Chapter 1: Management and Organizations
Tuesday, January 15, 2013
8:42 AM
I. Why Are Managers Important?
a. 3 reasons why
i. Managers play an important role in identifying critical issues and crafting responses
ii. Managers are critical to getting things done
iii. Managers matter to organizations
1) Single most important variable in employee productivity and loyalty
2) Managerial ability important in creating organizational value
II. Who Are Managers and Where Do They Work?
a. Who Is a Manager?
i. A manager is someone who coordinates and oversees the work of other people so
that organizational goals can be accomplished.
ii. A manger's job is about helping others do their work
iii. Managers are classified as first-line, middle, or top
1) At the lowest level of management, first-line managers manage the work of
non-managerial employees who typically are involved with producing the
organization's products o servicing the organization's customers.
a) Supervisors, shift managers, district managers, department managers, or
office managers
2) Middle managers manage the work of first-line managers and can be found
between the lowest and top levels of the organization
a) Regional manager, project leader, store manager, or division manager
3) At the upper levels of the organization are the top managers, who are
responsible for making organization-wide decisions and establishing the plans
and goals that affect the entire organization.
a) Vice president, president, managing director, chief operating officer or
chief executive officer
b. Where Do Managers Work?
i. In organizations
1) An organization is a deliberate arrangement of people to accomplish some
specific purpose.
2) Three common characteristics of organizations
a) Distinct purpose
b) Composed of people
c) All organization develop some deliberate structure within which members
do their work.
III. What Do Managers Do?
a. Management involves coordinating and overseeing the work activities of others so that
their activities are completed efficiently and effectively.
b. Efficiency refers to getting the most output from the least amount of inputs.
i. Efficient use of resources (people, money, equipment, etc)
c. Effectiveness is described as "doing the right things"--doing those work activities that will
help the organization reach its goals.
i. Concerned with the ends, or attainment of organizational goals
d. Management functions
i. Planning--setting goals and establishing strategies for achieving those goals, and
developing plans to integrate and coordinate activities
ii. Organizing--arranging and structuring work to accomplish the organization's goals.
iii. Leading--working with and through people to accomplish goals
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iii. Leading--working with and through people to accomplish goals
iv. Controlling--monitoring, comparing, and correcting work performance
e. Mintzberg's Managerial Roles and a Contemporary Model of Managing
i. Managerial roles refers to specific actions or behaviors expected of and exhibited by a
manager .
ii. Interpersonal roles are ones that involve people (subordinates and persons outside
the organization) and other duties that are ceremonial and symbolic in nature
1) Figurehead, leader, and liaison
iii. Informational roles involve collecting, receiving, and disseminating information
1) Monitor, disseminator, and spokesperson
iv. Decisional roles entail making decisions or choices.
1) Entrepreneur, disturbance handler, resource allocator, and negotiator.
v. As managers perform these roles, Mintzberg proposed that their activities included
both reflection and action.
vi. Regardless of type of organization--managers perform similar roles
vii. Emphasis managers given to various roles change with organizational level
1) Higher levels--disseminator, figurehead, negotiator, liaison, and spokesperson
more important
2) Lower-levels--leader role more important
viii. How managers influence action and help organizations get things done
1) By managing actions directly
2) By managing people who take action
3) By managing information that propels people to take action
ix. Two roles--framing and scheduling
f. Management Skills
i. Technical skills -- job specific knowledge and techniques needed to proficiently
perform work tasks.
1) More important for first-line managers
ii. Human skills -- involve the ability to work well with other people both individually and
in a group
iii. Conceptual skills -- skills managers use to think and to conceptualize about abstract
and conceptual situations.
1) Most important to top managers
IV. How Is the Manager's Job Changing?
a. Importance of Customers to the Manager's Job
i. Delivering consistent high-quality customer service is essential for survival and success
in today's competitive environment and that employees are an important part of that
equation.
1) Because the majority of employees in developed countries work service jobs
that directly deal with customers
b. Importance of Innovation to the Manager's Job
i. "nothing is more risk than not innovating"
ii. Innovation means doing things differently, exploring new territory, and taking risks.
iii. Usually has remarkable impact on employee attitudes and commitment.
iv. Critical to today's organizations and managers
c. Importance of sustainability to the Manager's Job
i. Emerging in 21st century = managing in a stainable way--concerned with meeting the
needs of people without compromising the ability of future generations to meet their
own needs.
ii. Sustainability has been defined as a company's ability to achieve its business goals
and increase long-term shareholder value by integrating economic, environmental,
and social opportunities into its business strategies.
1) Moving up in agenda of business leaders and boards of thousands of companies
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Chapter 2: Understanding Management's Context: Constraints and
Challenges
Monday, January 21, 2013
10:26 PM
I. The Manager: Omnipotent or Symbolic?
a. Omnipotent view of management--the view that managers are directly responsible for an organization's
success or failure.
b. Symbolic view of management--the view that much of an organization's success or failure is due to external
forces outside
c. The Omnipotent View
i. The view of managers as omnipotent is consistent with the stereotypical picture of the take-charge
business executive who overcomes any obstacle in seeing that the organization achieves its goals.
ii. Explains turnover among college and professional sports coaches.
d. The Symbolic View
i. The symbolic view says that a manager's ability to affect performance outcomes is influenced and
constrained by external factors.
ii. Its unreasonable to expect managers to significantly affect an organization's performance.
iii. Other factors affect performance = economy, customers, governmental policies, competitors' actions,
industry conditions, and decisions made by previous managers.
iv. Called "symbolic" because its based on belief that managers symbolize control and influence.
v. Constraints of managerial discretion--organizational environment, organizational culture.
II. The External Environment: Constraints and Challenges
a. External environment--those factors and forces outside the organization that affects its performance.
b. Factors/Forces:
i. Economic
1) Interest rates, inflation, changes in disposable income, stock market fluctuations, and business
cycle stages.
ii. Demographic
1) Trends in population characteristics: age, race, gender, education level, geographic location,
income, and family composition.
iii. Political/Legal
1) Federal, state, and local laws. Global laws, laws of other countries.
iv. Sociocultural
1) Values, attitudes, trends, traditions, lifestyles, beliefs, tastes, and patterns of behavior
v. Global
1) Issues associated with the globalization and a world economy
c. The Economic Environment
i. The economic crisis--"Great Recession"--began with turmoil in home mortgage markets in the US
when many homeowners found themselves unable to make payments.
1) Caused by: low interest rates for a long period of time, flows in US housing market, etc.
ii. Even as global economies began the slow process of recovery, most experts believed that the
economic environment facing managers and organizations would not be as it was and would cotinue
to constrain organizational decisions and actions.
d. The Demographic Environment
i. Baby boomers
1) Born between 1946-1964
2) Lots of them
3) Significantly affect every aspect of the external environment as they cycle through various life
stages.
ii. Gen Y
1) Born between 1978-1994
2) Children of baby boomers
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2) Children of baby boomers
3) Also in large number, and also making its imprint on external environment
4) GEN Y affecting organizational workplaces.
iii. Post-Millennials
1) Teens and middle-schoolers
2) iGeneration
3) Grown up with a lot of customizable technology
iv. Important because Large numbers of people at certain stages in the life cycle can constrain decisions
and actions taken by businesses, governments, educational institutions, and other organizations.
e. How the External Environment Affects Managers
i. Jobs and Employment
1) One of the most powerful constraints managers face is the impact of such changes on jobs and
employment--both in poor and good conditions
2) Create challenges for managers who must balance work demands and having enough of the
right types of people with the right skills to do the organization's work.
3) Affect how jobs are created and managed
a) Flexible work arrangements are harder when less jobs are available
f. Managing Stakeholder Relationships
i. Stakeholders--any constituencies in the organization's environment that are affected by an
organization's decisions and actions
ii. Why should managers care about stakeholders?
1) It can lead to desirable organizational outcomes such as improved predictability of
environmental changes, more successful innovations, greater degree of trust among
stakeholders, and greater organizational flexibility to reduce impact of change.
2) It is the "right" thing to do b/c organization depends on external groups as sources of inputs and
as outlets for outputs.
III. Organizational Culture: Constraints and Challenges
a. What is Organizational Culture?
i. Personality of organization. Culture influences the way employees act and interact with ech other.
ii. Organizational culture has been described as the shared values, principles, traditions, and ways of
doing things that influence the way organizational members act.
iii. Culture is perception
iv. Organizational culture is descriptive
v. It is shared
vi. Dimensions of Orgazational culture
1) IMPORTANT
2) CHART ON PAGE 52
3) KNOW ALL OF THEM FOR TEST
b. Strong Cultures
i. Strong cultures--those in which the key values are deeply held and widely shared--have a greater
influence on employees than do weaker cultures.
ii. Organizations with strong cultures, employees are more loyal than in organizations with weak
cultures.
iii. Strong cultures are associated with high organizational performance.
c. Where Culture Comes From and How It Continues
i. Philosophy of Organization's Founders--->Selection Criteria-->Top management
Organization's
Culture
-->Socialization
ii. Organizations help employees adapt to the culture through socialization, a process that helps new
employees learn the organization's way of doing things.
d. How Employees Learn Culture
i. Stories
ii. Rituals
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Chapter 9: Strategic Management
Thursday, February 07, 2013
10:00 PM
I. Strategic Management
a. What Is Strategic Management?
i. Strategic management--what managers od to develop the organization's strategies
ii. Strategies--the plans for how the organization will do what it's in business to do, how
it will compete successfully, and how it will attract and satisfy its customers in order
to achieve its goals.
iii. Business model--how a company is going to make money
1) Focuses on:
a) Whether customers will value what company is providing
b) Whether company can make any money doing that
b. Why Is Strategic Management Important?
i. 3 reasons:
1) It can make a difference in how well an organization performs
2) Managers in organizations of all types and sizes face continually changing
situations and they use strategic management process to examine relevant
factors and decide what actions to take.
3) Organizations are complex and diverse. Each part needs to work together
toward achieving goals; strategic management helps do this.
II. The Strategic Management Process
a. Strategic management process--six step process that encompasses strategic planning,
implementation, and evaluation.
b. Step 1--Identifying the organization's Current Mission, Goals an Strategies
i. Mission--a statement of an organization's purpose
c. Step 2--Doing an External Analysis
i. Managers do external analysis so they know, for instance, what the competition is
doing, what pending legislation might affect the organization, or what the labor
supply is like in locations where it operates.
ii. Examining: economic, demographic, political/legal, sociocultural, technological and
global components to see trends and changes.
iii. Opportunities--positive trends in the external environment
d. Step 3--Doing an Internal Analysis
i. Provides important information about an organization's specific resources and
capabilities.
ii. Resources--an organization's assets that are used to develop, manufacture, and
deliver products to its customers.
iii. Capabilities--an organization's skill and abilities in doing the work activities needed in
its business
iv. Core competencies--the organization's major value-creating capabilities that
determine its competitive weapons
v. Identify organizational strengths/weaknesses
1) Strengths--any activities the organization does well or any unique resources
that it has
2) Weaknesses--activities the organization does not do well or resources it needs
but does not possess.
vi. SWOT analysis--an analysis of organization's strengths, weaknesses, opportunities,
and threats
1) Combination of external and internal analyses
e. Step 4--Formulating Strategies
i. Formulate strategies, and consider the realities of external environment and their
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i. Formulate strategies, and consider the realities of external environment and their
available resources and capabilities.
f. Step 5--Implementing Strategies
i. After formulation, implement strategies properly.
g. Step 6--Evaluating Results
i. Measure how effective strategies have been in helping organization reach its goal
and adjust if necessary.
III. Corporate Strategies
a. What is Corporate Strategy?
i. Corporate strategy--one that determines what business a company is in or wants to
be in, and what it wants to do with those businesses.
b. What Are the Types of Corporate Strategy?
i. Growth strategy--a corporate strategy that's used when an organization wants to
expand the number of markets served or products offered, either through its current
business(es) or through new business(es).
1) Concentration = focus on primary line of business and increase in number of
products offered or markets served in primary business,
2) Vertical integration =
a) Backward--becomes its own supplier so it can control its input
b) Forward--becomes its own distributor and is able to control its outputs
3) Horizontal integration = a company growns by combining with competitors
4) Diversification =
a) Related--when a company combines with other companies in different,
but related, industries.
b) Unrelated--company combines with firms in different and unrelated
industries
ii. Stability strategy--a corporate strategy in which an organization continues to do
what is currently doing
1) Doesn't grown, doesn't fall behind
iii. Renewal strategy--a corporate strategy designed to address declining performance
1) Retrenchment--short-run renewal strategy used for minor performance
problems. Helps organization stabilize operations, revitalize organizational
resources and capabilities, and prepare to compete once again
2) Turnaround strategy--cut costs and restructure operations. For more major
problems. Measures more extensive.
c. How Are Corporate Strategies Managed?
i. SKIP--using tool she mentioned in class. Don't have to know.
IV. Competitive Strategies
a. Competitive strategy--an organizational strategy for how an organization will compete in
its business
b. Strategic business unit (SBU)--the single independent businesses of an organization that
formulate their on competitive strategy
c. The Role of Competitive Advantage
i. Competitive advantage--what sets an organization apart, its distinctive edge
ii. Quality as a Competitive Advantage
1) Emphasis on quality
2) Can be a way for an organization to create a sustainable competitive advantage
iii. Sustaining Competitive Advantage
1) Organization must be able to sustain advantage
2) Effectively exploiting resources and developing core competencies
iv. Porter's Five Forces Model
1) Threat of new entrants
2) Threat of substitutes
3) Bargaining power of buyers
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3) Bargaining power of buyers
4) Bargaining power of suppliers
5) Current rivalry
d. Choosing a Competitive Strategy
i. Cost leadership strategy
1) A strategy that will give the organization a competitive advantage, either from
having lower costs or by being significantly different form competitors.
2) Low-cost leader is highly efficient
a) Doesn't emphasize "frills"
ii. Differentiation strategy
1) Competes by offering products that are widely valued
iii. Focus strategy
1) Involves a cost advantage (cost focus) or a differentiation advantage in narrow
segment or niche
iv. If you can't find strategy--you're stuck in the middle
v. Functional strategy--strategies used by an organization's various functional
departments to support the competitive strategy
V. Current Strategic Management Issues
a. Intense global competitive and high performance expectations by investors and customers
b. The Need for Strategic Leadership
i. Strategies usually developed by top managers
ii. Strategic leadership--the ability to anticipate, envision, maintain flexibility, think
strategically, and work with others in the organization to initiate changes that wil
create a viable and valuable future for the organization.
iii. Eight key dimensions
1) (chart on page 235)
c. The Need for Strategic Flexibility
i. Strategic flexibility--the ability to recognize major external changes, to quickly
commit resources, and to recognize when a strategic decision was a mistake.
d. Important Organizational Strategies for Today's Environment
i. E-business strategies
1) Use to develop a sustainable competitive advantage
2) Cost leader uses to lower costs in variety of ways
3) Differentiator needs to offer products or services that customers perceive and
value as unique
4) Focuser targets a narrow market segment with customized products, laders to
more customer interaction
5) Clicks and bricks strategy
a) Using both online and traditional locations
ii. Customer Service Strategies
1) Customer service need strategies that cultivate from top to bottom
a) Giving customers what they want, communicating effectively, providing
employees with customer service training.
iii. Innovation Strategies
1) May Include applying existing technology to new uses
a) Managers first decide where the emphasis of their innovation efforts will
be.
b) Most resource commitment
2) Others depend on product development strategies
3) Focus on process development
4) First mover--an organization that's first to bring a product innovation to the
market or t ouse a new process innovation
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Chapter 13: Managing Teams
Tuesday, February 05, 2013
9:21 PM
I. Groups and Group Development
a. What is a Group?
i. A group is two or more interacting and interdependent individuals who come
together to achieve specific goals.
ii. Formal groups--work groups defined by organization's structure and have designated
work assignments and specific tasks directed at accomplishing organizational goals.
iii. Informal groups--social groups
b. Stages of Group Development
i. Forming--the first stage of group development in which people join the group and
then define the group's purpose.
1) Complete when members begin to think of themselves as part of a group
ii. Storming--the second stage of group development characterized by intragroup
conflict.
iii. Norming--the third stage of group development characterized by close relationships
and cohesiveness
1) Strong sense of group identity and camaraderie.
2) Complete when group structure solidifies, and group has assimilated a common
set of expectations regarding member behavior.
iv. Performing--the fourth stage of group development when the group is fully functional
and works on group task
v. Adjourning--the final stage of group development for temporary groups during which
group members are concerned with wrapping up activities rather than task
performance.
II. Work Group Performance and Satisfaction
a. External Conditions Imposed on the Group
i. External Conditions imposed on groups---organization's strategy, authority
relationships, formal rules and regulations, availability of resources, employee
selection criteria, performance management system and culture, and general physical
layout of group's work space.
b. Group Member Resources
i. Include: knowledge, abilities, skills, and personality traits. i.e. Interpersonal Skills.
ii. Determine what members can do and how effectively they will perform in a group.
Also effects how they interact with other group members.
c. Group Structure
i. Roles
1) Role--behavior patterns expected of someone occupying a given position in a
social unit.
2) Roles in group oriented around getting work done or keeping group members
happy.
3) A problem that arises is that individuals play multiple roles and adjust their roles
to the group to which they belong at the time, however, differing expectations
of these roles often often crease role conflicts.
ii. Norms
1) Norms--standards or expectations that are accepted and shared by a group's
members
2) Dictate things such as work output levels, absenteeism, promptness, and
amount of socializing on the job.
3) Negative=group norms can increase an individual's antisocial actions
iii. Conformity
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iii. Conformity
1) Because individuals want to be accepted by groups to which they belong,
they're susceptible to pressures to conform.
2) i.e. Asch Experiments (covered in slides)
3) The group often exerts intense pressure on the individual to align his or her
opinion to conform to others opinions--groupthink.
iv. Status Systems
1) Status--a prestige grading, position, or rank within a group.
2) Group members have no problem placing people into status categories and
usually agree about who has high or low status.
v. Group Size
1) A team should be small enough that it can be fed with two pizzas.
2) 5-7 people
3) Large groups are good for getting diverse input. Finding facts.
4) Small groups are better at doing something productive with those facts.
5) Social loafing--the tendency for individuals to expend less effort when working
collectively than when working individually
vi. Group Cohesiveness
1) Group cohesiveness--the degree to which group members are attracted to on e
another and share the group's goal.
2) High cohesiveness & high support=more effective
vii. Group Process
1) Processes that go on within a work group such as communication, decision
making, conflict management, and the like.
viii. Group Decision Making
1) Groups generate more complete information and knowledge
2) Bring diversity of experience and perspectives to the decision process
3) Groups increase acceptance of a solution
4) Disadvantage
a) Timely
b) Dominant & vocal minority can heavily influence decision
c) Groupthink can occur
5) If accuracy, creativity, and degree of acceptance are important, then group
decision may work best.
ix. Conflict management
1) Conflict--perceived incompatible differences that result in interference or
opposition.
2) There views on conflict
a) Traditional view of conflict--the view that all conflict is bad and must be
avoided
b) Human relations view of conflict--the view that conflict is a natural state
and inevitable outcome in any group
c) Interactionist view of conflict--the view that same conflict is necessary for
a group to perform effectively. Can be a positive force.
i) Functional conflicts--conflicts that support a group's gals and
improve its performance
ii) Dysfunctional conflicts--conflicts that prevent a group from
achieving its goals
3) Types of Conflicts
a) Task conflict--conflict over content and goals of the work
i) Low-to-moderate = functional
b) Relationship conflict--conflict based on interpersonal relationships
i) Almost always dysfunctional
c) Process conflict--conflict over how work gets done
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c) Process conflict--conflict over how work gets done
i) For this to be functional, it must be minimal
x. Group Tasks
1) The impact that group processes have on group performance and member
satisfaction is modified by the task the group is doing. It's complexity and
interdependence of tasks influence a group's effectiveness.
2) Simple tasks = routine or standardized
3) Complex tasks = novel or non-routine
III. Turning Groups into Effective Teams
a. What Is a Work Team?
i. Work teams--groups whose members work intensely on a specific, common goal
using their positive synergy, individual and mutual accountability and complementary
skills.
b. Types of Work Teams
i. Problem-solving team--a team from the same department or functional area that is
involved in efforts to improve work activities or to solve specific problems
ii. Self-managed work team--a type of work team that operates without a manager and
is responsible for a complete work process or segment
iii. Cross-functional team--a work team composed of individuals from various functional
specialties
iv. Virtual team--a type of work team that uses technology to link physically dispersed
members in order to achieve a common goal
c. Creating Effective Work Teams
i. A team must be harmonious and friendly to be effective
ii. Clear Goals
1) Clear understanding of the goal
iii. Relevant Skills
1) Composed of competent individuals who have the necessary technical and
interpersonal skills to achieve the desired goals while working well together.
iv. Mutual Trust
1) Must exhibit intense loyalty and dedication to the team
v. Good Communication
vi. Negotiating Skills
1) Flexibility requires team members to possess negotiating skills.
vii. Appropriate Leadership
1) Effective leaders are important.
viii. Internal and External Support
1) Internally, team should have sound infrastructure, i.e. proper training & such
2) Externally, managers should provide team with resources needed to get job
done
IV. Current Challenges in Managing Teams
a. Group Member Resources in Global Teams
i. In global teams understanding relationship between group performance and group
member resources is more challenging because of the unique cultural characteristics
represented by the members.
b. Group Structure
i. Conformity
1) Asch's finding culture-bound
2) Less problems with groupthink
ii. Status
1) Varies between cultures
iii. Social Loafing
1) Western bias
2) Consistent only with individualistic cultures
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Chapter 14: Understanding Individual Behavior
Sunday, February 03, 2013
4:37 PM
I. Focus and Goals of Organizational Behavior
a. Behavior--actions of people
b. Organizational behavior--study of the actions of people at work
i. Like iceberg, small visible dimensions and larger hidden portion
c. Focus of Organizational Behavior
i. Three major areas:
1) Individual behavior--includes such topics as attitudes, personality, perception,
learning, and motivation.
2) Group behavior--includes norms, roles, team building, leadership, and conflict.
3) Organizational aspects--structure, culture, and human resource policies and
practices
d. Goals of Organizational Behavior
i. Goals:
1) Explain why employees engage in some behaviors rather than others
2) Predict how employees will respond to various actions and decisions
3) Influence how employees behave
ii. 6 important employee behaviors:
1) Employee productivity--performance measure of both efficiency and
effectiveness
a) Managers want to know what factors will influence efficiency
2) Absenteeism--the failure to show up for work
a) Big loss for organizations, have to figure out how to reduce it
3) Turnover--voluntary and involuntary permanent withdrawal from an
organization
a) Also loss for organization because of he money involved recruiting and
training new employees, have to figure out how to reduce it
4) Organizational citizenship behavior--discretionary behavior that is not part of
an employee's formal job requirements, but which promotes the effective
functioning of the organization.
a) i.e. helping others on one's work team, volunteering for extended job
activities, avoiding unnecessary conflicts, and making constructive
statements about one's group and organization.
b) Drawbacks: work overload, stress, and work-family life conflicts
5) Job satisfaction--an employees general attitudes toward his or her job
a) Managers have to make sure employees are satisfied so they will do their
best work possible
6) Workplace misbehavior--any intentional employee behavior that is potentially
harmful to the organizations in four ways: deviance, aggression, antisocial
behavior, and violence.
a) Have to keep this from happening to stop havoc in any organization
II. Attitudes and Job Performance
a. Attitudes are evaluative statements--favorable or unfavorable--concerning objects, people,
or events.
b. Made up of 3 components:
i. Cognitive component--beliefs, opinions knowledge, or information held by a person.
ii. Affective component--emotional or feeling part of an attitude.
iii. Behavioral component--an intention to behave a certain way toward someone or
something.
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something.
c. The term attitude usually refers only to the affective component
d. Most interested in: job satisfaction, job involvement, and organizational commitment.
e. Job Satisfaction
i. High=positive attitude towards job
ii. Low=negative attitude towards job
iii. How Satisfied are Employees?
1) In the US, it's been declining since the 1990s. Only about 45% are satisfied with
their job.
2) European countries had higher job satisfaction than the US
3) The global recession has likely had an impact on global job satisfaction rates.
iv. Satisfaction and Productivity
1) Correlation between satisfaction and productivity is fairly strong.
2) More satisfied employees = more effective than organizations with fewer
satisfied employees.
v. Satisfaction and Absenteeism
1) Correlation isn't strong.
2) b/c some organizations with satisfied employees might encourage them to take
sick leaves, etc.
vi. Satisfaction and Turnover
1) Correlation much stronger
2) Satisfied employees = lower levels of turnover
3) Level of satisfaction is less important in predicting turnover for superior
performers because the organization typically does everything it can to keep
them
vii. Job Satisfaction and Customer Satisfaction
1) In service organizations, customer retention and defection are highly dependent
on how frontline employees deal with customers.
2) Employees who have regular contact with customers report that rude
thoughtless, or unreasonably demanding customers adversely affect their job
satisfaction.
viii. Job Satisfaction and OCB
1) There is a modest overall relationship between job satisfaction and OCB.
2) Things that influence individual OCB
a) Tempered by perceptions of fairness.
b) The type of citizenship behavior a person's work group exhibits
3) Can have positive benefits for organization
ix. Job Satisfaction and Workplace Misbehavior
1) Employees who are dissatisfied usually sometimes respond with misbehavior in
workplace.
f. Job Involvement and Organizational Commitment
i. Job involvement--degree to which an employee identifies with his or her job, actively
participates in it and considers his or her job performance to be important to selfworth
1) High = few absences, low resignation rates, higher employee engagement with
their work.
ii. Organizational commitment--degree to which an employee identifies with a
particular organization and its goals and wishes to maintain membership in that
organization
1) Leads to lower levels of both absenteeism and turnover and is a better indicator
of turnover than job satisfaction
2) Perceived organizational support--employees general belief that their
organization values their contribution and cares about their well being.
a) Commitment of the organization to the employee can be beneficial .
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