Organizational Behaviour

By: Kamarul Zaman

Course Methodology
Lectures
Presentations by students reading
of chapters, and case study

Term papers
Examination

Terms of Reference
Organizational Behaviors :Emerging

Knowledge.
Global Insights by McShane, Olekalns,
Travaglione
Journals

Contents in Brief
Part 1: Introduction to OB
Chapter 1: Introduction to the Field of OB
Part 2: Individual Behavior and Process
Chapter 2: Perceiving Ourselves and others in
Organizations
Chapter 3: Workplace Emotions, attitudes and Stress
Chapter 4: Individual Behavior, personality, and Values
Chapter 5: Foundation of Employee Motivation
Chapter 6: Applied Performance Practices
Chapter 7: Decision making and Creativity

Contents in Brief
cont
Part 3: Team Process
Chapter 8: Team Dynamics
Chapter 9: Communicating in Teams and Organizations
Chapter 10: Power and Influence in the Workplace
Chapter 11: Conflict and Negotiation in the Workplace
Chapter 12: Leadership in the Organizational Settings
Part 4: Organizational Process
Chapter 13: Organizational Structure
Chapter 14: Organizational Culture
Chapter 15: Organizational Change

What is OB?
Study
Studyof
ofhow
howpeople
peoplebehave
behavein
in
an
anorganization
organization

What People ......in Organizations

Feel
Thin
k

Do

Study of OB

Any

different?

Basic OB Model

The Individual

The Group

The Organization
Organizational

Organizational
Culture

Work design and

Organizational
Change

Structure

Technology

HR Policies and

Practices

Stress Management

Complexity of
Organizational Behavior
Clockworks Metaphor: Logical and Rational

Behavior, Orderly, etc

SnakePit Metaphor: Conflict, Distress,

Struggle, etc

Why Study
Organizational Behavior?
List at least three reasons!
Help people;
Get

things done
Make sense of workplace
Question and rebuild mental
models (attitude, knowledge,
skills)

Perspectives of
Organizational Behavior
Open System Perspective

Organizational Learning Perspective (refer to Exhibit 1.2)

High-Performance Work Practices Perspective

Stakeholder Perspective

Contemporary Challenges for

Organizations
Globalization
Workforce Diversity
Emerging Employment Relationships

Anchors of Organizational Behavior

Knowledge
Systematic Research Anchor
Multidisciplinary Anchor
Contingency Anchor
Multiple Levels of Analysis Anchor

Individual Presentation
Case Study on Pixar Magic

Chapter 2: Individual Behavior,

Personality and Values
Factors that directly influences individual behavior and

performance (MARS Model)

Motivation
Ability
Role Perception
Situational factors

Five types of individual behavior in organizations

Task performance
Organizational citizenship
Counter-productive behavior
Joining and staying with the organization
Maintaining attendance

Individual Behavior, Personality and

Values
cont
The Big Five personality dimensions (CANOE)
Conscientiousness: careful, dependable, self-disciplined etc.
Agreeableness: courteous, emphatic, caring, etc.
Neuroticism: anxious, hostile, depress, etc.
Openness to experience: imaginative, creative, curious, etc.
Extroversion: outgoing, talkative, sociable, etc.
Four MBTI types of personality by Carl Jung (Swiss
Psychiatrist)
Sensing: gathering information through the five senses.
Intuition: gathering information through sixth sense
Thinking: making decisions in a logical, objective fashion.
Feeling: making decisions in a personal, value-oriented way.

Individual Behavior, Personality and

Values
cont
Components of resilience
Self-efficacy
Flexibility
The Dark Triad (three)Personality Traits
Machiavellian (untruthfulness)
Narcissism (elegance)
Psychopathic: (maniac)

Individual Behavior, Personality and

Values
cont
Schwartzs model of individual values (Refer to Exhibit 2.4)
Openness to change
Conservation
Self Enhancement
Self Transcendence
Five values commonly studied across culture
Individualism
Collectivism
Power Distance
Uncertainty Avoidance
Achievement-nurturing Orientation

Individual Presentation
Case Study on Not as Easy as 1,2,3

Chapter 3: Perceiving Ourselves and

Others in Organizations
Elements of self-concept and how they affect

an individual behavior
Perceptual process and it effects thinking and
mental process
How stereotyping, attribution, self-fulfilling
prophecy, halo, false-consensus, primacy, and
recency influence the perceptual process
Improving perception
Global mindset and its usefulness to
employees and organization

Perceiving Ourselves and Others in

Organizations
cont
Elements of self-concept and how they affect an individual behavior
Self-concept includes individual self-belief, and self-evaluation.
Three structural dimensions: complexity, consistency, and clarity
Self-evaluation consists of self-esteem, self-efficacy, and locus of control
Perceptual process and it effects thinking
It involves selecting, organizing, and interpreting the information required
Model of the Perceptual Process (refer to Exhibit 3.3)
How stereotyping, attribution, self-fulfilling prophecy, halo, false-consensus,

primacy, and recency influence the perceptual process

Improving perception : Be aware of the existence of conceptual biases, and be

aware of biases of own decisions. Refer to Johari Window model (Exhibit 3.6)
Global mindset and its usefulness to employees and organization

Group Exercise
An empirical investigation of Self-attitude
(Page 91)

Individual Presentation
Case Study SK Telecom Goes Egalitarian

Chapter 4: Workplace Emotions,

Attitude and Stress
How emotions and cognition (conscious reasoning) influence

attitudes and behavior?

Emotion is a feeling such as happiness, love, fear, anger, hatred,

etc
Emotion differs from attitude. Attitudes are clusters of beliefs,
feeling, and behavioral intentions. Refer to Exhibit 4.2 for Model of
Emotions, Attitudes, and Behavior

Dynamics of emotional labor and role of emotional intelligence

in the workplace
Consequences of job dissatisfaction and strategies to increase
organizational commitment
Types of job dissatisfaction: Exit, Voice, Loyalty, and Neglect

Stress and its stressors

How to manage workplace stress

Group Exercise
Identify ways to manage workplace stress

Individual Presentation
Case Study on Rough Seas on the link650
(Page 241)

Chapter 5: Foundation of Employee

Motivation
What is employee engagement?
It concerns with an individuals emotional and cognitive (rational) motivation
towards related goals.
What is the difference between employee engagement and employee participation?
Roles of human drives and emotions in employee motivation and behavior
The prime movers of behavior
Motivation theories: Maslows needs hierarchy, McClelland needs theory, Four

drive theory. And their implications for motivating employees

How are they different? Discuss in groups

Understanding Expectancy theory model and its practical implications

Understanding OB modification and Social Cognitive theory and their relevance

to motivation

Individual and Group

Exercise
Understanding employee needs in the
workplace (refer to Class Exercise 5.2 (page
162)

Individual Presentation
Case Study on Bust Up (page 242)

Chapter 6: Applied Performance

Practices
Identify individuallevel, team-level, and

organizational-level performance based rewards

Ways to improve reward effectiveness
Job specialization: Its advantages and disadvantages
Job characteristics model, and ways to improve
employee motivation through job design
Understanding employment and strategies to
support it
Elements of self-leadership, and how specific
personal and work environment influence on selfleadership

Individual Exercise
Self-Assessment on What is your attitude
towards money (refer to page 197)

Individual Presentation
Case Study on Yakkatech Pty Ltd

Chapter 7: Decision Making and

Creativity
Understanding the rational choice paradigm
It refers to how people make decisions in organizations
Rational Choice Decision Making Process (refer to Exhibit 7.1)
Why people differ from the rational choice paradigm when identifying

problems/opportunities, evaluating/choosing alternatives and evaluating decision

outcomes?
Stakeholder framing, perceptual defense, mental models, decisive leadership, and a solution-

oriented focus affect our ability to identify problems and opportunities objectively.

Roles of emotions and intuitions ( gut feeling/instinct) in decision making

How employee characteristics, workplace conditions and specific activities that support

creativity
What is creativity? Original idea!
Four stages of creativity: Preparation, Incubation, Insight, and Verification (see Exhibit 7.3)

Benefits of employee involvement and its contingencies affecting employee involvement

What is the difference between

Decision Making and Problem Solving?
Decision making refers to the Method; The

ultimate act of convergent thinking as a

prelude to action
Provides specific context and value judgments
that lead towards actions.
Problem solving refers to the Process; An

analytical or intuitive process of gathering

facts, sifting and sorting, ranking and filtering,
forming and describing

Types of Decision Making

Irreversible : These decisions are permanent, once taken, they can't be undone.
Reversible : Decisions are not final and binding, they can be retracted at any point

Delayed : Such decisions are put on hold until the decision maker thinks that the right time has come

Quick Decisions :These decisions enable one to make maximum use of the opportunity available at

hand

Experimental : Where the final decision cannot be taken until the preliminary results appear and are

positive

Trial and Error :This approach involves trying out a certain course of action

Conditional : Conditional decisions allow an individual to keep all his options open

Rational Choice Paradigm of

Decision Making
How do people make decisions in organizations?
Involves identifying, selecting, and applying the best

alternative. See Exhibit 7.1 on the process of Rational

Choice Decision-Making Process
What is the problem? Logical, yet it is impossible to

apply in reality! Why? People have difficulty in

recognizing problems! Also, the influence of emotions!
Use logic and all available information to decide

Group Exercise
Employee Involvement Scenario s (page 225)

Individual Exercise
Winter Survival Exercise (refer to page 228)

Individual Presentation
Case Study on Vibe (page 244)

Chapter 8: Team
Dynamics
Why employees join informal groups, and what are the benefits and limitations of

teams?
Understanding team and group
Formal group versus Informal group

Understanding team effectiveness model, and how task characteristics, team

size and team composition influence team effectiveness?

Know team process
Forming, Storming, Norming, Adjourning
Discuss the characteristics and factors required for the success of self-directed

teams and virtual teams

Team decision making constraint
Impeded by time constraints, evaluation apprehension, conformity to peer pressure,
and group think

What is the difference between

Groups and Teams?
A group is informal and meets to solve short-

term problems.
A team solves long- term problems and

includes more coordination and structure.

Individual Exercise
What Team Roles Do You Prefer? (SelfAssessment 8.2)

Individual Presentation
Case Study on Self-Actualizing Through the
Business of Motherhood (page 245)

Chapter 9: Communicating in Teams

and Organizations
Importance of communication in organizations
Communication channels: Verbal and Non-Verbal. Use

of other forms of channels of communication

Explain how social acceptance and media richness the

preferred communication channel

Barriers to effective communication
Explain how to get message across more effectively

Team Exercise
Active Listening Exercise (page 307)

Individual Presentation
Case Study on Communicating with the

Millennials (page 409)

Chapter 10: Power and Influence in

the Workplace
The Meaning of Power
Sources of Power
Contingencies of Power
Influencing Others
Power and Influence Through Social Network
Influence Tactics and Organizational Politics

Meaning of Authority
Authority is the right given to a manager to

achieve the objectives of the organization.

It is a right to get the things done through

others. It is a right to take decisions.

It is a right to give orders to the subordinates

and to get obedience from them.

A manager cannot do his work without authority.

Meaning of Power
Power is a broader concept than authority.
Power is the ability of a person or a group to influence the beliefs

and actions of other people.

It is the ability to influence events.
Power can be personal power. A person gets his personal power

from his personality or from his expert knowledge. Doctors,

Lawyers, Engineers, Programmers, etc. get their power from their
expertise and professional knowledge.
Power can also be legitimate or official power. This power comes

from a higher authority.

Self-Assessment
Co-Worker Influence Scale (page 339)

Individual Presentation
Case Study on When Being the Boss isnt
Enough (page 410)

Chapter 11: Conflict and Negotiation

in the Workplace
What is conflict? What are the positive and negative consequences of

conflict in the workplace

Process of conflict and sources of conflict
Distinguish task from relationship conflict and describe the three conflict

frames and their consequences

Strategic approaches to conflict handling
Strategies of negotiation
Third-party dispute resolution
How to reduce dysfunctional conflict

Is conflict Good or Bad?

Discuss.

Individual Exercise
Self-Assessment 11.3 (page 374) The Dutch

Test for Conflict Handling

Chapter 12: Leadership in

Organizational Settings
Defined leadership and shared leadership
Competencies of effective leaders
The path-goal model of leadership
Elements of transformational leadership
Describe the implicit leadership perspective
Describe ethical leadership
Leadership styles of women and men

Individual Exercise
Self-Assessment 12.2 (page 401) What is

Your Bosss Preferred Leadership Style

Chapter 13: Organizational

Structure
Describe three types of coordination in organizational

structure
What is span of control, centralization and
formalization, and relate these elements to organic and

mechanistic structure
Types of departmentalization
Explain how the external environment size, technology and

strategy are relevant when designing an organizational

structure

Group Exercise
Between Structure and Strategy, which
comes first?

Group Exercise
Self-Assessment 13.2 (page 441) What

Organizational Structure Do You Prefer?

Chapter 14: Organizational Culture

Elements of Organizational Culture and importance of

subcultures
Arte-facts (symbols) through which corporate is

deciphered
Importance of organizational culture
Strategies for merging organizational culture
Describe the organizational socialization process and

identify strategies to improve that process

Group Exercise
Does value drive behavior?

Group Exercise
Answer question No. 3 of the critical thinking

question(page 467)

Chapter 15: Organizational Change

Describe the elements of Lewins force field analysis

model
Why people resist change?
How minimize resistance to change?
How leadership, coalitions, social networks and pilot

projects influence organizational change

Cross-culture and ethical issues in organizational change

Individual Exercise
Self-Assessment 15.2 9page499) Are You

Tolerant of Change

Term Paper Topics

Organizational and Personality Influence on

Job Stress: A Comparative Analysis of Male

and Female Managers in XYZ Sdn Bhd; OR
Addressing the Challenges of Cross-Culture

and Virtual Communications in the workplace.