Summary of Organizational Behavior's book

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Summary of Organizational Behavior's book

  1. 1. Introductions Perspectives of Types of Individual Challenges for Anchors of OBDefinitions Organizational Behavior organization knowledge Effectiveness Emerging Open systems Increasing of work Multidisciplinary Task Performance Globalization employment Perspective diversity anchor relationship Organizational Organizational Systematic Learning Its consequences Citizenship research anchor Perspective. High-Performance Counterproductive Contingency Work Practices work behavior anchor Perspective Joining and staying Stakeholder Multiple levels of with the Perspective analysis anchor organization Maintaining work Attendance
  2. 2. Individual Behavior, personalit y and values Personality in MARS Model Organizations Personality Employee 5-Factor Model of Ability Determinants: Motivation Personality (CANOE) Nature/Nurture Jungian Personality Myers-Briggs Type Role perceptions Situational factor Theory Indicator Caveats about Personality in testing in OrganizationsSelf Concept: The “I” Self Verification In OB. Self evaluation Social Self Self esteem Self efficacy Locus of control Values in theSelf concept and OB workplace Values and Types of Values Individual behavior Value Congruence Value Across Ethical values and cultures behavior Moral intensity, ethical Individualism and Power distance 3 ethical principles sensitivity and collectivism situational influences. Achievement Uncertainty Supporting ethical nurturing Avoidance behavior orientation
  3. 3. Perception and Learning Organization Social Identify and Learning inPerceptual process Attribution theory Self-fulfilling prophecy Other Perceptual Errors Improving effects Stereotyping organizations Perceptual Behavior modification: Stereotyping in Contingencies of self- Awareness ofOrganizations and Errors Halo effect Leaning through Organizations fulfilling prophecy perceptual biases interpretation Reinforcement Problems with Improving self- A-B-Cs behavior Social Learning Theory: Learning through Mental models Primary effect stereotyping awareness modification Learning by Observing. experience Contingencies of Recency effect Meaningful interaction reinforcement Behavior modification False-cinsensus effect in practice
  4. 4. How emotions influence Types of emotions attitudes and behavior Emotions in workplace Emotions, attitudees, and Cognitive dissonance behavior Emotional display norms Emotions and personality across cultures Managing emotions at work Emotional dissonance Improving emotional Emotional intelligence intelligenceWorkplace emotions, attitudes Job satisfaction and performance Job satisfaction and work Job satisfaction behavior (EVLN) and stress. Job satisfaction and customer satisfaction Consequences of Org Commitment Organizational commitment Building org. commitment General adaptive syndrome Consequences of distress Job burnout Harassment and incivility Stressors Work overload Work-related stress and its management Individual of differences in Low task control stress Remove the stressors Withdraw from the stressors Managing work-related Change stress perception stress Control stress consquences Receive social support
  5. 5. Individual differences in needs Maslow’s needs Limitations hierarchy theory. ERG theory nAch Employee engagement. Employee drives and nAff needs. Learned Needs theory nPow Learning Needs Its influences. 4-drives theory ImplicationsMotivations. Increasing E-to-P expectancies Expectancy theory of Increasing P-to-O Practice of the theory. motivation expectancies Increasing outcome Balanced Scorecard valences Feedback through Characteristics of strength based effective feedback coaching Goal setting and feedback Multisource feedback Sources of feedback Closing feedback sources Evaluating goal setting and feedback Inequity and employee motivation Individual differences Equity theory equity sensitivity Organizational justice Evaluating equity Procedural justice theory
  6. 6. Membership and seniority based reward Money in the workplace Job status based rewards Financial Reward Competency based Link rewards to Practices rewards performance Performance-based Ensure that reward are rewards relevant Improving reward Use team rewards for effectiveness interdependent jobs Ensure that reward are valued Watch out for unintended consequences Scientific management JD and work efficiencyApplied Performance Problems with job specifications Practices Core job characteristics JD and work motivation Critical psychological state Job design practices Individual differences Job rotation JD practices that Job enlargement motivated Supporting Empowerment Practices Job enrichment empowerment Personal goal setting Designing natural rewards Self-leadership strategies Self-monitoring Self-leadership Self-leadership Practices effectiveness Self-reinforcement Self-leadership contingency
  7. 7. Teams & Informal groups Informal Groups Adv & Disadv. Of Teams Challenges Model of Teams Organizational and Team effectiveness Environment Pooled Team characteristics Sequential Team design Elements Team size Reciprocal Team composition Forming -> Storming-> Norming-> Performing->Team Dynamics Adjourning. Team development Team roles Team norms Team process Influences Team cohesion Consequences Team trust Self direct teams Success factors Virtual Teams Success Factors Evaluation Apprehension Pressure to conform Constraints Groupthink Time constraints Team decision making Conflict Brainstorming Team structures to improve DM Electronic brainstorming Nominal group technique
  8. 8. Importances Model of Influences on effective communication enc & dec. Computer-mediated Email & problems communication Communication channels Nonverbal Emotional contagion communication Social acceptance Choosing the best Evaluating media- Media richness communication channel richness theory CommunicationCommunication in teams and channels and persuasion Perceptual processes Organization Filtering Communication barriers Jargon Language Ambiguity of language Information overload Nonverbal differences across cultures Cross-cultural and cross- gender communication Gender differences in comm. Getting msg. across Sensing Improving interpersonal communication Active listening Evaluating Characteristics Responding Communication through grapevine Benefits and limitations
  9. 9. Conflict and negotiation in the workplace Conflict process Structural sources of Interpersonal conflict Structural approaches Resolving conflict Bad or good conflict model conflict in org. handling style to CM through negotiation Problem Past-present solving, forcing, avoidi Emphasizing Bargaining zone situational influences 3rd party conflict Emerging view Incompatible goals Negotiator skillsperspective of conflict ng, yielding, comprom superordinate goals model of negotiations on negotiations resolution ising. Choosing the best Reducing Conflict is bad Constructive Differentiation Location Preparation Arbitration style differentiation Improving Cultural and gender Optimal conflict Relationship conflict. Interdependence communication and Physical setting Info. Gather Inquisition differences understanding Time passage and Two types of conflict Separating Scarce resources Reducing task Comm. Effectively Mediation deadlines Audiences Comm. Prob. Increasing resources Making concessions characteristics Clarifying rules and procedures.
  10. 10. Leadership Context Shared leadership Personality Self-concept Drive Integrity Categories Competency Perspective of Leadership motivation leadership Limitation Knowledge of the business Behavioral Perspective of Task & People oriented. Leadership Cognitive and practical intelligenceLeadership Emotional intelligence Styles Path-Goal Theory Contingencies Situational Leadership Contingency Perspective of Theory Leadership Fiedler’s Contingency Other Contingency Theory Model Changing the situation to Leadership Substitutes match the Leader’s Natural style Transformational vs. Transactional Leadership Create a strategic Vision Transformational vs. Charismatic leadership Communicate with the vision Elements of Transformational Leadership Transformational Model the vision Perspective of Leadership Cross-cultural and gender Build commitment toward issue. the vision Prototypes of effective leader Evaluating the perspective Romance of leadership
  11. 11. Content of org culture Elements of org. culture Organizational subcultures Organizational and legends Rituals and ceremonies Deciphering organizational culture through artifacts Organizational language Physical structures symbols Culture content alignment with environment Contingencies & effectiveness Avoiding a corporate cultOrganizational culture Importance of organizational culture Organizational culture and Adaptive culture business ethics Assimilation Bicultural audit Merging organizational cultures Deculturation Strategies for merging cultures Intergration Actions of founders and leaders Separation Aligning artifacts Changing and strengthening organizational culture Introducing culturally consistent rewards Attracting, selecting, socializing employees Pre-employment socialization Learning and adjustment process Encounter Stages Role management Organizational socializing Outcomes Improving the process Agents
  12. 12. Employees resistance Lewin’s force field analysis Restraining forces model The factors Communication Learning Creating urgerncy for change Employee involvement Unfreezing, changing and Reducing the restraining refreezing force Stress management Change agents, strategicOrganizational changes Refreezing the desired visions and diffusing conditions changes Negotiation Coercion Form client-consultant relationship Diagnose the need for change Action research approaches Introduce intervention Evaluate and stabilize change 4 approaches Discovery Cross cultural & ethical Dreaming issues in org. change Appreciative inquiry 4D model of appreciation approach inquiry Org. behavior: the journey Designing continues. Parallel learning structure approach Delivering

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