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Organizational Behavior

MBA B600

Class 1


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What is Organizational Behavior?

The study of how people think, feel, and act; togetherand in groups

We will learn:

Why do some people get promoted even though they are

not very smart or productive?

How can you motivate someone to work harder?

How can you make decisions that are fair to everyone?

Why do employees lie, cheat, or steal? Can you tell if theyare lying? How should you confront them?

What makes a good negotiator? How can you get a better

deal?

What makes a good leader? What makes a fantastic leader?


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Why is Organizational Behavior

useful? If you know whymost people behave a

certain way, then you can predict what

certain individuals will do

Implementyour best ideas

accounting, finance, marketing, operations, etc.

Accelerate your career learning curve


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What is the difference between OB

and HR (Human Resources)?

Performance = ability x motivation

HR focuses on improving employees ability(e.g., training, selection, assessment,

recruitment) OB focuses on getting the best work from your

employees

Bothare useful if you would like to be a manager

If your company has an HR department, they canoffer you guidance on HR issues (e.g., legal)but your company will assume you know OB


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Whats this course like?

Evidence-based management

Similar to evidence-based medicine

Uses up-to-date research findings

Use underlying principles to help us make better

decisions Why dont we just focus on what managers at

certain companies do (e.g., Google?)

Sometimes a company that looks like a good example

to follow turns out to not be so good after all (e.g.,RIM).

What worked for them in the past wont necessarily

work now

What works for them wont always work for YOU


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What do we get to do in this class?

In class

Less and less lecturing as the term goes on

More and more simulations, exercises, mini-

cases, discussions, etc.

Prepare to deal with ambiguity, be a manager

Participation, Assignments, Homework,Final Exam


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Name on Class List:Harriet S. Smith Cholmondeley

Prefer to be called:

Siobahn Cholmondeley

Pronounced:Shi-VON Chum-lee

Class:

Tuesdays, 2:30 to 5:30

Undergraduate degree:

Electrical Engineering (math minor)

Work experience:

Ten years at Initech (TPS manager)

Provide me with a photo and name card:


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How to find me

Contact info:

Email: [email protected]

profs.degroote.mcmaster.ca/business/connell/2012_B600.html.

Office phone: 525-9140 x 23954

Office: DSB 418 / RJC 222

Office hours: Tuesdays 1:00 - 2:30 or by appointment

Skype is ok too (email me in advance)

Classes

Tuesdays 2:30 RJC 214

Wednesdays 2:30 RJC 214

3 other sections taught by Dr. Yousofpourfard
mailto:[email protected]:[email protected]


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Participation (5%)

Excellent!

Thanks!!

Uh oh

Insightfulness

Amo

untofparticipation

Why do some people notParticipate very much?

What about the

Dunning-Kruger effect?


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One-Page Reports (5 x 2%)

Work by yourself or with a friend

Choose five articles in your courseware

Answer the following five questions:What is the article saying?

What do I agree with?

What do I disagree with?What else should the author(s) have included?

What is my overall recommendation?


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One-page Reports

Purpose:

Get a different perspective than the textbook

Sharpen your critical thinking and writing skills

Prepare for your final project

Avoid being dependent on consultants and

others to tell you what approaches are best


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One-Page Reports

I can send you the article the week before it is due.Make sure I have your usual email address.

You might prefer to use the courseware

IF you dont like one of the articles (they are allvery different)

Wait and do another one (you only have to do 5)

Find another article to summarize and submit instead(check with me first but I will probably say ok)

One of the articles is actually two TED talks:you have to do both

The schedule is in the last page of your courseoutline


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Project 1 (20%)

Interview someone with an interesting job

Identify 3 OB concepts, and explain how

your subject is an example of these

See course outline for marking scheme and

more specific details

Sample questions to ask

Sample email to contact the potential

interviewee


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Project 2 (30%)

Evaluatea popular management book Read any book about how to be a good manager

I will assign you to a group

3 ideas in the book: discuss if they are accurate froman OB perspective

Bibliography: Include at least ten different sources,

other than the course notes or textbook.

See course outline for marking scheme and details

Report (15%) + Outline (5%) + Presentation (5%)

+ Self-Assessment (5%)


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Final Exam: 35%

Decemberdate TBA

all material covered in the course

NO multiple choice

We will do some practice questions together

beforehand


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Questions?


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Performance


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Question

When it comes to employees productivity,

the only thing that really matters is whether

or not they do whats in their jobdescriptions.

True? False?

What do you think?Why?


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Desirable Employee Behaviors

Less absenteeism

Lower turnover

Less counterproductive behavior

More organizational citizenship behavior


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Individual Exercise

Think back to your favorite job.

Did you ever do something particularly helpful

for your organization, that wasnt really in yourjob description?

What did you do? Why?

Write down a short description of what it was(choose something you dont mind sharing)


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Organizational Citizenship

Behaviors (OCBs) Discretionary behaviour that is not part of

an employees formal job requirements

BUT improve the context where the worktakes place

Entirely up to the employee if they do it or not

May or may not be implicitly rewardedMust be intended to help the organization or its

members


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Loyal Boosterism

Positively representing the organization to

outsiders

Defends the organization when otheremployees or outsiders criticize it

Actively promotes the organizations products

and services to potential users

Focus: the organization


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Civic Virtue

Participates in the companys operations

above-and-beyond the expectations

Attending all voluntary meetings and functions

Keeping up with all organizational

announcements and news that affects the

companyPerfect attendance even when he/she has alegitimate reason for being absent



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Voice

Speaks up to offer constructive suggestions

for change

Tries to change bad policies or procedures

Encourages other colleagues to speak up

For issues that may have serious consequences,

expresses opinions honestly even when othersmay disagree



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Interpersonal Helping

Helps co-workers in their jobs when suchhelp is needed

Goes out of his/her way to help co-workerslearn new tasks

Helps coworkers who have heavy workloads

Voluntarily helps new employees settle into the

job

Focus: Individuals within the organization


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Courtesy

Is mindful about how his/her behavioraffects other peoples jobs

Keeps coworkers informed about relevantmatters

Tries to avoid creating problems for coworkers

Does not exercise every right at the expense of

others rights.



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Sportsmanship

Maintains a good attitude with coworkers

Avoids complaining even when annoyed by

something (e.g., not a squeaky wheel) Doesnt make a big deal about trivial problems

Tries to focus on the positive side as well aspossible problems in the company



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Questions?


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Group Activity

Form groups of 4 people

Classify each persons earlier OCB as

Sportsmanship

Courtesy

Interpersonal Helping

Voice

Civic VirtueLoyal Boosterism

Choose your best example; be prepared to

report back to the class


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Benefits of worker OCBs

Firm performance

Job descriptions cant be exhaustive

Cooperation vs. compliance

Enhance workers productivity (esp. teams)

Decrease turnover

Alert organization to opportunities and threats

Enhance managers productivity


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Impression Management

The process by which individuals attempt tocontrol the impression others form of them

Looking good instead of doing good

5 different dimensions

Different than OCBs

Not altruistic

Not always positive

Goalis to benefit the perpetrator, not theorganization or its members


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Ingratiation

Individuals seek to be viewed as likable

I do personal favors for other people in the

organization to show them that I am friendly

Waxing your bosss car, buying people presents

I compliment other workers so that they will

see me as likeable

Have you lost weight?, youre a great golfer!

Advantages? Disadvantages?


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Self-promotion

Individuals seek to be viewed as competent

I let other workers know that I am a valuable member

of the organization

I am so great. I did this and this and this. You wouldnt last

five minutes without me

I talk proudly about my past accomplishments that

might help the organization to be successful

I am really good at this. I went to Harvard. I won the Nobelprize in economics I also have a Fields medal Im an

Olympic triple jump champion blah blah blah



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Exemplification

Individuals seek to be viewed as dedicated

I try to appear like I have been very busy

working on my tasks e.g., conveying urgency and importance

I let others know that I have been putting in a

lot of effort into my work e.g., bragging, pretending to be at work



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Supplication

Individuals seek to be viewed as in need ofassistance

I pretend not to understand how to do somethings in order to avoid having to work onundesirable tasks

e.g., note-taking, coffee-making

I act like I know less than I really do so thatother workers will help me out.



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Intimidation

Individuals seek to appear dangerous orthreatening

I let other workers know that I am not willingto be pushed around or dictated to.

Can be related to body language, choice oflanguage, tone, etc.

I speak strongly or forcefully to get othergroup members to agree to do things the way Ithink they should be done



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Outcomes of impression

management Workers

May be rewarded (goal attainment)

May be punished (targets react with disdain) Managers

Difficulty accurately measuring attitudes andbehaviors of subordinates

Interpersonal conflict between subordinates


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Questions?

M B k Mi i C


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Mortgage Broker Mini-Case:

Who gets promoted?

Allan: high performer, comes early to meetings,

always friendly, helps other employees, never

complains, says nice things about the company to

outsiders, works hard to improve performance. Bob: average performer, sometimes comes in late,

makes fun of other employees, always complains,

tries to avoid boring tasks, acts like some work is

beneath him, slow to reply to emails, and gets

defensive when his performance is corrected.


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Mortgage Broker Mini-Case

Conrad: average performer, nice, brings in coffeefor everyone on Fridays, always dresses

professionally, tells you how hard he is working,

never complains, tells you about the good things

he told your boss about you, says that he wants tobe just like you.

David: average performer, friendly, complains

sometimes, other employees seek his help, wants

to go on an expensive training course, is

sometimes late to work, some complaints from

clients about professionalism.


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Summary

As a manager you will need to distinguishbetween behaviors that help your organization andbehaviors that only look that way.

OCBs will improve the organizationsperformance (and yours as a manager) and are animplicit criterion for promotion

The rest of the course will help you to increaseyour subordinates OCBs (and decrease the less

positive behaviors).


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Next Class

First one-page report homework is due

*** Remember to bring your nameplate

AND your photo card***

I will be using your photo card to assign

you to a group!!!


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Course Texts

Colquitt, LePine, Wesson & Gellatly(2010). Organizational Behaviour:

Improving Performance and Commitment inthe Workplace.1stCanadian edition,McGraw-Hill Ryerson.

Courseware

Contains all the readings for the homeworkassignments, in a convenient format

Documents

1_Introduction12