Running head: WEEK 1 DISCUSSION 1 WEEK 1 DISCUSSION 2 Week 1 Discussion Mohammed Nousheed Ahmed University of the Cumberlands Abstract This paper explores the first three chapters from the book, Essentials of organizational Behavior Robbins, and Judge (2018) which explains what is organizational behavior, diversity in organizations, main components of attitudes and how to measure the job satisfaction. It also focuses on how managers can use organizational behavior to see the value of workforce diversity, how to empower the employees, improve customer service, help employees balance work-life conflicts. Also, this paper explains diversity from many perspectives. In addition to the above topics, this paper also helps in understanding how to increase organizational effectiveness by focusing on employees’ attitudes and their job satisfaction. Chapter one Review Organization Behavior (OB) is defined as the study of what employees do in an organization and how their behavior effects the organizations effectiveness. In all of the organizations employees are separated in different departments based on their role and skill set. To effectively manage these departments, organizations will assign a manager who overlooks or lead the group of people/employees. These managers have a very critical role to play in making or breaking an organization. If the manager is effective and has necessary skills to manage the employees then the overall organization will be successful or else it will fail. Managers are responsible for, improving employees’ interpersonal skills, responding to economic pressure, creating positive environment, improving ethical behavior of the employees’ etc. Organizational behavior gathers the employees’ behavior in an organization based on different values like, how well they are treated, what kind of training is provided, how managers are helping them in achieving work-life balance etc. and applies that knowledge to increase organization’s effectiveness. Chapter two review This chapter deals with the diversity in an organization. Diversity is based on three variables, biographical, ability and programs. Biographical diversity or characteristics have very minimal impact on the job performance, but that doesn’t mean that the organizations should not consider biographical diversity. Also, managers need to learn both surface level and deep level diversities in order to bring the best out of their employees’. Management should provide training more frequently, not one shot training, to its employees so that they can understand the values of other employees and can work together. Also, management have an effective recruitment process while selecting the employees’ which are better fit for the job description and the team. Diversity management should happen at levels of the management and across different stages from hiring, retention, promotio.

1. Running head: WEEK 1 DISCUSSION
1
WEEK 1 DISCUSSION 2
Week 1 Discussion
Mohammed Nousheed Ahmed
University of the Cumberlands
Abstract
This paper explores the first three chapters from the book,
Essentials of organizational Behavior Robbins, and Judge
(2018) which explains what is organizational behavior, diversity
in organizations, main components of attitudes and how to
measure the job satisfaction. It also focuses on how managers
can use organizational behavior to see the value of workforce
diversity, how to empower the employees, improve customer
service, help employees balance work-life conflicts. Also, this
paper explains diversity from many perspectives. In addition to
the above topics, this paper also helps in understanding how to
increase organizational effectiveness by focusing on employees’
attitudes and their job satisfaction.
Chapter one Review
Organization Behavior (OB) is defined as the study of what
employees do in an organization and how their behavior effects
the organizations effectiveness. In all of the organizations
employees are separated in different departments based on their
role and skill set. To effectively manage these departments,

2. organizations will assign a manager who overlooks or lead the
group of people/employees. These managers have a very critical
role to play in making or breaking an organization. If the
manager is effective and has necessary skills to manage the
employees then the overall organization will be successful or
else it will fail. Managers are responsible for, improving
employees’ interpersonal skills, responding to economic
pressure, creating positive environment, improving ethical
behavior of the employees’ etc. Organizational behavior
gathers the employees’ behavior in an organization based on
different values like, how well they are treated, what kind of
training is provided, how managers are helping them in
achieving work-life balance etc. and applies that knowledge to
increase organization’s effectiveness.
Chapter two review
This chapter deals with the diversity in an organization.
Diversity is based on three variables, biographical, ability and
programs. Biographical diversity or characteristics have very
minimal impact on the job performance, but that doesn’t mean
that the organizations should not consider biographical
diversity. Also, managers need to learn both surface level and
deep level diversities in order to bring the best out of their
employees’. Management should provide training more
frequently, not one shot training, to its employees so that they
can understand the values of other employees and can work
together. Also, management have an effective recruitment
process while selecting the employees’ which are better fit for
the job description and the team. Diversity management should
happen at levels of the management and across different stages
from hiring, retention, promotion till retirement of the
employees’.
Chapter three review
Employees’ behavior varies depending on their attitude, for
example if the employee is happy and satisfied their job then
they will have a positive attitude towards their work and their
behavior will be forth coming as well. Organization behavior

3. focuses on three attitudes, job satisfaction, job involvement and
organizational commitment. The main causes of job
dissatisfaction is, pay, stress, work load, security, coworkers
and managers. If the employees’ are satisfied with their jobs
then there will be less absenteeism, they will perform better on
the job. Managers should also keep in mind that providing only
high won’t attract high-quality employees, they should also
provide interesting and challenging work as well.
References
Robbins, S. & Judge, T. (2018). Essentials of organizational
behavior. Boston, MA: Pearson Education Limited.
DISCUSSION FORUM WEEK 1
SUMMARY OF ASSIGNED READING FROM CHAPTERS 1-3
RACHEL C GILBERT
UNIVERSITY OF THE CUMBERLANDS
AUGUST 28, 2019
Organizational Behavior in many ways answers the questions,

4. “What”, and “How”. According to our weekly readings,
Organizational Behavior is the study of what people do in an
organization and the way their behavior affects the
organization’s performance. (Robbin, 2018, p3).
An organizations behavior is essential in fostering interpersonal
skills that will translate through the employees by attracting a
joyful environment. When managers and persons in authority
communicate on levels that would be easily understood by all
will only assist in creating and environment conducive to the
well-being of its employees. (Robbins, p2)
Not all working environments are created equal; however,
excellent organizational behavior can change a bad environment
to a good or even greater workplace. Positive reinforcement,
structured hours, and fair working conditions can produce
favorable production from employees.
The quality of work can directly be related to the success or
decline of a company. When a successful organizational
behavioral plan is in position many employees are willing to
stay and give their all. By creating an open line of
communication between employee and employer is very
important in the advancement of a more positive work
environment.
It is also the responsibility of an organization to lessen the gap
between what goes on inside the workplace with what goes on
outside of it. Being aware of the social constructs that is
directly related to the line of work and how it situates itself into
the community. This is a vital role towards the social
responsibilities of the company granting recognition on levels
that would and quite possibly would situate the organization in
the community as a viable source for longevity.
None of this comes without its challenges but when all points of
disciplines, psychologies, anthropologies, sociologies,
demographics, ethical and multidisciplinary behaviors are in
sync, different methods, techniques, and theories can be used to
evaluate the outcome of individual performances.
Diversity in organizations is something as unique as each of us

5. is to the other. Diversity is necessary for various reasons, as it
is the culmination of skills, cultures, and concepts, unified for
with a common goal to succeed. Society has such a diverse
composition and becoming even more so to the point that it is a
necessary mandate that companies, particularly management has
to take notice. Not only has the workplace become more diverse
but the companies in which they have dealings are just as
diverse.
Management must understand that embracing individual cultural
diversity is a way to empower. In changing their policy and
procedures to show that they are willing to accept and adapt to
the diversity of which a diverse group of employees will bring
to the establishment.
There are demographic characteristics where the worldwide
workplace has done a rapid change toward equality in the past
fifty to sixty years. (Robbins, p18) The gaps between ethnic
groups as well as gender specifics have become, in many ways
balanced. These changes appear managerially as well as
professionally. However, there is not limited to diversity and it
can serve as a way of explore other departments and
organizations.
Attitudes and job satisfactions can be as equal as they are
separate. Attitudes are emphasized in how an employee views
his or her job duties, compensation, or overall working
environment. These attitudes, when viewed as positive or
negative can lead to a diverse reflection on job satisfaction.
When the attitude is more positive in nature, typically the
overall job satisfaction is positive. Likewise, when the attitude
is negative, so shall the dissatisfaction in the job. (Robbins,
p36)
Measuring job satisfaction can be a positive feeling about a job
resulting from an evaluation of its characteristics, is broad. A
job is more than just a job; it requires interacting with everyone
from bosses to coworkers, abiding by policies and procedures,
understand structure, as well as living with less than idea
working conditions. Therefore, attitudes concerning job

6. satisfaction can be complex and difficult to point out as a
specific measurement of elements. (Robbins, p38) These
elements could lead to lower job satisfaction.
REFERENCES
Robbins, S.P., & Judge, T.A. (2018). Essentials of
organizational behavior (14th ed.). Organizational Behavior
Defined. Boston, MA: Pearson.