BEHAVIOR E-BOOK EDITION MOHD FAIZAL BIN MOHD MUSLIM ORGANIZATIONAL 2023
Published by: Politeknik Muadzam Shah, Lebuhraya Tun Abdul Razak, 26700 Muadzam Shah, Pahang Darul Makmur Tel: 09-450 2005/ 2006/ 2007 Fax: 09-450 2009 Website: https://pms.mypolycc.edu.my/ Editor Mohd Faizal bin Mohd Muslim Writer Mohd Faizal bin Mohd Muslim Designer Mohd Faizal bin Mohd Muslim e ISBN 978-629-7620-06-0 1 st Edition 2023 All rights reserved. No part of this work may be reproduced, stored in any form or by any means without the written permission of the publisher. Perpustakaan Negara Malaysia Cataloguing-in-Publication Data
Table of contents CONTENT: PAGE PREFACE ii CHAPTER 1 Introduction to Organizational Behavior 1 – 10 Self-test Questions 10 CHAPTER 2 Attitudes and Job Satisfaction 11 – 21 Self-test Questions 22 CHAPTER 3 Personality and Values 23 – 35 Self-test Questions 36 CHAPTER 4 Groups, Teams and Decision Making in Organization 37 – 45 Self-test Questions 46 CHAPTER 5 Power and Politics 47– 56 Self-test Questions 56 CHAPTER 6 Conflict and Negotiation 57 – 65 Self-test Questions 66 CHAPTER 7 Organizational Culture and Change 67 – 80 Self-test Questions 80 LIST OF REFERENCES 82
PREFACE This ORGANIZATIONAL BEHAVIOR eBook is specifically designed for diploma students with prior basic knowledge in the field of organizational behavior. Therefore, it has been written in such a way that it may equip the students with advanced knowledge in that area. Prepared in line with the relevant syllabus of Malaysian Polytechnics, the content of this eBook is divided into seven major chapters. Chapter 1 overviews about Introduction to Organizational Behavior while Chapter 2 discusses about the Attitude and Job Satisfaction. Personality and Values will be discussed in Chapter 3 which covers The Myer-Briggs Type Indicator and The Big Five Model. Topic of Groups, Teams and Decision Making in Organization will be discussed in Chapter 4 that includes the Five-stage Model and techniques to reduce problems in group decision making. Chapter 5 overviews about Power and Politics while Chapter 6 discusses about the Conflict and Negotiation. Not to forget, this eBook also covers Organizational Culture and Change in Chapter 7. This eBook provides students with easy-to-follow points, together with example and self-test questions that can help students to understand the subject matter deeply. I would like to record my warm appreciation and thanks to the many parties who have provided encouragement and helpful comments towards the arrangement of this ORGANIZATIONAL BEHAVIOR eBook. It is my hope that this eBook will help students to gain better understanding of the course. Any suggestions for its further improvement will be thankfully acknowledged and incorporated in the next edition. MOHD FAIZAL BIN MOHD MUSLIM ii
Chapter 1 Introduction to organizational behavior: Definition, major behavioural science disciplines that contribute to organizational behaviour studies and organizational behaviour model. The stellar universe is not so difficult of comprehension as the real actions of other people. – Marcel Proust
__________________________________________Chapter 1: Introduction to Organizational Behavior 1 CHAPTER 1: INTRODUCTION TO ORGANIZATIONAL BEHAVIOUR Learning Outcomes: *Definition of Organizational Behavior: Organizational behaviour (OB) is a field study that looks at how people, groups, and structures affect behaviour inside organisations, with the goal of using this knowledge to increase an organisation's effectiveness. Let's examine the definition in detail: ➢ The study of people and how they behave in the context of an organization at work is known as organizational behaviour (OB). ➢ A research project on how people interact in groups. ➢ The investigation of how people behave in an organizational context, how people behave in relation to the context of the organization, and the organization itself. At the end of this chapter, students should be able to: • Define the concept of organizational behavior • Identify the major behavioral science disciplines that contribute to organizational behavior studies • Distinguish three levels of analysis in organizational behavior model • Discuss the challenges managers have in applying organizational behaviour concept • Discuss the opportunities managers have in applying organizational behaviour concept
__________________________________________Chapter 1: Introduction to Organizational Behavior 2 *Major Contributing Science Disciplines: Several different behavioural and social sciences have made contributions to organizational behaviour (OB), a field of psychology. Organizational behaviour often analyses problems and subjects from a few other academic disciplines (subjects). The field of OB borrows many concepts and methods from the following other behavioural and social sciences: 1. Psychology • The scientific investigation of mental processes and behaviors is the focus of the academic and applied science of psychology. • It involves the study of feelings, cognitive thinking, and the behavior of an individual or group of individuals. • Organizational behavior has taken on the findings of psychological studies on personality, attitude, learning, motivation, and pressure. • Studying how employers or employees think cognitively and why they behave in particular ways at work is important. • In addition to fundamental organizational procedures like performance evaluation, goal planning, work design, and reward systems, this may include work-related phenomena like work performance, job satisfaction, commitment, absenteeism, turnover, and well-being of workers.
__________________________________________Chapter 1: Introduction to Organizational Behavior 3 2. Sociology • Psychology is an academic and applied discipline that involves the scientific study of psychological processes and behaviors. • It includes the investigation of feelings, cognitive processes, and individual or group behaviors. • Organizational behavior has taken on the results of psychological research on personality, attitude, learning, motivation, and pressure. • Understanding how employers or employees think cognitively and why they behave in particular ways at work is crucial. • In addition to fundamental organizational procedures like performance evaluation, goal planning, work design, and reward systems, this may include work-related phenomena like work performance, job satisfaction, commitment, absenteeism, turnover, and well-being of workers. 3. Social psychology • Social psychology is a field of psychology and sociology that focuses on comprehending how people behave in social groups like households, workplaces, and organizations. • Because of the relationship between mental states and present situations in society, it explains human behavior. • A social psychologist is a qualified practitioner or researcher in this area. They have significantly advanced our understanding of conflict, power, and group dynamics. 4. Anthropology • Anthropology is a comparative study of humankind with a focus on various cultures and their challenges. • Anthropologists' writings have shed light on the fundamental distinctions between the values, attitudes, and behavior of individuals from various cultures and organizations. • Understanding the effects of cultural influences on organizational behavior, value systems, notions of interaction, comparative norms, values, and attitudes,
__________________________________________Chapter 1: Introduction to Organizational Behavior 4 organizational culture and environment, and cross-cultural study have all benefited from anthropology. *Organizational Behavior Model's Three Levels of Analysis A model is an abstraction of reality or a compressed representation of a particular occurrence in the real world. Three different types of variables—Inputs, Processes, and Outcomes—are
__________________________________________Chapter 1: Introduction to Organizational Behavior 5 suggested by the OB Model at three different levels of analysis: Individual, Group, and Organizational. Inputs: • Inputs are the factors, such as personality, group dynamics, and organizational culture, which influenced processes. • Prior to or following the formation of a group, positions and team responsibilities are ordinarily allocated. Processes: • If organisational behaviour’s nouns are inputs, then processes are verbs. • Processes are acting that individuals, organizations, and groups perform because of inputs and that result in specific outcomes. Outcomes: • Outcomes are the main factors that you want to forecast or explain and that other variables have an impact on. •
__________________________________________Chapter 1: Introduction to Organizational Behavior 6 1. Individual Level: ➢ The many variables that can affect how people behave include their perceptions, how they learn, their personalities, their skills, how they manage their emotions and stress at work, their attitudes at work, and their motivation. ➢ A person who prefers to learn through doing, for instance, could not learn well in a training session centred on a lecture since it requires passive listening and no action. ➢ Managers must be aware of how each employee's emotions are influenced by their surroundings at work, including the working conditions, coworkers, managers, and working climate, which may encourage or worsen stressful situations at work. 2. Group Level: ➢ Behavior at the group level involves how one becomes a member of a group, teamwork, and the way one communicates, makes decisions, and handles interpersonal conflicts in a group meeting. ➢ We also need skills and a good understanding of power, influence, politics, and leadership to be effective working in groups. 3. Organizational Level: ➢ At this level, we are looking at the whole organization. We can analyze the culture, structure, and design of the organization. We also need to understand how the organization encourages creativity and maintains sustainability through organizational development. ➢ Issues related to new initiatives or practices such as total quality management (TQM) or ISO standards and international aspects of OB play an important role in organizations today.
__________________________________________Chapter 1: Introduction to Organizational Behavior 7 *The Challenges Managers Have in Applying Organization Behaviour Concept: 1. Responding to economic pressures ➢ Effective management is often in high demand during challenging economic times. When business succeeds, anybody can run a business because the difference between effective and ineffective management is the difference between making a lot of money and making a lot more money. ➢ When times are tough, however, managers are on the front lines dealing with workers who must be let go, who are required to do more with less, and who are concerned about their futures. The difference between effective and ineffective management might mean the difference between success and failure or between profit and loss. 2. Responding to globalization ➢ A global village has emerged around the globe. As a result, the manager's position has evolved. functioning branch or subsidiary of the employer elsewhere. When you get there, you'll have to manage a workforce that is significantly different from what you're used to back home in terms of demands, aspirations, and attitudes. 3. Improving people skills ➢ By understanding the OB, managers may develop inspiring work, discover how to improve communication, form productive groups and teams, and more. All of this can be useful information for determining the skills that an employee needs. 4. Managing Technology and Innovations ➢ In today’s competitive environment, managers face issues related to technology, innovations, and changes. ➢ The organization must maintain its adaptability and continuously raise its quality through innovative goods and services if it is to succeed. ➢ To encourage staff innovation and tolerance for change, managers face a challenge.
__________________________________________Chapter 1: Introduction to Organizational Behavior 8 5. Managing workforce diversity ➢ Adapting to individuals who are different is one of the biggest issues facing organisations. Workforce diversity is our term for this problem. Workforce diversity examines differences between people within a specific country, as compared to globalisation, which focuses on contrasts between people from other nations. 6. Changed Employee Expectations ➢ As the demographics of the workforce change, so do employee expectations. Job security for young people, a desirable compensation package, and extra benefits do not draw in, keep, or motivate today's workforce. ➢ Nowadays, they prefer management that is empowered and of the highest calibre and that offers flexible hours, remote employment options, leading by example, difficult work, and prospects for career progression. The Opportunities Managers Have in Applying Organization Behaviour Concept: 1. Addressing globalization ➢ National boundaries are no longer a barrier for organisations. Burger King is controlled by a British company; McDonald's serves burgers in Moscow; and Nokia, a phone manufacturer based in Finland, recruits more and more workers from China, India, and other developing countries. ➢ The ability to hire professionals from other countries who can advance the company was made possible by globalisation for the organisation. The environment has connected communities. As a result, the manager's position has evolved. a) An increase in jobs abroad. b) Interacting with individuals from various cultures c) Regulating the transfer of jobs abroad to nations with cheap labour
__________________________________________Chapter 1: Introduction to Organizational Behavior 9 2. Improving customer service ➢ Many businesses have collapsed because their personnel didn't satisfy their clients. Management needs to create a customer-responsive culture. OB can provide considerable guidance in helping managers create such cultures—in which employees are friendly and courteous, accessible, knowledgeable, prompt in responding to customer needs, and willing to do what’s necessary to please the customer. 3. Developing social skills ➢ We will gain insights into specific people's skills that we may use in the workplace by putting the OB idea into practise. For instance, we'll learn how to develop jobs that motivate employees, listening skill improvement techniques, and team-building strategies. 4. Empowering change and innovation ➢ Successful organisations of today must encourage innovation and master the art of change, or they risk extinction. The organisations that preserve their adaptability, continuously raise the bar on their quality, and outperform other companies in the market with a consistent supply of innovative goods and services will emerge. 5. Creating a supportive workplace ➢ Even though most organisations face more competitive challenges than ever, some are attempting to gain an advantage by encouraging an enjoyable work environment. Its opportunities to the organization to portray the positive environment as one of their competitive advantages. 6. Managing 'Temporariness' ➢ Organisations now need to be responsive and flexible if they want to survive in the face of globalisation, increased capacity, and advances in technology. As a result, most managers and workers today operate in an environment best described as "temporary."
__________________________________________Chapter 1: Introduction to Organizational Behavior 10 For new job requirements, employees must constantly improve their knowledge and skills. Self-test Questions 1. Describe an organizational behavior model by using a relevant diagram. (5 marks) 2. List THREE (3) essential management skills that a manager should have in order to successfully achieve their goals. (9 marks) 3. List and describe any FIVE (5) managerial roles as proposed by Mintzberg. (15 marks) 4. Describe FOUR (4) disciplines that contribute to organizational behavior studies. (8 marks) 5. Briefly FIVE (5) challenges faced by managers in implementing organizational behavior concepts. (15 marks) 6. Describe THREE (3) level analysis in organizational. (9 marks) 7. List SIX (6) challenges and opportunities managers have in applying organizational behavior concepts. (6 marks)
Chapter 2 Attitudes and job satisfaction: Definition and components of attitudes, relationship between attitudes and behaviour, major job attitudes, definition and causes of job satisfaction, and impact of satisfied and dissatisfied employee at workplace. Attitude isn’t everything, but it’s close. – New York Times headline, August 6, 2006
_________________________________________________Chapter 2: Attitudes and Job Satisfaction 11 CHAPTER 2: ATTITUDES AND JOB SATISFACTION Learning Outcomes: Attitudes: Attitudes are defined as judgements about subjects, individuals, or occurrences that can be positive or negative. a propensity or tendency to respond favourably or unfavourably to a certain concept, thing, person, or scenario. A recurring viewpoint or emotion towards someone or something, usually one that is reflected in the individual or situation. A feeling or way of thinking that influences how someone behaves the way in which you feel and think about someone or something. At the end of this chapter, students should be able to: • Define employee attitudes • Recognize the components of attitudes • Describe the relationship between attitudes and behaviour • Identify major job attitudes • Define job satisfaction • Identify causes of job satisfaction • Relate the impact of satisfied and dissatisfied employees on the workplace
_________________________________________________Chapter 2: Attitudes and Job Satisfaction 12 *The Fundamental Elements of Attitudes: Researchers frequently apply the assumption that attitudes are made up of three parts: cognition, emotion, and behaviour. "My pay is low" expresses an attitude, which is a description of or conviction about the way things are. It prepares the ground for an attitude's emotional component, which is more important. When someone says, "I am angry over how little I'm paid," they are expressing their affect, which is the emotional or feeling component of their attitude. Finally, behaviour might result from emotion. For example, "I'm going to look for another job that pays better." is an example of the behavioural component of an attitude, which defines an intention to behave in a certain way towards someone or something. It makes attitudes' complexity and potential clear to see them as having three parts: Cognitive, Affective, and Behavioural. Cognitive Component • Refers to the thoughts, ideas, and characteristics we might attach to an object. • It is the part of an attitude that relates to opinions or beliefs. • It refers to the aspect of attitude that has to do with a person's general knowledge. Affective Component • The emotional component of an attitude. • It is connected to a statement that influences someone else. • It deals with feelings or emotions that surface in relation to things like fear or hatred. Behavior Component • Includes an individual's tendency to act in specific ways towards objects. • Refers to the aspect of attitude that demonstrates a person's intention in the short- or long-term.
_________________________________________________Chapter 2: Attitudes and Job Satisfaction 13 The Relationship Between Attitudes and Behaviour: Consistency in attitudes Cognitive dissonance • People seek consistency in both their attitudes and the way they behave. • When there is a difference, the person may change their attitudes or behaviours, or they may come up with an explanation for it. • The circumstances may cause attitudes to alter. • Any difference between two or more attitudes, or between behaviour and attitudes, is referred to as cognitive dissonance. • According to most of the research, people do seek consistency in both their attitudes and behaviours. • They either change their views and behaviours or come up with an explanation for the difference.
_________________________________________________Chapter 2: Attitudes and Job Satisfaction 14 *The Major Components of Job Attitudes: Job Satisfaction • Explains a feeling of satisfaction about a task that comes from an analysis of its characteristics. • A person with a high degree of job satisfaction feels positively about their employment, whereas a person with a low level of job satisfaction feels negatively about their job. Job Involvement • Determine how strong a person's psychological connection to their employment is and how much they value their success in terms of self-worth. • High job involvement Employees strongly identify with and care deeply about the type of work they undertake. Organizational Commitment • An employee wants to stay a member because they identify with the objectives of the organisation. Three dimensions exist: i. Affective commitment ii. Continuance commitment iii. Normative commitment • Even if they are unsatisfied, committed employees are less likely to participate in work withdrawal because they feel a sense of organisational loyalty. • On the other hand, uncommitted workers will typically have lower levels of overall attendance at work since they feel less loyal to the company.
_________________________________________________Chapter 2: Attitudes and Job Satisfaction 15 *Sources of Attitudes Development: Family • Strong influences on positive or negative views towards individuals, objects, or situations come from family or siblings. • Growing up will influence how they view things like colour, belief, faith, dietary preferences, and habits. • Family influences would be stable and long-lasting if they began early in life. Reference Group • People often develop a strong attitude based on the impact of other people they respect and admire. • Celebrities, charismatic political or religious figures, or social influencers, for instance, can have a big impact on whether people adopt new ideas or transform their current ones. Peer Influence • Due to pressure from their norms, standards, and values, friends or coworkers at work will strongly influence the creation of specific attitudes or belief systems. • The desired attitudes and behaviors will be highly encouraged by group members' acceptance or assurance. Job Satisfaction: Define Job Satisfaction: Job satisfaction is a feeling of satisfaction with a task that comes from an assessment of its qualities, and it is obviously wide. However, that breadth is suitable. Jobs require engaging with coworkers and superiors, following organisational rules and policies, achieving performance goals, putting up with substandard conditions at work, and similar things.
_________________________________________________Chapter 2: Attitudes and Job Satisfaction 16 * Sources that Contribute to Job Satisfaction: Employment Challenges • Employees like positions that offer a range of responsibilities, independence, and feedback on how well they are doing, as well as opportunities to put their skills and abilities to use. • These characteristics make work challenging on a mental level. Jobs with insufficient challenge led to boredom, whereas jobs with enough challenge lead to frustration and feelings of failure. • For the most part, employees find moderate challenges satisfying at work. Supportive Working Conditions • Employees care about their workplace for both personal comfort and performance. • Employees like working in environments that are secure and comfortable. • Environmental elements, including temperature, light, noise, and others, shouldn't be excessive in either direction. • Additionally, most workers like to work in environments that are clean, almost modern, and filled with suitable tools and equipment that are also relatively close to their homes. Supportive Colleagues • Social interaction is necessary for and provided by work. Increased job satisfaction is a result of having pleasant and helpful coworkers. • Another important factor affecting satisfaction is how the employer acts. • When the direct supervisor is empathetic and approachable, gives compliments for good work, pays attention to employees' thoughts, and has a genuine interest in them, satisfaction increases.
_________________________________________________Chapter 2: Attitudes and Job Satisfaction 17 Equitable Rewards • Employees choose wage structures and promotion procedures they believe to be fair and just. • When pay is deemed reasonable considering the demands of the job, each employee's skill level, and local pay standards. There is likely to be satisfaction. • Promotions offer chances for advancement in society, added responsibility, and personal development. Personality • Satisfaction at work is a result of personality and occupation compatibility. • People whose personality types match the career they have chosen should discover that they possess the skills and abilities necessary to satisfy the demands of their positions. • They have a greater chance of being successful and content in their positions. Heredity • Their biological makeup has an impact on some people's level of satisfaction, whether it is positive or negative. • Therefore, changing employment requirements, working conditions, rewards, and job fit may not have much of an impact. • The values and interests that individuals bring to their jobs. * Causes that Contributes to Job Satisfaction: Salaries and Wages • Salary and wages have been shown to have an important, though cognitively challenging, and complex, role in job satisfaction. • Money is essential for satisfying higher-level wants in addition to helping people meet their basic needs. • Pay is frequently considered by workers as a measure of
_________________________________________________Chapter 2: Attitudes and Job Satisfaction 18 how management values their contribution to the company. Conditions of Employment • Employees like pleasant working environments because they encourage greater physical comfort. • People want to work in an environment that is both clean and healthy. Dissatisfaction with one's job might be related to poor working conditions. Job Securities • As technology disturbs established processes and automation compromises established working methods, job security is now a big worry. • These ten elements, in addition to the fundamentals like pay, benefits, and workplace facilities, significantly impact whether employees are satisfied or not. Co-workers • Coworkers or team members who are pleasant and cooperative are a small source of job pleasure for specific personnel. • A good or efficient work group can improve relationships with workers and provide them with support, comfort, guidance, and assistance. Management recognition of employee job performance • Employee recognition is a very powerful, simple-toimplement, but frequently neglected method of enhancing satisfaction with work.
_________________________________________________Chapter 2: Attitudes and Job Satisfaction 19 The Impact of Dissatisfied Employee at Workplace: Satisfaction and Job Performance • Employee dissatisfaction can affect productivity and operational costs since unhappy workers are less likely to perform successfully. • Some experts once thought there was no relationship between job performance and job satisfaction. Absenteeism • Employees who are dissatisfied are more likely to miss work. • This suggests that job satisfaction and absenteeism have a bad connection. • When a worker avoids a painful or unpleasant work situation, absenteeism results. Turnover • As compared to those who have high levels of job satisfaction, those who have low or high levels of dissatisfaction with their jobs are more likely to leave the company. • Employees who are satisfied with their jobs are more likely than dissatisfied staff members to be committed and loyal to the company. *Consequences of Dissatisfied Employees 1) Exit. The exit response encourages behavior that is oriented towards leaving the company, such as resigning and job searching. 2) Voice. The voice response calls for making an active and beneficial effort to improve circumstances, including making suggestions for changes, expressing concerns with superiors, and taking part in certain union activities.
_________________________________________________Chapter 2: Attitudes and Job Satisfaction 20 3) Loyalty. The loyalty reaction is waiting for conditions to improve quietly but optimistically, as well as standing up for the organization in the face of outside criticism and having faith in the organization and its management to "do the right thing." 4) Neglect. The neglect response, which includes recurrent tardiness or absenteeism, less effort, and a higher error rate, passively allows situations to get worse. Consequences of Satisfied Employees 1) Job satisfaction and performance Satisfied employees will give positive impact to their job performance. Those employees who were satisfied will always try to improve the performance that will increase their productivity.
_________________________________________________Chapter 2: Attitudes and Job Satisfaction 21 2) Job satisfaction and Organizational Citizenship Behaviour (OCB) Employee satisfaction may have a positive correlation with organizational citizenship behavior (OCB). When this happens, the employees will speak well of the company, go above and beyond their duties on the job, and volunteer to help others to give back their good experiences. 3) Job satisfaction and Customer Satisfaction Employee satisfaction will have a favorable effect on performance. This remained true for staff members who interact with customers. Front-line or service workers should be focused on winning over these customers. Employee satisfaction and loyalty rise when employees are happy. 4) Job satisfaction and Absenteeism Employees who feel satisfied are quite likely to be present at work and have lower absenteeism rates than those who are dissatisfied. Employees who are satisfied with their jobs may feel more responsibility to report to work than those who are dissatisfied. 5) Job satisfaction and Turnover Satisfied employees are more likely to stay with the organization for a longer period and may have a favorable opinion of the business, while unsatisfied employees are more likely to quit or leave the job. 6) Job satisfaction and Workplace Deviant A lot of acts that businesses find disagreeable are predicted by job dissatisfaction and unfriendly relationships with coworkers, including attempts at organizing, substance misuse, workplace fraud, excess socializing, and tardiness.
_________________________________________________Chapter 2: Attitudes and Job Satisfaction 22 Self-test Questions 1. Money is not always the main cause of job satisfaction. Explain the other FOUR (4) causes of job satisfaction. (8 marks) 2. Good pay contributes to a person’s job satisfaction. Besides it, describe any other FOUR (4) factors that contributes to job satisfaction (8 marks) 3. Discuss THREE (3) causes of job satisfaction. (6 marks) 4. Briefly explain TWO (2) responses of dissatisfied employees at the workplace. (5 marks) 5. Write THREE (3) components of an attitude. (9 marks) 6. Describe the following job attitudes: i. Job Involvement ii. Organizational Commitment (5 marks)
Chapter 3 Personality and values: Definition, personality determinants, instruments used to classify individuals’ personality, definition and importance of value, types of values and relationship of an individual's personality and values to the workplace. I am driven by fear of failure. It is a strong motivator for me. – Dennis Manning, CEO of Guardian Life Insurance Co.
______________________________________________________Chapter 3: Personality and Values 23 CHAPTER 3: PERSONALITY AND VALUES Learning Outcomes: Personality: *Definition of Employee Personality: • A dynamic idea that describes how a person's whole psychological system develops and grows. • The totality of responses and interactions a person has with others. • Characterised in terms of what can be seen about a person's possessions. *Personality Determinants in Organizational Behavior: Heredity • Factors that are established at conception are typically thought to be totally or significantly impacted by your parents or by their biological, physiological, and psychological make-up. • A few examples are height, face attractiveness, gender, temperament, energy level, and biological rhythms. At the end of this chapter, students should be able to: • Define personality • Identify personality determinants • Describe the instruments used to classify individual’s personality • Define values in organization • Identify the importance of value • Distinguish types of values • Associate the relationship of an individual's personality and values to the workplace
______________________________________________________Chapter 3: Personality and Values 24 Family Factors • The most significant influence on the early development of personality is most likely the entire home environment that parents directly construct. • As an example, factors like family size, birth order, and the level of education of parents affect a person's personality. Social Factors • The significance of other important people, groups, and organisations, such as close family or friends, peers, classmates, and coworkers, who have a big impact on a person's personality. • For instance, specific experiences and events may have an impact on a person's personality development. Situational Factors • Environment, knowledge, skills, and languages have certainly been learned and indicate significant behavioural changes. • Example: Compared to his hangout with old friends in a restaurant, a person's behavior will be quite different when he is in his workplace, in front of his manager. Cultural Factors • We are raised, through early conditioning, to follow social, biological, and peer standards, among other different circumstances that have an impact on us. • Examples include the effects of many languages, religions, cuisines, and social customs on music and art. Personality Traits • Enduring traits that characterise a person's behaviour • Early research on personality attempted to discover and classify enduring traits that describe a person's behaviors, such as insecurity, aggression, submissiveness, laziness, ambition, loyalty, and timidity.
______________________________________________________Chapter 3: Personality and Values 25 The instruments Used to Classify Individual Personality: 1. Myers-Briggs Type Indicator (MBTI® ) The Myers–Briggs Type Indicator (MBTI) is the most widely used personality-assessment instrument in the world. It’s a 100-question personality test that asks people how they usually feel or act in particular situations. Based on the answer’s individuals give to the test questions, they are classified as extroverted or introverted (E or I), sensing or intuitive (S or N), thinking or feeling (T or F), and judging or perceiving (J or P).
______________________________________________________Chapter 3: Personality and Values 26 *4 Indicators Used in Myer Briggs Type Indicator (MBTI) Extroversion vs Introversion • Extroversion means individuals interact more frequently with others, active, sociable and good speakers. • Introversion means individuals are quiet and shy. Sensing vs Intuition • Sensing individuals more rely on physical, or material reality based on what they touch, sight, sound, taste and smell. They are practical, prefer routine and order. • Intuition they use their imagination to draw inferences and rely on unconscious process. Thinking vs Feeling • Thinking people tend to be objective, logical, analytical, and rational to handle problems. • The personal beliefs and feelings of those who use feelings are important. Judging vs Perceiving • People who are focused on judgement usually live a planned and organised lifestyle and stay clear of lastminute stress. • Perceiving oriented people live in a flexible, spontaneous, and casual way and open to changes.
______________________________________________________Chapter 3: Personality and Values 27
______________________________________________________Chapter 3: Personality and Values 28 2. The Big Five Model The five-factor model of personality, most referred to as the Big Five, has significant supporting data in contrast to the MBTI. According to an impressive body of recent studies, five basic qualities are said to support all others and account for most of the considerable variety in human personality.
______________________________________________________Chapter 3: Personality and Values 29 *5 Basic Dimensions of a Human Personality – The Big Five Theory Extraversion • Our comfort level with interpersonal connections is captured by the extraversion component. • Extraverts are frequently outgoing, confident, and friendly. They seem to be cheerful and frequently ambitious. Compared to introverts, they feel more positive emotions and express those emotions more openly. Introverts, on the other hand, are typically more contemplative, reserved, timid, and silent. • For instance, extraverts excel in vocations that require a lot of interpersonal engagement. They are 'take-charge', socially dominant individuals who are typically more assertive than introverts. • In groups, leadership appears to be a rather strong predictor of extraversion. Agreeableness • The agreeableness dimension measures a person's willingness to submit to authority. • People who are cooperative, warm, and honest are agreeable. You could anticipate that those who are more open to compromise are happier. They are, but just barely. • People typically prioritise choosing agreeable people as team members in organisations. People with low agreeableness scores, on the other hand, are cold and unfriendly. • For instance, cooperative workers are quieter and ruleabiding, less susceptible to accidents, and happier at work. Through their participation in organizational citizenship behavior (OCB), they also contribute to the success of the organization.
______________________________________________________Chapter 3: Personality and Values 30 Conscientiousness • A measurement of dependability is the conscientiousness dimension. • An individual with high conscientiousness is accountable, well-organised, dependable, and persistent. Low performers in this area tend to be inconsistent, disorganised, and easily distracted. • Prediction of work behaviour: Employees with higher conscientiousness scores learn more about their jobs, which leads to higher levels of job performance. This is likely because highly conscientious people put more effort into their education (conscientiousness may be correlated with grade point average, or GPA). • A recent study in India showed that conscientious people can perform well at work even in the face of abusive supervision. Emotion Stability • The emotional stability component assesses the capacity to handle stress. • People who have emotional stability typically exhibit calmness, self-assurance, and security. High scorers are typically happier than low scorers because they are more likely to be positive and upbeat and to feel fewer negative emotions. • As an illustration, workers who exhibit strong emotional stability can adjust to unexpected or shifting responsibilities at work. On the other end of the scale, neurotic people could burn out because they can't handle these expectations. These people frequently have work-family conflicts, which can have an impact on their professional achievements. Openness to Experience • The range of interests and attraction to novelty is addressed by the openness to experience dimension.
______________________________________________________Chapter 3: Personality and Values 31 • Creative, curious, and visually sensitive people are openminded. Those at the lower end of the spectrum are traditional and seek solace in the known. • As an example, open individuals are more likely to be effective leaders and are more at ease with ambiguity. People who perform better over a longer time span and are more adaptive also suffer less work-family conflict. They also cope better with organizational change. Values: Definition of values: A set of perceptions about the things that we value as people make up our values. A culture's members' significant and enduring views or ideas about what is right or wrong, desirable, or unattractive. 40 Values include judgement since they reflect a person's conception of what is proper, admirable, or desirable. We all have a value system, which is a hierarchy of values. This system can be recognised by the relative weight we give to ideals like liberty, enjoyment, respect for oneself, honesty, obedience, and equality. *The importance of values: a) Values affect a person's behaviour. • Serve as standards for evaluating other people's performance. • Values are generalised social action experiences made up of both individual and collective attitudes and responses.
______________________________________________________Chapter 3: Personality and Values 32 b) Encourage staff to work towards a goal. • Employees who are engaged frequently share ideals with the organization. • These principles provide workers with a reason to do their jobs and direct them towards completing tasks that benefit both the organization and them. c) Organisations establish standards. • Organizational values establish goals for which both organizations and people can strive. • Organizations are aware that they are not maintaining their organizational principles when they fall behind in terms of profit or quality, or when employees fall behind in terms of work or goals. d) Individual ambition • Value is essential for the solid and continuous integration and satisfaction of a person's fundamental wants. *Types of Values:
______________________________________________________Chapter 3: Personality and Values 33 Terminal Values: • Address the existence of idealised final conditions and the objectives a person has for himself or herself in life. • For example, wealth and financial success, world peace, physical and mental health, social acceptance, and a sense of purpose in life. Instrumental Values: • The behavioral style favored by an individuals or methods to achieve the terminal values. • As an example, consider ambition, openmindedness, self-improvement, independence and self-reliance, selfcontrol, kindness, and goal-orientation. *The relationship of an individual’s personality and values to the workplace: Person-job fit (John Holland’s) Person-organization fit • Determination of the specific information, skills, and talents that an individual must possess to perform the job. This is done with the aid of external processes like interviews, physical examinations, references, and the like. • There seem to be underlying (natural) personality differences between individuals. • There are various kinds of employment. • People who work in careers that match their personalities ought to be happier and less likely to leave their positions. • It is described as the level of alignment between an organisation and an individual. • According to research, the key to retaining a motivated and adaptable workforce— which is crucial in today's competitive world—is personal and organisational fit. • Organisations that align with a person's values tend to attract that person. • The most likely to be chosen are those who match. Turnover will arise from mismatches. • An employee of XYZ Ltd., for instance, is highly productive and enjoys working in teams because he appreciates the task he is doing and is dedicated to completing it for the organization; this mentality makes him a strong performer.
______________________________________________________Chapter 3: Personality and Values 34 *According to John Holland's personality-job fit theory, there are six personality types that match a person's characteristics and congruent occupation. a) Realistic Prefers physical activities that require skills, strength, and coordination. Shy, genuine, persistent, stable, conforming, practical. Example: Mechanic, drill press operator, assembly-line worker, farmer.
______________________________________________________Chapter 3: Personality and Values 35 b) Investigative Prefers activities that involve thinking, organizing, and understanding. Analytical, original, curious, independent. Example: Biologist, economist, mathematician, news reporter. c) Social Prefers activities that involve helping and developing activities. Sociable, friendly, cooperative, understanding. Example: Social worker, teacher, counsellor, clinical psychologist. d) Conventional Prefer rule-regulated, orderly, and unambiguous activities. Conforming, efficient, practical, unimaginative, inflexible. Example: Accountant, corporate manager, bank teller, file clerk. e) Enterprising Prefers verbal activities in which there are opportunities to influence others and attain power. Self-confident, ambitious, energetic, domineering. Example: Lawyer, real-estate agent, public relation specialist, small business manager. f) Artistic Prefers ambiguous and unsystematic activities that allow creative expression. Imaginative, disorderly, idealistic, emotional, impractical. Example: Painter, musician, writer, interior decorator.
______________________________________________________Chapter 3: Personality and Values 36 Self-test Questions 1. a) Define personality and values. (4 marks) b) Briefly explain FIVE (5) traits of personality in The Big Five Model (15 marks) c) Explain TWO (2) types of values by providing suitable examples. (6 marks) 2. The Big Five Model is a research method which has five dimensions that measures human personality. These traits do a very good job in predicting how people behave in a variety of real-life situations and remain relatively stable for an individual over time, with some daily variations. Provide FIVE (5) dimensions of The Big Five Model with relevant examples. (10 marks) 3. a) i) Define personality. (2 marks) ii) Describe FOUR (4) indicators used in Myer Briggs Type Indicator (MBTI). (8 marks) b) Briefly discuss TWO (2) types of values in organizational behavior studies. (6 marks) 4. a) Understanding personalities, national culture and personal values can help managers to predict the behavior and increase organizational outcomes. i) Briefly define personality. (2 marks) ii) Identify FOUR (4) personality determinants in organizational behavior. Support your answer with relevant examples. (8 marks) b) Discuss THREE (3) importance of values. (6 marks)
Chapter 4 Groups, teams and decision making in organization: Definition, group classification, stages of group development in the five-stage model, definition and types of teams, comparison between work groups and work teams, effectiveness of group decision making vs. individual decision making, techniques to reduce problems in group decision making. Madness is the exception in individuals but the rule in groups. – Friedrich Nietzsche We’re going to turn this team around 360 degrees. – Jason Kidd
__________________________________Chapter 4: Groups, Teams, and Decision Making in Organization 37 CHAPTER 4: GROUPS, TEAMS AND DECISION MAKING IN ORGANIZATION Learning Outcomes: Groups: Definition of Groups: A group is described as two or more people who are interacting and dependent on one another and have joined efforts to accomplish goals. Formal or informal groups are both possible. At the end of this chapter, students should be able to: • Define the concept of group in organization • Classify group • Illustrate the stages of group development in the Five-Stages Model • Define the concept of team in organization • Differentiate types of team • Explain the basis of comparison between groups and teams • Explain the basis of effectiveness between group decision making and individual decision making • Apply techniques to reduce problems in group decision making
__________________________________Chapter 4: Groups, Teams, and Decision Making in Organization 38 *Classify Group: a. Formal Group • The culture of the organisation affects it, and tasks are established by specific job assignments. • An airline flight crew, for example, consists of six or seven people. i. Command/Functional Group A group of people who directly answer to a particular manager. ii. Task/Force Group Those who collaborate to complete a project or task. b. Informal group • Alliances that are neither clearly set up nor defined by an organization. • In the workplace, there are natural structures that develop in response to the demand for social interaction. • A perfect example would be three workers from various departments who frequently eat lunch together. i. Interest group Those collaborating to achieve a particular goal that each is interested in. ii. Friendship group Those who gather because they have one or more things in common. Why Join Group: Security • Reduce their worries about being alone. • Being a member makes them feel stronger, reduces their self-doubt, and increases their resistance to risk. Status • Others respect members of groups more than others. • Offers members status and recognition. Self-esteem • How do you want others to see you? • Join group, conveying the status to outsiders. Affiliation • Get an opportunity to interact and discover things. • Leads to friendship and fulfilling their need of affiliation.
__________________________________Chapter 4: Groups, Teams, and Decision Making in Organization 39 Power • Join a sense of power. • Able to influence others. Goal Achievement • Some goals cannot be achieved by individuals. • A group consists of a pool of talent, different knowledge, and effort to completion task. *The Stages of Group Development: In their evolution, groups often go through a standardised procedure. This progression is referred to as the "five-stage model of group development." For a group to develop, Bruce Tuckman proposed a model with five stages: Forming, Storming, Norming, Performing and Adjourning.
__________________________________Chapter 4: Groups, Teams, and Decision Making in Organization 40 Team: Definition of Teams: Work Group A group refer to two or more individuals interacting and independent, who have come together to achieve objectives. Work Team A team is an ensemble of individuals whose combined efforts produce a performance that is better than the sum of their individual contributions. Stage 1: Forming • Members of groups attempt to establish guidelines for conduct. • Members of the group become friends and accomplish shared objectives. • The leader needs to provide direction. Stage 2: Storming • Members of groups argue over direction and leadership. • Managers need to make sure that the conflict stays on topic. Stage 3: Norming • Members of groups are creating methods for cooperating. • On the shared objectives, they agree. • It has established rules. Stage 4: Performing • The group gets down to business. • Task-oriented and reliable. • Effective coordination. • High trust and collaboration. • Conflicts are quickly resolved. Stage 5: Adjourning • For ad hoc committees (task forces). • The team members get ready to dissolve as the mission is almost over and the objective is practically achieved.
__________________________________Chapter 4: Groups, Teams, and Decision Making in Organization 41 *Types of Teams: Teams are capable of numerous tasks. They can create goods, provide services, negotiate agreements, plan initiatives, give advice, and make judgements. The four most typical team types that you're likely to encounter in an organisation are described in this section. Problem solving teams • Teams used to meet for a few hours each week to explore methods to enhance the quality, effectiveness, and environment of the workplace. They were typically made up of 5 to 12 hourly employees from the same department. • Rarely are these problem-solving groups given the power to implement any of their recommendations on their own. When Merrill Lynch wanted to shorten the time, it took to open a new cash management account, they formed a team to address the issue. • The team reduced the average number of days from 15 to 8 by suggesting reducing the number of steps from 46 to 36. Self-managed work teams • Employees work in teams of 10 to 15 to do highly related or interdependent tasks and assume many of the duties of their former supervisors. • These duties typically include organising and scheduling work, delegating work to team members, making operational
__________________________________Chapter 4: Groups, Teams, and Decision Making in Organization 42 choices, addressing issues, and collaborating with customers and suppliers. • Fully autonomous work groups even choose their own members and assess one another's performance. • Supervisory roles become less important and are sometimes eliminated. Cross functional teams • Consists of professionals from various professions, departments, and divisions who collaborate on organisational projects. • Members of the team come from a variety of offices, including those in finance, marketing, and human resources. • Able to make judgements without seeking clearance from higher management. • For example, one person from sales, one from purchasing, one from design, and one from maintenance. They work as a cross-functional team. When working on a project that involves numerous functions, you use this team. Virtual teams • Computer technology is used by virtual teams to bring together geographically separated members to accomplish a similar purpose. • Whether they are across the room or in different countries, they collaborate online using communication channels like wide-area networks, videoconferencing, or email. • It may be a bit misleading to refer to virtual teams as "virtual" given how common they are and how far technology has come. Today, almost all teams complete some of their work remotely.