Organizational behavior is the study of how people and groups act within organizations. It identifies seven core competencies needed for professional effectiveness: managing self, communication, diversity, ethics, different cultures, teams, and change. Organizations are open systems that must adapt to their changing environments in order to succeed.
Organizational Behaviour - Individual Determinants of OB IISOMASUNDARAM T
Perception - Meaning, Perceptual process and Mechanism, Motivation - Types of Motivation, Theories of Motivation, Learning - Meaning, Principles of Learning, Theories of Learning.
Introduction of Organisation Behaviour
Nature and Scope of OB
Challenges and opportunities for OB
Organization Goals
Models of OB
Impact of Global and Cultural diversity on OB.
Organizational Behaviour - Individual Determinants of OB IISOMASUNDARAM T
Perception - Meaning, Perceptual process and Mechanism, Motivation - Types of Motivation, Theories of Motivation, Learning - Meaning, Principles of Learning, Theories of Learning.
Introduction of Organisation Behaviour
Nature and Scope of OB
Challenges and opportunities for OB
Organization Goals
Models of OB
Impact of Global and Cultural diversity on OB.
The term ‘Personality' has been derived from the Latin term ‘Persona' which means to 'speak through'. Therefore a very common meaning of the term personality is the role which the person (actor) displays to the public.
The term ‘Personality' has been derived from the Latin term ‘Persona' which means to 'speak through'. Therefore a very common meaning of the term personality is the role which the person (actor) displays to the public.
Detailed Lesson Plan (ENGLISH, MATH, SCIENCE, FILIPINO)Junnie Salud
Thanks everybody! The lesson plans presented were actually outdated and can still be improved. I was also a college student when I did these. There were minor errors but the important thing is, the structure and flow of activities (for an hour-long class) are included here. I appreciate all of your comments! Please like my fan page on facebook search for JUNNIE SALUD.
*The detailed LP for English is from Ms. Juliana Patricia Tenzasas. I just revised it a little.
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COMPETENCY BENCHMARKS IN PROFESSIONAL PSYCHOLOGYsuzi smith
Individual and Cultural Diversity: Awareness, sensitivity and skills in working professionally with diverse individuals, groups and communities who represent various cultural and personal background and characteristics defined broadly and consistent with APA policy
Similar to 1hbo intro to organizational behavior (20)
1. What is Organizational Behavior?
What is Organizational Behavior?
Seven Foundation Competencies
Managing Self
Managing Communication
Managing Diversity
Managing Ethics
Managing Across Cultures
Managing Teams
Managing Change
Organizations as Open Systems
2. What is Organizational Behavior?
Definition: The study of human behavior, attitudes,
and performance in organizations.
Value of OB: Helps people attain the competencies
needed to become effective employees, team
leaders/members, or managers
Competency = an interrelated set of abilities,
behaviors, attitudes, and knowledge needed by an
individual to be effective in most professional and
managerial positions
3. Seven Foundation Competencies
Logically integrated set of competencies required
for managerial and professional effectiveness in
the 21st century
This model developed by Hellriegel, Slocum, and
Woodman
Other models of such competencies have been
developed by other authors
4. 1. Managing Self Competency
Involves the ability to assess your own strengths
and weaknesses
set and pursue professional and personal goals
balance work and personal life, and
engage in new learning (including new or
modified skills, behaviors, and attitudes)
5. Core Abilities of the
Managing Self Competency
Understand the personality and attitudes of yourself and
others
Perceive, appraise, and interpret accurately yourself, others,
and the immediate environment
Understand and act on your own and others work-related
motivations and emotions
Assess and establish developmental, personal/life-related,
and work-related goals
Take responsibility for managing yourself and your career
6. Career Development*
A career is a sequence of work-related positions
occupied by a person during a lifetime.
Career development involves making decisions
about an occupation and engaging in activities to
attain career goals.
A career plan is an individual’s choice of
occupation, organization, and career path.
7. Five Aspects of a Career*
Career success or failure is best determined by the
individual, in terms of his/her personal goal achievement
No absolute career evaluation standards exist
Examine a career subjectively (e.g., values and personality
fit) and objectively (e.g., job choices, competencies needed)
Make decisions about occupation and pursue activities to
attain career goals throughout your lifetime
Consider cultural factors as they impact performance and
career opportunities
8. 2. Managing Communication
Competency
Involves the ability to use all the modes of
transmitting
understanding and
receiving ideas, thoughts, and feelings,
(verbal, listening, nonverbal, written, electronic,
etc.)
for accurately transferring and
exchanging information and emotions
9. Core Abilities of the
Managing Communication Competency
Convey information, ideas, and emotions so they are
received as intended
Provide constructive feedback
Engage in active listening
Use and interpret nonverbal communication effectively
Engage in effective verbal communication
Engage in effective written communication
Effectively use electronic communication resources
10. Filters to
Communication
Preoccupation
Mind wandering
Past experiences
Self-esteem
Status in a group
Emotional state
Bias / prejudice / stereotype
11. Filters to
Communication
Physical state
Volume of voice
Articulateness
Charisma
Language differences
Amount of information
Culture
12. 3. Managing Diversity Competency
Involves the ability to value unique individual
and group characteristics
embrace such characteristics as potential
sources of organizational strength, and
appreciate the uniqueness of each individual
13. Core Abilities of the
Managing Diversity Competency
Foster an environment of inclusion for all
Learn from others with different characteristics,
experiences, perspectives, and backgrounds
Embrace and support diversity
Work with others because of their talents and
contributions, rather than personal attributes
Provide leadership in addressing diversity-based
conflicts
Apply diversity laws, regulations, and organizational
policies related to your position
14. Selected Categories of Diversity*
Primary Categories: Genetic characteristics that affect a
persons self-image and socialization, appear to be unlearned and are
difficult to modify
Age, race, ethnicity, gender, physical abilities and
qualities, and sexual and affectional orientation
Secondary categories: Learned characteristics that a
person acquires and modifies throughout life
Education, work experience, income, marital status,
religious beliefs, geographic location, parental
status, behavioral style
15. 4. Managing Ethics Competency
Involves the ability to incorporate values and
principles
that distinguish right from wrong
in making decisions and choosing behaviors
16. Ethics
Definition: Values and principles that distinguish right
from wrong. NOT IN TEXT: Ethics are often based upon
laws, organizational policies, social norms, family, religion,
and/or personal needs, and may be subject to differing
interpretations with problems in proving “truth”
Ethical Dilemma*: A situation in which an individual or
team must make a decision that involves multiple values.
17. Core Abilities of the
Managing Ethics Competency
Identify and describe the principles of ethical decision
making and behavior
Assess the importance of ethical issues in actions
Apply laws, regulations, and organizational rules in
making decisions and taking action
Demonstrate dignity and respect for others
Demonstrate honest and open communication limited
only by legal, privacy, and competitive considerations
18. Managing Anger
What Does Not Work
Verbal aggression that provokes the other
Cathartic expression against a superior
Reciting grievances to a 3rd party who encourages your
anger
Expression that makes a stressful situation worse
Keeping the emotion in that allows a stressful situation
to continue
19. Managing Anger
What Works
Physiological relaxation exercises
Anger will simmer down if you wait long enough – count
1 to 10
Reinterpret a supposed provocation – disputation
process
Humor – transform “injustice” into absurdity
Calm, non-aggressive feedback about your anger - use
“I messages”
20. Managing Anger
What Works
Assertiveness training
Ventilating anger is “cathartic” only if it
Restores your “sense of control”
Reduces your belief that you are “helpless,”
“powerless’
Go for therapy to bring into consciousness
psychological traumas, embedded in the
unconscious, which makes one vulnerable to
unproductive anger
21. 5. Managing Across Cultures
Competency
Involves the ability to recognize and embrace
similarities and differences among nations and
cultures and then approach key organizational
and strategic issues with an open and curious
mind
Culture = the dominant pattern of living, thinking, and
believing that is developed and transmitted by people,
consciously or unconsciously, to subsequent generations
Cultural values = those consciously and subconsciously
deeply held beliefs that specify general preferences,
behaviors, and define what is right and wrong.
22. Core Abilities of the
Managing Across Cultures Competency
Understand, appreciate, and use cultural factors that
can affect behavior
Appreciate the influence of work-related values on
decisions, preferences, and practices
Understand and motivate employees with different
values and attitudes
Communicate in the local language
Deal effectively with extreme conditions in foreign
countries
Utilize a global mindset (use a worldwide perspective to
constantly assess threats or opportunities)
23. Individualism*
as a Work-Related Value
Individualism = the tendency of people to look after
themselves and their immediate family, which implies a
loosely integrated society
In cultures that emphasize individualism, people view
themselves as independent, unique, and special; value
individual goals over group goals; value personal identity,
personal achievement, pleasure, and competition; accept
interpersonal confrontation; and are less likely to conform to
other’s expectations
Such cultures include the United States, Australia, New
Zealand and the United Kingdom
Example: “Stand on your own two feet!”
24. Collectivism*
as a Work-Related Value
Collectivism = the tendency of people to emphasize their
belonging to groups and to look after each other in exchange
for loyalty
Cultures that emphasize collectivism are characterized by a
tight social framework, concern for the common welfare,
emotional dependence of individuals on larger social units, a
sense of belonging, a desire for harmony, with group goals
being viewed as more important than individual goals, and a
concern for face-saving
Such cultures include Japan, China, Venezuela, and
Indonesia
Example: “The nail that sticks up gets hammered down!”
25. 6. Managing Teams Competency
Involves the ability to develop
support
facilitate and
lead groups to achieve
organizational goals
26. Core Abilities of the
Managing Teams Competency
Determine when and how to use teams
Set clear performance goals directly or participatively
Define responsibilities and tasks directly or
participatively
Show accountability for goal achievement
Use appropriate decision-making methods
Effectively manage conflicts
Assess performance and take corrective action as needed
27. 7. Managing Change Competency
Involves the ability to recognize and implement
needed adaptations or entirely new
transformations in the people,
tasks
strategies
structures or technologies
in a person’s area of responsibility
28. Core Abilities of the
Managing Change Competency
Apply the other six competencies in pursuit of needed
changes
Provide leadership in planned change
Diagnose pressures for and resistance to change
Use the systems model and relevant processes to
facilitate change
Seek out, learn, share, and apply new knowledge in the
pursuit of constant improvement
29. Organizations as Open Systems
Note that organizations are “open systems,” such that their
long term effectiveness is determined by their ability to
anticipate, manage, and respond to changes in their
environment, with such changes resulting from external
forces and/or stakeholders
External forces include the labor force, the natural
environment, the economy, and different cultures, while
stakeholders include shareholders, customers, competitors,
suppliers, creditors, governmental agencies and their
regulations
Note the impact of these environmental influences on individual,
interpersonal, team, and organizational processes; organizations
that do not effectively adapt to environmental change will fail