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Introduction to the Field of Organizational Behavior Chapter 2
- 2. Organizational
BEHAVIOR
MCSHANE VON GLINOW
2 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Assessing Competencies at EMC
When EMC was about to
dramatically expand its work
force, an executive team at the
enterprise storage products
firm developed an “Employee
Success Profile.” This list of
generic competencies
represented the traits of
successful employees, such as
goal-orientation and integrity.
Courtesy of EMC Corp.
- 3. Organizational
BEHAVIOR
MCSHANE VON GLINOW
3 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Motivation
Individual
Behavior and
Performance
Model of Individual Behavior
Role
Perceptions
Situational
Contingencies
Ability
- 4. Organizational
BEHAVIOR
MCSHANE VON GLINOW
4 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Types of Work-Related Behaviors
• Joining the organization
• Remaining with the organization
• Maintaining work attendance
• Performing required job duties
• Exhibiting organizational citizenship
- 5. Organizational
BEHAVIOR
MCSHANE VON GLINOW
5 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Definition of Learning
A relatively permanent change in
behavior (or behavior tendency) that
occurs as a result of a person’s
interaction with the environment.
- 6. Organizational
BEHAVIOR
MCSHANE VON GLINOW
6 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Behavior Modification
• We “operate” on the environment
– alter behavior to maximize positive and
minimize adverse consequences.
• Operant versus respondent behaviors
• Law of effect
– likelihood that an operant behavior will be
repeated depends on its consequences
- 7. Organizational
BEHAVIOR
MCSHANE VON GLINOW
7 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Consequences
What happens
After behavior
Employee
receives
attendance
bonus
Example
A-B-Cs of OB Modification
Behavior
What person
says or does
Employee
attends
scheduled
work
Antecedents
What happens
before behavior
Attendance
bonus system
is announced
- 8. Organizational
BEHAVIOR
MCSHANE VON GLINOW
8 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Behavior
Increases/
Maintained
Behavior
Decreases
Consequence
is Introduced
Consequence
is Removed
Contingencies of Reinforcement
Punishment
Positive
reinforcement
Extinction Punishment
Negative
reinforcement
No
Consequence
- 9. Organizational
BEHAVIOR
MCSHANE VON GLINOW
9 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Schedules of Reinforcement
• Continuous reinforcement
• Fixed interval
• Variable interval
• Fixed ratio
• Variable ratio
- 10. Organizational
BEHAVIOR
MCSHANE VON GLINOW
10 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
OB Modification Limitations
• Can’t reinforce nonobservable behavior
• Reinforcer tends to wear off
• Variable ratio schedule is a form of
gambling
• Ethical concerns about perceived
manipulation
- 11. Organizational
BEHAVIOR
MCSHANE VON GLINOW
11 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Learning through Feedback
• Any information about consequences
of our behavior
• Clarifies role perceptions
• Corrective feedback improves ability
• Positive feedback motivates future
behavior
- 12. Organizational
BEHAVIOR
MCSHANE VON GLINOW
12 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Evaluated
Employee
Co-worker
Customer
Subordinate
Project
leader
Supervisor
Co-worker
Subordinate
Subordinate
Multi-Source (360 Degree) Feedback
- 14. Organizational
BEHAVIOR
MCSHANE VON GLINOW
14 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Social Learning Theory
• Behavioral modeling
– Observing and modeling behavior of others
• Learning behavior consequences
– Observing consequences that others experience
• Self-reinforcement
– Reinforcing our own behavior with
consequences within our control
- 15. Organizational
BEHAVIOR
MCSHANE VON GLINOW
15 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Courtesy of International Forest Products Ltd.
Learning at International Forest Products
At International Forest
Products Ltd., employees
receive hands-on, just-in-
time learning from
coworkers on the job site,
not just in the classroom.
- 16. Organizational
BEHAVIOR
MCSHANE VON GLINOW
16 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Learning Through Experience
• Benefits of experiential learning
– Helps acquire tacit knowledge/skills
– Allows implicit learning
• Practicing experiential learning
– Reward experimentation
– Recognize mistakes as part of learning
– Action learning -- investigating a real problem