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BUS 272 Lecture Notes: First Three Weeks

7 Pages

Business Administration
Course Code
BUS 272
Dianne Cyr

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Dianne Cyr: | [email protected] | 778 782 7416 WebCT : course information syllabus Week 1 – January 10, 2007 What is Organizational Behavior? - a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations - the aim is the apply such knowledge toward improving organizational effectiveness Why do we Study OB? - learn about yourself and others - understand how organizations operate - become familiar with team work - help you think about the people issues faced by mangers and entrepreneurs Building Blocks of OB (in textbook) Challenges in the Canadian Workplaces Individual level: - individual differences - job satisfaction - motivation - empowerment - behaving ethically Group level - working with others - workforce diversity (ie. Gender, age, ethnicity, disability, education) Organizational level - productivity - developing effective employees - putting people first - it generates a committed workforce, and positively affects the bottom line - global competition - managing and working in a multicultural world Putting People First - effective leadership - good communication - employment security - recognition - empowerment, autonomy, responsibility - hire well and provide training - share information about organizational performance - reduce status differences - pay well and provide benefits - establish ethical standards Managers and employees must become capable of working with people from different cultures: - multinational corporations are developing operations worldwide - companies are developing joint ventures with foreign partners - workers are pursuing job opportunities across national borders BUS 272 – Organizational Behavior, page 1 Is OB Common Sense? (look at sheet) Systematic study - looking at relationships, attempting to attribute causes and effects and drawing conclusions based on scientific evidence - behavior is generally predictable - there are differences between individuals - there are fundamental consistencies - there are rules (written and unwritten) in almost every setting OB has few absolutes - there are few siple and universal principles that explain organizational behavior - humans are not alike, which limits the ability to make simple, accurate, and sweeping generalizations OB takes a contingency approach - considers behavior within the context in which it occurs - leaders must assess the situation and be flexible *recommended to take online tutorial NOTE: APA formats!! Learning Objectives After completing this unit, you will be able to - explain how perception, personality, and emotions effect employees - assess your personality style and how it impacts you in work situations (emotional intelligence Quiz, Myers Briggs) - Analyze cultural values and attitudes within employment context - Complete a practice case assignment Two men look out a window. One sees mud, the other sees the stars. – Oscar Wilde - each person has different perception - one person looking up – thinking about goals, future, looking down - - value of aspiration What is perception? - process by which individuals organize and interpret impressions to ive meaning to their environment Why is it important? - for individuals - perception shape bias, - for organizations *Factors that Influence Perception (Chapter 2, 2-7) BUS 272 – Organizational Behavior, page 2 Self-Check: - Think of a situation where your perception turned out to be wrong - What perceptual errors did you make that might have caused this to happen? Perceptual errors Overview - attribution theory – internal vs. external causation - selective perception - halo effect - contrast effects - projection - stereotyping Attribution Theory: is another’s behavior caused internally or externally? 1. Distinctiveness: does the individual act the same way in other situations? 2. Consensus: does the individual act the same as others in same situation? 3. Consistency: does the individual act the same way over time? Fundamental Attribution Error: Tendency to underestimate external factors and overestimate internal factos when making judgments about others’ behavior (eg. Laziness vs. competition) Self-Serving Bias: tendency to attribute one’s successes to internal factors while putting the blame for failures on external factors Selective Perception: people selectively interpret what they see based on their interest, background, experience, and attitudes Halo Effect: drawing a general impression about an individual based on a single characteristic Contrast Effects: a persona’s evaluation is affected by comparisons with other individual recently encountered Projection: attributing one’s own characteristics to other people Stereotyping: judging someone on the basis of your perception of the group to which that person belongs Prejudice: unfounded dislike of a person or group based on their belonging to a particular stereotyped group Why do perceptions and Judgment matter? - self-fulfilling prophecy: a concept that proposes a person wil be have in ways consistent with how he or she is perceived by others Personalty Determinants - heredity - environmental factors - situational conditions Personality Traits - enduring characteristics that describe an individual’s behavior - eg. The big five model - eg. The Myer’s-Briggs Type indicator (MBTI
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