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The study of people at work is generally referred to as the study of organizational behavior. Organizational Behavior (OB) studies the influence that individuals, groups, and structure have on behavior within organizations. Many managers do not understand the significance of Organizational Behavior. OB is an applied behavior science built on contributions from a number of behavior disciplines, including psychology, and social science psychology, sociology and anthropology. It’s important that managers understand what organizational behavior is and how it can influence employees.
To understand what drive’s a person’s behavior it’s helpful to understand their personality, values, and emotions which shape their behavior.
Personality
When we describe people in terms of characteristics such as quiet, passive, loud, and so on, we categorize them in terms of personality traits. Therefore, an individual’s personality is the combination of psychological traits we use to classify that person.
There are serval tools used to analyze and categorize personality traits. The Myers-Briggs Type Indicator (MBTI) is one of the most widely used personality frameworks. It is essentially a 100 question personality test that asks people how they usually feel or act in particular situations. Under the MBTI, individuals are classified as:
Extroverted or Introverted (E or I)
Sensing or Intuitive (S or N)
Thinking or Feeling (T or F)
Perceiving or Judging (P or J)
These classifications are then combined into 16 personality types. More than two million people a year take the MBTI in the United States alone; though there is no hard evidence that the MBTI is a valid measure of personality.
The Big-Five Model is an impressive body of research, which supports the view that five basic per-sonality dimensions underlie all others. Factors in the Big-Five Model are:
Extroversion; one’s comfort level with relationships.
Agreeableness; an individual’s propensity to defer to others.
Conscientiousness; a measure of reliability.
Emotional stability; dimension measuring a person’s ability to withstand stress. Positive emotional stability (calm, enthusiastic, secure) as opposed to negative emotional stability (tense, nervous, depressed, and insecure).
Openness to experience; an individual’s range of interests and fascination with novelty.
Values
Values represent basic convictions that “a specific mode of conduct or end- state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.” (Rokeach, 1973)
Value systems contain a moral flavor in that they carry an individual’s ideas as to what is right, good, or desirable. Value systems represent a prioritizing of individual values. According to Stephen H. Robbins in Essentials of Organizational Behavior, Values are identified by “the relative importance an individual assigns to them, such as freedom, pleasure, self-respect, honesty, obedience, and equality.”
Emotions
Let’s clarify three terms that are closely intertwined: affect, emotions, and moods.
Affect is a generic term that covers a broad range of feelings that people experience. It’s an umbrella concept that encompasses both emotions and moods.
Emotions are intense feelings that are directed at someone or something.
Moods are feelings that tend to be less intense than emotions and they lack a contextual stimulus.
The Six Universal Emotions
Research has identified six universal emotions: anger, fear, sadness, happiness, disgust, and surprise. These six emotions can be conceptualized as existing along a continuum. The closer any two emotions are to each other on this continuum, the more likely people are to confuse them.
Additional Materials
View the presentation for more information on Organization Behavior.
View the presentation for more information on Diversity in Organizations.
View the presentation for more information on Attitudes and Job Satisfaction.
View the presentation for more information on Emotions and Moods.
View the presentation for more information on Personality and Values.
References
Rokeach. M. (1973) The nature of human values. New York: Free Press.
