Organizational behavior lecture notes, unit 3 OB

Lecture notes, unit OB Unit Contrast terminal and instrumental values following are some examples of terminal values: a world of peace, a sense of accomplishment, a world of beauty, equality, freedom, and salvation following are some examples of instrumental values: capable, cheerful, courageous, imaginative, logical, loving, and responsible List the dominant values in today’s workforce We will look at values of different age groups Identify the five dimensions of national culture We will look at how cultures and differ around the world Contrast the three components of an attitude • • • Cognitive component Affective component Behavioral component Some employee reactions are normal and good while others are not The importance can be measured by the above Values represent basic convictions that a “specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.” Values represent basic convictions that a “specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.” Milton Rokeach created the Rokeach Value Survey (RVS) which consists of two sets of values: terminal values or desirable end-states of existence and instrumental values, preferable modes of behavior or means of achieving the terminal values The following are some examples of terminal values: a world of peace, a sense of accomplishment, a world of beauty, equality, freedom, and salvation The following are some examples of instrumental values: capable, cheerful, courageous, imaginative, logical, loving, and responsible Several studies confirm that RVS values vary among groups People in the same occupations or categories, such as corporate executives, union members, or community activists, tend to hold similar values The variance in RVS values among such groups is significant because they all have a vested interest in what corporations What can you say about Vietnam? Workers who grew up influenced by the Great Depression, World War II, U.S leadership in world manufacturing, the Andrews sisters, and the Berlin blockade entered the workforce from the mid-1940s to the late 1950s They believe in the Protestant work ethic Once hired, they tend to be loyal to an employer They are likely to value family security and a comfortable life Employees who entered the workforce from the 1960s to the mid-1970s were influenced by John F Kennedy, the civil rights movement, the Beatles, and the war in Vietnam They brought with them a large measure of the “hippie ethic” and existential philosophy Quality of life is more important to them than money and possessions They value autonomy, freedom, and equality Those who entered the workforce from the mid-1970s through the mid-1980s reflect society’s return to more traditional values but with a greater emphasis on achievement and material success They were influenced by Ronald Reagan conservatism, the defense build-up, dual-career households, and $150,000 starter homes As pragmatists, they believe that the ends can justify the means A sense of accomplishment and social recognition rank high for them The lives of the members of Generation X have been shaped by globalization, the fall of Communism, MTV, AIDS, and computers They value flexibility, life options, job satisfaction, family, and relationships Money is important as an indicator of career performance, but they are less willing to trade off leisure time for increases in salary, titles, security, and promotions One of the most widely referenced approaches for analyzing variations across cultures was done by Geert Hofstede After surveying 116,000 IBM workers in 40 countries, he found that managers and employees differ on the following five value dimensions of national culture: Power distance This is the degree to which people accept that power in institutions and organizations is distributed unequally The range is from relatively equal (low power distance) to very unequal (high power distance) Individualism is the degree to which people in a country prefer to act alone rather than as members of groups Collectivism is the equivalent of low individualism Quantity of life is the degree to which people value assertiveness, competition, and the acquisition of money and possessions Quality of life is the degree to which people value relationships and show sensitivity and concern for others Uncertainty avoidance is the degree to which people prefer structured over unstructured situations People who score high on uncertainty avoidance have an increased level of anxiety People in long-term orientation countries look to the future and value thrift and persistence A short-term orientation values the past and present and emphasizes respect for tradition and social obligations Most of the concepts that make up the body of knowledge called organizational behavior have been developed by Americans using subjects within domestic contexts Therefore, not all OB concepts and theories are universally applicable to managing in a global context, especially in countries where work values are considerably different from those in the United States So cultural values should be considered when trying to understand behavior Ask individuals to explain based on text and discuss Compare with university student attitudes Individuals seek consistency Cognitive dissonance occurs when there are inconsistencies between two or more of a person’s attitudes or between a person’s attitudes and behaviors The theory of cognitive dissonance suggests that people try to minimize dissonance and the discomfort it causes Several moderating factors suggest that individuals who are experiencing dissonance will not necessarily move directly toward a reduction of the dissonance (consistency) If the elements creating the dissonance are relatively unimportant, the pressure to correct the imbalance will be low Also, the degree of influence that one has over the elements involved will affect how he or she reacts to dissonance Rewards also influence the degree to which individuals are motivated to reduce dissonance Recent research has demonstrated that attitudes significantly predict future behavior and that the attitude-behavior relationship can be enhanced by taking moderating variables into account Three powerful moderators are the importance, specificity, and accessibility of the attitude In addition, the existence of social pressures and whether a person has direct experience with the attitude are also strong moderators Modern theory, ask one team to explain ask one team to explain Employee dissatisfaction can be expressed in four types of responses which differ from one another along two dimensions: constructive/destructive and active/passive Exit Behavior directed toward leaving the organization, such as looking for a new position or resigning Voice Actively and constructively attempting to improve conditions, such as suggesting improvements, discussing problems with superiors, and some forms of union activity Loyalty Passively but optimistically waiting for conditions to improve, such as speaking up for the organization in the face of external criticism and trusting the organization and its management to “do the right thing.” Neglect Passively allowing conditions to worsen, such as chronic lateness or absenteeism, reduced effort, and increased error rate Fairness is critical ... present and emphasizes respect for tradition and social obligations Most of the concepts that make up the body of knowledge called organizational behavior have been developed by Americans using subjects... Therefore, not all OB concepts and theories are universally applicable to managing in a global context, especially in countries where work values are considerably different from those in the United States... members of Generation X have been shaped by globalization, the fall of Communism, MTV, AIDS, and computers They value flexibility, life options, job satisfaction, family, and relationships Money