18.08.

10
Organizational Behavior: the search for people centered
organizations and ethical conduct.

People centered practices:

 Job security
 Careful hiring
 Power to the people
 Generous pay for perfomance
 Lots of training
 Less emphasis on status
 Trust building

Organization: system to coordinate activities or forces of 2 or more

persons.
OB : Interdisciplinary field dedicated to better understanding and managing
people at work.

We studied because helps to interact more effectively with others in

organizations. Study of people’s behavior at work (individual-
personality, motivation, perception)

The 3 basic levels of analysis in OB are:

o Individual
o Group
o Organizational.

Asset: activos (financial term) es lo que tienes en la compañía.

History of organizational behavior

Human relations movement The quality movement TQM
 1930, start to focus in 1980 started in Japan. Buscaban la mejora
people. Hawthorne de la calidad tomando en cuenta a la gente.
Legacy. Claims about En contra (against) de la teoría X (castigo)
the powerful effect that TQM: organizational culture dedicate to
individuals needs, training, continuous improvement and
supportive supervision customer satisfaction.
and group dynamics Principles:
apparently had on job Do it right at the first time, listen and learn
performance. “SATISFY from employees and customers, make
PEOPLE PRODUCE continuos improvement an everyday
MORE” matter, build team work and mutual
respect.
  Deming legacy: demand for:
a) Emphasis in continuous process
 Mayo & Follet. Mayo improvements rather than on
advised managers to numerical quotas.
attend to employees b) Teamwork.
emotional needs work c) Elimination of barriers to good
should be fragmented workmanship.
and specialize). Follet
motivate job
performance instead of
merely demand it;
”pull” (motivate) dont
“push” (threat).
strategy.

 Mc Gregor’s Theory.
Theory X assumptions
were pessimistic and
negative how typically
managers perceived
employees.(employees
dislike and avoid work,
people requires close
direction, they tend to
avoid responsibilities)
 Theory Y has positive
assumptions about
people; (work is a
natural activity, people
have selfdirection and
self control)

E-business revolution Human and social capital

Running the entire business Human capital.- productive potential of an
via internet. You have more individual’s knowledge and actions.
and a faster communication
with others. Social capital.- productive potential
resulting from strong relationships, goodwill,
trust and cooperative effort.

Management: process of working with and through others to achieve

organizational objectives, efficiently and ethically in the face of constant
change.
Skills exhibited by an effective manager:
1) Clarifies goals and objectives.
2) Encourages participation.
3) Plans and organizes of and orderly work.
4) Technical and administrative expertise to answer questions.
5) Facilitates work through team building and training.
6) Provides feedback.
7) Keep things moving by relying on schedules.
8) Control details.
9) Apply pressure for goal accomplishment.
10) Empowers and delegate.
11) Recognizes good performance.

Managers with high skills mastery tend to have better subunit performance
than managers with low skills mastery.
Effective managers DON’T have significantly different skill profiles.

21 century managers: evolution

Cultural orientation- now multicultural and multilanguague
Influence- knowledge, before authority
View of people- now is the primary resource
Decision making style- before input for individual decision now, for joint
decisions.
Ethical- after tough - forethought

Contingency approach: using management tools and techniques in a

situational appropriate way, avoiding the one-best-way mentality.

Corporate social responsibility: corporations are expected to go above

and beyond following the law and making a profit.

Triangulates 3 major trends:

• Economic globalization
• Expanding CSR expectations
• The call for improved business ethics

Carols social responsibility pyramide.

Philanthropic responsibility
Ethical responsibility
Legal responsibility
Economic responsibility

That advises organizations in the global economy to:

∝ Make a profit
 ∝ Obey the law
∝ Be ethical in its practices
∝ Be a good corporate citizen

General Moral Practices

The magnificent 7 emphasize their timeless and worldwide relevance.
Notions of justice and care. The goal for managers should be to rely on moral
principles so their decisions are principled, appropriate and defensible.
1. Dignity of human life
2. Autonomy
3. Honesty
4. Loyalty
5. Fairness
6. Humaneness
7. The common good

How to improve the org’s ethical climate:

• Behave ethically yourself
• Screen (filtrar) potential employees
• Develop a meaningful code of ethics
• Provide ethics training
• Reinforce ethical behavior
• Create positions, units and other structural mechanisms to deal with
ethics.
• Create climate in which whistle-blowing becomes unnecessary.
Whistle-blowing: reporting unethical/illegal acts to outside 3rd parties.

Morally attentive: faithfully considering the ethical implications of one’s

actions

Sources of OB Research Insights

• Meta-analyses (resource on many studies)
• Field study
• Laboratory studies
• Sample surveys (sample of people form specified populations respond
to questionnaires)
• Case studies

Stock-holder: accionista.
Stake holder: todos los que tienen un interés en la compañía.
Screen: filtrar

25.08.10

Managing diversity: releasing every employee’s potential.

Diversity: host of individual differences that make us similar and different
from each other.

Layers of diversity: factores de discriminacion., ser diferente a los demas.

The goal is prevent discrimination.

Internal dimensions are difficult to

change.

Affirmative action: focused in achieving equality of opportunity in an org.

Managing diversity: enables all people to perform up to their maximum
potential.
Glass ceiling: invisible barrier blocking women and minorities from tip mgmt
positions
Maze: represent a laberynth
EEOC.- equal employment (affirmation action and adverse impact)
opportunity commission
Race: provide meaningful mentoring relation to color-people

Women should follow the 7 recommendations:

1- Being exceptionally competent and seek mentors
2- Build social capital
3- Working balance with family
4- Improve negotiation skills
5- Take credit for your accomplishments
6- Create a partnership with the spouse
7- Balance to be assertive and communal

Managing age related to diversity: provide challenging assignments, equal

acces to training and learning opportunities, provide mentoring opportunities
with sensitive and highquality supervision, etc.

Positive and negative effects of diverse:

Social categorization theory: leads to liking and attraction
Information/ decision- making theory: diversity leads to better task-
relevant processes and decision making.
Demographic faultline: based in 1 or more attributes.

Roosevelt generic actions options:

1- Include / exclude
2- Deny
3- Assimilate
4- Suppress
5- Isolate (aislar)
6- Tolerate
7- Build relationships
8- Foster mutual adaptation

Chapter 3 Culture (dimensions of Hotfede pag. Internet)

Org culture: shared values and beliefs that underline a companys identity.
4 functions:
• Org. identity
• Collective commitment
• Social system stability
• Sense-making device.

Layers of org. culture: values- enduring a belief in a conduct.

Espoused values- values preferred by the organization. Are written in a
guideline. Los que dices que se debe hacer.
Sustainability- meeting humanitys needs. Represents a companys ability to
make a profit without sacrifice the resources of its people, community and
planet.
Enacted values- values preferred by the employees. Difference with
spoused. The one that you really make. Real life. Cómo te comportas
Competive values framework:
Clan culture- collaborate
internal focus and values flexibility (employee focused)
means: cohesion, participation, empowerment. Ends: people, morale.

Adhocracy culture- create.

External focus and values flexibility (adaptable to changes in market)
Means: Adaptability, creativity, agility. Ends: innovation, growth.

Market culture- compete.

external focus and values stability and control (rewards, productivity,
customer satisfaction)
means: customer focus, productivity. Ends: market, share, goals.

Hierarchy culture- control.

internal focus and values stability and control over flexibility (efficiency,
timeliness reliability are measured)
means: capable and controlled process. Ends: efficiency, timeliness.

Vision- what an org wants to become

Strategic plan- plan to achieve desired results
Mentoring- process to forming and maintain developmental relationships
between mentor and a junior person, functions: career and psychological
functions.

Organizational culture (within a same country we have different

cultures)
International culture (among countries)

Culture is like personality, values, beliefs, tradition, customs,

assumptions people share.

Model of organization socialization:

1- Anticipatory socialization: occurs before an individual joins an org
and involves the information people. Learning prior the joinging to the
org.
2- Encounter: employees learn what the org is really like and check with
their expectations. The start to know values, skills and attitudes for the
org.
3- Change and acquisition: requires employees to master tasks and
roles to adjusting the work with the values. Recruit masters with the
skills and roles specified.

Chapter 4
 Collectivism VS individualism

Culture: beliefs and values about how should you act.

Problems
o Ethnocentrism: belief that your country or culture is the best one-
superior.
o Malinchism: other cultures are better than yours.

Cultural intelligence: ability to interpret ambiguous cross-culture

situations.
• Recognize the values
• Understand meaning of actions.

High context culture: primary meaning derived from nonverbal situations.

Lo que se dice…depende.

Low context culture: derived from written and spoken words.

Lo que se dice….es.

Contrasting high context and low context.

High context:
• Establish social trust first
• Value personal relations and goodwill
• Negotiations slow
Low context:
• Get down to business first
• Value expertise and performance
• Negotiations as efficient

Cultural dimensions from GLOBE project.

 Power distance: difference between people and the top (el patron no
come con la servidumbre)
 Uncertainty avoidance: how afraid you are of changes.
 Institutional collectivism: How much the organization rewards being
loyal to the company.
 In-group collectivism: how loyal you are to your team.
 Gender egalitarianism: igualdad de género.
 Assertiveness: someone that said what he thinks, defends what he
thinks.
 Future orientation: how far in time are you planning.
 Performance orientation: how important is to get results.
 Human orientation: how important is people.
Monochromic time: time is limited, one thing at the time.
Polychromic time: time is flexible, more than one thing at the time.

Proxemics: term for the study of cultural expectations about interpersonal

space.
Cross cultural mgmt: understanding and teaching behavioral patterns in
different cultures.

Four cultural dimensions:

• Power distance. How much inequality does someone expect in social
situations?
• Individualism-collectivism. How closely is the person socially
bonded?
• Masculinity-femininity.
• Uncertainly avoidance. How the persona desire structured
situations?

Expatriate: anyone living or working in a foreign country.

Why do US expatriates fail on foreign assignments?

• Personal and family adjustment problems
• Homesickness
• Patience, flexibility, etc.

American womens on foreign assignments.

Insights:
• The women should not be welcome in foreign cultures, primary barrier
for female expatriates.
• Expatriate women are viewed first and foremost by their hosts as
being foreigners
• North American women have a very high success rate on foreign
assignments.
Tips :
• Be visible
• State your desire for a foreign assignment
• Polish your cross culture communication skills

Cross cultural training: Structured experiences to help people adjust to a

new culture country.

The foreign assignment cycle:

1. Selection and training “unrealistic expectations”
2. Arrival and adjustment “culture shock”
3. Settling in and acculturating “lack of support”
 4. Returning home “reentry shock”

Key croos-cutural competencies:

• Building relationships
• Listening and observation
• Taking action and initiative
• Adaptability and flexibility
• Managing stress

Chapter 5
Big Five Personality Dimensions – OCEAN
Locus of control

Self esteem: self evalution

Self efficiency: belief in ones ability to do a task
Self monitoring: observing ones own behavior and adapting it to the
situation.

Six pillars of self esteem:

• Live consciously
• Be self accepting
• Take personal responsibility
• Be selfassertive
• Live purposefully
• Have personal integrity

The big five personality dimensions:

1. Extraversion
2. Agreeableness
3. Conscientiousness
4. Emotional stability (neurocticsm)
5. Openness to experience

Proactive personality: naction oriented person who shows iniciative and

perseveres to change things.

Internal locus of control: believes that ones controls life

External locus of control: luck or fate

Performance: ability, effort, skill

7 major mental abilities:
1. verbal coprehension
2. word fluency
3. numerical
4. spatial
5. memory
6. perceptual speed
7. inductive reasoning

Multiple intelligences (gardners conept) includes cognitive, social

and physical abilities and skills, like:
• linguistic intelligence
• logical mathematical intelligence
• musical intelligence
• bodily kinesthesic intelligence
• spatial intelligence
• interpersonal intelligence
• intrapersonal intelligence
• naturalist intelligence

Positive and negative emotions:

Negative emotions:
Anger
Fright/anxiety
Sadness
Envy/jealously
Disgust

Positive emotions:
Happiness
Pride
Love/affection
Relief

Emotional intelligence: ability to manage oneself and interact with others in

mature and constructive ways

Lesson from OB.

Psychological capitals: striving for success by developing ones self-
efficacy, optimism, hope and resiliency.
Deliberate practice: a demanding, repetitive, and assisted program to
improve ones performance.
Luck
Humility: considering the contributions and others and good fortune
 Chapter 6

Individual differences influence our values, attitude, job satisfaction and

tendency to exhibit counterproductive workplace behaviors.
Values: desired ways of behaving or desired end-states.
Personal values: represent the things that have meaning to us in our lives;
influence our behavior across different settings.
Schwartz’s value theory: values are motivational, they represent broad
goals that apply across contexts and time.

Relationship among Schwartz’s values:

Stimulation, self-direction, security, benevolence, achievement,

conformity/tradition, etc.

Value conflicts: there are 3 types that are related to an individual’s

attitudes:

♥ Intrapersonal value conflict: (conflict with ourselves) conflict

and stress when personal values conflict with each other.

Inside the person. People are likely to experience inner conflict and
stress when personal values conflict with each other.
♥ Interpersonal value conflict: (conflict with another person: a
partner, pair, etc.) personality conflicts.

Between people. The core of personality conflicts can negatively affect

one’s career.
♥ Individual-organization value conflict: (conflict with the
organization values) individual’s values and cultural system of an
organization.

Between people and organization. Companies seek to embed certain

values into their corporate cultures, conflict can occur when values
break with personal values.

Value congruence or person-culture fit: the similarity between

personal values and organizational values.

A values-based model of work/family conflict: satisfaction tends to be

higher for those who live according to their values.
Value similarity: degree of consensus among family members about family
values.
Value congruence: value agreement between employee and employer.
 Practical research insights about work/family conflict:

 An employeer’s family-support philosophy is more important

than specific programs.
 Flexibility in work hours, make a balance.
 Supportive bosses and spouses can help.

Attitude: learned predisposition toward a given object.

Nature of attitudes: attitude propels us to act in a specific way in a specific
context.

Values represent global beliefs that Attitudes relate only to behavior

influence our behavior across all directed toward specific objects,
situations. persons or situations.

There are 3 components:

1. Affective component: feelings or emotions one has about a given

object or situation.
2. Cognitive component: reflects the beliefs or ideas one has about an
object or situation.
3. Behavioral component: how one intends or expects to act toward
someone or something.

LEON FESTINGER—Cognitive dissonance: psychological discomfort

experienced when attitudes and behavior are inconsistent.

People will seek to reduce the dissonance or psychological tension through

one of the 3 main methods:
• Change your attitude or behavior, or both.
• Belittle the importance of the inconsistent behavior.
• Find consonant elements that outweigh dissonant ones. (rationalizing)

Stability of attitudes:
 General attitudes: are more susceptible to change during early and
late adulthood than during middle adulthood. The factors accounted
for middle-age attitude stability are: greater personal certainty,
perceived abundance of knowledge and need for strong attitudes.
 Because our cultural backgrounds and experiences vary, our attitudes
and behavior vary.

Ajzen’s Theory of planned behavior: this model only predicts behavior

under an individual’s control not behavior due to circumstances beyond
one’s control.
 • Attitude toward the behavior: not enough (que me guste)
Degree to which a person has a favorable or unfavorable evaluation or
appraisal of the behavior in question.

• Subjective norm: (que actitud tienen mis allegados hacia lo

mismo)
Perceive social pressure to perform or not the behavior.

• Perceived behavior control: (como nos percibimos, tenemos o

no control sobre nosotros)
Perceive of performing the behavior and it is assumed to reflect past
experience as well as anticipated impediments and obstacles.

Intentions and behavior research lessons and implications:

someone’s intention to engage in a given behavior is a strong predictor of
that behavior.

Key work attitudes. Are 2:

Organizational commitment: extent to which an individual identifies with
an organization and its goal.
Committed individuals are expected to display a willingness to work harder
to achieve organizational goals and a greater desire to stay employed at an
organization.

Model of organizational commitment. Is composed of 3 separate but

related components:

a) Affective commitment: (you want)

employee’s emotional attachment to identification with an involvement
in the organization.
b) Continuance commitment: (you need)
awareness of the costs associated with leaving the organization.
c) Normative commitment: (you have to) obligacion moral,
reciprocidad.
feeling of obligation to continue employment.

Psychological contract: an individual’s perception about the terms and

conditions of a reciprocal exchange with another party. Employee-
organization.

Job involvement: extent to which an individual is immersed in his or her

present job.
Employee engagement: individual’s involvement, satisfaction and
enthusiasm for work.

Job satisfaction: an effective or emotional response to one’s job.

Causes of job satisfaction:

• Need fulfillment: satisfaction is determined by the extent to
which the characteristics of a job allow an individual to fulfill his
or her needs.
• Discrepancies: satisfaction is a result of met expectations
(which represent the difference between what an individual
expect to receive from a job & what actually receives).
• Value attainment: satisfaction results from the perception that
a job allows for fulfillment of an individual’s important work
values.
• Equity: satisfaction is a function of how fairly an individual is
treated at work.
• Dispositional/genetic components: job satisfaction is partly a
function of personal traits and genetic factors.

Key correlates of job satisfaction.

 Motivation: managers can enhance employee’s motivation through
various attempts to increase job satisfaction.
 Job involvement: managers are thus encouraged to foster satisfying
work environment in order to fuel employee’s job involvement.

Organizational citizenship behavior (OCB’s): employee behaviors that

exceed work-role requirements. Is likely to create positive impressions about
you among your colleagues and manager; these impressions affect your
ability to work with others.
 Absenteeism: as satisfaction increases, absenteeism should increase.
 Withdrawal cognitions: overall thoughts and feelings about quitting.
 Turnover: it disrupts organizational continuity and is very costly.
Costs of turnover fall into 2 categories separation costs and
replacement costs (hire).
 Perceived stress: related to absenteeism, turnover, coronary heart
disease and viral infections.
 Job performance: job satisfaction increase employee’s performance.

Counterproductive work behaviors: (CWBs) types of behavior that harm

employees and the organization as a whole.
To prevent them you need to know the causes such as personality traits and
job conditionals.