Part 1: Individual Behavior
© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized
for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded,
distributed, or posted on a website, in whole or part.
7
POSITIVE ORGANIZATIONAL BEHAVIOR
How can I Flourish at School, Work, and
Home?
7.1 The Importance of Positive OB
7.2 The Power of Positive Emotions
7.3 Fostering Mindfulness
7.4 Positive Psychological Capital: Capital that I Own and Control
7.5 Creating a Climate that Fosters Positive OB
7.6 Flourishing: The Destination of Positive OB
Chapter 7 | Slide 2
The Importance of Positive OB
What is Positive OB (POB)?
• The study and application of positively oriented
human resource strengths and the psychological
capacities that can be measured, developed, and
effectively managed for improvement performance
in today’s workplace
Chapter 7 | Slide 3
The Importance of Positive OB
How Positivity Works
Chapter 7 | Slide 4
The Importance of Positive OB
The Benefits of POB
• Positive deviance:
– Successful performance that dramatically exceeds
the norm in a positive direction
– Provides insight into predictors of job performance
Chapter 7 | Slide 5
The Importance of Positive OB
The Benefits of POB
Positive Businesses Do Well and Good
They do well by being profitable and performing
at a high level
They do good by making the well-being of their
employees and other stakeholders a priority
Chapter 7 | Slide 6
The Importance of Positive OB
Conscious Capitalism (CC)
• Integrating POB through every aspect of the
organization and incorporating:
Higher purpose
Stakeholder interdependence
Conscious leadership
Conscious culture
Beyond profit maximization
Rather than shareholder-centric
Instead of “carrots and sticks”
Instead of bottom-line focused
Results in better organizational performance
A more desirable workplace for employees
Chapter 7 | Slide 7
Test Your OB Knowledge
The Garden Gnome Company is trying to counteract a
negative situation that occurred last year by creating a
positive influence. Garden Gnome is hoping to create:
A.
B.
C.
D.
E.
Positive deviance
A neutralizing influence
An amplifying effect
A buffering effect
Corporate social responsibility
Chapter 7 | Slide 8
The Power of Positive Emotions
Positive vs. Negative Emotions
Positive emotions:
Negative emotions:
• Are resources that fuel
individual, group, and
organizational flourishing
• Help build social,
psychological, and physical
resources
• Combat negative emotions
• Broaden your mindset, open
you to consider new things
• Have benefits which endure
over long periods of time
• Are limiting
• Spur you to act in
narrow or specific
ways
Chapter 7 | Slide 9
The Power of Positive Emotions
Positive Emotions Lead to Success
✓
✓
✓
✓
✓
Stronger Social Relationships
Prosocial Behaviors
Liking of Yourself and Others
Stronger Bodies
Original Thinking
Chapter 7 | Slide 10
The Power of Positive Emotions
Positivity Begets Positivity
• Self-reinforcing and perpetuating aspects of positive
emotions and positivity leads to upward spirals of
positivity, where positive behaviors, feelings, and
attitudes feed your own and those of others in a
continual, reinforcing process
Chapter 7 | Slide 11
The Power of Positive Emotions
Multiple Positives for Every Negative
-
++++
++++
+++
+++
• Can’t simply remedy a negative
situation with a positive
• Must have multiple positive
experiences for every negative
Chapter 7 | Slide 12
The Power of Positive Emotions
Strategies to Increase Positivity
•
•
•
•
Create high-quality connections
Cultivate kindness
Develop distractions
Dispute negative self-talk and thoughts
Chapter 7 | Slide 13
Test Your OB Knowledge
Stanley would like to increase his positivity. He should
do all of the following EXCEPT
A.
B.
C.
D.
E.
Establish social connections with co-workers, family, etc.
Fake happiness
Go for a run when he feels negativity coming on
Use self-talk to stop negative thoughts
Volunteer to help a friend who is in a difficult situation
Chapter 7 | Slide 14
Fostering Mindfulness
Mindlessness vs. Mindfulness
• Mindlessness:
– State of reduced attention expressed in behavior that is rigid
or thoughtless
– Failure to control emotions is a key component
– Requires minimal information processing
– Done automatically
– Associated with poor mental and physical health
Chapter 7 | Slide 15
Fostering Mindfulness
Mindlessness vs. Mindfulness
• Mindfulness:
― The awareness that emerges through paying attention on
purpose
― Is in the present moment
― Is nonjudgmental to the unfolding of experience moment by
moment
― Requires effort because the brain works in ways that detract
from staying focused
― Improves interpersonal communication
― Requires attentional balance
Chapter 7 | Slide 16
Fostering Mindfulness
Inhibitors of Mindfulness
• Attentional deficit
– Inability to focus vividly on an object
• Attentional hyperactivity
– Happens when our minds are racing or wandering, resulting
in compulsive daydreaming or fantasizing
Chapter 7 | Slide 17
Fostering Mindfulness
Benefits of Mindfulness
✓ Increased Physical, Mental, and Interpersonal
Effectiveness
✓ More Effective Communications
✓ More Balanced Emotions
✓ Personal Effectiveness
Chapter 7 | Slide 18
•Breathing Meditation
•Walking Meditation
Fostering Mindfulness
Practicing Mindfulness
Breathing
Meditation
Walking
Meditation
Reduced Stress
Reduced Negative Emotions
Increased Emotional Regulation
Increased Task Performance
Increased Memory
Chapter 7 | Slide 19
Test Your OB Knowledge
All the following about mindfulness are true EXCEPT:
A. Mindfulness requires a person to be present in the moment
B. Mindfulness decreases the effectiveness of interpersonal
communications
C. Attentional deficit inhibits mindfulness
D. Mindfulness can be practiced
E. Mindfulness enhances a person’s ability to develop and
sustain loving relationships
Chapter 7 | Slide 20
Positive Psychological Capital:
Capital that I Own and Control
Psychological Capital (PsyCap)
• Those with high levels of PsyCap have high levels of:
–
–
–
–
Hope
Efficacy
Resilience
Optimism
Chapter 7 | Slide 21
Positive Psychological Capital:
Capital that I Own and Control
Two Components of Hope
Having a Goal
Means for
Achieving the
Goal
•Willpower
• Having a goal and the
determination to achieve it
•Waypower
• Need to see alternative
paths to achieve the goal
Chapter 7 | Slide 22
Positive Psychological Capital:
Capital that I Own and Control
Efficacy
• Confidence in your ability to do something
• Influences the world around you and your ability to deal with
inherent challenges and opportunities
• Greater efficacy leads to being more confident and positive
Chapter 7 | Slide 23
Positive Psychological Capital:
Capital that I Own and Control
Resilience
• The capacity to consistently bounce back from
adversity and to sustain yourself in the face of the
demands of positive events
Chapter 7 | Slide 24
Positive Psychological Capital:
Capital that I Own and Control
Optimism
• Optimists view successes as due to their personal,
permanent, and pervasive causes, and negative events
to external, temporary, and situation-specific causes
• Optimists are realistic and flexible
• Optimism is self-inspirational
Chapter 7 | Slide 25
Test Your OB Knowledge
To have hope one needs to have:
A.
B.
C.
D.
E.
Efficacy
Resilience
Mindfulness
A goal and a means for achieving the goal
None of the above
Chapter 7 | Slide 26
Creating a Climate that Fosters Positive OB
Organizational Climate
• Employees’ perceptions of formal and informal
organizational policies, practices, procedures, and
routines
Chapter 7 | Slide 27
Creating a Climate that Fosters Positive OB
Organizational Values
• Ideals that are endorsed, shared, and supported by the
organization as a whole
Restorative
Justice
Compassion
Temperance
Chapter 7 | Slide 28
Creating a Climate that Fosters Positive OB
Organizational Practices
• Host of procedures, policies, practices, routines, and
rules that organizations use to get things done
– Training
– Support programs
– Human resource practices, programs, and policies
Chapter 7 | Slide 29
Creating a Climate that Fosters Positive OB
Virtuous Leadership
• What individuals and organizations aspire to be when
they are at their very best
• Help individuals, groups, and organizations to elevate,
enrich, and flourish
Chapter 7 | Slide 30
Creating a Climate that Fosters Positive OB
Components of Virtuous Leadership
Forgiveness
Greater
Good
Integrity
Trust
Chapter 7 | Slide 31
Creating a Climate that Fosters Positive OB
Benefits of Virtuous Leadership
• Increased:
– Financial
performance
– Customer satisfaction
– Positive
organizational climate
– Measures of
organizational
effectiveness
Chapter 7 | Slide 32
Test Your OB Knowledge
The Positive Proton Company has a policy of using a
panel of managers and various employees to resolve
conflicts that arise. What organizational value does
this represent?
A.
B.
C.
D.
E.
Restorative justice
Greater good
Temperance
Integrity
Compassion
Chapter 7 | Slide 33
Flourishing: The Destination of OB
What is Well-Being and Flourishing?
• Well Being is the combined impact of five elements (PERMA):
P
Positive Emotions
E
Engagement
R
Relationships
M
Meaning
A
Achievement
Flourishing = the
extent to which our
lives contain PERMA
Chapter 7 | Slide 34
Flourishing: The Destination of OB
Positive Emotions
• Broaden your perspective about how to overcome
challenges in your life
• Build on themselves resulting in a spread of positive
emotions
• Strengthens relationships with others (the R
component in PERMA)
Chapter 7 | Slide 35
Flourishing: The Destination of OB
Engagement
• The extent to which you are physically, cognitively,
and emotionally involved with an activity, task, or
project
• Flow is the state of being completely involved in an
activity for its own sake
Chapter 7 | Slide 36
Flourishing: The Destination of OB
Relationships
• Positive emotions are associated with activities
involving others
• Social support is the amount of perceived helpfulness
derived from social relationships
–
–
–
–
Esteem support
Informational support
Social companionship
Instrumental support
Chapter 7 | Slide 37
Flourishing: The Destination of OB
Meaningfulness and Achievement
• Meaningfulness is belonging to and serving
something that you believe is bigger than
the self
• Achievement pertains to the extent to which
you have a self-directed achieving life.
– People flourish when they pursue
achievement for its own sake
Chapter 7 | Slide 38
Test Your OB Knowledge
All of the following are components of PERMA
EXCEPT:
A.
B.
C.
D.
E.
Positive emotions
Relationships
Achievement
Policies and Practices
Engagement
Chapter 7 | Slide 39
7
Integrative Framework for
Understanding and Applying OB
Chapter 7 | Slide 40
Part 1: Individual Behavior
© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized
for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded,
distributed, or posted on a website, in whole or part.
Part 3:
Organizational
Processes
© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized
for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded,
distributed, or posted on a website, in whole or part.
14
ORGANIZATIONAL CULTURE,
SOCIALIZATION, AND MENTORING
How Can I Use These Concepts for
Competitive Advantage?
14.1 The Foundation of Organizational Culture: Understanding Its Drivers
and Functions
14.2 The Impact of Organizational Culture Types on Outcomes
14.3 The Process of Culture Change
14.4 The Organizational Socialization Process
14.5 Embedding Organizational Culture Through Mentoring
Chapter 14 | Slide 2
The Foundation of Organizational Culture:
Understanding Its Drivers and Functions
What is Organizational Culture?
• The set of shared, taken-for-granted implicit
assumptions that a group holds and that determines
how it perceives, thinks about, and reacts to its
various environments
Chapter 14 | Slide 3
The Foundation of Organizational Culture:
Understanding Its Drivers and Functions
Four Characteristics of Organizational Culture:
•
•
•
•
Shared concept
Learned over time
Influences our behavior at work
Impacts outcomes at multiple levels
Chapter 14 | Slide 4
The Foundation of Organizational Culture:
Understanding Its Drivers and Functions
Drivers and Flow of Organizational Culture
Chapter 14 | Slide 5
The Foundation of Organizational Culture:
Understanding Its Drivers and Functions
Levels of Organizational Culture – Artifacts
• The physical manifestation of an organization’s
culture
Chapter 14 | Slide 6
The Foundation of Organizational Culture:
Understanding Its Drivers and Functions
Levels of Organizational Culture – Espoused Values
Espoused Values
• Explicitly stated values and
norms that are preferred by an
organization
Enacted Values
• Values and norms that are
actually exhibited or converted
into employee behavior
Gaps between
espoused and
enacted values
Influence
employee attitudes
and organizational
performance
Chapter 14 | Slide 7
The Foundation of Organizational Culture:
Understanding Its Drivers and Functions
Levels of Organizational Culture – Basic
Underlying Assumptions
• Organizational values that have become so taken for
granted over time that they become assumptions that
guide organizational behavior
Chapter 14 | Slide 8
The Foundation of Organizational Culture:
Understanding Its Drivers and Functions
Four Functions of Organizational Culture
Chapter 14 | Slide 9
Test Your OB Knowledge
Which level of organizational culture is the hardest to
change?
A.
B.
C.
D.
E.
Artifacts
Transactional
Enacted values
Espoused values
Basic underlying assumptions
Chapter 14 | Slide 10
The Impact of Organizational Culture
Types on Outcomes
Types of Organizational Culture – Clan Culture
• Companies with a clan culture have an internal focus and
they value flexibility rather than stability and control
• Effectiveness achieved by encouraging collaboration, trust,
and support
• Employee-focused
Chapter 14 | Slide 11
The Impact of Organizational Culture
Types on Outcomes
Types of Organizational Culture – Adhocracy
Culture
• External focus and value flexibility
• Creation of new products and services
• Culture is adaptable, creative, and fast to respond to
the marketplace
Chapter 14 | Slide 12
The Impact of Organizational Culture
Types on Outcomes
Types of Organizational Culture – Market
Culture
• Strong external focus and value stability and control
• Competition
• Strong desire to deliver results and accomplish goals
Chapter 14 | Slide 13
The Impact of Organizational Culture
Types on Outcomes
Types of Organizational Culture – Hierarchy
Culture
•
•
•
•
Internal focus
Formalized and structured work environment
Values stability and control over flexibility
Efficiency, timeliness, and reliability
Chapter 14 | Slide 14
The Impact of Organizational Culture
Types on Outcomes
Conclusions about Organizational Culture
Organizational culture is related to measures of organizational effectiveness
Employees are more satisfied and committed to organizations with clan
cultures
Innovation and quality can be increased by building characteristics
associated with clan, adhocracy, and market cultures
Financial performance is not strongly related to organizational culture
Market cultures tend to have more positive organizational outcomes
Chapter 14 | Slide 15
Test Your OB Knowledge
Jane works in an organization where quality and
efficiency are highly valued. This organization's
culture is likely:
A.
B.
C.
D.
E.
Hierarchy
Adhocracy
Goal-driven
Clan
Market
Chapter 14 | Slide 16
The Process of Culture Change
Four Truths About Culture Change
Leaders are the architects and developers of organizational change
Changing culture starts with one of the three levels of organizational
culture – artifacts, espoused values, and basic underlying assumptions
Consider how closely the current change aligns with the organization’s
vision and strategic plan
Use a structured approach when implementing culture change
Chapter 14 | Slide 17
The Process of Culture Change
Mechanisms for Creating Culture Change –
Formal Statements
• Using formal statements of:
–
–
–
–
–
Organizational philosophy
Mission
Vision
Values
Materials used for recruiting
• Represent visible artifacts
Chapter 14 | Slide 18
The Process of Culture Change
Mechanisms for Creating Culture Change –
Design of Physical Space
• Physical spacing among people and buildings
• Location of office furniture
Chapter 14 | Slide 19
The Process of Culture Change
Mechanisms for Creating Culture Change –
Slogans, Language, Acronyms, and Sayings
• Easy to remember and easy to repeat
Chapter 14 | Slide 20
The Process of Culture Change
Mechanisms for Creating Culture Change – Role
Modeling, Training, Coaching
• Structure training to provide an in-depth
introduction about organizational values and basic
underlying assumptions
Chapter 14 | Slide 21
The Process of Culture Change
Mechanisms for Creating Culture Change –
Explicit Rewards, Status Symbols
• Strong impact on employees due to its highly visible
and meaningful nature
• Strongest way to embed culture
Chapter 14 | Slide 22
The Process of Culture Change
Mechanisms for Creating Culture Change –
Stories, Legends, or Myths
• Powerful way to send messages about values and
behaviors that are desired
Chapter 14 | Slide 23
The Process of Culture Change
Mechanisms for Creating Culture Change –
Organizational Activities and Processes
• Leaders pay attention to
those activities they can
measure and control
• Sends message to
employees about
acceptable norms
Chapter 14 | Slide 24
The Process of Culture Change
Mechanisms for Creating Culture Change –
Leader Reactions to Critical Incidents
• People learn and pay attention to emotions
exhibited by leaders
• Positive emotions spread
• Negative emotions travel faster and further
Chapter 14 | Slide 25
The Process of Culture Change
Mechanisms for Creating Culture Change –
Rites and Rituals
• Planned and unplanned activities and ceremonies
• Used to celebrate important events or achievements
Chapter 14 | Slide 26
The Process of Culture Change
Mechanisms for Creating Culture Change –
Workflow and Organizational Structure
• Hierarchical structure vs. flatter organizations
• Reducing the number of organizational layers is an
attempt to empower employees and increase
employee involvement
Chapter 14 | Slide 27
The Process of Culture Change
Mechanisms for Creating Culture Change –
Organizational Systems and Procedures and
Organizational Goals throughout Employee
Lifecycle - How a Company Handles:
Communication
Recruitment
Promotion
Selection
Layoffs
Development
Retirements
Chapter 14 | Slide 28
Test Your OB Knowledge
Jackson Electronics would like to change their
organizational culture to more of a clan culture. Jackson
should use all of the following methods EXCEPT:
A. Develop training programs to teach the underlying assumption of
clan culture
B. Have leaders keep information about negative events from
employees
C. Change the office structure to allow space for employees to
collaborate and communicate
D. Develop group and team reward systems
E. Celebrate employee accomplishments and life events
Chapter 14 | Slide 29
The Organizational Socialization Process
What is Organizational Socialization?
• The process by which a person learns the values,
norms, and required behaviors which permit them to
participate as a member of an organization
• A three-phase model of organizational socialization:
– Anticipatory socialization
– Encounter
– Change and acquisition
Chapter 14 | Slide 30
The Organizational Socialization Process
Organizational Socialization Phase 1: Anticipatory
Socialization
• Occurs before an individual actually joins an
organization
• Information learned about careers and organizations
• Learned from:
– Current employees
– Social media
– Internet
Chapter 14 | Slide 31
The Organizational Socialization Process
Organizational Socialization Phase 1: Anticipatory
Socialization
• Use of a Realistic
Job Preview (RJP)
Lower Turnover
Higher Job
Performance
Use of RJP
Chapter 14 | Slide 32
The Organizational Socialization Process
Organizational Socialization Phase 2: Encounter
• Employees come to learn what the organization is
really like
• Organizations use onboarding programs
Chapter 14 | Slide 33
The Organizational Socialization Process
Organizational Socialization Phase 3: Change
and Acquisition
• Employees master important tasks and roles and
adjust to their group’s values and norms
Chapter 14 | Slide 34
The Organizational Socialization Process
Practical Application of Organizational
Socialization Research
Effective onboarding programs result in increased retention, productivity,
and rates of task completion for new hires
Many organizations use socialization tactics to reinforce a culture that
promotes ethical behavior
Managers need to help new hires integrate with the culture to overcome
stress associated with a new environment
Support for the stage model is mixed, different techniques are appropriate
for different people at different times
Mangers should pay attention to the socialization of diverse employees
Chapter 14 | Slide 35
Embedding Organizational Culture
Through Mentoring
What is Mentoring?
• The process of forming and maintaining intensive and
lasting developmental relationships between a variety
of developers and a junior person
Chapter 14 | Slide 36
Embedding Organizational Culture
Through Mentoring
Developmental Networks Underlying Mentoring
Chapter 14 | Slide 37
Embedding Organizational Culture
Through Mentoring
Personal and Organizational Implications
Foster a broad
developmental
network
Become proficient at
using social
networking tools
Need consistency or
congruence between
career goals and the
type of
developmental
network
Developers provide
assistance depending
on the person’s
ability, potential, and
relationship
Develop a mentoring
plan
Incorporate
mentoring into the
organization’s
leadership
development
program
Chapter 14 | Slide 38
Test Your OB Knowledge
All of the following are benefits of the RJP process
EXCEPT:
A.
B.
C.
D.
Leads to higher job performance
Leads to lower turnover
Provides a clearer picture of actual job expectations
Employees may not accept a position after learning about
the negative aspects of the job
E. All the above are benefits of RJP
Chapter 14 | Slide 39
14
Integrative Framework for
Understanding and Applying OB
Chapter 14 | Slide 40
Part 3:
Organizational
Processes
© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized
for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded,
distributed, or posted on a website, in whole or part.
Purchase answer to see full
attachment