Dba 7420 Organizational Behavior And Comparative Management 1course L ✓ Solved
DBA 7420, Organizational Behavior and Comparative Management 1 Course Learning Outcomes for Unit IV Upon completion of this unit, students should be able to: 4. 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 t=true&db=pdh&AN=&site=ehost-live&scope=site UNIT IV STUDY GUIDE Organizational Behavior Models DBA 7420, Organizational Behavior and Comparative Management 2 UNIT x STUDY GUIDE Title 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. DBA 7420, Organizational Behavior and Comparative Management 3 UNIT x STUDY GUIDE Title 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.) DBA 7420, Organizational Behavior and Comparative Management 4 UNIT x STUDY GUIDE Title 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 t=true&db=pdh&AN=&site=eds-live&scope=site Larcoix, A. (n.d.). Personality traits, ID [Photograph]. Retrieved from Robbins, S.
P., & Judge, T. A. (2019). Organizational behavior. (18th ed.). New York, NY: Pearson. Suggested Reading In order to access the following resource, click the link below.
Mumford and Fried (2014) look at variables influencing several models used to predict behavior and yet introduce interesting insight/perspective which will leave you questioning the validity of said models. Mumford, M. D., & Fried, Y. (2014). Give them what they want or give them what they need? Ideology in the study of leadership.
Journal of Organizational Behavior, 35(5), 622–634. Retrieved from t=true&db=bsu&AN=&site=ehost-live&scope=site
Paper for above instructions
Understanding Organizational Behavior and Comparative Management: Levels of Analysis and ModelsOrganizational behavior (OB) delves into the complex interplay between individual, group, and organizational dynamics. A holistic understanding of this discipline requires analyzing various models through which these dynamics can be interpreted. The integration of inputs, processes, and outcomes at different levels of analysis provides a comprehensive perspective on organizational functioning. This essay aims to elucidate the levels of analysis of organizational behavior models and the essential variables at play, drawing from contemporary research and literature in the field of organizational behavior.
Levels of Analysis
Organizational behavior can be viewed through three primary levels of analysis: individual, group, and organizational levels (Robbins & Judge, 2019). Each level highlights unique attributes and dynamics that contribute to overall organizational effectiveness.
1. Individual Level:
At this level, the focus is on understanding individual behaviors, roles, and characteristics that influence organizational dynamics. Factors such as personality traits, motivations, and work-related attitudes impact how individuals interact within an organization. For instance, the Big Five Personality Model (OCEAN: Openness, Conscientiousness, Extraversion, Agreeableness, and Neuroticism) elaborates on how these dimensions dictate work behavior and relationships (Chiaburu et al., 2011). A conscientious employee may exhibit high levels of work ethic and reliability, which are conducive to positive organizational outcomes.
2. Group Level:
The group level emphasizes interpersonal dynamics among team members. Groups are influenced by individual inputs, yet they develop their unique processes and outcomes. The leadership style, communication patterns, and group cohesion play a significant role at this level. For instance, the Leader-Participation Model (Lacroix, n.d.) describes how the extent of leader participation in decision-making affects group dynamics, morale, and ultimately, group productivity. Furthermore, social identity theory suggests that individuals perceive themselves based on their group affiliations, which can either enhance collaboration or create divisions (Tajfel & Turner, 1986).
3. Organizational Level:
At the organizational level, the analysis involves understanding the organization's culture, structure, policies, and overall processes. This macro perspective draws upon the culmination of individual and group behaviors to understand organizational health. Organizational change models, such as Lewin's Change Model, provide insights into how organizations can shift paradigms and innovate effectively (Robbins & Judge, 2019). For instance, organizations seeking to transform their culture must first recognize and address the driving and restraining forces that impact change.
Inputs, Processes, and Outcomes of an Organizational Behavior Model
An effective organizational behavior model encapsulates three fundamental components: inputs, processes, and outcomes (Robbins & Judge, 2019).
1. Inputs:
Inputs are the precursors to organizational behavior, incorporating variables that influence team dynamics and overall performance. Inputs can be categorized into individual attributes—such as personality traits, knowledge, skills, and attitudes—as well as group-level factors like team composition and leadership styles. For example, the Five-Factor Model identifies how individual traits can foster organizational citizenship behaviors that contribute positively to workplace harmony (Chiaburu et al., 2011).
2. Processes:
The processes involve the interactions and exchanges occurring as inputs are transformed into outcomes. Key processes include decision-making, communication, motivation, and conflict resolution strategies. For example, how teams communicate decision-making changes can significantly influence group cohesion and overall effectiveness. Decision-making models, such as rational and bounded rationality, also exhibit how different cognitive biases and heuristics play a role in the decision-making process across various levels (Simon, 1955).
3. Outcomes:
The final component, outcomes, refers to the resultant effects of the processes shaped by inputs. Outcomes can be measured in various ways, including employee satisfaction, productivity levels, organizational culture, and performance metrics. Understanding outcomes enables organizations to evaluate the effectiveness of their processes and inputs. For instance, organizations that encourage creative behaviors—supported by individual traits such as openness to experience—are likely to yield innovative products or services, positively impacting their market presence (Robbins & Judge, 2019).
Conclusion
Understanding organizational behavior through the lenses of individual, group, and organizational levels of analysis provides valuable insights into the complexities of workplace dynamics. By examining the interplay among inputs, processes, and outcomes within these levels, organizations can implement strategic interventions that foster effective collaboration and innovation.
As such, the models of organizational behavior serve not merely as academic constructs but as essential frameworks that guide leaders in enhancing workplace relationships, driving organizational change, and ultimately achieving desired outcomes.
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.
Lacroix, A. (n.d.). Personality traits, ID [Photograph].
Robbins, S. P., & Judge, T. A. (2019). Organizational behavior (18th ed.). New York, NY: Pearson.
Simon, H. A. (1955). A behavioral model of rational choice. The Quarterly Journal of Economics, 69(1), 99-118.
Tajfel, H., & Turner, J. C. (1986). The social identity theory of intergroup behavior. In S. Worchel & W. G. Austin (Eds.), Psychology of intergroup relations (pp. 7–24). Chicago, IL: Nelson-Hall.
Mumford, M. D., & Fried, Y. (2014). Give them what they want or give them what they need? Ideology in the study of leadership. Journal of Organizational Behavior, 35(5), 622–634.
[Additional suitable references may include relevant journal articles and seminal works in the field of organizational behavior.]
By utilizing this comprehensive overview of organizational behavior models, students and professionals can acquire greater proficiency in navigating and influencing workplace dynamics effectively.