ESCP-EAP European Executive MBA ORGANIZATIONAL BEHAVIOR.
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Transcript of ESCP-EAP European Executive MBA ORGANIZATIONAL BEHAVIOR.
ESCP-EAPEuropean Executive MBA
ORGANIZATIONAL BEHAVIOR
WHO AM I ?
Philippe Gabilliet Ph.D., 47 y.o.
Associate Professor & Dean of ESCP-EAP ’s European Executive MBA and Full-time Executive MBA
22 years experience in Coaching, Consulting business, Management and Executive education
Behavioral dynamics, Motivation,Influence, Leadership, Cross-cultural issues
Research topics :– Leadership development dynamics
– Transfer of management practices in emerging countries
THE MBA SECRET PATH :
fromprofessional effectiveness
tomanagerial success...
EFFECTIVE MANAGERS SKILLS (Katz)
TECHNICAL– Specialized knowledge and expertise
CONCEPTUAL– Mental ability to analyse and diagnose complex situations
HUMAN AND RELATIONSHIPS– Ability to work with, understand and motivate people.
– Many managers appears to be technically and conceptually proficient but interpersonnaly incompetent
EFFECTIVE or SUCCESSFUL ?
EFFECTIVENESS– Quantity / quality of performance and
satisfaction / commitment of employees
SUCCESS– Speed of promotion within an organization /
carreer dynamics
Do managers who move up most quickly in organizations do the same activities with the same emphasis as managers who do the best job ?
Introduction to
Organizational Behavior
FIRST THINGS FIRST…
. What is an Organisation ?
. What is a Behavior ?
. What is Organizational Behavior ?
WHAT IS AN ORGANIZATION ?The Academic Vision
A structured and coordinated social system consisting of a collection of people who work together to achieve both individual and organizational goals or set of goals…
WHAT IS AN ORGANIZATION ?The Academic Vision
A structured and coordinated social system consisting of a collection of people who work together to achieve both individual and organizational goals or set of goals…
So What ?
WHAT IS AN ORGANIZATION ?
It is not a STRUCTURE…
Organization is mainly what people are DOING.
Organization is like an ICEBERG.
Organization is like a STAGE.
THE ORGANIZATIONAL ICEBERG
VISIBLE ASPECTSStrategiesObjectives
Policies & ProceduresStructure
TechnologyFormal authority
Chain of command
THE ORGANIZATIONAL ICEBERG
VISIBLE ASPECTSStrategiesObjectives
Policies & ProceduresStructure
TechnologyFormal authority
Chain of command
HIDDEN ASPECTSAttitudes
PerceptionsGroup norms
Informal interactionsGrapevine, rumors
Influence processesPolitical dynamics
Interpersonal and Intergroup conflicts
The Organizational Stage
MANAGER
The Organizational Stage
MANAGER
N +
N -
The Organizational Stage
MANAGER
N +
N -
N = N x
WHAT IS BEHAVIOR ?
The Behavioral Iceberg (once again !)
The Person and the Context
Behaving = Interacting
Only actors can behave…
THE BEHAVIORAL ICEBERG
BEHAVIORS
ATTITUDES
MOODS,FEELINGS, EMOTIONS
PERCEPTIONS, ASSUMPTIONS
MOTIVATIONS, EXPECTATIONS, DESIRES
BELIEFS
ReasonLogicObvious
UnconsciousPsychologicalLatent
BEHAVIORAL GROUNDS
THE PERSONIdentity, values,
traits, personality...
BEHAVIORAL GROUNDS
WHAT IS PERSONALITY ?
1°) Dynamic concept describing the growth and development of person ’s whole psychological system.
2°) The unique and relatively stable pattern of behaviour, thoughts and emotions shown by individuals.
MAJOR PERSONALITY ATTRIBUTES INFLUENCING BEHAVIOR
LOCUS OF CONTROL
– Internals vs. Externals
MACHIAVELIANISM
– High Machs vs. Low Machs
SELF ESTEEM
– High SEs vs. Low SEs
SELF MONITORING
– Adaptability vs. Consistency
RISK TAKING
– Assuming vs. Avoiding
PROACTIVITY
– Anticipating vs. Reacting
WHAT IS PERSONALITY ?
1°) Dynamic concept describing the growth and development of person ’s whole psychological system.
2°) The unique and relatively stable pattern of behaviour, thoughts and emotions shown by individuals.
3°) Sum total of ways in which an individual interacts with oneself, others and his/her environment.
THE PERSONIdentity, values,
traits, personality...
BEHAVIORAL GROUNDS
OTHERSRelationships,
contacts,interactions...
THE PERSONIdentity, values,
traits, personality...
BEHAVIORAL GROUNDS
OTHERSRelationships,
contacts,interactions...
THE PERSONIdentity, values,
traits, personality...
ENVIRONMENTS Physical, social, professional...
BEHAVIORAL GROUNDS
THE PERSONIdentity, values,
traits, personality...
BEHAVIORAL GROUNDS
THE CONTEXT
Others Environment
WHAT IS ORGANIZATIONAL BEHAVIOR ?
Study of factors that affect how indivuals and groups act in an organization and how that behavior affects the performance of the organization…
Study of the impact that individuals, groups and structures have on behavior within organization...
… IN ORDER TO HELP IMPROVE ORGANIZATION PERFORMANCE AND EFFECTIVENESS.
OB QUIZZ...
True / False
Employees who are satisfied with one job tends to be satisfied with other jobs, too.1
2
3
4
5
6
7
Because « two heads are better than one », groups make better decisions than individuals.
The real charismatic leaders act the same, regardless of the situation they face
Specific goals make people nervous ; employees work better (on average) when asked to do their best.
Employees get bored easily, leading them to welcome organizational change
Financial incentives are still the best motivators
Employees generally shy away from challenges on the job
THE OB MODEL
THE DEPENDENT VARIABLES– Productivity– Job satisfaction– Efforts, Involvement– Absenteeism, turnover, etc.
THE INDEPENDENT VARIABLES– Individual level variables– Group level variables– Contextual variables (organization & environment)
THE OB DYNAMICS
CONTEXT(organization and environment
GROUP
(structure and culture)
INDIVIDUAL
(traits and strategies)
OB, WHAT FOR ?
UNDERSTANDING
PREDICTING
INFLUENCING
PRACTICE THE « OB » ATTITUDE
Think in terms of beliefs, feelings and desires
Think in terms of context Never forget that symptom comes first Contrast « why » and « what for » Always search opportunities for action
(WCID-WTM)
6 SESSIONS -> 6 TOPICS
1. UNDERSTANDING MANAGERIAL ROLES (Ph. Gabilliet)
2. MOTIVATION AND INVOLVEMENT (Ph. Gabilliet)
3. CROSS-CULTURAL COMMUNICATION (K. Balazs)
4. LEADERSHIP (K. Balazs)
5. ORGANIZATIONAL CULTURE (K. Balazs)
6. POWER AND POLITICS (Ph. Gabilliet)
SESSION 1
From Managerial Position
toManager ’s Roles.
WHAT IS MANAGEMENT ?
Making decisions, allocating resources and directing the activities of others in order to attain individual and collective goals.
« Getting things done and results achieved through other people… »
THE MANAGERIAL ACTION MODEL
SITUATION contingencies. Environment. Organization
. Stakes. Opportunities & risks
GROUP dynamics . Skills
. Commitment. Demands
. Expectations. Perceptions
MANAGER as a person
. Motivation. Capabilities. Personality. Behaviors
SELF
SPECIALIST
MANAGER
EXECUTIVE
A triple change process Identity
Perceptions
Priorities
MANAGERIAL « COATS »
MANAGERIAL ROLES
MANAGER : any person who supervises directly or undirectly one or more other ’s work within a mission, an objective or a project.
ROLE : set of behaviors or tasks a person is expected to perform because of the position he / she holds in a group or organization
The Managerial Stage
MANAGER
N +
N -
N = N x
BASIC FUNCTIONS OF MANAGEMENT.
PLANNING
ORGANIZING
LEADING
CONTROLLING
THE MANAGER ’S ROLES : The Mintzberg ’s Model
Interpersonal roles
FigureheadLiaisonLeader
Informational roles
MonitorDisseminator
Spokesperson
Decisional rolesEntrepreneur
Disturbance handlerResource allocator
Negotiator
FORMAL AUTHORITY
& STATUS
INTERPERSONAL ROLES
FIGUREHEAD– Performing symbolic duties of a legal and social nature.
LIAISON– Establishing and maintaining a web of relationships with
individuals and groups outside of one ’s organizational unit.
LEADER– Providing guidance, checking motivation, creating favorable
conditions for doing the work
INFORMATIONAL ROLES
MONITOR– Seeking informations from a variety of sources in order to
discover problems / opportunities an develop an understanding of outside events and internal processes
DISSEMINATOR– Transmitting informations to subordinates, in its original form
or after interpretation and added value.
SPOKESMAN– Transmitting information and expressing value statement to
people outside one ’s organization.
DECISION-MAKING ROLES
ENTREPRENEUR– Acting as an initiator and designer of controlled change to exploit
opportunities for improving the existing situation.
DISTURBANCE HANDLER– Dealing with sudden crisis that cannot be ignored (unforeseen
events, conflict, loss of key subordinate, accident, etc.).
RESOURCE ALLOCATOR– Exercizing authority to allocate resources such as money,
personal, material, equipments, facilities and services.
NEGOTIATOR– Dealing with negotiation situations requiring a substantial level of
authority and commitment.
ESCP-EAPEuropean Executive MBA
ORGANIZATIONAL BEHAVIOR
SESSION 2
From Motivation
toOrganizational Commitment
THE BEHAVIORAL ICEBERG
BEHAVIORS
ATTITUDES
MOODS,FEELINGS, EMOTIONS
PERCEPTIONS, ASSUMPTIONS
MOTIVATIONS, EXPECTATIONS, DESIRES
BELIEFS
ReasonLogicObvious
UnconsciousPsychologicalLatent
WHAT IS MOTIVATION ?
The process that determine intensity, direction and persistence of a person ’s behavior toward the attainment of a goal
– INTENSITY is concerned with effort, with how hard a person tries.
– DIRECTION is concerned with the choice of behavior made and orientation of efforts
– PERSISTENCE deals with how long a person can maintain efforts in situation of obstacles, frustration or faillure
TO BE « MOTIVATED »• Personality trait• Inner state, intrinsic dynamics• Mood, feeling
« MOTIVATING » OTHER PEOPLE :• Behavioral know-how
• Ability to interact with others by giving energy, enthusiasm, meaning
MOTIVATIONThe two-faces process
1. I feel motivated when...
2. I motivate others when….
WHAT ABOUT YOU ?
MOTIVATIONAL GROUNDS
Personal characteristics
MOTIVATIONAL GROUNDS
THE CONTEXT
Personal characteristics
MOTIVATIONAL GROUNDS
THE CONTEXT
Relations with others
Personal characteristics
MOTIVATIONAL GROUNDS
THE CONTEXT
Relations with others
Environment opportunities
and constraints
Personal characteristics
MOTIVATION : a complex dynamics
People may be motivated by many things
Motivation is not synonymous of performance
PERFORMANCE FACTORS
Motivation
Skills & competencies
PERF.
PERFORMANCE FACTORS
Motivation
Skills & competencies
PERF.
The Context variables
PERFORMANCE FACTORS
Motivation
Environmentvariables
Managementsystem
Skills & competencies
PERF.
MOTIVATION : a complex dynamics
People may be motivated by many things
Motivation is not synonymous of performance
Motivation may be a key determinant in job commitment and organizational involvement
Motivation cannot be created but it can be influenced and maintained by the management
PHYSIOLOGICAL
SECURITY
BELONGING
ACTUALIZATION
ESTEEM
HIERARCHY OF NEEDS(A. Maslow)
CONTINUUM OF NEEDS(Alderfer, 1972)
Existence needs(basic requirements)
Relatedness needs(social status)
Growth needs(personal ambitions)
The opposite of satisfaction is not dissatisfaction : removing dissatisfying characteristics from a job
does not necessarily make the job satisfying
SATISFACTION
DISSATISFACTION
Lack of satisfaction
Lack ofdissatisfaction
TWO-FACTORS THEORY(Herzberg, 1959)
TWO PRINCIPLES– INTRINSIC factors (motivators) are related to job
satisfaction. – EXTRINSIC (hygiene) factors are associated with
dissatisfaction
TWO MAIN IMPLICATIONS– Manager ’s priority is to prevent dissatisfaction by
assessing and neutralizing dissatisfying extrinsic / hygiene factors (dissatisfiers).
– BUT to really motivate people, manager must emphasize factors intrisically rewarding, those associated to work itself or to outcomes directly derived from it (satisfiers).
CONTRIBUTIONS. Efforts
. Time
. Experience, expertises
. Commitment
. Maturity
. « Sacrifices », etc.
RETRIBUTIONS. Money
. Recognition
. Job interest
. Training
. Professional evolution
. Career opportunities, etc.
EQUITY THEORY(Adams, 1965)
Key concept : MENTAL ACCOUNTING
Individuals always compare their jobs inputs and outcomes with others ’.
EXPECTANCY THEORY
INDIVIDUALEFFORT
INDIVIDUALPERFORMANCE
ORGANIZATIONALREWARDS1 2
PERSONAL GOALS
3
1. Effort -> performance relationship
2. Performance -> rewards relationship
1. Rewards -> personal goals relationship
VALENCEDoes the reward worth the effort ?
EXPECTANCY
Does my effort lead to performance ?
INSTRUMENTALITY
Does the performance lead to outcome, reward, etc.
MOTIVATION
M = V x I x E
EXPECTANCY THEORY(V. Vroom, 1964)
M
GOAL-SETTING THEORY(Locke, 1968)
THREE PRINCIPLES– SPECIFIC goals produce a higher level of output than do
the generalized goals.– The more DIFFICULT the goal, the higher the level of
average performance.– People succed better when they get FEED-BACK on how
well they are progressing towards their goals
FOUR FACTORS– Goal commitment– Adequate self-efficacy– Task characteristics– National culture
1 - SKILL VARIETY
2 - TASK IDENTITY
3 - TASK SIGNIFICANCE
4 - AUTONOMY
5 - FEED-BACK
JOB CHARACTERISTICS MODELBasic Elements
JOB CHARACTERISTICS MODELThe Dynamics
Core Job Dimension
Critical Psychological
States
Personal and Work Outcomes
. Skill variety
. Task identity
. Task significance
. Autonomy
. Feed-back
. Experienced meaningfulness of the work
. Experienced responsibility for out- comes of the work
. Knowledge of the actual results of the work activities
. High internal work motivation
. High quality work performance
. High satisfaction with the work
. Low absenteeism and turnover.
V as VARIETY
A as AUTONOMY
R as RESPONSABILITY
I as INFORMATION
F as FEED-BACK
VARIF Job Enrichment Model
The manager ’s view :
« I need highly motivated people» he/she is expecting more INVOLVEMENT
The subordinate ’s view :
« I need a highly motivating management » he/she is expecting more SATISFACTION
MOTIVATIONAL PARADOX
1 - JOB SATISFACTION
• refers to an individual ’s general atttiude toward his / her job..
2 - JOB INVOLVEMENT
• degree to which a person identifies with his/her job, actively participates in it and considers performance as an important factor for self-worth.
THREE ATTITUDESWhat is what ?
3 - ORGANIZATIONAL COMMITMENT
• degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in it.
1 - CONTINUANCE COMMITMENT
• strength of a person ’s desire to remain working for an organization due to belief that it may be costly to leave.
2 - AFFECTIVE COMMITMENT
• strength of people desires to continue working for an organization because they agree its underlying goals and values.
ORGANIZATIONAL COMMITMENTThe three-faces
3 - NORMATIVE COMMITMENT
• employee ’s feeling of obligation to stay with the organization because of pressures from others.
SATISFACTION ++
INVOLVEMENT - -
INVOLVEMENT ++
SATISFACTION - -
SATISFACTION / INVOLVEMENT
SATISFACTION ++
INVOLVEMENT - -
INVOLVEMENT ++
SATISFACTION - -
SATISFACTION / INVOLVEMENT
Fat bellies
Deadwood Rebels
Core stars
ACTIVE
DESTRUCTIVE
CONSTRUCTIVE
PASSIVE
FACING JOB DISSATISFACTION
ACTIVE
DESTRUCTIVE
CONSTRUCTIVE
PASSIVE
FACING JOB DISSATISFACTION
EXIT
NEGLECT LOYALTY
VOICE
INCENTIVE
INVOLVEMENT
SATISFACTION
ACTION OUTCOMES
MOTIVATION
MOTIVATIONAL PROCESS
MOTIVATING OTHERSThe check-list
Understanding individual needs
Making the job fit
Inspiring people to do better
Maintaining performance
Generating enthusiasm
ESCP-EAPEuropean Executive MBA
ORGANIZATIONAL BEHAVIOR