Organizational Behavior Lecture Notes: Management & Perception

Chapter 1-1 ● Business schools historically emphasized technical skills (economics, finance, accounting) ● Interpersonal and people skills were given less attention until the late 1980s ● Research shows interpersonal skills are critical to managerial effectiveness ● Survey of 2,100+ CFOs: lack of interpersonal skills is the top reason employees fail to advance ● Companies known for strong workplace cultures often achieve superior financial performance ● Strong interpersonal skills help attract and retain high-performing employees ● Positive workplace relationships are linked to: ● Higher job satisfaction ● Lower stress levels ● Reduced employee turnover ● Large studies show social relationships strongly affect overall job satisfaction ● Positive work relationships help employees flourish and find meaning in their work ● Emphasizing organizational behavior increases social responsibility awareness ● Universities now include social entrepreneurship and CSR education ● Managers must combine technical skills with strong people skills to succeed Chapter 1-2 Organizational Behavior (OB) – Notes ● Manager ○ Gets work done through other people ○ Makes decisions, allocates resources, directs activities ○ Also called administrators (especially in nonprofits) ● Organization ○ Consciously coordinated social unit ○ Two or more people ○ Functions continuously to achieve common goals ○ Examples: businesses, schools, hospitals, churches, military, nonprofits, government agencies ● Current Management Challenges ○ Many managers lack formal training ■ 58% received no management training ■ 25% felt unprepared to lead ○ Increased workload ■ Average of 7 direct reports ■ Less time for supervision ○ 82% of organizations choose the wrong management candidate ○ Learning OB improves management readiness Primary Managerial Activities ● Planning ○ Define goals ○ Establish strategies ○ Develop plans to coordinate activities ● Organizing ○ Decide tasks, roles, reporting relationships ○ Design work unit structure ● Leading ○ Motivate employees ○ Direct activities ○ Communicate effectively ○ Resolve conflicts ● Controlling ○ Monitor performance ○ Compare results to goals ○ Correct deviations Mintzberg’s Management Roles ● Interpersonal Roles ○ Figurehead (ceremonial duties) ○ Leader (hire, train, motivate, discipline) ○ Liaison (build internal and external relationships) ● Informational Roles ○ Monitor (gather information) ○ Disseminator (share information internally) ○ Spokesperson (represent organization externally) ● Decisional Roles ○ Entrepreneur (initiate improvements) ○ Disturbance handler (solve problems) ○ Resource allocator (distribute resources) ○ Negotiator (bargain for advantages) Management Skills ● Technical Skills ○ Specialized knowledge or expertise ○ Learned through education or experience ● Human Skills ○ Communicate, motivate, support others ○ Essential for working through people ● Conceptual Skills ○ Analyze complex situations ○ Problem-solving and decision-making ○ Innovation and integration of ideas Effective vs. Successful Managers ● Four Managerial Activities ○ Traditional management ○ Communication ○ Human resource management ○ Networking ● Successful Managers (Promotions) ○ Emphasize networking most ○ Least focus on HR management ● Effective Managers (Performance & Employee Satisfaction) ○ Emphasize communication most ○ Least focus on networking ● Promotions often depend more on networking and politics than performance Definition of Organizational Behavior (OB) ● Field of study examining: ○ Individuals ○ Groups ○ Organizational structure ● Purpose: ○ Apply knowledge to improve organizational effectiveness ● Focuses on: ○ Job satisfaction ○ Absenteeism ○ Turnover ○ Productivity ○ Performance ○ Management Core Topics of OB ● Motivation ● Leadership behavior and power ● Interpersonal communication ● Group structure and processes ● Attitudes and perception ● Change processes ● Conflict and negotiation ● Work design Chapter 1-3 Value of OB to Systematic Study – Notes ● People naturally “read” others through observation and intuition ● Casual or intuitive judgments often lead to inaccurate predictions ● Systematic study improves accuracy in understanding and predicting behavior Systematic Study ● Assumes behavior is not random ● Identifies fundamental consistencies in human behavior ● Accounts for individual differences ● Allows predictability of behavior ● Involves: ○ Examining relationships ○ Identifying cause-and-effect ○ Using scientific evidence ○ Data gathered under controlled, rigorous conditions Evidence-Based Management (EBM) ● Complements systematic study ● Bases managerial decisions on best available scientific evidence ● Encourages managers to: ○ Ask questions ○ Search for evidence ○ Apply research findings ● Many managers still rely on quick, unsystematic decisions Intuition vs. Evidence ● Intuition = gut feelings or unsystematic beliefs ● Intuition is not always wrong, but often incomplete ● Managers tend to overestimate their knowledge ● “Common-sense” management beliefs are often disproven by research ● Systematic study + EBM supplement intuition, not replace it Problems with Management Fads ● Business media often promotes trends and fads ● Success may be due to timing, not universal principles ● Without systematic study, it is difficult to identify valid insights Big Data and OB ● Big data = large-scale statistical analysis enabled by computers ● Used to: ○ Predict behavior ○ Assess risk ○ Prevent problems ● Examples: ○ Amazon predicting customer purchases ○ Netflix, Uber predicting service demand ○ Insurance firms assessing risk ○ Museums improving visitor experiences Big Data in Organizations ● Used in: ○ Marketing ○ HR management ○ Decision making ● Helps: ○ Test assumptions ○ Improve performance outcomes ● Increasing focus on: ○ Fast data (real-time, actionable information) Limitations of Big Data ● Privacy concerns due to surveillance ● Risk of employee and customer backlash ● Monitoring may increase short-term performance ● Human behavior remains complex and unpredictable ● Management cannot rely on data alone Balancing Data and Human Judgment ● Management is more than data analysis ● Intuition still plays a role in leadership ● Best approach: ○ Use evidence to inform intuition ○ Combine data with understanding of human behavior Promise of OB ● Helps managers: ○ Reduce bias ○ Make better decisions ○ Understand human behavior scientifically ● OB integrates: ○ Systematic study ○ Evidence-based management ○ Informed intuition Chapter 1-4 Behavioral Science Disciplines Contributing to OB – Notes ● Organizational Behavior (OB) ○ Applied behavioral science ○ Draws from multiple disciplines ○ Focuses on both individual (micro) and organizational (macro) levels Psychology ● Focus: Individual behavior (micro level) ● Key contributors: ○ Learning theorists ○ Personality theorists ○ Counseling psychologists ○ Industrial/organizational psychologists ● Contributions to OB: ○ Learning and perception ○ Personality and emotions ○ Motivation and job satisfaction ○ Leadership effectiveness ○ Decision making ○ Training and development ○ Performance appraisal ○ Employee selection ○ Work design and job stress Social Psychology ● Blend of psychology and sociology ● Focus: How people influence one another ● Contributions to OB: ○ Attitude measurement and change ○ Communication patterns ○ Trust building ○ Managing and implementing change ○ Group behavior ○ Power and conflict Sociology ● Focus: People in social systems and cultures ● Emphasis on organizational and group-level behavior ● Contributions to OB: ○ Group behavior in organizations ○ Organizational culture ○ Formal organization structure ○ Organizational theory ○ Technology and communication ○ Power and conflict Anthropology ● Focus: Study of societies and cultures ● Contributions to OB: ○ Understanding cultural differences ○ Values, attitudes, and behaviors across countries ○ Organizational culture and climate ○ National culture differences Chapter 1-5 Why Few Absolutes Apply to OB – Notes ● Physical sciences rely on universal laws that apply consistently ● Human behavior is complex and variable ● No simple or universal principles fully explain organizational behavior Individual Differences ● People are not alike ● Same situation → different behaviors from different people ● Same person → different behavior in different situations ● Examples: ○ Not everyone is motivated by money ○ Behavior differs by context (e.g., religious service vs. party) Contingency Approach ● OB concepts depend on situational factors ● Relationships are conditional: ○ “x leads to y only under certain conditions (z)” ● These conditions are called contingency variables Limits of Generalization ● Broad statements about behavior are often inaccurate ● Example: ○ Not everyone prefers complex or challenging work ○ Some prefer routine or simple tasks ● Job attractiveness depends on the individual General Effects vs. Contingencies ● Some general patterns exist (e.g., money motivates many people) ● Strength and direction of effects vary by: ○ Individual differences ○ Situational context ● Best understanding of OB comes from recognizing: ○ General tendencies ○ Conditions under which they apply Chapter 1-6 Managers’ Challenges and Opportunities in Applying OB Concepts – Notes Changing Work Environment ● Workforce is aging ● Increasing workforce diversity ● Greater global competition ● Employees must be flexible and adapt to rapid change ● OB helps managers understand and manage these changes Economic Pressures ● Recessions lead to layoffs, pay cuts, and job insecurity ● Managers must handle: ○ Employee stress and anxiety ○ Tough decisions (layoffs, pay reductions) ● Good management can determine organizational survival ● OB helps with: ○ Stress management ○ Motivation ○ Decision making ○ Employee coping strategies Globalization ● Organizations operate across national borders ● Managers face challenges such as: ○ Foreign assignments ○ Managing culturally diverse workforces ○ Outsourcing and offshoring jobs ○ Differing cultural, legal, and regulatory norms ● OB helps managers: ○ Develop cultural sensitivity ○ Adapt leadership styles ○ Understand global workforce behavior ○ Navigate international regulations Workforce Demographics ● Increase in older workers due to higher longevity and lower birth rates ● Rise in: ○ Part-time work ○ Gig and on-demand jobs ○ Self-employment ● More women and varied socioeconomic backgrounds in workforce ● OB helps predict: ○ Employee attitudes ○ Career choices ○ Organizational outcomes Workforce Diversity ● Increased diversity in gender, age, race, ethnicity, sexual orientation, etc. ● Challenges include: ○ Managing differences fairly ○ Legal compliance ○ Reducing discrimination ● Opportunities: ○ Leveraging diversity for competitive advantage ● OB provides insight into effective diversity management Customer Service ● Many jobs involve direct customer interaction ● Employee attitudes affect customer satisfaction ● OB helps managers: ○ Build customer-responsive cultures ○ Improve service quality ○ Train employees in interpersonal skills People Skills ● Managers need strong interpersonal skills ● OB helps develop: ○ Motivation techniques ○ Leadership skills ○ Team effectiveness ○ Communication skills Networked Organizations ● Growth of remote work and virtual teams ● Employees may work across distances and time zones ● New challenges: ○ Motivating virtual employees ○ Leading without physical presence ● OB provides strategies for: ○ Virtual leadership ○ Online collaboration ○ Managing remote teams Social Media ● Social media affects hiring, employee behavior, and well-being ● Challenges include: ○ Monitoring employee online activity ○ Creating fair social media policies ● OB helps managers: ○ Balance control and privacy ○ Understand effects on employee satisfaction Employee Well-Being ● Blurred boundaries between work and personal life ● Increased stress, burnout, and fatigue ● Employees value: ○ Work–life balance ○ Flexible schedules ● OB offers guidance on: ○ Job design ○ Reducing stress ○ Improving work–life balance Positive Work Environment ● Focus on strengths rather than weaknesses ● Positive organizational behavior emphasizes: ○ Engagement ○ Hope ○ Optimism ○ Resilience ● OB helps create: ○ Supportive cultures ○ Meaningful work ○ Strong organizational identity Ethical Behavior ● Increased pressure leads to ethical dilemmas ● Ethical standards vary across cultures ● Managers must: ○ Create ethical climates ○ Clarify right vs. wrong behavior ● OB helps with: ○ Ethics training ○ Ethical leadership ○ Promoting integrity and accountability Chapter 1-7 Three Levels of Analysis in OB Model – Notes 1. Individual Level ● Focus: Behavior, attitudes, and outcomes of individual employees ● Inputs: Personality, values, abilities, diversity characteristics ● Processes: Emotions, moods, motivation, perception, decision making ● Outcomes: ○ Attitudes & Stress – Positive/negative evaluations; stress affects behavior ○ Task Performance – Effectiveness and efficiency in core job tasks ○ Organizational Citizenship Behavior (OCB) – Going beyond formal job duties ○ Withdrawal Behavior – Absenteeism, turnover, disengagement 2. Group Level ● Focus: How people interact and perform in teams or workgroups ● Inputs: Group structure, roles, team responsibilities ● Processes: Communication, leadership, power, politics, conflict, negotiation ● Outcomes: ○ Group Cohesion – Extent members support and validate one another ○ Group Functioning – Quantity and quality of group work output ○ Effective groups work collaboratively, creatively, or efficiently depending on goals 3. Organizational Level ● Focus: Entire organization’s effectiveness and survival ● Inputs: Organizational culture, structure, technology, human resources systems ● Processes: HR management, change management practices ● Outcomes: ○ Productivity – Achieving goals efficiently and effectively ○ Survival – Long-term ability to adapt, grow, and remain competitive ○ Linked to individual and group-level outcomes (e.g., employee attitudes → customer satisfaction → profitability) Key Points ● OB model links inputs → processes → outcomes at all three levels ● Outcomes at one level can influence inputs at other levels ● Levels build on each other: individual → group → organization ● Understanding all three levels helps managers predict and improve organizational effectiveness Chapter 1-8 Key Employability Skills from Studying OB – Notes Relevance Across Majors and Careers ● OB skills apply to all fields, not just business ○ Examples: Nursing, microbiology, computer science, engineering, English, political science ● OB knowledge improves: ○ Interpersonal skills ○ Employability ○ Classroom and workplace interactions ● Understanding human behavior helps with: ○ Leadership ○ Organizational culture ○ Conflict resolution ○ Negotiation Core Employability Skills 1. Critical Thinking ○ Purposeful, goal-directed thinking ○ Problem solving, decision making, forming judgments ○ Applies cognitive, metacognitive, and dispositional skills 2. Communication ○ Oral, written, and nonverbal communication ○ Effective listening ○ Using technology for communication ○ Evaluating communication effectiveness in diverse contexts 3. Collaboration ○ Working actively in teams ○ Dialogue and negotiation to construct shared knowledge ○ Produces joint, interdependent outcomes 4. Knowledge Application and Analysis ○ Learn a concept and apply it in new settings ○ Achieve higher understanding and practical problem solving 5. Social Responsibility ○ Business ethics: guiding principles for behavior in society ○ Corporate social responsibility (CSR): identify and eliminate unethical behaviors ○ Applies to economic, environmental, and social contexts Benefits for Career Development ● Skills improve success in: ○ Small & large businesses ○ Nonprofits ○ Public service ○ Entrepreneurship ● OB exercises and case studies help: ○ Practice ethical decision making ○ Improve collaboration and communication ○ Apply critical thinking and knowledge in real-world scenarios ● Enhances adaptability to workplace challenges and diversity Chapter 5-1 Factors That Influence Perception – Notes Definition ● Perception: process of organizing and interpreting sensory impressions to give meaning to the environment ● Key idea: Behavior is based on perceived reality, not objective reality Factors Influencing Perception 1. Perceiver (Characteristics of the person perceiving) ○ Attitudes, personality, motives, interests ○ Past experiences and expectations ○ Biases: see/hear what we want (confirmation bias) ○ Example: Supervisors perceive early starters as more conscientious 2. Target (Characteristics of the object/person being perceived) ○ Relationship to background/context influences perception ○ Grouping: similar/close things seen as related ○ Stereotyping: assuming all members of a group are alike ○ Differences can attract positive attention (standing out from norms) ○ Example: Professor in casual attire seen as more individualistic 3. Context (Situational factors) ○ Time, location, light, temperature, and other situational variables ○ Same person/object can be perceived differently in different contexts ○ Example: Formal attire unnoticed on Saturday night, but noticed in Monday class Additional Points ● People are often unaware of factors shaping their perception ● Awareness and objective measures can reduce distortions ● Understanding perception helps minimize biases and improve decision-making in OB Chapter 5-2 Attribution Theory – Notes Definition ● Attribution theory explains how people judge the causes of behavior ● People try to determine if behavior is: ○ Internally caused: due to personal factors (ability, effort, personality) ○ Externally caused: due to situational factors (environment, luck, circumstances) ● Important in person perception and OB because behavior is interpreted based on perceived causes Three Key Factors Determining Attributions 1. Distinctiveness – Does the person behave differently in different situations? ○ High distinctiveness → external attribution ○ Low distinctiveness → internal attribution 2. Consensus – Do others behave the same way in similar situations? ○ High consensus → external attribution ○ Low consensus → internal attribution 3. Consistency – Does the person behave the same over time in similar situations? ○ High consistency → internal attribution ○ Low consistency → external attribution Common Biases in Attribution ● Fundamental Attribution Error: Overestimate internal factors, underestimate external factors ○ Example: Blaming employee laziness for poor sales instead of market conditions ● Self-Serving Bias: Attribute own successes to internal factors, failures to external factors Cultural Differences ● Individualist vs. collectivist cultures affect attribution patterns ○ North American employees: direct, target-specific reactions ○ East Asian employees: indirect, passive, target-general reactions ● Self-serving biases less common in East Asian cultures but still present Perception Shortcuts That Affect Attribution 1. Selective Perception – Notice stimuli that stand out based on interests, experience, or attitudes 2. Halo/Horns Effect – Generalize from a single positive (halo) or negative (horns) trait 3. Contrast Effects – Evaluation influenced by comparison with others recently observed 4. Stereotyping – Judge someone based on group membership; may lead to inaccurate generalizations Key Takeaways ● Attribution theory helps explain why people assign causes to others’ behavior ● Misattributions and biases can distort perception and decision-making in the workplace ● Awareness of attribution processes can improve fairness and accuracy in evaluating others Key Idea ● Perceptions are often instantaneous and unconscious, yet they heavily influence decisions ● Understanding perception improves organizational decision-making Specific Applications 1. Employment Interviews ○ First impressions form within 0.1 seconds ○ Early information carries more weight than later information ○ Interviewers’ decisions change little after first 4–5 minutes ○ Problem: Intuition alone is unreliable for predicting job performance ○ Solution: Use multiple independent evaluators 2. Performance Expectations ○ Self-fulfilling prophecy / Pygmalion effect: ■ Behavior influenced by others’ expectations ■ High expectations → higher performance ■ Low expectations → lower performance ○ Applies across students, soldiers, accountants, etc. 3. Performance Evaluations ○ Appraisals affect: promotions, pay raises, job continuation ○ Evaluations often subjective, prone to perceptual errors: ■ Selective perception ■ Contrast effects ■ Halo/horns effects ○ Performance ratings can reflect evaluator biases as much as employee performance Takeaway ● Perception shortcuts can distort judgments in hiring, evaluation, and performance management ● Awareness and structured approaches can reduce bias and improve fairness and accuracy Chapter 5-3 Key Idea ● Decision making = choosing among two or more alternatives ● Ideally objective, but perceptions heavily influence decisions ● Decision making occurs at all organizational levels Perception’s Role in Decision Making 1. Problem Recognition ○ Decision arises from a discrepancy between current state and desired state ○ Perception determines what is seen as a problem ○ Example: 2% sales decline → serious problem for one manager, acceptable for another 2. Information Interpretation ○ Decisions require interpreting and evaluating data ○ Perceptions determine which data are relevant and how they are understood 3. Alternative Evaluation ○ Perception affects how options are generated and assessed ○ Strengths, weaknesses, risks evaluated through personal perception 4. Influence on Behavior ○ Perception shapes willingness to act (e.g., saying “no” perceived as uncomfortable) ○ Can lead to compliance with unethical acts due to perceived social pressures Takeaway ● Perception shapes every stage of decision making: ○ Recognizing problems ○ Gathering/interpreting information ○ Evaluating alternatives ○ Taking action ● Understanding perception improves decision quality and ethical behavior Chapter 5-4 Decision-Making Models – Notes 1. Rational Decision Making ● Assumes decision maker is fully rational, has complete information, and chooses the optimal solution. ● Follows 6-step model: define problem → identify criteria → weigh criteria → generate alternatives → evaluate alternatives → select best option. ● Rarely realistic; people often seek acceptable solutions rather than optimal ones. 2. Bounded Rationality ● Human processing limits prevent full rationality. ● People satisfice: select the first solution that is “good enough.” ● Simplify complex problems using mental models. ● Efficient for routine/less critical problems. ● Considerations include criteria selection, alternative visibility, and decision expediency. ● Ethical decisions affected by personal duties and situational constraints. 3. Intuition ● Unconscious decision-making based on experience. ● Fast, holistic, emotionally charged. ● Can complement rational analysis, but is hard to measure and unreliable alone. ● Best used to generate hypotheses, then test with objective data. Common Decision-Making Biases 1. Overconfidence Bias – Overestimate own/others’ abilities; underestimate errors. 2. Anchoring Bias – Rely too heavily on first piece of information. 3. Confirmation Bias – Seek info that confirms preexisting beliefs; ignore contradictory data. 4. Availability Bias – Overvalue info that is vivid, recent, or emotionally charged. 5. Escalation of Commitment – Stick with failing decisions due to prior investment/responsibility. 6. Randomness Error – Perceive patterns in random events; superstitions. 7. Risk Aversion – Prefer certain outcomes over mathematically equivalent risks; framing effects influence risk behavior. 8. Hindsight Bias – Believe past events were predictable after knowing outcome. Summary ● Rational model = ideal but often unrealistic. ● Bounded rationality = realistic approach; satisficing solutions. ● Intuition = experience-based, complements rational analysis. ● Biases distort all models; awareness improves decision-making accuracy. Chapter 5-5 Individual Differences & Organizational Constraints – Decision Making (Notes) 1. Individual Differences Personality ● Conscientiousness: ○ Achievement-striving → more likely to escalate commitment, sensitive to hindsight bias. ○ Dutiful → prioritize organizational good, less likely to escalate commitment. ● Self-Esteem: ○ High → use self-serving bias (credit success, blame failure). ○ Narcissism → extreme self-serving bias. Gender ● Low-stress situations → men & women perform similarly. ● High-stress → men = riskier, egocentric; women = empathetic, better decisions. ● Rumination: women analyze more, may overthink, experience more regret/depression; lessens with age. Mental Ability ● Higher intelligence → process info faster, solve problems better. ● Still vulnerable to biases (anchoring, overconfidence, escalation). ● More intelligent individuals learn to avoid errors faster when warned. Cultural Differences ● Time orientation → affects speed of decisions (e.g., Egypt slower than US). ● Value on rationality → North America emphasizes, other cultures may not. ● Problem-solving vs acceptance → US = proactive, Thailand/Indonesia = accept situations. ● Group vs individual decision-making → Japan = consensus-oriented; US = more individual. 2. Organizational Constraints Performance Evaluation Systems ● Decisions shaped by criteria managers are evaluated on. ● Example: division manager avoids negative info → subordinates filter information. Reward Systems ● Rewards influence behavior and risk preferences. ● Example: GM rewarded low-profile managers → risk-averse, conservative decisions. Formal Regulations ● Rules & policies limit decision freedom. ● Example: fast-food manager constrained by procedures for tasks. System-Imposed Time Constraints ● Deadlines limit ability to gather full information → may force satisficing decisions. Historical Precedents ● Past decisions influence current choices (e.g., budgets follow previous years). Summary: ● Individual differences (personality, gender, intelligence, culture) affect perception, bias, and decision style. ● Organizational constraints (evaluations, rewards, rules, time, precedents) limit options and shape choices. ● Together, these factors explain deviations from the rational decision-making model. Chapter 5-6 Ethical Decision Criteria – Notes 1. Utilitarianism ● Decisions based on outcomes → aim for greatest good for all. ● Common in business → efficiency, productivity, profits. ● Limitations: ○ Cultural values influence what’s “good” → same dilemma judged differently across countries. ○ Emotional distance (e.g., answering in a non-native language) can alter utilitarian choices. ● Practical use → often justifies layoffs, price changes, or cost-cutting. 2. Rights ● Decisions respect fundamental liberties → e.g., privacy, free speech, due process. ● Protects individuals from unethical organizational actions. ● Example: Whistle-blowers protected by right to free speech. ● Focus → respecting individual rights, not just outcomes. 3. Justice ● Decisions are fair, impartial, equitable. ● Based on rules, laws, moral principles (deonance). ● People feel obligated to follow ethical norms regardless of rules. ● Example: Employees avoid theft because it’s morally “wrong,” not just because of rules. Additional Notes ● CSR (Corporate Social Responsibility): Integrates ethics into business, aligns utilitarian goals with social responsibility. ● Behavioral ethics: People don’t always follow ethical standards; ethical behavior is situation-dependent. ● Environmental cues: Lighting, status symbols, cleanliness can influence ethics. ● Moral discussions: Talking about ethics improves ethical decision making. ● Moral blind spots: People overestimate own morality; underestimate others’ morality. ● Cultural differences: Ethics vary globally → what’s acceptable in one country may be unethical in another. Lying and Ethical Decision Making ● Lying is pervasive → conscious or unconscious, big or small. ● Detection is unreliable: ○ Body language, facial expressions, verbal cues often fail. ○ Best detection → know the person, observe consistent behavior. ● Impact: Lies undermine organizational decision making → misrepresented facts lead to poor choices. ● Prevention: Create environments that reduce incentives or opportunities for lying. Summary: ● Utilitarianism: focus on outcomes → efficiency, profits. ● Rights: protect individual liberties → fairness to individuals. ● Justice: enforce rules impartially → moral equity, fairness. ● Ethical decisions require context awareness, cultural sensitivity, and environments that encourage truthfulness. Chapter 5-7 Three-Stage Model of Creativity – Notes Stage 1: Creative Behavior (Core of the model) Four steps of creative behavior: 1. Problem Formulation – Identify a problem or opportunity requiring a novel solution. ○ Example: Eco Safety Products → artist-safe soy paint. 2. Information Gathering – Seek knowledge, explore possibilities, incubate solutions. ○ Think beyond routines; collaborate outside your field. 3. Idea Generation – Develop possible solutions from gathered knowledge. ○ Solo methods: walking, doodling. ○ Collaborative: e.g., NASA Mars Curiosity rover design. 4. Idea Evaluation – Select the best idea(s). ○ Often evaluators differ from idea generators to reduce bias. ○ Example: Mark Cuban crowdsourcing uniform designs. Stage 2: Causes of Creative Behavior 1. Creative Potential – Individual characteristics predicting creativity: ● Intelligence: problem-solving ability, working memory, need for cognition. ● Personality: openness to experience, proactive personality, self-confidence, risk-taking, tolerance for ambiguity, perseverance, hope, self-efficacy, positive affect. ● Expertise: foundational knowledge in a field, plus exposure to diverse ideas via networks. ● Ethics: not correlated; rule-breaking desire can increase creativity in some cases. 2. Creative Environment – External factors enabling creativity: ● Motivation: intrinsic motivation is critical. ● Recognition/Rewards: supportive climate fosters creativity. ● Freedom & Autonomy: less restrictive rules, empowered decision-making. ● Resources: both scarcity and abundance can inspire innovation. ● Leadership: supportive, encouraging leaders boost creativity; punitive leaders suppress it. ● Team Diversity: enhances creativity if perspective-taking and good leadership are present. ● Knowledge Sharing: diverse knowledge improves team creativity; newcomers can contribute fresh ideas. Stage 3: Creative Outcomes (Innovation) ● Definition: Ideas judged novel and useful by stakeholders. ● Key points: ○ Novelty alone ≠ creativity → must solve the problem. ○ Social process needed to implement ideas → networking, motivation, leadership, and politics matter. ○ Organizational culture and team support influence whether creative behavior results in innovation. Susan Cain 3 calls for action 1. Stop constant group work 2. Go to the wilderness. Be alone at some times. Think more 3. Look at what’s inside your suitcases and what’s in it Summary: ● Stage 1: Creative Behavior → Problem formulation → Information gathering → Idea generation → Idea evaluation. ● Stage 2: Causes → Creative potential (individual traits) + Creative environment (motivation, support, leadership, team dynamics). ● Stage 3: Creative Outcomes → Novel and useful ideas successfully implemented; ideas must be applied to produce real innovation.

Organizational Behavior Lecture Notes: Management & Perception

Related documents

Add this document to collection(s)

Add this document to saved

Suggest us how to improve StudyLib