match their values their values Those who match are most likely to be selected _Mismatches will result in turnover Difference of values between cultures: Power distance: is defined as the extent to which the less powerful members of iinstitutions and organisations within a country expect and accept that power is distributed unequally Individualism: The fundamental issue addressed by this dimension is the degree of independence a society maintains among its members. Masculinity/Feminity: The fundamental fundamental ssue here is what motivates people, wanting to be the best (masculine) or liking what you do (feminine) Uncertainty avoidance: The extent to which the members of a culture feel threatened by ambiguous or unknown situations and have created beliefs and institutions that try to avoid these. Long term orientation: the extent to which a society shows a pragmatic futureoriented perspective rather than a conventional historical short-term point of view. Attitudes: Evaluative statements or judgements concerning objects, people, or events. People decide on their own attitudes and feelings from watching themselves behave in various situations. Cognitive dissonance: Any incompatibility between two or more attitudes or between behavior and attitudes. Mayor job attitudes: Job Satisfaction A positive feeling about the job resulting from an evaluation of its characteristics Psychological Empowerment Belief in the degree of influence over the job, competence, job meaningfulness, and autonomy. Job Involvement Degree of psychological identification with the job where perceived performance is important to selfworth.

An engagement is passionate with the work and company. Job satisfaction outcomes: Job performance (Usually satisfied workers are more productive AND more productive workers are more satisfied! Absenteeism (Satisfied employees are moderately less likely to miss work Turnover (Satisfied employees are less likely to quit) Customer satisfaction (Satisfied frontline employees increase customer satisfaction and loyalty) Western workers appear to be more satisfied than those in Eastern cultures. CHAPTER 5: MOTIVATION: Definition: The result of the interaction between the individual and the situation. Three key elements related to effort Intensity how hard a person tries Direction effort that is channeled toward and consistent with, organizational goals Persistence how long a person can maintain effort There are content theories (needs, and task) and process theories (based on experience). Maslow: is the most important theory of motivation and its based in how the humans satisfied their needs from the basic to the primordial. Physiological (Hunger, Thirst, Shelter, Sex ) Safety (Protection from physical & emotional harm) Social (Affection, belonginess, acceptance, friendship) Esteem Internal : self-respect, autonomy, achievement External factors: status, recognition, attention Self-actualisation( Drive to become what one is capable of becoming) Alderfers ERG theory: similar to Maslows theory: Three group of core needs Existence (similar to physiolocal/safety) Relatedness (similar to social) Growth (similar to esteem, self-actualisation) Didn t assume a rigid hierarchy assume a rigid hierarchy Mcgregors theory X and theory Y: Theory X: Workers are not ambitious, Dislike work, Avoid responsibility Theory Y: Enjoywork, Accept responsibility and they are self-directed.

McClelland three needs theory: Need for Achievement( The drive to excel, to achieve in relation to a set of standards, to strive to succeed) Need forPower (The need to make others behave in a way that they would not have behaved otherwise) Need for Affiliation (The desire for friendly and close interpersonal relationships) Herzberg two factors theory: says that hygiene (company policies, salary, work conditions) factors must be met to remove dissatisfaction.But satisfaction needs But satisfaction needs motivators(growth, responsability and achievemet) Jackman and Oldham model: Skill Variety: degree to which the job incorporates a number of different skills and talents Task Identity: degree to which the job requires the completion of a whole and identifiable piece of work Task Significance: how the job impacts the lives of others Autonomy: identifies how much freedom and independence the worker has over the job Feedback: how much the job generates direct and clear information about the workers performance. Process theories: -Cognitive theory: People prefer to feel they have control over their actions -Goal setting theory: Specific and challenging goals, with self-generated feedback, lead to higher performance. Managament by Objetives (MBO) is a systematic way to utilize goal-setting (Corporate goals are broken down into smaller, more specific goals at each level of more specific goals at each level of organization) Banduras self eficacy theory: An individuals belief that he/she is capable of performing a task (e.g. I know I can) Reinforcement theory: Similar to Goal-Setting y Theory, but focused on a behavioral approach rather than cognitive one. Equity theory: they compare the effort they put on the performance of tasks to the resuts they got. Distributive justice: Perceived fairness of the outcome (the final distribution) Procedural justice: The perceived fairness of the process used to determine the outcome (the final distribution) Inteactional justice:degree to which one istreated with dignity and respect. Expenctancy theory: The strengh of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by g aiven outcome and on the

attractiveness of the outcome to the individual.