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1 MGMT90018 Managing Behaviour in Organisations Assignment 1 – Critical Analysis Paper (20\%) 2021 Semester 1 Prepared by Adam Barsky, Subject Coordinator ([email protected]) Andrew Yu Jesse Olsen Victor Sojo Department of Management and Marketing Faculty of Business and Economics mailto:[email protected] 2 Overview The purpose of the critical analysis paper in this course is to extend your critical thinking abilities within the topics that we have covered as part of this course. The assignment is intended to be open ended to push each of you to think through the issues that managers and organisations face when assessing potential matters that may emerge in the work environment. Due Date: Friday, April 9 @ 17:00 (Melbourne time) This is an individual assignment in which you will submit a critical analysis paper of 1000 words (+/-10\%; excluding headings, in-text citations, and the reference list). As noted, in the Subject Guide, the Critical Analysis Assignment represents 20\% of your total grade for the course. Topic In the first five (5) weeks of this course, we have discussed the topics of ethics, job performance & work behaviours, personality & values, attitudes, beliefs, & perceptions, and motivation. For this assignment, you will apply your understanding of these topics to a practical issue that organisations are facing today. You must draw upon the readings, activities, and use your own research to provide a critical analysis of up to (3) of the following questions. You can choose to do one, two or three of the questions below. It is up to you if you want to cover more topics in less depth or one topic in more depth: COVID has changed the way we work – particularly with respect to working remotely. 1. What are the key ethical dilemmas and issues that have arisen from the change to remote work? What recommendations would you give organisational leaders and decision makers to manage these ethical issues? 2. How has job performance and work behaviour changed as a function of remote work? What recommendations would you give organisational leaders and decision makers to manage these changes? 3. How have workers with different personality types responded to remote work? Choose one personality trait and describe what recommendations you would give organisational leaders and decision makers to manage employees with this personality trait who are working remotely. 4. How have work attitudes (e.g., commitment to companies, what people find satisfying in their work) shifted as a result of remote work? What recommendations would you give organisational leaders and decision-makers to help them understand and manage employee attitudes when most of the organisation is working remotely? 5. How has remote work changed what and how managers motivate employees? What recommendations would you give organisational leaders and decision-makers to help them motivIntroduction to Job Performance & Work Behaviours (Week 2) MGMT90018 Managing Behaviour in Organisations Seminar Leader: Dr. Jesse E. Olsen 1 Organisational Mechanisms Organisational Culture & Change (Week 12) Organisational Structure (Week 11) Group Mechanisms Power, Influence, & Leadership (Week 10) Conflict & Negotiation (Week 8) Team Characteristics & Diversity (Week 8) Individual Characteristics Personality & Values (Week 3) Ethics (Week 1) Individual Mechanisms Perceptions & Attitudes (Week 4) Motivation (Week 5) Well-being & Stress (Week 6) Decision Making (Week 7) Individual Outcomes Job Performance & Work Behaviours (Week 2) Overview of the Subject adapted from Colquitt, et al. (2016) 2 Organisational Mechanisms Organisational Culture & Change (Week 12) Organisational Structure (Week 11) Group Mechanisms Power, Influence, & Leadership (Week 10) Conflict & Negotiation (Week 8) Team Characteristics & Diversity (Week 8) Individual Characteristics Personality & Values (Week 3) Ethics (Week 1) Individual Mechanisms Perceptions & Attitudes (Week 4) Motivation (Week 5) Well-being & Stress (Week 6) Decision Making (Week 7) Individual Outcomes Job Performance & Work Behaviours (Week 2) Overview of the Subject adapted from Colquitt, et al. (2016) 3Introduction to Perceptions & Attitudes (Week 4) MGMT90018 Managing Behaviour in Organisations Seminar Leader: Dr. Jesse E. Olsen 1 Organisational Mechanisms Organisational Culture & Change (Week 12) Organisational Structure (Week 11) Group Mechanisms Power, Influence, & Leadership (Week 10) Conflict & Negotiation (Week 8) Team Characteristics & Diversity (Week 8) Individual Characteristics Personality & Values (Week 3) Ethics (Week 1) Individual Mechanisms Perceptions & Attitudes (Week 4) Motivation (Week 5) Well-being & Stress (Week 6) Decision Making (Week 7) Individual Outcomes Job Performance & Work Behaviours (Week 2) Overview of the Subject adapted from Colquitt, et al. (2016) 2 Organisational Mechanisms Organisational Culture & Change (Week 12) Organisational Structure (Week 11) Group Mechanisms Power, Influence, & Leadership (Week 10) Conflict & Negotiation (Week 8) Team Characteristics & Diversity (Week 8) Individual Characteristics Personality & Values (Week 3) Ethics (Week 1) Individual Mechanisms Perceptions & Attitudes (Week 4) Motivation (Week 5) Well-being & Stress (Week 6) Decision Making (Week 7) Individual Outcomes Job Performance & Work Behaviours (Week 2) Overview of the Subject adapted from Colquitt, et al. (2016) 3Week 1: Introduction Managing Behaviour in Organisations Seminar Leader: Assoc Prof Adam Barsky [email protected] Agenda • What is this class about? • What is managerial psychology? • What is organisational behaviour? What is “psychology”? According to the Australian Psychological Society (APS)... “As a science, psychology is the study of the human mind and its wide-ranging functions and influences. Psychological research advances our understanding of human emotion, personality, intelligence, memory, perception, cognition, attention, and motivation, as well as the biological processes that drive these human functions and behaviours.” Source: https://www.psychology.org.au/for-the-public/about- psychology/What-is-psychology 3 https://www.psychology.org.au/for-the-public/about-psychology/What-is-psychology What is “managerial psychology”? Maybe the “psychology of managers”? Maybe the “psychology that managers use to understand stuff”? We will draw on industrial-organisational psychology and organisational behaviour... 4 Organisational Psychology Organisational psychologists deal with... • Recruitment and selection • Learning and development • Leadership and talent management • Coaching, mentoring and career development • Change management • Measuring employee opinions and other workplace research • Occupational health and safety • Performance management • Wellbeing, stress and work-life balance 5 Organisational Behaviour • A field of study that seeks to understand, explain, and improve human behavior and attitudes in organizations • Firms with effective OB policies and practices maximize employee job performance and commitment. • “Organizational behaviour (OB) is defined as the systematic study and application of knowledge about how individuals and groups act within the organizations where they work.” from the UMN textbook, chapter 1 (see also figure at right): 6 Organisational Mechanisms Org. Culture & Change (Week 12) Org. Structure & Networks (Week 11) Group Mechanisms Power, Influence, & Leadership (Week 10) Conflict & Negotiation (Week 9) Teams & Diversity (Week 8) Individual Characteristics Ethics (Week 1) Personality & Values (Week 3) Individual Mechanisms Attitudes, Beliefs, & Perceptions (Week 4) Motivation & Goal Setting (Week 5) Well-being & Stress (Week 6) Decision Making (Week 7) Individual Outcomes Work Behaviours (Week 2) Overview of the Subject  Job performance  Organizational Commitment A Note on What This Is and Isn’t This isn’t strictly a human resources management (HRM) subject... • This subject, MGMT90018 (Managerial Psychology), talks about the underlying behavioural science, the theories, and the everyday manifestations and applications. We allude to some practices that we can use in organisations, too. • MGMT90015 (Managing People) is more about HRM. It mentions some of the underlying behavioural science, but frames it in terms oJob Performance & Work Behaviours (PART 1) MGMT90018 Managing Behaviour in Organisations Seminar Leader: Dr. Jesse E. Olsen 1 Objectives • Define job performance and identify the types of behaviours it entails. • Identify withdrawal behaviours and why they are important. • Define creativity and discuss how it relates to job performance. 2 Agenda • Job performance ꟷ Task performance ꟷ Citizenship behaviours ꟷ Counterproductive work behaviours • Withdrawal behaviours • More on creativity Source (except where otherwise noted): Colquitt, J., LePine, J., & Wesson, M. (2018). Job Performance. In Organizational Behavior: Improving Performance and Commitment in the Workplace (6th ed., pp. 30–59). McGraw-Hill Education. ISBN: 9781260092301 3 Job Performance Job performance is comprised of the behaviors that are relevant to the achievement of an organisation’s goals. Job performance Task performance Counterproductive Work Behaviours (CWBs) Organisational Citizenship Behaviours (OCBs) We can view most jobs as having these 3 key facets à (However, these 2 aren’t often captured in job evaluations à) 4 Task performance Task performance is thought of as the formally defined behaviors that contribute to organisational objectives. ’Are you doing your job well?’ There are three parts of task performance we can look at: Routine task performance: Well-known responses to demands that occur in a normal, routine, predictable way. Adaptive task performance: Adapting to task demands that are unusual and unpleasant. Creative task performance: Need to develop ideas that are novel and useful. Job performance Task performance Counterproductive Work Behaviours (CWBs) Organisational Citizenship Behaviours (OCBs) 5 Routine’ task performance doesn’t have to be boring! https://www.youtube.com/watch?v=1LkQC5AU4Pg 6 https://www.youtube.com/watch?v=1LkQC5AU4Pg Organisational Citizenship Behaviours (OCBs) OCBs are voluntary behaviours that contribute to the organization and/or the work setting. These are generally not explicitly or directly rewarded by the reward system. There are two types of OCBs that we can look at: OCB-I: OCB toward an individual. OCB-O: OCB toward the organisation more generally (or toward the supervisor as a representative of the organisation). Job performance Task performance Counterproductive Work Behaviours (CWBs) Organisational Citizenship Behaviours (OCBs) Source: Organ, D. W. (2018). Organizational Citizenship Behavior: Recent Trends and Developments. Annual Review of Organizational Psychology and Organizational Behavior, 5(1), 295–306. https://doi.org/10.1146/annurev-orgpsych-032117-104536 / 7 https://doi.org/10.1146/annurev-orgpsych-032117-104536 OCBs (cont’d.) We can also look at more specific types of OCBs… Job performance Task performance Counterproductive Work Behaviours (CWBs) Organisational Citizenship Behaviours (OCBs) Source oWeek 1: Introduction and Ethics Managerial Psychology Seminar Leader: Dr. Gamze Koseoglu [email protected] Agenda • Ethics • Ethics in organizations • Ethics in class and avoiding plagiarism Ethics • Ethics refers to the systematic study of general principles of right and wrong behaviour. • Morals and morality describe specific, culturally transmitted standards of right and wrong. • Both ethics and morality involve decisions about right and wrong. Johnson, (2007) 3 NOTE: Today’s presentation on ethics is based in large part on material prepared by the Society for Human Resource Management (SHRM; http://www.shrm.org) http://www.shrm.org/ Work is fraught with ethical dilemmas • Restaurant owners need to choose between paying their staff award rates or going out of business. • Hospital admissions staff need to decide whom to give a ventilator to • Salespeople need to choose between lying to a client to make a sale or forfeiting their annual bonus • Managers need to accept firing a friend who is bad for the company but losing the friendship in the process • A lab technician needs to decide between losing their job or blowing the whistle on wrongdoing they witness and may have been complicit in. 4 Ethics in Organizations: Elizabeth Holmes and Theranos 5 Understanding Business Ethics • What were some ethical/unethical behaviours in this case? How do you know that something was (un)ethical? • Philosophical Approaches • Psychological Approaches • How do people make the decision to act ethically or unethically in a given situation? • What causes people to act ethically or unethically at work? • What can and should organisations and managers do to encourage ethical and discourage unethical behaviour? 6 Utilitarian Theory • The action taken is ethical if it produces the most good and the least harm for everyone affected. • Judgment is based on a cost/benefit analysis. – Some costs and benefits are difficult or impossible to measure. • Focus is on the results of the action, not on how the results are achieved. – Assumes “the end justifies the means”. 7 Jeremy Bentham Deontology Theories • Actions are intrinsically right or wrong, regardless of the consequences that mat follow from those actions. • Actions cannot be justified by consequences: Ends do not justify means • “Do I want to live in a world that people perform an action or not?”. Imagine a world everybody would act the way you want to act? – Everybody lies, or everybody cheats 8 Immanuel Kant Psychological Approaches • Kohlberg’s Moral Development Theory • Haidt’s Moral Foundations Theory 9 Kohlberg’s Stages of Moral Development • Development in cognitive reasoning from lower order to higher order reasoning explains moral development 10 Kohlberg, Lawrence; Charles Levine; Alexandra Hewer (1983). Moral stages : a current formulation and a response to critics. Basel, NY: Karger https://en.wikiWeek 3: Personality & Values MGMT90018 Managing Behaviour in Organisations Seminar Leader: Adam Barsky [email protected] Organisational Mechanisms Org. Culture & Change (Week 12) Org. Structure & Networks (Week 11) Group Mechanisms Power, Influence, & Leadership (Week 10) Conflict & Negotiation (Week 9) Teams & Diversity (Week 8) Individual Characteristics Personality & Values (Week 3) Ethics (Week 1) Individual Mechanisms Attitudes, Beliefs, & Perceptions (Week 4) Motivation & Goal Setting (Week 5) Well-being & Stress (Week 6) Decision Making (Week 7) Individual Outcomes Work Outcomes (Week 2) Overview of the Subject adapted from Colquitt, et al. (2016) WE ARE HERE! AGENDA 1. What is personality? 2. What are values? 3. Why does personality & values matter in OB? 4. Personality types, origins and relationships with outcomes 5. Value types, origins and relationships with outcomes Zoom workshops this week Personality What is personality? Personality • Personality is a dynamic concept that describes the growth and development of a person’s psychological system • We most often describe personality in terms of the observable traits that a person exhibits What indicates personality • Cross-Situational Consistency • Temporal Stability • Biological Correlates • Cultural invariance Personality Barrick, M.R., & Mount, M.K. (2000). Select on conscientiousness and emotional stability. Handbook of principles of organizational behavior, 19-39. • Barrick & Mount (2000)  An individual’s relatively stable and enduring pattern of thoughts, feelings, and actions • Robbins & Judge (2016, ch. 5)  The sum of ways in which an individual reacts to and interacts with others How do we understand personality? • Trait theories • Psychodynamic theories • Type theories Values • Definition: Beliefs about whether a specific mode of conduct (the way you act) or end state (your end goals) is personally or socially preferable (i.e., what is right and good) • Value System: A hierarchy based on a ranking of an individual’s values in terms of their intensity  What is more or less important  We all have a hierarchy of values  These values are generally not fluid/changing Terminal vs. Instrumental Values • Terminal values  Desirable end-states of existence  i.e., end goals to be achieved • Instrumental values  Preferred modes of behavior or means of achieving terminal values  i.e., how one moves towards the end goals Types of Value systems • Universal Values  Values shared to a greater or lesser degree across all people. • Cultural values  Shared beliefs about desirable end states or modes of conduct in a given culture  Cultural values provide societies with their own distinctive personalities Why does personality matter for OB? • Explains work attitudes and well-being • Predicts job relevant behaviours • Predicts “fit” Person-job fit  Focus on p