Pixar- was founded on the notion that companies depend on the quality of their employees and how well

they can collaborate with each other. main objective is to help you understand behavior in organizations and to work more effectively in organizational settings Organizational Behavior (OB) - A multidisciplinary field devoted to understanding individual and group behavior, interpersonal processes, and organizational dynamics. 3 levels of analysis: 1. individual 2. group 3. organizational Groups- work of people who interdependently work toward some purpose. Organizations- are collective entities consisting of human beings who interact with each other In an organized way. Mission statement- describes stakeholders and the public the organizations purpose for

Focus on Application- OB integrates the insights from above mentioned disciplines and focuses on applications that can make difference in how organizations and people work in them independent variables- presumed causes that influence dependent variables dependent variables- outcomes of practical value and interest that are influenced by independent variables Common scientific research methods in organizational behavior: FIELD STUDIES: in real-life organizational settings LABORATORY STUDIES: in simulated controlled settings CASE STUDIES: looking in depth at single situations SURVEY STUDIES: using questionnaires and interviews in sample populations META ANALYSES: using statistics to pool results of different studies Sociology- the study of people in relation to other fellow human being. Psychology- the science that seeks to measure, explain and sometimes change the behaviour of humans and other animals Social psychology- an area within psychology that blends concept from psychology and sociology and that focuses on the influence of of people on one another. Anthropology- the study of societies to learn about human beings and their activities Political science- the study of the behaviour of individuals and groups within a political environment Organizational Effectiveness - A broad concept represented by several perspectives, including the organizations fit with the external environment, internal-subsystems configuration for high performance, emphasis on organizational learning, and ability to satisfy the needs of key stakeholders. Goal oriented -- Effective firms achieve their stated objectives, Old Perspective of Organizational Effectiveness Four Perspectives of Organizational Effectiveness: 1. open systems perpspective 2. organizational learning perspective 3. high performance workplace perspective 4. stakeholder perspective The open-systems perspective- views organizations as complex organisms that live within an external environment Lean management- involves continuously reducing waste, unevenness, and overburden in the production process. Toyota motor company- incorporates lean management in their operations. organizational learning perspective- views knowledge as the driver of competitive advantage organizational learning perspective: Knowledge acquisition occurs when information is brought into the organization from the external environment (hiring people, acquiring companies, and scanning for latest trends) Knowledge sharing refers to the distribution of knowledge throughout the organization (e.g., Pixars centralized cafeteria, wikis, blogs, etc.)

Strategy- is a comprehensive plan that guides an organization to operate in ways that allow it to outperform the competition Plato - wrote about the essence of leadership Confucius- extolled the virtues of ethics and leadership Adam smith- he advocated a new form of organizational structure based on the division of labour. Max weber- German sociologist wrote about rational organizations, the work ethic, and charismatic leadership Frederick Winslow Taylor- This industrial engineer proposed new ways to organize employees and motivate them through goal setting and rewards.. Elton Mayo- He and his colleagues reported on how formal and informal group dynamics operate in the workplace during the 1920s Mary Parker Follett- pioneered new ways of thinking about several OB topics, including constructive conflict, team dynamics, organizational democracy, power, and leadership Chester Barnard- wrote insightful views regarding individual behavior, motivation, communication, leadership and authority, and team dynamics in organizational settings. Anchors of OB knowledge: 1. multidisciplinary anchor- OB should import knowledge from many disciplines systematic research anchor2. OB should study organizations using systematic research methods. contingency anchor3. OB theory should recognize that the effects of actions often vary with the situation multiple levels of anchor4. OB knowledge should include three levels of analysis: individual, team, and organization Interdisciplinary Body of Knowledge- OB is an interdisciplinary body of knowledge with strong ties to the behavioral sciencespsychology, sociology, and anthropologyas well as to allied social sciences such as economics and political science

Knowledge use- is the application of knowledge to organizational processes in ways that improve the organizations effectiveness (new work activities) Storage- refers to the ways companies retain valuable knowledge (retaining employees, best practices, keeping product samples Intellectual Capital- A companys stock of knowledge, including human capital, structural capital, and relationship capital. oHuman Capital- The knowledge, skills, and abilities among employees that provides economic value to the organization. oStructural Capital- The knowledge captured and retained in an organizations system and structures (e.g. documentation of work procedures, physical layout of production line, finished products) oRelationship Capital- The value derived from an organizations relationship with customers, suppliers, and others Google- engages in organizational learning where employees are expected to devote 20% of their time discovering new knowledge. Has the campus-like environment. organizational memory- the storage and preservation of intellectual capital Stakeholders- are people and groups with an interest or stake in the performance of the organization Lockheed martin- rated by engineering students as an ideal employer. Helped in the clean up after the hurricane Katrina. Incorporates CSR Types of individual behaviour: 1. Organizational Citizenship Behaviours (OCBs): Various forms of cooperation and helpfulness to others that support the organizations social and psychological context. 2. Counterproductive Work Behaviours (CWBs): Voluntary behaviours that have the potential to directly or indirectly harm the organization 3. Joining and Staying with the Organization: Companies thrive by hiring people with talent and potential, and by ensuring that these employees stay with the company. 4. Maintaining work attendance: Organizations need everyone to show up for work at scheduled times GLOBALIZATION- Economic, social, and cultural connectivity with people in other parts of the world. Workforce Diversity- describes how people differ on attributes such as age, race, ethnicity, gender, physical disability, and sexual orientation Multiculturalism- refers to pluralism and respect for diversity in the workplace Surface-Level Diversity- The observable demographic or physiological differences in people, such as their race, ethnicity, gender, and physical disabilities. Deep-Level Diversity- Differences in the psychological characteristics of employees, including personalities, beliefs, values, and attitudes. Baby Boomers (people born between 1946 and 1964) seem to expect and desire more job security and are more intent on improving their economic and social status. Generation-X (people born between 1965 and 1979) expect less job security and are motivated more by workplace flexibility, the opportunity to learn (particularly new technology, and egalitarian and fun organizations.

Generation-Y (people born after 1979) noticeably self-confident, optimistic, multitasking, and more independent than even Gen-X coworkers Work-Life Balance: The degree to which a person minimizes conflict between work and non-work demands. Virtual Work: Work performed away from the traditional workplace by means of information technology. MARS: 1. motivation 2. ability 3. role perception 4. situational factors Motivation- The forces within the person that affect his or her direction, intensity, and persistence of voluntary behaviour ELEMENTS OF MOTIVATION Direction: Refers to the path along which people engage their effort Intensity: The amount of effort allocated to the goal Persistence: Continuing effort for a certain amount of time The natural aptitudes and learned capabilities required to successfully complete a task. Aptitudes: The natural talents that help employees learn specific tasks more quickly and perform them better. Learned Capabilities: The skills and knowledge that you currently possess, including the physical and mental skills and knowledge. Competencies- Skills, knowledge, aptitudes, and other personal characteristics that lead to superior performance role perceptions- The extent to which people understand the job duties (roles) assigned to or expected of them. Situational factors- Employees behaviours and performance also depend on how much the situation supports or interferes with their task goals personality- The relatively enduring pattern of thoughts, emotions, and behaviours that characterize a person, along with the psychological processes behind those characteristics Type A- orientations are characterized by impatience, desire for achievement, perfectionism, and a more competitive nature than Type B, people tend to work fast and to be abrupt, uncomfortable, irritable, and aggressive. Type B orientations- are characterized by an easy-going and less competitive nature than Type A heredity- (nature) refers to the genetic transmission of physical and psychological characteristics from parents to their children. Environment (nurture)- refers to the sum of all external conditions that affect a person. Carl Jung - proposed that personality is primarily represented by the individuals preferences regarding perceiving and judging information Myers-Briggs Type Indicator (MBTI)- measures the Jungian Personality theory.

Sensing (S)- Involves perceiving information directly through the five senses (organized structure, factual data, quantitative details), Focuses more on the here and Now Intuition (N)- Relies more on insight and subjective experience to see relationships among variables., Focus on future possibilities. Thinking (T)People with this orientation rely on rational cause-effect logic and systematic data collection to make decisions Feeling (F)- People with this orientation rely on their emotional responses to the options presented, as well as how those choices affect others Southwest Airlines- uses the Myers-Briggs Type Indicator to help staff understand and respect co-workers different personalities and thinking styles. Fairmont Hotels & Resorts- has excelled as North Americas largest luxury hotel operator by hiring people such as Yasmeen Youssef (shown here) with the right values and personality and then nurturing their selfconcept. Five-Factor Model (FFM)- The most widely respected model of Personality because it has been found to be fairly robust across cultures. Consists of CANOE Conscientiousness- High scorers are organized, careful and Disciplined , Low scores are disorganized, careless, and impulsive Agreeableness- Friendly compliance. High scorers are soft-hearted, Hostile noncompliance. Low scorers are ruthless, suspicious, and uncooperative Neuroticism- Low emotional stability: characterizes people with high levels of anxiety, hostility, depression, selfconsciousness and selfHigh emotional stability: People with low neuroticism scores are calm, poised, secure, unworried, and selfsatisfied. Openness to experience- High scorers are imaginative, creative, curious, broadminded, and aesthetically sensit resistant to change, less open to new ideas, and more conventional and fixed in their ways. Extraversion- High scorers are sociable, funloving, and affectionate. orers are the opposite: reserved, quiet, shy, and cautious. Introverts get their energy from the inner world. SELF-CONCEPT- The view individuals have of themselves as physical, social, spiritual, and moral beings. An individuals self-beliefs and selfevaluationsWho am I? and How do I feel about myself? Three Cs of Self-Concept Complexity People have multiple self-concepts Consistency Improved wellbeing when multiple self-concepts require similar personality traits and values Clarity Clearly and confidently described, internally consistent, and stable across time. Self-concept clarity requires self-concept consistency Four Selves of Self-Concept Self-enhancement Promoting and protecting our positive self-view Self-verification Affirming our existing self-concept (good and bad elements) Self-evaluation Evaluating ourselves through self-esteem, selfefficacy, and locus of control Social self Defining ourselves in terms of group Membership

Self-Concept: Self-Enhancement - Drive to promote/protect a positive self-view, competent, attractive, lucky, ethical, valued. Strongest in common/important situations better personal adjustment and mental/physical health inflates personal causation and probability of success Self-Concept: Self-Verification -Motivation to verify/maintain our existing self-concept. Stabilizes our self-concept. People prefer feedback consistent with their self-concept Social identity -- defining ourselves in terms of groups to which we belong or have an emotional attachment. Self-esteem- An individuals belief about ones own worth based on an overall self-evaluation. Self-efficacy- An individuals belief about the likelihood of successfully completing a specific task. Locus of control- General belief about personal control over life event johnson & Johnson- is one of the most respected employers because it recognizes the value of supporting each employees self-concept. Values- are stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations. They are perceptions about what is good and what is bad, right or wrong. Values tell us what we ought to do, they serve as our moral compass. Value System- A persons set of values that are arranged into a hierarchy of preferences Value congruence- refers to how similar a persons value hierarchy is to the value hierarchy of the organization, a coworker, or another source of comparison. Person-organization value congruence occurs when employees and organizations dominant values are similar. Culture- is the learned and shared way of thinking and acting among a group of people or society. Geert Hofstede- refers to culture as the software of the mind. He developed a framework that offers an understanding how value differences across national cultures can influence human behavior at work. Values 1. IndividualismCollectivism 2. Power Distance 3. Uncertainty Avoidance 4. Masculinity-Femininity 5. Long-term/short-term Orientation across cultures:

INDIVIDUALISM: A cross-cultural value describing the degree to which people in a culture emphasize independence and personal uniqueness COLLECTIVISM: A cross-cultural value describing the degree to which people in a culture emphasize duty to groups to which people belong and to group harmony

POWER DISTANCE: A cross-cultural value describing the degree to which people in a culture accept unequal distribution of power in a society. S. UNCERTAINTY AVOIDANCE: A crosscultural value describing the degree to which people in a culture tolerate ambiguity (high uncertainty avoidance) or feel threatened by ambiguity and uncertainty (low uncertainty avoidance) MASCULINITY-FEMININITY ORIENTATION: A cross-cultural value describing the degree to which people in a culture emphasize competitive versus cooperative relations with other people. It refers to the tendency of a culture to value stereotypical masculine or feminine traits. LONG-TERM/SHORT-TERM ORIENTATION: The tendency of a culture to emphasize values associated with the future, such thrift and persistence, or values that focus largely on the present. It reflects the degree to which people and organizations adopt long-term or short-term performance horizons. ETHICS: The study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad 3 ethical principles 1. utilitarianism- Also known as the consequential principle. Seek the greatest good for the greatest number of people 2. individual rights- Recognize that everyone has entitlements that let her or him act in a certain way 3. distributive justice- People who are similar to each other should receive similar benefits and burdens; those who are dissimilar should receive different benefits and burdens in proportion to their dissimilarity. Influences on ethical conduct Moral intensity degree that issue demands ethical principles Ethical sensitivity ability to recognize the presence and determine the relative importance of an ethical issue Situational influencescompetitive pressures and other conditions affect ethical behaviour Ernst and young- Its about continually reminding people that doing the right thing and speaking up when you see the wrong thing is not just acceptedit is the expected way we do things. Ernst & young- employees here are developing a global mindset and better selfawareness by assisting entrepreneurs in other cultures, such as this information technology company in Uruguay. PERCEPTION- The process of receiving information about and making sense of the world around us. Selective screening lets in only a tiny proportion of all the information available. Two types of selective screening: 1. Controlled Processing: Consciously deciding what information to pay attention to and what to ignore. 2. Automatic Information Processing: Screening information without the perceivers conscious awareness. Schemas- They are cognitive frameworks that represent organized knowledge developed through experience about people, objects, or eventsinformation efficiently. Script schema- is a knowledge framework that describes the appropriate sequence of events in a given situation.

Self schema- contains information about a persons own appearance, behavior, and personality. Person schema- refers to the way individuals sort others into categories, such as types or groups, in terms of similar perceived features Person-in-situation schema- combines schemas built around persons (self and person schemas) and events (script schemas) Interpretations- involves uncovering the reasons behind the ways stimuli are grouped retrieval- The information in our memory must be retrieved if it is to be use. PERCEPTUAL DISTORTIONS: Selective Perception- The tendency to single out for attention those aspects of a situation, person, or object that are consistent with ones needs, values, or attitudes. Stereotyping- involves assigning attributes to an individual that are commonly associated with a group Projection- The assignment of ones personal attributes to other individuals; it is likely to occur in the interpretation stage of perception. Halo Effects- Occur when one attribute of a person or situation is used to develop an overall impression of the individual or situation. False-consensus effect- Also called the similar-to-me-effect, it happens when we overestimate the extent to which others have beliefs and characteristics similar to our own Self-fulfilling prophecies- The tendency to create or find in another situation or individual that which you expected to find in the first place Primacy effect- Refers to our tendency to quickly form an opinion of people on the basis of the first information we receive about them. recency effect- Occurs when the most recent information dominates our perception. Attribution- The process of creating explanations for Event. Internal attribution- Perception that a persons behavior is caused by personal characteristics External attribution- Perception that a persons behavior is caused by environmental characteristics Rules of Attribution Distinctiveness- Consistency of a persons behavior across situations (How often does this person act this way in other settings?) Consensus- Likelihood of others responding in a similar way (How often do other people act this way in similar situations?) Consistency- Whether an individual responds the same way across time (How often did this person act this way in the past?)

Fundamental Attribution Error (FAE)- The tendency to see the person rather than the situation as the main cause of that persons behaviour. Self-Serving Bias- The tendency to attribute our favourable outcomes to internal factors and our failures to external factors. Johari window- A model of mutual understanding that encourages disclosure and feedback to increase our own open area and reduce the blind, hidden, and unknown area. Strategies to Improve Perceptions 1. Awareness of perceptual biases- Diversity awareness training; selffulfilling prophecy training to create positive instead of negative selffulfilling prophecies 2. Improving self-awareness- Self-awareness of ones biases by applying the Johari Window; Implicit Association Test (IAT) to detect subtle biases 3. Meaningful interaction- Close, frequent interaction toward a shared goal; equal status; engaged in a meaningful task Air new Zealand- ceo becomes employee for a day. Vice versa. Learning- A relatively permanent change in behavior (or behavior tendency) that occurs as a result of a persons interaction with the environment associative learning- by making a connection (or association) between two events. Conditioning- is the process of learning associations. Classical conditioning- We learn to expect and prepare for significant events such as food or pain Operant conditioning- We also learn to repeat acts that bring good results and to avoid acts that bring bad results Reinforcement- The administration of a consequence as a result of a behavior. Humana- introduced a similar program where data from pedometers are uploaded to a website. The more steps one takes the higher the reward. Classical Conditioning- A form of associative learning that involves the manipulation of stimuli to influence behavior stimulus- is something that incites action and elicit a response Operant Conditioning- The process of controlling behavior by manipulating, or operating on, its consequences (learning by reinforcement) The Law of Effect- Behavior that results in an pleasant outcome is likely to be repeated; behavior that results in an unpleasant outcome is not likely to be repeated. OB MODIFICATION- The use of extrinsic rewards to systematically reinforce desirable work behavior and discourage undesirable behaviour Positive Reinforcement- Strengthening a behavior by making a desirable consequence contingent on its occurrence. Law of contingent reinforcement only the correctly exhibited behavior is rewarded.

Law of immediate reinforcement reward must be provided as soon as possible after the behavior. Scheduling Positive Reinforcement: Positive reinforcement can be given according to either ontinuous or intermittent schedules Continuous Reinforcement: Administers a reward each time a desired behavior occurs. Intermittent (partial) Reinforcement: Rewards behaviour periodically either on the basis of time lapsed or the number of desired behaviours exhibited. Fixed-Interval Schedule: Reinforces a response only after a specified time has elapsed. E.g., monthly pay checks Fixed-Ratio Schedule: Reinforces a response only after a specified number of responses. E.g., piecework pay Variable-Interval Schedule: Reinforces a response at unpredictable time intervals, which produces slow, steady responses. Variable-Ratio Schedule: Reinforces a response after an unpredictable number of responses. This is hard to extinguish because of the unpredictability. Negative Reinforcement- Strengthening a behavior by making the avoidance of an undesirable consequence contingent on its occurrence. Punishment- Discouraging a behavior by making an unpleasant consequences contingent on its occurrence. Positive punishment- happens when an aversive stimulus is introduced, e.g., suspension w/o pay for disciplinary Infractions. Negative punishment- happens when a desirable stimulus is withdrawn, e.g., taking away break time for high error rate Extinction- Discouraging a behavior by making the removal of a desirable consequence contingent on its occurrence Mott macdonald- the Abu Dhabi oil and gas team has an annual desert safari, complete with camel rides. companies are finding creative ways to generate positive emotions in the workplace AFFECT-The range of feelings in the forms of emotions and moods that people experience in their life context. EMOTIONS- Strong positive or negative feelings directed toward someone or something; tend to be short-term Moods- are lower intensity emotions without any specific target source; may persist for some time Positive Affectivity- Tendency to be perceptually positive Negative Affectivity- Tendency to experience negative moods in a wide range of settings and under many different conditions. Foundations of Emotions and Moods Self-conscious Emotions - Emotions that arise from internal sources that help individuals regulate their relationships with others

Social Emotions- Emotions that are stimulated by external sources. Emotion and Mood Contagion- The spillover effects of ones emotions and mood to others. ATTITUDES- Predisposition to respond in a positive or negative way to someone or something in ones environment Beliefs: established perceptions of attitude object Feelings: calculation of good or bad based on beliefs about the attitude object Behavioral intentions: motivation to act in response to the attitude object Cognitive dissonanceA state of anxiety that occurs when an individuals beliefs, feelings and behaviors are inconsistent with one another

Voice- Changing the situation , Problem solving, complaining Loyalty- Patiently waiting for the situation to improve Negligence-Reducing work effort/quality , Increasing absenteeism Job satisfaction- discretionary behaviors that represent a willingness to go beyond the call of duty or go the extra mile in ones work Interpersonal OCBsDoes things that although not required of them help others. Organizational OCBsAdvance the performance of the organization as a whole.

Leon FestingerAccording to him cognitive inconsistency is uncomfortable and results in an attempt to reduce or eliminate the dissonance . EMOTIONAL LABOR- Effort, planning and control needed to express organizationally desired emotions during interpersonal transactions. 18 Emotional dissonance- refers to the inconsistency between emotions we feel and those we try to project Display rules- govern the degree to which it is appropriate to display emotions emotional intelligence- ability to understand emotions and manage relationships effectively. Relationship Management- Rapport; making use of emotions to build and maintain good relationships Social Awareness- Empathy; understanding the emotions of others and their impact on relationships. Social management- Self-regulation; thinking before acting and staying in control of ones emotions. Self-awareness- Understanding own emotions and their impact on oneself and others ORGANIZATIONAL COMMITMENT - The loyalty of an individual to the organization. Continuance Commitment- Refers to employees' assessment of whether the costs of leaving the organization are greater than the costs of staying Normative Commitment Refers to employee's feelings of obligation to the organization Affective Commitment -Refers to employee's emotional attachment, identification with, and involvement in the organization ORGANIZATIONAL COMMITMENT SCALE: A self-scoring questionnaire. JOB SATISFACTION - The degree to which an individual feels positive or negative about a job overall as well as various aspects of them. Global approach- Treats job satisfaction as a single overall feeling towards the job Facet approach- Focuses on different aspects of the job, such as rewards (pay or fringe benefits), other people on the job (supervisors or coworkers), job conditions, and the nature of the work itself . Exit- Leaving the situation , Quitting, transferring

Personal AggressionSexual harassment, verbal abuse, physical abuse, intimidation, humiliation Production Deviancewasting resources, avoiding work, disrupting workflow, making deliberate work errors Political Deviancespreading harmful rumors, gossiping, using bad language, lacking civility in relationships Property Deviancedestroying or sabotaging facilities and equipment, stealing money and other resources STRESS - An adaptive response to a situation that is perceived as challenging or threatening to the persons well-being Stressors: Task Demandsbeing asked to do too much or being asked to do too little Role Ambiguitiesnot knowing what one is expected to do or how work performance is evaluated Role Conflictsfeeling unable to satisfy multiple, possibly conflicting performance expectations Ethical Dilemmasbeing asked to do things that violate personal values or the law Interpersonal Problemsexperiencing bad relationships with coworkers Career Developmentsmoving too fast and feeling stretched; moving too slowly and feeling stuck Physical Settingnoise, heat, lack of privacy, pollution, etc. Life stressors: oFamily Eventse.g., birth of a new child, illness or death of a loved one oEconomic Difficultiese.g., sudden loss of an investment, financial worries, debts, inflation, etc. oPersonal Affairse.g., starting a new relationship, jealousy, different values, separation or divorce EUSTRESS: Stress that has a positive impact on both attitudes and performance. DISTRESS: Stress that has a negative impact on both attitudes and performance. Adrenaline- is secreted from the kidneys Cortisol (a hormone)- is released providing bursts of energy The heart suddenly beats faster Blood sugar- is released into the bloodstream Hearing and sight are enhanced

Digestive system and urine production slow to divert blood to more critical areas, such as the brain and muscles Burnout- is a distressed psychological state than an employee might experience after being on the job for a long period of time Emotional exhaustion- is the feeling of tiredness and fatigue at work Depersonalization- is the development of a cynical and callous feeling toward others Reduced personal accomplishment- is the feeling that the employee is not accomplishing anything worthwhile at work