Organizational Behavior and Comparative Management 1

Organizational Behavior and Comparative Management 1

Course Learning Outcomes for Unit IV Upon completion of this unit, students should be able to:

1. Explain the levels of analysis of organizational behavior models. 4.1 Analyze the inputs, processes, and outcomes of an organizational behavior model. 4.2 Explain the three levels of analysis of an organizational behavior model.

Course/Unit Learning Outcomes

Learning Activity

4.1

Unit Lesson Chapter 1, pp. 26–31 Chapter 5, pp. 145–150 Chapter 6, pp. 199 Chapter 12, pp. 398–400 Chapter 18, pp. 631 Article: “The Five-Factor Model of Personality Traits and Organizational

Citizenship Behaviors: A Meta-Analysis” Unit IV Essay

4.2

Unit Lesson Chapter 1, pp. 26–31 Chapter 5, pp. 145–150 Chapter 6, pp. 199 Chapter 12, pp. 398–400 Chapter 18, pp. 631 Article: “The Five-Factor Model of Personality Traits and Organizational

Citizenship Behaviors: A Meta-Analysis” Unit IV Essay

Reading Assignment Chapter 1: What Is Organizational Behavior?, pp. 26–31 Chapter 5: Personality and Values, pp. 145–150 Chapter 6: Perception and Individual Decision Making, p. 199 Chapter 12: Leadership, pp. 398–400 Chapter 18: Organizational Change and Stress Management, p. 631 In order to access the following resource, click the link below. Chiaburu, D. S., Oh, I.-S., Berry, C. M., Li, N., & Gardner, R. G. (2011). The five-factor model of personality

traits and organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 96(6), 1140–1166. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=pdh&AN=2011-12684-001&site=ehost-live&scope=site

UNIT IV STUDY GUIDE

Organizational Behavior Models

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Unit Lesson Introduction As we elaborate on our understanding of organizational behavior, it can be helpful to explore several different models. These models enable us to look at a concept from a variety of different perspectives. There is no one-size-fits-all to explain organizational behavior. Instead, the behaviors exhibited are the result of interactions between multiple variables that are also influenced by the level of analysis. So, before we delve into the models themselves, one must understand the variables involved and the different levels of analyses that come together to form the models. Types of Variables There are three types of variables involved in creating an organizational model. These variables include inputs, processes, and outcomes (Robbins & Judge, 2019).

Inputs are the basic building blocks that lead to processes (Robbins & Judge, 2019). These inputs may be inherent from the onset of a working relationship, or they may develop over time. For instance, an individual may have certain characteristics that are the result of genetics or upbringing. Similarly, groups of people may be assigned roles and responsibilities when teams are formed to work on a particular project. Likewise, an organization has likely evolved over the years to the extent that customs and norms become evident. All of

these are examples of inputs that can influence processes. The inputs just described can influence some sort of action within the organization. These actions are known as processes (Robbins & Judge, 2019). Examples of processes include making decisions, communicating, negotiating, and exercising change practices. As a result of the processes utilized, we arrive at some sort of outcome. These outcomes may be what was anticipated, or they may be things that we analyze further to explain what happened (Robbins & Judge, 2019). In any event, the outcome is a result of the interactions between many of the variables already noted. Outcomes may include attitudes, stress, task performance, organizational citizenship behavior, group functioning and cohesion, productivity, and organizational survival. Levels of Analysis Along with the types of variables revealed, we also need to understand the impact of the levels of analysis. The three levels of analysis focus on the individual, the group, and the organization (Robbins & Judge, 2019). At each level, much can be learned about the inputs, processes, and outcomes. Each level builds a foundation upon which the next continues to build. For instance, one must consider what each individual can bring to a group. It is the individual inputs, processes, and outputs that pave the way for the many influences on the group level of analysis. This group level also progresses through the inputs, processes, and outputs that influence what can be seen at the organizational level. A Basic Organizational Behavior Model In understanding the variables and the levels of analysis, one has already been introduced to one of the most basic models of organizational behavior. As noted earlier, the variables, processes, and outcomes at the individual level influence the model’s group dynamics. This then leads to the organizational level. What begins at the most basic level can have far-more reaching impacts (Robbins & Judge, 2019). Many researchers have created more elaborate models that can aid us in gaining a better understanding of the many influences on organizational behavior at each level (individual, group, and organization).

Inputs Processes Outcomes

Variables involved in creating an organizational model include inputs, processes, and outcomes.

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The Big Five Personality Model The Big Five Personality Model focuses on five specific traits of an individual that help to characterize one’s personality. When assessing the traits in coordination with one another, the model can be used to assess what an individual may do or how that person may react in a variety of situations (Chiaburu, Oh, Berry, Li, &

Gardner, 2011). These five traits include conscientiousness, emotional stability, extraversion, openness to experience, and agreeableness (Robbins & Judge, 2019). In looking at these traits, one is addressing a number of different questions. How dependable and reliable is this individual? Is this person calm and confident or nervous and insecure? Is this person sociable and assertive? How sensitive or curious is this person? Is this person good-natured and cooperative? While the answers to these questions may not be cut and dry with yes or no answers, the assessments can lead to intriguing insights and reliable predictions of behavior. The Model of Creativity In looking at business scenarios, we often find ourselves being presented with challenges. When this happens, what are you going to do? Depending on your degree of creativity, you may look at lessons learned and what others have done in the past, or you may opt to think outside of the box and produce new and ingenious ideas. It is the level of creativity that may have a large influence on which path you choose.

The model of creativity is another model that focuses on the individual. The three components that make up this model include creative behavior, predictors of creative behavior, and outcomes from creative behavior (Robbins & Judge, 2019). The model begins at the center with an understanding of what creative behavior entails. This is a four-step process that includes identifying the problem, gathering information, generating ideas, and evaluating one’s options. Our response to such a situation is dependent on our intelligence, personality, expertise, and ethics (Robbins & Judge, 2019). Each characteristic or trait is a predictor of our creative potential. With all this combined, we then tend to focus on the outcomes. Some are likely to be more creative than others. Nonetheless, innovation is key, especially to those stakeholders involved. If the outcome is useful and helpful to the stakeholders, then it is likely to be deemed a success. The Fiedler Model The Fiedler Model was developed by Fred Fiedler as the first comprehensive contingency model for leadership (Robbins & Judge, 2019). This model is based on group dynamics as opposed to that of an individual like the two previous models discussed. According to this theory, “effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader” (Robbins & Judge, 2019, p. 398). To make this determination, one must first complete the least preferred coworker (LPC) questionnaire. This questionnaire is going to enable one to identify as either being relationship-oriented or task-oriented based upon how that individual would describe one of his/her least favorable coworkers. If the coworker is described using favorable terms, then the person providing the description is likely to be relationship oriented (Robbins & Judge, 2019). On the contrary, if the coworker is described using unfavorable terms, then the person providing the description is likely to be task-oriented (Robbins & Judge, 2019). The situation is then evaluated based on three other dimensions: leader-member relations, task structure, and position power. If a fit is found between the leader’s particular style and situation itself, then there may be leadership effectiveness. On the other hand, if there is no fit per se, then changes may need to be made to achieve the level of effectiveness desired. The Leader-Participation Model Have you heard people say that what you say is as important as how you say it? The Leadership-Participation Model is a bit like that. The Leader-Participation Model is another model that focuses on the group level influences of organizational behavior. The focus is on a leader’s behavior and the degree to which subordinates are permitted to participate in the decision-making process (Robbins & Judge, 2019). The model

(Lacroix, n.d.)

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itself lays down the rules for when and how these types of interactions can occur. While some situations are more conducive to a leader making an executive decision and moving forward, other situations can benefit from the participatory style. Lewin’s Three-Step Model of the Change Process Kurt Lewin developed the three-step model of the change process that looks at the overall organization itself (Robbins & Judge, 2019). In order for a paradigm shift to occur, unfreezing must occur. This is the first step. According to Lewin, this can occur in one of three ways. There may be: (a) an increase in driving forces, (b) a decrease in restraining forces, or (c) some other combination of the two. Once this is done, the second step is where the change can occur. It is in this phase that movement from one way of doing things to another can occur. Once the momentum is in place, it should be sustained, if possible, until the desired effect is achieved. Upon getting to the desired state, then in the third and final step it is to be re-frozen in place whereby the restraining and driving forces are once again in balance with one another (Robbins & Judge, 2019). If additional changes are needed, then the process would be implemented once again. Conclusion Throughout this unit, we have focused on understanding the levels of analysis and a multitude of variables that are used to create models to help us better understand the dynamics of organizational behavior. There are no easy answers in all cases. It takes time, effort, and understanding to lead our teams where we need them to go. We are all unique, yet we bring a wealth of knowledge and experiences to our workplaces. The interactions with others and even the setup of the organization itself can influence the behaviors exhibited. Still, through understanding the many interactions, the models discussed can provide a new perspective on the predictors of behaviors that are going to aid us in making decisions on what is needed to get us to the desired outcome.

References

Chiaburu, D. S., Oh, I.-S., Berry, C. M., Li, N., & Gardner, R. G. (2011). The five-factor model of personality traits and organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 96(6), 1140–1166. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=pdh&AN=2011-12684-001&site=eds-live&scope=site

Larcoix, A. (n.d.). Personality traits, ID 19168435 [Photograph]. Retrieved from

https://www.dreamstime.com/royalty-free-stock-photo-personality-traits-image19168435 Robbins, S. P., & Judge, T. A. (2019). Organizational behavior. (18th ed.). New York, NY: Pearson.