Unit IV OB Discussion Board

Please make sure that it is your own and not copy paste because my Professor use a system that ca tell if t is your own work and where you got your reference from. Please read the study because it is part of thr assignment.

Book Refernce: Robbins, S. P., & Judge, T. A. (2019). Organizational behavior (18th ed.). New York, NY: Pearson.

The textbook states that at the organizational level, productivity is based upon effectiveness and efficiency. What does that mean to you?

As you respond to your classmates, discuss examples that you have seen within an organization that demonstrate this concept.

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
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=pdh&AN=2011-12684-001&site=ehost-live&scope=site

UNIT IV STUDY GUIDE

Organizational Behavior Models

https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=pdh&AN=2011-12684-001&site=ehost-live&scope=site

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

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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
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=pdh&AN=2011-12684-001&site=eds-live&scope=site

Larcoix, A. (n.d.). Personality traits, ID 19168435 [Photograph]. Retrieved from

https://www.dreamstime.com/royalty-free-stock-photo-personality-traits-image19168435

Robbins, S. P., & Judge, T. A. (2019). Organizational behavior. (18th ed.). New York, NY: Pearson.

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