Transcript Organizational Behavior

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COMMERCE 2BA3
ORGANIZATIONAL BEHAVIOUR
Class 6
Influence, socialization, and culture
Leadership
Dr. Christa Wilkin
Brain Teasers
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cl_udy
AP
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roads
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noon good
Last Class
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Team progress will depend on which stage team is in
Teams are not necessarily more effective than
individuals
THIS CLASS
 Influence, Socialization, and Culture
 Leadership
Agenda
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Social influence in organizations
Socialization
Organizational culture
Difference between leaders and managers
Theories of leadership
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CH 8: INFLUENCE, SOCIALIZATION,
AND CULTURE
Social Influence in Organizations
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In many social settings, and especially in groups,
people are highly dependent on others.
This dependence sets the stage for influence to
occur.
Two kinds of dependence are information
dependence and effect dependence.
Information Dependence
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Reliance on others for information about how to
think, feel, and act.
Information dependence gives others the
opportunity to influence our thoughts, feelings, and
actions via the signals they send to us
 E.g.,
How did I do in my presentation? Was the test
really hard? Am I overreacting?
Effect Dependence
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Reliance on others due to their capacity to provide
rewards and punishment
The group frequently has a vested interest in how
individual members think and act
Group members desire the approval of the group
 E.g.,
Wear cool clothes to fit in (reward) to avoid name
calling (punishment)
Question
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When you start a new job, how do you know what
types of things are acceptable or not (e.g., attire,
language, etc)?
Organizational Socialization
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Socialization is the process by which people learn
the norms and roles that are necessary to function in
a group or organization.
It is a learning process in which new members must
acquire knowledge, change their attitudes, and
perform new behaviours.
 E.g.,
show up early or late, what to wear, how to greet
people
Dress Code Video Clip
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To what extent should organizations be able to tell
employees what to wear in the workplace?
Person-Job and PersonOrganization Fit
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Person-job fit refers to the match between an
employee’s knowledge, skills, and abilities and the
requirements of a job.
Person-organization fit refers to the match between
an employee’s personal values and the values of an
organization.
P-J and P-O fit are strongly related to job attitudes
and behaviours.
Question: What types of job attitudes and
behaviours relate to misfit?
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Stages of Organizational
Socialization
Unrealistic Expectations
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People entering organizations hold many
expectations that are inaccurate and often
unrealistically high.
When they enter an organization they experience a
reality shock and their expectations are not met.
Unrealistic expectations are a result of occupational
stereotypes, the media, and recruiters.
 E.g.,
Interviewed for a job and manager said that job
was awful
Questions
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As an employee, what do you expect from your
organization?
What does your organization expect from you?
Psychological Contract
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Beliefs held by employees regarding the reciprocal
obligations and promises between them and their
organization.
Psychological contract breach is a common
occurrence and can result in feelings of anger and
betrayal that have a negative effect on employees’
work attitudes and behaviour.
Methods of Socialization
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Organizations differ in terms of who does the
socializing, how it is done, and how much is done.
Many organizations make use of the following
methods of socialization:
 Realistic
job previews
 Employee orientation programs
 Socialization tactics
 Mentoring
Realistic Job Previews
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The provision of a balanced realistic picture of the
positive and negative aspects of the job to job
applicants.
Research shows that realistic job previews are
effective in reducing unrealistic expectations and
turnover and improving job performance.
 E.g.,
I’ve met with numerous students interested in
pursuing a PhD at Mac
Employee Orientation Programs
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Question: How many have participated in a formal
employee orientation program?
Orientation programs are designed to introduce
new employees to their job, the people they will be
working with, and the organization.
Most orientation programs take place during the
first week of entry and last one day to one week.
Orientation programs can have an immediate effect
on learning and a lasting effect on the job attitudes
and behaviours of new hires.
Socialization Tactics
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Collective vs. individual
Formal vs. informal (on the job)
Sequential vs. random
Fixed vs. variable (timeframe)
Serial (experienced, role models) vs. disjunctive
Investiture (affirm identity) vs. divestiture (strip selfconfidence)
Depends on organization
 E.g.,
army vs. engineering consulting
Mentoring
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A mentor is an experienced or more senior person in
the organization who gives a junior person special
attention, such as giving advice and creating
opportunities to assist him or her during the early
stages of his or her career.
In order for mentors to be effective, they must
perform two types of mentor functions:
 Career
functions (coach, feedback)
 Psychosocial functions (role model, counselling)
What Is Organizational Culture?
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The shared beliefs, values, and assumptions that
exist in an organization.
Culture provides uniqueness and social identity to
organizations.
It represents a true “way of life” for organizational
members.
It tends to be fairly stable over time.
Diagnosing a Culture
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Symbols
 Use
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symbols to reinforce cultural values
Rituals
 Rites,
 E.g.,
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rituals, and ceremonies can convey essence
Wal-Mart cheer
Stories
 The
folklore of organizations – stories about past
organizational events – is a common aspect of culture.
Task
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Form a group of 5 to 6 people
Answer the question, “What is the organizational
culture at Mac?”
Be prepared to report several shared beliefs,
values, and assumptions to the class
Subcultures
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An organization can have several cultures or what
are known as subcultures.
Subcultures are smaller cultures that develop within
a larger organizational culture that are based on
differences in training, occupation, or departmental
goals.
 E.g.,
could be a different culture across faculties or
across departments
The “Strong Culture” Concept
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An organizational culture with intense and pervasive
beliefs, values, and assumptions.
A strong culture provides great consensus
concerning “what the organization is about” or what
it stands for.
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E.g., WestJet Airlines
Weak cultures are fragmented and have less
impact on organizational members.
Question
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What are some advantages and disadvantages to
a strong organizational culture?
Strong Cultures
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Coordination
 Facilitate
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Conflict Resolution
 Sharing
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core values can resolve conflicts
Financial Success
Resistance to Change
 Damage
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communication and coordination.
a firm’s ability to innovate.
Culture clash
 Strong
cultures can mix badly when a merger or
acquisition occurs
Quiz Question
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The hardware division and the software division had
rather different beliefs, values, and assumptions. This
illustrates the operation of
A) subcultures.
B) ritual cultures.
C) strong cultures.
D) symbolic cultures.
E) pathological cultures
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QUESTIONS?
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CH 9: LEADERSHIP
Individual Task
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Think back to the best OR worst leader (e.g.,
manager, coach, supervisor, etc.) that you have ever
had.
Why were they so great OR so terrible?
Write a paragraph about their behavior. Be as
specific as possible.
What is Leadership?
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The influence that particular individuals exert on the
goal achievement of others in an organizational
context.
Leaders versus Managers
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The role of the leader and the role of the manager
are not the same.
Question: Is it possible to be a manager yet not
have influence? Is it possible to be a leader and not
manage?
Video Clip
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The Office Clip
 Is Michael Scott a manager or leader?
 Is he an effective boss?
Situational Theories of Leadership
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The basic premise of situational theories of
leadership is that the effectiveness of a leadership
style is contingent on the setting
Two types
 Fiedler’s
Contingency Theory
 House’s Path-Goal Theory
Fiedler’s Contingency Theory
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Association between leadership orientation and group
effectiveness is contingent on the extent to which
situation is favourable for exerting influence
Leadership orientation: task and relationship oriented
 E.g.,
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leaders who just want to work or want to chat
Situational Favourableness
 Good
or poor leader-member relations
 Structured or unstructured task
 Strong or weak position power
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Recent reviews concluded no reasonable support
House’s Path-Goal Theory
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Unlike Fiedler’s Contingency Theory, Path-Goal
Theory is concerned with leader behaviours
Different types of employees need or prefer
different forms of leadership
 E.g.,
Employees who prefer to be told what do do
respond best to directive leadership
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The effectiveness of leadership behaviour depends
on the particular work environment or task
Leaders might have to tailor their behaviour to the
needs, abilities, and personalities of individual
employees
Participative Leadership
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Participative leadership means involving employees
in making work-related decisions.
Leaders can vary in the extent to which they involve
employees in decision making.
Minimally, participation involves obtaining
employee opinions before making a decision.
Maximally, it allows employees to make their own
decisions.
Question
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What are some advantages and disadvantages to
participative leadership?
Participative Leadership
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Motivation
Quality of decisions
Acceptance
Time and Energy
Loss of Power and influence
Lack of Receptivity
Does Participation Work?
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There is substantial evidence that employees who
have the opportunity to participate in work-related
decisions report more job satisfaction than those
who do not.
For participation to be translated into higher
productivity, certain facilitating conditions must exist.
 Employees
feel favourably toward it.
 Employees are intelligent and knowledgeable about
the issue at hand.
 When the task is complex enough to make participation
useful.
Leader-Member Exchange (LMX)
Theory
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A theory of leadership that focuses on the quality
of the relationship that develops between a leader
and an employee.
High LMX involves a high degree of mutual
influence and obligation as well as trust, loyalty,
and respect between a leader and an employee.
Low LMX is characterized by low trust, respect,
obligation, and mutual support.
Transactional Leadership
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The theories discussed so far tend to focus on a
fairly straightforward exchange between the
leader and the followers
 E.g.,
leader uses participatory style and employee
comes up with good ideas
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But there is more to leadership than a simple
transaction…
Transformational Leadership
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A leadership perspective that explains how leaders
change teams or organizations by creating,
communicating, and modeling a vision for the
organization or work unit, and inspiring employees to
strive for that vision
Inspirational motivation
 Individualized consideration
 Intellectual stimulation
 Charisma
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Inspirational Motivation
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Paints an optimistic future
Thinks ahead to the future
Provides meaning and challenge
Individualized Consideration
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Treat each follower as a unique individual
Answer followers’ questions with minimal delay
Show they are concerned for followers’ well-being
Assign tasks on the basis of individual needs and
abilities
Encourage two-way exchanges of ideas
Are available when needed
Constantly encourage self-development in followers
Intellectual Stimulation
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Encourages subordinates to think for themselves
Answers questions with more questions, or
encourages their employees to contradict their boss
in order to fully explore all relevant issues
Question assumptions, see things in new ways
Encourages followers to use their intuition, entertain
ideas that may seem silly at first, create imaginative
visions, ask followers to rework solutions they
thought they had solved, and see unusual patterns
Charisma (Idealized Influence)
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Good role models whose values and behavior allow
followers to learn by example
Sets an example for showing determination,
displays extraordinary talents, takes risks, shows
dedication to ‘the cause’, creates a sense of a joint
mission, deals with crises, uses radical solutions
Probably most important component
Quiz Question
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Transformational leadership is to transactional
leadership as
A) boss centred is to subordinate centred.
B) low LPC is to high LPC.
C) change is to exchange.
D) charm is to charisma.
E) intelligence is to emotional intelligence.
Group Task
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Form groups of 5 to 6 people. Discuss each of your
leaders that you wrote about earlier.
What types of leadership behaviors did they
demonstrate?
What were the outcomes/consequences of their
behaviors? (e.g., how were the attitudes and
behaviors of you and your peers affected?)
Be prepared to report back to the class
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QUESTIONS?
Summary
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There are different ways to socialize newcomers so
that they have realistic expectations and learn
organizational culture
Leading and managing are not one and the same
thing
For Next Class
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Enjoy the long weekend!
Study for the mid-term!
Read chapter 10 on communication