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90868_CH04_PPT.pptChapter 4
ORGANIZATIONAL BEHAVIOR AND MANAGEMENT THINKING
Chapter Goals
- Define organizational behavior
- Explain how management thinking affects organizational behavior
- Discuss examples of management thinking within and between individuals, and within organizations
- Apply management thinking to communication and problem solving
- Apply a technique for revealing assumptions and perceptions
Evolving Science of Organizational Behavior
- Industrial Science
- Administrative Management
- Bureaucracy
- Human Relations
Organizational Behavior
- The study of how (and why) people behave in the workplace
- Draws on many other disciplines
- Psychology
- Social psychology
- Industrial psychology
- Sociology
- Communications
- Anthropology
Organizational Behavior Occurs at Three Levels
Healthcare Challenges for Organizational Behavior
Cognition
- Mental processes of thinking include…
What information is noticed
How information is processed
How meaning is created
- Mental processes for handling information control the perceptions, thinking and reasoning that behavior is based upon
- Mental processes for handling information are inherently limited
- Mental processes for handling information have predictable patterns
A Cognitive Model of Organizational Behavior: The role of thinking
- The cognitive model of behavior highlights how thinking influences behavior
Situation/Task
-Interpersonal
relations
-Workplace cues
-Problem-solving
-Industry
environment
Thinking
-Assumptions
-Perceptions
-Beliefs
-Biases
-Cognition
principles
-Knowledge
Behavior
-Reactions
-Decisions
-Work tasks
-Learning
-Adaptation
Thinking Patterns Relevant to Organizational Behavior
Common Individual Thinking Patterns that can Alter Understanding
- Assumptions: fundamental premises believed true
- Perceptions: what is noticed; to what attention is paid
- Cognitive biases: mental processing that simplifies handling information and that can compromise decision quality
Common Thinking Patterns Between Individuals that can Alter Understanding
- Self-fulfilling prophecy: expectations about another’s behavior that can elicit the expected behavior
- Expectancy theory: managers affect employee motivation when they influence employee expectations about ability to accomplish a task and expectations of reward
- Attributions: imputing the likely cause of another’s behavior
- Attribution theory: explaining another’s behavior by presuming it is caused either by a person’s disposition or by the situation
- Mental models: beliefs about how things work
- Sense making: process in which organization members interpret the meaning of ambiguous
Lessons from Organizational Sensemaking
- When organizations make sense of a situation…
- How they perceive the environment defines their opportunities and constraints
- Understanding is retrospective because it emerges through hindsight
- Taking collective action requires sufficient understanding of a situation, though actionable, understanding may not be completely accurate
Five Disciplines of Organizational Learning (Senge)
- Systems thinking to recognize patterns of connection
- Striving for individual proficiency and personal mastery
- Surfacing and challenging mental models
- A common identity and shared vision of the future
- Team learning that reduces assumptions and creates shared meaning
- NB: the last 3 disciplines counteract thinking limitations
Communication in Organizations
- Communication:
- sender and receiver exchange understanding
- Communication barriers: arise from…
- sender’s thinking and behavior,
- receiver’s thinking and behavior, and
- from the organizational setting.
Two Phases of Problem Solving in Organizations
Action Inquiry to Check Assumptions
- Framing: state purpose and intentions
- Advocating: state opinion or feeling
- Illustrating: give supporting example
- Inquiring: ask for listener’s views
