PBL REPORT ORGANIZATIONAL BEHAVIOR TASK 1 : Charles Challenge as a New Supervisor

STEP I : Kind of task : Problem task Difficult words : Subordinates : person who work under anothers authority Absenteeism : habitual absense from work/ not present at the office Job involvement : taking a part of job Performance : the act, art of performing Behavior : manner of behaving or conduct oneself Attitude : related with opinion, feeling, intention Supervisor : person who manage people, first line manager

STEP II : Define the main problem : 1. How to change the attitude and behavior of his employees?

STEP III & IV : Analyze the problem Method : Brainstorming Define the analyze : 1. The behavior and attitude of salesmen is bad. 2. The absenteeism is very high.
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3. Their job involvements and performances are very low. 4. The manager is new.

STEP V : Formulate the Learning Objectives After having completed the task, the students are able to : 1. Identify a number of theories in Organizational Behavior, and be able to apply those theories to this task. 2. Recognize the influence of Organizational Behavior in job performances. 3. Identify the recruitment of the effective manager.

STEP VI : The solution of the problems : Managers need to develop their interpersonal skill if they are going to be effective in their jobs. Organizational Behavior is a field of study that investigates the impact that individuals, groups, and structure have on behavior within an organization, and then it applies that knowledge to make organizations work more effectively. Specifically, Organizational Behavior focuses on how to improve productivity; reduce absenteeism, turnover, and deviant workplace behavior; and increase job satisfaction. In our first PBL Task, we learned that Sinar Mas Corporations employees have high absenteeism , low job involvements, always complain frequently and have low job performances. Those matters are related to Organizational Behavior. There are many factors that influence why the employees have bad attitude and behavior, and also there are many ways to handle those matters.

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1. Ability and Learning Ability is an individuals capacity to perform the various tasks in a job. Ability directly influence an employees level of performance and satisfaction through the ability job fit. There are 3 ways to improve the fit. First, an effective selection process will improve it. A job analysis will provide information about jobs currently being done and the abilities that individuals need to perform the jobs adequately. Applicants can then be tested, interviewed, and evaluated on the degree to which they possess the necessary abilities. Second, promotion and transfer decision affecting individuals already in the organizations employ should reflect the abilities of candidates. As with new employees, care should be taken to assess critical abilities that incumbents will need in the job and to match those requirements with the organizations human resources. Third, the fit can be improved by fine-tuning the job to better match an incumbents abilities. Often, modifications can be made in the job that, while not having a significant impact on the jobs basic activities, better adapts it to specific talents of a given employee. Any observable change in behavior is a main evidence that learning has taken place. Positive reinforcement is a powerful tool for modifying behavior. By identifying and rewarding performance-enhancing behaviors, management increases the likelihood that those behaviors will be repeated. Managers are advised to use reinforcement rather than punishment, because punishment may produce unpleasant side effects, such as some problems that Sinar Mas Corporation have, includes lower morale and higher absenteeism.

2. Attitudes and Job Satisfaction Attitudes are evaluative statements, either favorable or unfavorable concerning objects, people, or events. They reflect how one feels about something. Managers should be interested in their employees attitudes because attitudes give warnings of potential problems and because they influence behavior. Satisfied and committed employees, for instance, have lower rates of turnover, absenteeism, and withdrawal behaviors. They also perform better on the job.
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The most important thing managers can do to raise employee satisfaction is to focus on the intrinsic parts of the job. The term job satisfaction can be defined as a positive feeling about ones job resulting from an evaluation of its characteristics. A person with a high level of job satisfaction holds positive feelings about the job, while a person who is dissatisfied hold negative feelings about the job. Creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggests that whatever managers can do to improve employee attitudes will likely result in heightened organizational effectiveness. There are some factors that can be created by Managers to satisfy the employees : Mentally challenging work Generally, people prefer jobs that give them opportunities to use their skills and abilities and offer a variety of tasks, freedom, and feedback on how well theyre doing. Equitable rewards Employees want pay systems that they perceive as just, unambigious, and in line with their expectations. When pay is seen as fair, satisfaction is likely to result. Supportive working conditions Employees want their work environment both to be safe and personally comfortable and to facilitate their job. Supportive colleagues People get more out of work than merely money and other tangible achievements. Studies find that employee satisfaction is increased when the immediate supervisor is understanding and friendly, offers praise for good performance, listens to employees opinions, and shows a personal interest in employees.

3. Personality and Values Personality is the sum total of ways in which an individual reacts and interacts with others; measurable traits a person exhibits. Personality traits is enduring characteristics that describe an individual behavior.

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There are 5 major personality attributes influencing Organizational Behavior : Core-self evaluation (includes self-esteem and locus of control) : individuals degree of liking or disliking themselves, whether they see themselves as capable and effective, and whether they feel they are in control of their environment or powerless over their environment. Machiavellianism : degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means. Narcissism : the tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement. Self-monitoring : a personality trait that measures an individuals ability to adjust his or her behavior to external, situational factors. Risk-taking : people differ in their willingness to take chances.

Values often underlie and explain attitudes, behaviors, and perceptions. Employees performance and satisfaction are likely to be higher if their values fit well with the organizations. Managers seem to have a strong belief in the power of traits to predict behavior. If managers believed that situations determined behavior, they would hire people almost at random and structure the situation properly.

4. Emotions and moods Emotions and moods are similar in that both are affective in nature. Certainly there are limits, practically, and ethically for the managers to control their colleagues and employees emotions and moods. Emotions and moods are a natural part of an individuals makeup which can hinder performance, especially negative emotions. But emotions and moods can also enhance performance. Emotions and moods can increase arrousal levels, and motivate employees to work better, and emotional labor recognizes that certain feelings can be part of a jobs requirements. The manager have to understand the role of emotions and moods, and influence their employees moods. For instances, the managers can use humor and give their employees small tokens of appreciation for their good works to increase their employees moods and
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emotions which can also improve their ability to give higher job performances and productivities. Asking employees to act friendly is good for them, too. Research shows that employees of organizations that require them to display positive emotions actually feel better as a result.

STEP VII : CONCLUSION As we have already discussed about the main problem in this case, we found that there are several ways to improve the organizational behavior of the Sinar Mas Corporation employees. First, managers are advised to use reinforcement rather than punishment. Second, there are some factors that can be created by Managers to satisfy the employees, such as mentally challenging work, equitable rewards, supportive working conditions, and supportive colleagues. Third, managers seem to have a strong belief in the power of traits to predict behavior. If managers believed that situations determined behavior, they would hire people almost at random and structure the situation properly. Then, most of all, the managers have to understand the role of emotions and moods, and influence their employees moods.

LITERATURE Robbins, Stephen and Timothy A. Judge. 2009. Organizational Behavior. Pearson International Edition, Prentice Hall, Inc. 13th Edition.

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