Organizational

Behavior
& Leadership

Professor Bonnie Cheng

January 15, 2019
 What are we doing today?
Introduction: Why is this class great? 
Go over syllabus, ask me anything!
Select groups & presentation dates
Coffee break
History of OB
OB – what is it?
Individual differences in the workplace
Review & preview
Course format
Why is this class great?
• I will engage you in experiences that you can
use in your own lives

• You will have consulting-like experience

designed specifically to help you excel in your
careers

• I will draw on your own experiences for a more

engaging course (for you) & a learning
opportunity (for me)

• Class is fun & challenging

My goals for you
• Increase understanding of theories & concepts
related to individuals, interpersonal processes, &
leadership

• Apply evidence-based management to understand

how to generate a more effective workplace

• Improve skills in critical analysis & problem solving

• Strengthen communication & teamwork skills

• Become effective “consumers” of research

Course format
• Slides available on Blackboard
• Day before class

• Beginning of class:
• Go over agenda for the day
• Review main points from last class

• Format of class:
• Some lecture
• Lots of in-class deliverables:
Activities, exercises, group discussion
& presentations

• End of class
• Review class: Reflection
• Preview next class
Course topics
Today Jan 22 Jan 29 Feb 5 Feb 12 Feb 19

•Foundations •Teams •Application of •No Class •Employee •Application of

of OB Teams Motivation Employee
Motivation

Feb 26 March 5 March 12 March 19 March 26 April 2

• Managerial • Application of • Organizational • Workplace • Application & • No Class

Leadership Managerial Change Stress & Work- Discussion
Leadership Life Balance

April 9 April 16

•Final Group •Final Group

Presentations Presentations
Assessment
• 10% Attendance & participation
• 5% Reflection paper

• 10% Group presentations

• Current affairs presentation
• Leader analysis presentation

• 30% Group consulting project

• 10% Company presentation

• 50% Final exam

Attendance & Participation (10%)
> You gain points by increasing value for the class:
• Answering questions
• Sharing your experiences

> You lose points by decreasing value for the class:

• Being absent, arriving late, leaving early
• Distracting students
• Using cell phones

> Activities, group discussion & presentations, exercises

Attendance & Participation (10%)
> 5% of this grade comes from a reflection paper

> Important to demonstrate you are thinking about what we learn

throughout course & making connections between theory & practice
> Important to demonstrate application of what you learn to your work
> Helps you develop critical thinking & analysis skills
 Reflection topic | Due March 26

> Reflect on your OB & Leadership journey:

• Why should anyone be led by you?
• Apply what you’ve learned to your own career/job:
• What is your personal definition of leadership?
• What have you learned about leadership from this class?
• What are some specific personal leadership goals with
respect to how you will motivate & lead your employees in
the future & how will you achieve these goals?
> Self-reflective process
> 2-3 A4 pages
 Reflection topic | Due March 26
Grading (5%):
3 (60%) 3.5 (70%) 4 (80%) 4.5 (90%)
I can tell you wrote it Some observations & Observations & Observations &
that morning  experiences experiences that experiences that
shape understanding shape understanding
General statements
of goals Developed ideas Developed ideas

Make connections Make connections

Challenge
assumptions

Do your experiences
fit with your goals?
What are your lessons
for future? Challenges
& successes? How will
you prepare?
Group Presentation (10%)
Choose between A or B

A. Current affairs presentation:

• Find & discuss a recent & relevant news article

• Any topic in OB
• Effect of organizational change on employee morale
• How new leadership affected company culture

• Real-life case study

• 15 min presentation (everyone must speak):

• What is the news article about?
• How is it relevant to OB?
• Find an OB theory relevant to its topic & apply it to the news article
• How does this theory inform us about this news article? How can the company & those
within it benefit from knowing about this theory?
• Based on OB theory, how should those involved in the news act? How can this issue be
resolved?
Group Presentation (10%)
B. Leader analysis presentation:

• Conduct an analysis of a real-life leader (political,

public figure, CEO, leader of your company, etc.)

• Real-life case study on leadership

• 15 min presentation (everyone must speak):

• Provide some background of this leader
• Analyze leadership style – provide real examples to support
your arguments
• Analyze leader’s effectiveness – provide real examples to
support your arguments
• Critically assess why this leadership style works or does not
work – provide strong arguments for your case
• Provide recommendations for this leader based on OB
leadership theories
Group Consulting Project (30%)
> Consulting opportunity:
> Conduct an analysis of real organization, collect data,
solve organizational issue using OB theory & knowledge

> Use scientific methods to gather knowledge about OB &

suggest solutions for real problems in organizations

> With this knowledge, you should gain:

• Theoretical value (learning)
• Practical experience (consulting-like)
Select organization & interview
 Select a company you’re interested in

 Interview employees of that organization:

 Select someone who can provide you with relevant &
important information not easily found from other sources
(e.g., online, company reports)
 CEO, CFO, top management team, HR Director,
department heads, HR assistants, HR officers, frontline
employees
 Try to interview more than 1 person to get a sense of what
issues are important & why this issue is important for the
organization
Select issue unique to that organization

> Once you have selected an organization:

• What issues are important?
• WHY is this issue you chose important!
• Is it a real & important problem in this organization?
• Compelling arguments: How your issue is unique to
that organization

> Example topics:

• When does voicing out help & hurt employee performance?
• Effect of working conditions on employee work-life balance
• How abusive power impacts employee citizenship behaviors
• Conditions that limit & promote knowledge sharing in teams
Gather relevant data
> How will you assess this organization?

> Evidence-based management:

> Qualitative data: Interviews
> Quantitative data: Surveys (30-50); Company reports

> Beware of framing

> Consent forms

Identify root causes
> There may be many
> Do not list them all, identify 1 or 2 fundamental root causes
> Elaborate on these root causes

???
Low
???
Productivity

???
Analyze your issue
> Using data gathered, analyze issue based on OB theory
> Make connections between issue & OB theory
> Why did you choose Theory X? Explain why this specific theory may
be relevant to solving organizational issue
> Demonstrate critical thinking
> Synthesize theory with organizational issue to bring new insight into
the issue

> This is a consulting project:

> Show me you are applying your knowledge of OB to the company
Recommendations & solutions
> What recommendations would you give organization based on results &
OB theory?

> You are consultants!

> What specific steps can organization take to improve?
> Picture yourself being paid $$$ from this company to fix this issue…they are
expecting specific strategies that work

> Are they feasible?

> Are they specific?
> Are they effective?

> Beware general solutions:

> “The manager needs to be more motivating”
> “Employees need to be paid more”
Group presentation
>Final 2 classes – 20% group mark
>Groups will lead a 20-min presentation
>Any format of presentation

>For every presentation that is not your own, you

will evaluate the presenting group
Group presentation
> 10% company presentation:

> Each group will introduce the company they have

selected to consult for

> 15 min presentation (everyone must speak):

• Discuss background & structure of company
• Describe your observations & interviews with employees &
managers of this company
• Describe your topic, why it is important, how is it specific to
company
Course topics
Today Jan 22 Jan 29 Feb 5 Feb 12 Feb 19

•Foundations •Teams •Application of •No Class •Employee •Application of

of OB Teams Motivation Employee
Motivation
Current affairs Leader analysis
presentation presentation

Feb 26 March 5 March 12 March 19 March 26 April 2

• Managerial • Application of • Organizational • Workplace • Application & • No Class

Leadership Managerial Change Stress & Work- Discussion
Leadership Life Balance

Reflection Due

Consulting April 9 April 16

company
presentation •Final Group •Final Group
Presentations Presentations
Final Exam (50%)
>During exam period
>Multiple choice & written answers
>Stay tuned!
Presentation dates
> Current affairs presentation:
• 3 groups on January 22:

> Leader analysis presentation:

• 3 groups on January 29:

> Consulting company presentation:

• 3 groups on February 26:
• 3 groups on March 5:

> Final group presentation:

• 3 groups on April 9:
• 3 groups on April 16:
History of OB
1. Classical view of OB
> Frederick Taylor (1856-1915) “Scientific
Management”
• Standardization of job design
• Specialization of labor

> Max Weber (1964-1920) “Bureaucracy”

• Means of rationally managing
complex organizations
• Highly structured:
• Centralization of power
• Single supervisor; chain of
command
• Rules & regulations
2. Human relations view of OB
> Emerged as critique of classical view
(1920-30)
> Concerned with social & psychological
needs of employees

> Mayo & Hawthorne studies

> Hawthorne Plants of Western Electric Co.
> Relay Assembly Room Study (1927-1929)
> 5 female employees
> Effects of length of workday, breaks on
productivity & fatigue
> Initially: 48 hours/week, no breaks!
Hawthorne study results
Percentage of Standard Output

124

116

108

100

made +4 back to ended all

+2
Standard work breaks breaks 2 breaks, day at improvements
breaks
conditions longer with hot 4:30pm, taken away
meal not 5pm
Hawthorne study findings

>Workers responded favourably to the special

attention that they received

Not just the design of work that matters,

but also psychological factors at
work…employees matter!
3. Contingency view of OB
> Much of contemporary research offers answers to
organizational problems by saying : “It depends”
• No “best way” that applies to all situations

> An appropriate management style depends on

interactions
• e.g., context x behavior or person x situation
• Ethnic diversity
• Experience & skill
Happy workplace = Profitable workplace

> Happy employees: More productive, creative,

provide better services to clients, less likely to quit or
call in sick, remain loyal to company

> Stocks of companies on “Best Companies to Work

For” list outperform market as a whole by 2 to 1
So what’s the problem?
> Gap between “knowing” & “doing”: There is a HUGE gap
between what we study in OB & application in modern
workplace

> Most of our work as OB scholars remain in the library, not

being implemented in workplaces, despite the fact that
our research has uncovered powerful insights into:
• How to help employees work more effectively
• How to boost creativity
• How to make jobs more meaningful
• How to motivate employees without relying on bonuses, etc.

> You can make a real & impactful difference in your

careers by implementing what you learn in this course 
What is OB?
 >OB explains & predicts how individual
employees & managers act, think, & feel in
organizations by studying individuals &
groups

>How can people be managed most

effectively?
What does it
mean to be a
“high
performer?”

Source: McGraw-Hill Ryerson Ltd. 2013

Organizational citizenship behaviors
(OCBs)
>Discretionary behaviors that are not part of
employee’s formal job requirements but
contributes to overall success of organization

>Voluntary: Entirely up to employee if they do

it or not; not rewarded, often not penalized
Types of Citizenship Behaviors

Source: McGraw-Hill Ryerson Ltd. 2013

Voice
>Speaking up to offer constructive suggestions
for change
• Communicating suggestions, concerns,
information
• Trying to change bad policies or procedures
• Encouraging other colleagues to speak up
• For issues that may have serious consequences,
expresses opinions honestly even when others
may disagree

>Focus: Benefitting the organization

Civic Virtue
>Participating in company’s operations
above-and-beyond expectations
>Having an active interest in organization
• Attending all voluntary meetings & functions
• Keeping up with all organizational
announcements & news that affects company
• Perfect attendance even when there is
legitimate reason for being absent

>Focus: Benefitting the organization

Loyal Boosterism

>Boosterism: “Enthusiastic & excessive support”

>Positively representing organization to
outsiders
• Defends organization when other employees or
outsiders criticize it
• Actively promotes organization’s products and
services to potential users

>Focus: Benefitting the organization

Interpersonal Helping
>Helping co-workers on their jobs/tasks when
help is needed
• Goes out of their way to help co-workers learn
new tasks
• Helps coworkers who have heavy workloads
• Helps coworkers who have been absent
• Voluntarily helps new employees settle into job

>Focus: Individuals within the organization

Courtesy

>Being mindful about how behavior affects

other people’s jobs
• Keeping coworkers informed about relevant
matters
• Trying to avoid creating problems for coworkers

>Focus: Individuals within the organization

Sportsmanship

>Maintaining a good attitude with coworkers

• Avoids complaining when annoyed by something
(e.g., avoiding being perceived as pessimistic or
being a negative person)
• Doesn’t make a big deal about trivial problems
• Tries to focus on positive side of things; optimism

>Focus: Individuals within the organization

Benefits of OCBs
>Firm performance
• Job descriptions can’t be exhaustive
• Cooperation vs. compliance
• Enhance workers’ productivity (esp. teams)
• Decrease turnover
• Alert organization to opportunities & threats
>Enhance managers’ productivity
Counterproductive Work Behaviors
(CWBs)

> Employee behaviors that are not aligned & go

against an organization’s interest
> Behaviors that harm organizations or people
within, including coworkers, supervisors, clients

> Examples: lateness, leaving work early, taking

long breaks, intentional poor quality of work,
sabotage, bullying, harassment
Types of CWBs

Source: McGraw-Hill Ryerson Ltd. 2013

What does OB study?
How do we get our employees to engage in:
> Less “counterproductive” behavior
> More “organizational citizenship” behavior

OB addresses questions such as:

> How can you motivate others to be top performers?
> How can you make the best decisions?
> How can you be an effective leader?
> How do you manage a team of employees with
different backgrounds & opinions?
Individual Differences
in the Workplace
 “Building & cultivating relationships is an integral part of
any career strategy. Whether you are a job seeker,
manager or entrepreneur, you are in the relationship
business. When it comes to building relationships you must
start with self knowledge, and that starts with
personality”
Michael Woodward, PhD
Competent Jerks vs. Lovable Fools

Who do you ask

when you need
help completing
complex projects?
Competent Jerks vs. Lovable Fools
Person-Job Fit Theory

> Matching the “right” personality with the “right” job

> High P-J fit signals easier transition to work culture
• Higher job satisfaction
• More committed to organization
• Lower turnover
> Determined through psychological tests, assessments
Review of today
History of OB:
1. Classical view of OB
2. Human relations view of OB
3. Contingency view of OB

Individual differences in the workplace & implications for management:

Competent jerks & loveable fools – how to leverage their value in the workplace
Person-Job Fit Theory
Implications for your work
Suggestions for success
Textbook: Class:
 Read before class  Show up!
 Pay attention to headings  Participate
 Highlight important  Ask questions

concepts  Class is meant to

 Not enough time in class supplement text/clarify

to cover everything in text important concepts
 Suggested readings

Look for instances of OB happening around you

 Preview of next class Jan 22:
Fully-functioning teams

Deliverables for next class:

3 groups: Current affairs group presentation

Please read Chapter 1,3, 5 if you have not done so

Please read Chapters 9, 10 before next class
Next Week | Group Presentations (10%)
> 5% Current affairs presentation:

• Find & discuss a recent & relevant news article

• Any topic in OB
• Effect of organizational change on employee morale
• How new leadership affected company culture

• Real-life case study

• 15 min presentation (everyone must speak):

• What is the news article about?
• How is it relevant to OB?
• Find an OB theory relevant to its topic & apply it to the news article
• How does this theory inform us about this news article? How can the
company & those within it benefit from knowing about this theory?
• Based on OB theory, how should those involved in the news act? How
can this issue be resolved?
 Grading (5%):
3 (60%) 3.5 (70%) 4 (80%) 4.5 (90%)
Addresses few or Discusses relevance Discusses relevance of Thoughtfully & critically
none of the of news article to OB news article to OB discusses relevance of
questions asked of news article to OB
you for this Unclear why chosen Finds an OB theory to
presentation; I can theory is selected link to the news article Finds an appropriate OB
tell you prepared over other relevant theory on the topic of the
it that morning  theories Provides analysis of news article to apply
how this OB theory
Some connections informs the news Provides critical analysis
between theory & article & those of how this OB theory
news article involved informs the news article &
those involved
Provides some Provides reasonable
suggestions, but not suggestions to the Thorough integration of
based on OB, or not company or those this OB theory to aspects
reasonable involved of the news article
suggestions
Uses OB theory to provide
reasonable suggestions
to the company or those
involved