Organizational Behavior and Organizational Change Culture &

Organizational Behavior and
Organizational Change
Culture & Personality
Roger N. Nagel
Senior Fellow & Wagner Professor
Lehigh University
1
CSE & Enterprise Systems Center

Lehigh University
Roger N. Nagel © 2006
Topics This Presentation
Frameworks for
Assessing Cultures eleventh edition
Job Satisfaction and

Customer Satisfaction organizational behavior
Major Personality
Attributes Influencing stephenp. robbins
OB 2
¾ “Team Personality” “Organizational

“Organizationalbehavior”
behavior”
Eleventh
EleventhEdition
Edition
Emotions in By
BySteve
SteveRobbins
Robbins
Organizational Behavior ISBN
ISBN0-13-191435-9
0-13-191435-9
¾ Emotional Intelligence Reference
ReferenceBook
Book
(EI) 2

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Ability, Intellect, and Intelligence
Ability
An individual’s capacity to perform
the various tasks in a job.
Intellectual Ability
The capacity to do mental activities.
Multiple Intelligences
Intelligence contains four subparts:
cognitive, social, emotional, and cultural.
3

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Individual Behavior
Hire for intellectual ability
¾ Microsoft does
¾ Amazon does
» They ask questions like
How many trees in the park
» To test the reasoning process of potential employees
Contrast the above with hiring for experience
» Skill base
» Expertise
Which would be right for your organization and why?

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Dominant Work Values in USA’s Workforce
E X H I B I T 3–3
E X H I B I T 3–3
Page 73
Page 73
5

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Values, Loyalty, and Ethical Behavior
Ethical Values and

Behaviors of Leaders
Ethical
Ethical Climate
Climate in
in
the
the Organization
Organization 6

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Hofstede’s Framework for Assessing
Cultures
Power Distance
The extent to which a society accepts that
power in institutions and organizations is
distributed unequally.
low distance: relatively equal distribution
high distance: extremely unequal distribution
Page 75 7

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Hofstede’s Framework
Individualism Collectivism
The degree to which A tight social framework in
people prefer to act as which people expect
individuals rather than others in groups of which
a member of groups. they are a part to look
after them and protect
them.
Page 75 8

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Achievement
The extent to which societal
values are characterized by
assertiveness, materialism and
competition.
Nurturing
The extent to which societal
values emphasize relationships
and concern for others.
Page 75 9

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Uncertainty Avoidance
The extent to which a society feels threatened by
uncertain and ambiguous situations and tries to
avoid them.
Page 75 10

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Long-term Orientation
A national culture attribute
that emphasizes the future,
thrift, and persistence.
Short-term Orientation
A national culture attribute that
emphasizes the past and
present, respect for tradition,
and fulfilling social obligations.
Page 75 11

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Values Across Cultures
Hofstede USA China
Power distance Low High
Individual vs collectivism High Low
Achievement vs nurturing High High (Hong Kong)
Uncertainty avoidance Low Low (Hong Kong)
Long term vs short term
Low High
orientation
Page 75 12

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••Assertiveness
Assertiveness
••Future
FutureOrientation
Orientation
The GLOBE
••Gender
Genderdifferentiation
differentiation
Framework
for ••Uncertainty
Uncertaintyavoidance
avoidance
Assessing ••Power
Powerdistance
distance
Cultures ••Individual/collectivism
Individual/collectivism
••In-group
In-groupcollectivism
collectivism
••Performance
Performanceorientation
orientation
••Humane
Humaneorientation
orientation
E X H I B I T 3–4
E X H I B I T 3–4 13
Page 77
Page 77
Source: M. Javidan and R. J. House, “Cultural Acumen for the Global Manager:
Lessons from Project GLOBE,” Organizational Dynamics, Spring 2001, pp. 289–305.
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See definitions page 76 –Please fill in China column
The Globe USA China
Assertiveness High
Future orientation Low*
Gender Differentiation Low*
Uncertainty avoidance Moderate
Power distance Low*
Individual vs collectivism Moderate
In-group collectivism Moderate High
Performance orientation High
Humane orientation High* Moderate ( Hong Kong) 14

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Attitudes
Attitudes Cognitive component

The opinion or belief segment
Evaluative of an attitude.
statements or
judgments Affective Component
concerning The emotional or feeling segment
objects, of an attitude.
people, or
events. Behavioral Component
An intention to behave in a certain
way toward someone or something.
Page 78 15

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Job Satisfaction and OCB
Satisfaction and Organizational Citizenship Behavior (OCB)
¾ Satisfied employees who feel fairly treated by and are
trusting of the organization are more willing to engage in
behaviors that go beyond the normal expectations of
their job.
Page 88 16

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Job Satisfaction and Customer Satisfaction
Satisfied employees increase customer
satisfaction because:
¾ They are more friendly, upbeat, and
responsive.
¾ They are less likely to turnover which helps
build long-term customer relationships.
¾ They are experienced.
Dissatisfied customers increase
employee job dissatisfaction.
¾ Do you agree with this?
Page 89 17

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Sample Attitude Survey
18

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Rate the questions in importance to
your organization (High, Medium, Low)
19

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Sample Attitude Survey
Using only the questions you gave high or
medium priority
¾How would your organization do on the
survey?
» Should you be making changes in your
organization to make a better score on this
survey?
» If Yes
What changes and how would you proceed
» If No
What is your reason?
See page 91 20

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The Big Five Model of Personality Dimensions
Extroversion
Sociable, gregarious, and assertive
Agreeableness
Good-natured, cooperative, and trusting.
Conscientiousness
Responsible, dependable, persistent, and organized.
Emotional Stability
Calm, self-confident, secure (positive) versus nervous, depressed, and
insecure (negative).
Openness to Experience
Imaginativeness, artistic, sensitivity, and intellectualism. See page 104 21

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Extroversion.
¾ Comfort level with relationships. Extroverts tend to be
gregarious, assertive, and sociable. Introverts tend to be
reserved, timid, and quiet.
Agreeableness.
¾ Individual’s propensity to defer to others. High
agreeableness people—cooperative, warm, and trusting.
Low agreeableness people—cold, disagreeable, and
antagonistic.
See page 104 22

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Conscientiousness.
¾ A measure of reliability. A high conscientious person is
responsible, organized, dependable, and persistent. Those
who score low on this dimension are easily distracted,
disorganized, and unreliable.
Emotional stability.
¾ A person’s ability to withstand stress. People with positive
emotional stability tend to be calm, self-confident, and secure.
Those with high negative scores tend to be nervous, anxious,
depressed, and insecure.
Openness to experience.
¾ The range of interests and fascination with novelty. Extremely
open people are creative, curious, and artistically sensitive.
Those at the other end of the openness category are
conventional and find comfort in the familiar.
See page 104 23

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Major Personality Attributes Influencing OB
Locus of control
¾ The degree to which people believe they
are masters of their own fate.
Machiavellianism
¾ Degree to which an individual is
pragmatic, maintains emotional distance,
and believes that ends can justify means.
Self-esteem
¾ Individuals’ degree of liking or disliking
themselves.
See page 105 - 109 24

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Major Personality Attributes Influencing OB
Self-monitoring
¾ An individuals ability to adjust his or
her behavior to external, situations
Risk taking
¾ Assuming or avoid risk has an
impact on how long it takes to make
a decision and how much
information is needed
Type A personality
¾ A Type A personality is “aggressively
involved in a struggle to achieve
more and more in less and less time
See page 105 - 109 25

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Risk-Taking
High Risk-taking Managers
¾ Make quicker decisions
¾ Use less information to make decisions
¾ Operate in smaller and more entrepreneurial organizations
Low Risk-taking Managers
¾ Are slower to make decisions
¾ Require more information before making decisions
¾ Exist in larger organizations with stable environments
Risk Propensity
¾ Aligning managers’ risk-taking propensity to job requirements
should be beneficial to organizations.
See page 105 - 109 26

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Personality Types
Type A’s
1. Are always moving, walking, and eating rapidly;
2. Feel impatient with the rate at which most events take place;
3. Strive to think or do two or more things at once;
4. Cannot cope with leisure time;
5. Are obsessed with numbers, measuring their success in
terms of how many or how much of everything they acquire.
Type B’s
1. Never suffer from a sense of time urgency with its
accompanying impatience;
2. Feel no need to display or discuss either their achievements or
accomplishments;
3. Play for fun and relaxation, rather than to exhibit their
superiority at any cost;
4. Can relax without guilt. See page 105 - 109 27

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Personality Types
Proactive Personality
¾ Actively taking the initiative to improve
their current circumstances while
others sit by passively.
¾ Proactives identify opportunities, show
initiative, take action, and persevere
¾ Create positive change in their
environment
¾ More likely to be seen as leaders and
change agents
¾ More likely to achieve career success
See page 109 28

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Personality and National Culture
The Big Five model translates across The Big Five Model of
almost all cross-cultural studies. Personality Dimensions
¾ Differences tend to surface by the 1. Extroversion
emphasis on dimensions. 2. Agreeableness
» Chinese use the category of 3. Conscientiousness
conscientiousness more often 4. Emotional Stability
and use the category of
5. Openness to
agreeableness less often than do Experience
Americans.
¾ There is a surprisingly high amount
of agreement, especially among
individuals from developed countries.
¾ There are no common personality
types for a given country.
See page 110 29

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Personality and National Culture
There is evidence that cultures Major Personality Attributes
differ in terms of people’s Influencing OB
relationship to their environment. 6. Locus of control
In North America, people believe 7. Machiavellianism
that they can dominate their 8. Self-esteem
environment. 9. Self-monitoring
10. Risk taking
People in Middle Eastern countries 11. Type A personality
believe that life is essentially 12. Type A personality
preordained. 13. Proactive personality
The prevalence of Type A
personalities will be somewhat
influenced by the culture in which a
person grows up.
¾ Estimated that about 50% of the North
See page 110 30
American population is Type A
Lehigh University
TEAM EXERCISE – What’s a “Team Personality”?
What is a “Team Personality”?

¾ The purpose of the exercise is to think about
personality traits that would be desirable when
working with others in a team.
31

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It is the unusual organization 1. Extroversion

today that is not using work 2. Agreeableness
teams. 3. Conscientiousness
But not everybody is a good 4. Emotional Stability
team player. 5. Openness to Experience
¾ This prompts the questions: 6. Locus of control
» What individual personality 7. Machiavellianism
characteristics enhance a team’s
performance? 8. Self-esteem
» And what characteristics might 9. Self-monitoring
hinder team performance? 10.Risk taking
¾ Begin the exercise by filling in the 11.Type A personality
chart on the next page by
yourself. 12.Type B personality
13.Proactive personality
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Which individual personality dimensions & attributes enhance a team’s
performance? And which might hinder a team’s performance?
Hinder a team performance Personality Dimensions & Attributes Enhance a team’s performance
Extroversion
Agreeableness
Conscientiousness
Emotional Stability
Openness to Experience
Locus of control
Machiavellianism
Self-esteem
Self-monitoring
Risk taking
Type A personality
Type B personality
Proactive personality
Break into groups of five or six participants
¾ Share your individual answers from the slide before this and why
you made those choices
¾ Each group should
(a) Identify personality characteristics they think are associated with high
performance teams and justify their choices
(b) Identify personality characteristics they think hinder high performance
teams and justify their choices
(c) Decide whether it is better to have teams composed of individuals
with similar or dissimilar traits, and why they feel that way
Try to identify a real team in one of your organizations that can be used to
support your answers
Each group should select an individual who will present the group’s
findings to the class.
34

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Reports by teams on the exercise
35

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Are Emotions important in Business?
See page 112 36

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Emotions- Why Emotions Were Ignored in OB
The “myth of rationality”

¾ Organizations are not emotion-free.
Emotions of any kind are disruptive to organizations.
¾ Original OB focus was solely on the effects of strong
negative emotions that interfered with individual and
organizational efficiency.
37

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Emotion Continuum
The closer any two emotions are to each

other on the continuum, the more likely
people are to confuse them.
E X H I B I T 4–4
E X H I B I T 4–4 38
Page 115
Page 115
Source: Based on R.D. Woodworth, Experimental Psychology (New York: Holt, 1938).
Lehigh University
Emotions are important
and we use them to advantage in
shaping Organizational Behavior
39

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External Constraints on Emotions
Organizational
Organizational Cultural
Cultural
Influences
Influences Influences
Influences
Individual
Individual
Emotions
Emotions
See page 117

40

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Affective Events Theory (AET)
Emotions are negative or positive responses

to a work environment event.
¾ Personality and mood determine the intensity of
the emotional response.
¾ Emotions can influence a broad range of work
performance and job satisfaction variables.
See page 118 41

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Implications of the theory:
¾ Individual response reflects emotions and mood
cycles.
¾ Current and past emotions affect job satisfaction.
¾ Emotional fluctuations create variations in job
satisfaction.
¾ Emotions have only short-term effects on job
performance.
¾ Both negative and positive emotions can distract
workers and reduce job performance.
See page 118 42

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E X H I B I T 4–5
E X H I B I T 4–5 43
Page 118
Page 118
Source: Based on N.M. Ashkanasy and C.S. Daus, “Emotion in the Workplace: The New
Challenge for Managers,” Academy of Management Executive, February 2002, p. 77.
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OB Applications of Understanding Emotions
Ability and Selection

¾ Emotions affect employee effectiveness.
¾ See Emotional Intelligence (EI)
Decision Making
¾ Emotions are an important part of the decision-making process in
organizations.
Motivation
¾ Emotional commitment to work and high motivation are strongly linked.
Leadership
¾ Emotions are important to acceptance of messages from organizational
leaders.
See page 120 44

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OB Applications of Understanding Emotions
Interpersonal Conflict
¾ Conflict in the workplace and individual emotions are strongly intertwined.
Customer Services
¾ Emotions affect service quality delivered to customers which, in turn, affects
customer relationships.
Deviant Workplace Behaviors
¾ Negative emotions lead to employee deviance (actions that violate norms
and threaten the organization).
» Productivity failures
» Property theft and destruction
» Political actions
» Personal aggression
See page 120 45

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Emotional Intelligence
Emotional Intelligence (EI)

Emotional
EmotionalIntelligence
Intelligence(EI)
(EI)
Can be defined as an assortment ¾¾ Self-awareness
Self-awareness
of non-cognitive skills, ¾¾ Self-management
Self-management
capabilities, and competencies ¾¾ Self-motivation
that influence a person’s ability to Self-motivation
¾¾ Empathy
Empathy
succeed in coping with demands
and pressures. ¾¾ Social
Socialskills
skills

Research
ResearchFindings
Findings
¾¾ High
HighEIEIscores,
scores,not
nothigh
high
IQ
IQscores,
scores,characterize
characterize
high
highperformers.
performers.
See page 120 46

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Emotional Intelligence
Tapping into emotional intelligence can be very useful to a
company.
Creativity and innovation are important in a globally
competitive environment.
¾ Those who rank high on EI have the ability to
» accurately perceive,
» evaluate,
» express, and
» regulate emotions and feelings.
Think of a brainstorming session, a crisis, and the
discovery of an unknown factor that must be ferreted out.
¾ These are all situations when a person with a high EI might be the
best on in charge of a group.
47

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We have covered
Ability, Intellect, and Intelligence ¾ Major Personality Attributes Influencing OB
Values, Loyalty, and Ethical Behavior 6. Locus of control
Hofstede’s Framework for Assessing Cultures 7. Machiavellianism
¾ Power distance 8. Self-esteem
¾ Individual vs collectivism 9. Self-monitoring
¾ Achievement vs nurturing 10.Risk taking
¾ Uncertainty avoidance 11.Type A personality
¾ Long term vs short term orientation 12.Type B personality
The GLOBE framework for Assessing 13.Proactive personality
Cultures ¾ “Team Personality”
Job Satisfaction and OCB Emotions are important in Organizational
Job Satisfaction and Customer Behavior
Satisfaction ¾ External Constraints on Emotions
¾ Attitude survey ¾ Affective Events Theory (AET)
Personality Dimensions & Attributes ¾ OB Applications of Understanding Emotions
¾ The Big Five Model of Personality Emotional Intelligence (EI)
Dimensions ¾ Self-awareness
1. Extroversion
2. Agreeableness ¾ Self-management
3. Conscientiousness ¾ Self-motivation
4. Emotional Stability ¾ Empathy
5. Openness to Experience ¾ Social skills 48

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Assignment
1. Identify three things you most valued from what we

have covered today and explain why you value
them.
2. Explain how you will use them in improving your
organization or yourself.
a. Provide a short plan for what you will do
b. Identify benefits you hope to achieve
c. Identify any obstacles you face in carrying out your plan
49

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XIE XIE
Roger N. Nagel
Wagner Professor and Senior Fellow
CSE Department &
The Enterprise Systems Center at Lehigh University
200 West Packer Avenue
Bethlehem, Pennsylvania, 18015
(610) 758-4086, (610) 868-0402 [fax]
Rnagel@lehigh.edu
50

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Organizational Behavior and

CSE & Enterprise Systems Center

 Job Satisfaction and

¾ “Team Personality” “Organizational

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

 Which would be right for your organization and why?

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

Ethical Values and

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

Future orientation Low*

Gender Differentiation Low*

Uncertainty avoidance Moderate

Power distance Low*

Individual vs collectivism Moderate

In-group collectivism Moderate High

Performance orientation High

Humane orientation High* Moderate ( Hong Kong) 14

CSE & Enterprise Systems Center

Attitudes Cognitive component

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

See page 104 22

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

See page 109 28

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

What is a “Team Personality”?

CSE & Enterprise Systems Center

 It is the unusual organization 1. Extroversion

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

See page 112 36

CSE & Enterprise Systems Center

 The “myth of rationality”

CSE & Enterprise Systems Center

The closer any two emotions are to each

CSE & Enterprise Systems Center

See page 117

CSE & Enterprise Systems Center

Emotions are negative or positive responses

See page 118 41

CSE & Enterprise Systems Center

CSE & Enterprise Systems Center

 Ability and Selection

Organizational Behavior and Organizational Change Culture &

Organizational Behavior and Organizational Change Culture &

Job Satisfaction and

Which would be right for your organization and why?

What is a “Team Personality”?

It is the unusual organization 1. Extroversion

The “myth of rationality”

The closer any two emotions are to each

Emotions are negative or positive responses

Ability and Selection

Emotional Intelligence (EI)