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Organizational behavior (OB) refers to how individuals and groups act within organizations and how their interactions affect organizational performance. OB draws on psychology, sociology, and other fields to understand and influence human behavior in organizational settings. The goal of OB is to apply knowledge about individuals, groups, and organizational structure to improve an organization's effectiveness through better control, leadership, motivation, communication, and management of change.
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This document discusses perception and learning in organizations. It defines perception as the process of receiving information and making sense of the world. Selective attention and confirmation bias can influence what information we notice and believe. Mental models help us interpret information but can also block new perspectives. Learning is a relatively permanent change in behavior from interacting with the environment. Both explicit knowledge from documents and tacit knowledge from experience are important. Behavior modification uses reinforcement to change behavior, while social learning emphasizes modeling and self-reinforcement. Organizational learning involves acquiring, sharing, and applying knowledge across an organization.
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Employee Attitudes And Their Effects | PowerPoint Presentation
Employee Attitude & their effects
Attitude
Attitudes are the felling and believe that largely determine how employees will perceive their environment, committed themselves to intended action, and ultimately behave
Employee predisposition
1. Positive affectively
(Some people are optimistic, upbeat, cheerful, and courteous)
2. Negative affectively
Generally pessimistic, downbeat, irritable, and even abrasive)
Three dimensions of attitude:-
1. Job satisfaction
Set of favorable or unfavorable feelings and emotions with which employees view their work .jab satisfaction is an affective attitude
2. Job involvement
Is the degree to which a person/employees identifies with job actively participate in it, and consider performance important to self-worth
3. Organizational commitment
Employee loyalty is the degree which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization
Effects of Employee Attitudes
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Possible
Employee response to Dissatisfaction
1. Loyalty: Remaining in the organization but being verbal about problems waiting for the condition
2. Voice: Criticism of dislike policies , attempt to improve the condition
3. Neglect: Being passively destructive allowing condition to worsen
4. Exit: Voluntary departure, leaving the organization
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Employee Attitudes And Their Effects | PowerPoint Presentation
Employee Attitude & their effects
Attitude
Attitudes are the felling and believe that largely determine how employees will perceive their environment, committed themselves to intended action, and ultimately behave
Employee predisposition
1. Positive affectively
(Some people are optimistic, upbeat, cheerful, and courteous)
2. Negative affectively
Generally pessimistic, downbeat, irritable, and even abrasive)
Three dimensions of attitude:-
1. Job satisfaction
Set of favorable or unfavorable feelings and emotions with which employees view their work .jab satisfaction is an affective attitude
2. Job involvement
Is the degree to which a person/employees identifies with job actively participate in it, and consider performance important to self-worth
3. Organizational commitment
Employee loyalty is the degree which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization
Effects of Employee Attitudes
Positive job attitudes help predict constructive behavior negative job attitudes help predict undesirable behavior
Possible
Employee response to Dissatisfaction
1. Loyalty: Remaining in the organization but being verbal about problems waiting for the condition
2. Voice: Criticism of dislike policies , attempt to improve the condition
3. Neglect: Being passively destructive allowing condition to worsen
4. Exit: Voluntary departure, leaving the organization
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This document summarizes key topics from Chapter 3 of the textbook "Organizational Behavior" including attitudes, job satisfaction, and their impacts. It discusses how attitudes do not always determine behavior, and defines major job attitudes like job satisfaction, involvement, and commitment. Job satisfaction is described as a positive feeling towards one's job, and factors that influence it include pay, personality, and causes like the work itself, relationships, and growth opportunities. Dissatisfied employees may respond actively or passively, and constructively or destructively. Outcomes of job satisfaction are better job performance, organizational citizenship, customer satisfaction, and less absenteeism. However, managers often underestimate the importance of satisfaction.
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The document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements or judgments directed at objects, people or events. Attitudes have three components - cognitive, affective, and behavioral. Job satisfaction is described as a collection of positive or negative feelings about one's job. High job satisfaction corresponds to positive job attitudes. Factors influencing job satisfaction include pay, promotion opportunities, the work itself, supervision and coworkers. Regular attitude surveys are used to measure employee attitudes. The effects of job satisfaction include higher productivity, fewer absences, lower turnover, and increased customer satisfaction.
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What is Attitude?
Components of Attitudes
Does Behavior always follow from attitudes?
What are the major job attitudes?
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The impact of satisfied and dissatisfied employees on the workplace.
JS and Job Performance
JS and Organizational Citizenship Behavior(OCB)
JS and Customer Satisfaction
JS and Absenteeism
JS and Turnover
JS and Workplace Deviance
Reference:
Stephen P Robbins, Timothy A Judge & Neharika Vohra, Organizational Behaviour, 15th ed., p. 73-90
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Attitude and job satisfaction chapter 3
It shows basic information about Attitude and job satisfaction chapter 3 slide to do a presentation. It happens to create one to generate new slides. or it could help one do one study as well.
Oblecture4
1) Attitudes have three components - cognitive, affective, and behavioral - which are interrelated. People seek consistency among these components to reduce cognitive dissonance.
2) Emotions have three components - internal arousal, expressive behavior, and cognitive appraisal. Managers can help regulate emotions by modeling healthy expression.
3) Job satisfaction is linked to attitudes and leads to outcomes like productivity, loyalty, and safety. High organizational citizenship also stems from job satisfaction.
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- There are five major personality traits known as the "Big Five" - Conscientiousness, Emotional Stability, Agreeableness, Extraversion, and Openness to Experience.
- Attitudes are tendencies to respond positively or negatively to people, objects or ideas and consist of beliefs, values, and behaviors. Job satisfaction and organizational commitment are important attitudes.
- Factors like fairness, values, beliefs and disposition determine job satisfaction while commitment involves emotional, continuance, and normative components. Enhancing satisfaction and commitment can benefit employee
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This document discusses organizational behavior and attitudes and values. It defines attitudes as evaluative statements indicating one's feelings towards people, objects, events, or situations. Attitudes can be positive or negative. The components of attitudes are affective (feelings), cognitive (beliefs), and behavioral (intentions). Attitudes are formed through experiences, learning, family/peers, and mass communication. Job satisfaction and dissatisfaction are work-related attitudes that can impact employee performance and turnover. Methods for changing attitudes include providing information, resolving discrepancies, and social influence. Values are ideals that guide behavior and are more stable than attitudes. The document contrasts values and facts.
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Attitudes are evaluative statements about objects, people, or events that have three components: emotional feelings, beliefs or opinions, and behavioral intentions. Behavior does not always follow directly from attitudes, as other factors can influence the relationship. Major job attitudes include job satisfaction, involvement, commitment, perceived organizational support, and engagement. Job satisfaction is positively related to job performance, organizational citizenship behaviors, customer satisfaction, and negatively related to absenteeism and turnover. Managers should monitor employee attitudes to identify potential problems and try to increase positive attitudes in order to improve performance and reduce costs.
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The document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements or judgments directed at objects, people or events. Attitudes have three components - cognitive, affective, and behavioral. Job satisfaction is described as a collection of positive or negative feelings about one's job. High job satisfaction corresponds to positive job attitudes. Factors influencing job satisfaction include pay, promotion opportunities, the work itself, supervision and coworkers. Regular attitude surveys are used to measure employee attitudes. The effects of job satisfaction include higher productivity, fewer absences, lower turnover, and increased customer satisfaction.
Ob1 unit 3 chapter - 9 - attitude
Ethical Dilemma: Bounty Hunters (p.94)
What is Attitude?
Components of Attitudes
Does Behavior always follow from attitudes?
What are the major job attitudes?
Job Satisfaction (JS)
The impact of satisfied and dissatisfied employees on the workplace.
JS and Job Performance
JS and Organizational Citizenship Behavior(OCB)
JS and Customer Satisfaction
JS and Absenteeism
JS and Turnover
JS and Workplace Deviance
Reference:
Stephen P Robbins, Timothy A Judge & Neharika Vohra, Organizational Behaviour, 15th ed., p. 73-90
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This document provides an overview of organizational behavior concepts. It discusses the meaning and nature of organizational behavior, why it is studied, fundamentals of individual behavior including personality, effectiveness, attitudes, and groups. It also covers interpersonal skills like communication, listening, feedback, and transactional analysis. In summary, the document defines organizational behavior, examines factors that influence individual and group workplace interactions, and outlines key interpersonal concepts relevant to organizational behavior analysis.
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This chapter discusses attitudes, job satisfaction, and their relationship to behavior. It defines attitudes as having three components - affective, cognitive, and behavioral. Job satisfaction is described as positive or negative feelings about one's job. The chapter outlines four responses employees can have to job dissatisfaction: exit, voice, loyalty, and neglect. It explains that job satisfaction is related to employee performance, absenteeism, and turnover intention. The chapter also explores how diversity training and attitude surveys can shape employee attitudes.
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It shows basic information about Attitude and job satisfaction chapter 3 slide to do a presentation. It happens to create one to generate new slides. or it could help one do one study as well.
Oblecture4
1) Attitudes have three components - cognitive, affective, and behavioral - which are interrelated. People seek consistency among these components to reduce cognitive dissonance.
2) Emotions have three components - internal arousal, expressive behavior, and cognitive appraisal. Managers can help regulate emotions by modeling healthy expression.
3) Job satisfaction is linked to attitudes and leads to outcomes like productivity, loyalty, and safety. High organizational citizenship also stems from job satisfaction.
Chapter 3 value, attitudes n job satisfaction
This document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements about objects, people, or events. Attitudes have affective, cognitive, and behavioral components. The theory of cognitive dissonance holds that people desire to reduce inconsistency between attitudes and behaviors. Measuring the relationship between attitudes and behaviors depends on moderating variables like attitude importance. Self-perception theory is that attitudes justify prior actions. Types of attitudes include job involvement, organizational commitment, and job satisfaction. Surveys can measure employee attitudes. Training can shape attitudes about diversity. Job satisfaction levels have declined somewhat in recent decades.
Attitudes @ Work
This document reports on a study conducted by Group 6 to identify the preferred organizational behavior model of two companies, Accenture and Mphasis, and examine job satisfaction among their employees. They administered questionnaires on organizational behavior models and job satisfaction to 15 employees from each company. Their analysis found that the preferred model for both companies was a blend of supportive and custodial styles. They also found that personal development, security, rewards and recognition, and relationships were most strongly correlated with overall job satisfaction. The study was limited by its small sample size and potential for peer influence.
Organizational Behavior Case Study
This is the presentation which get a good credit from Miss Syahrina 'Adliana in FSPP for AM225. This file can be referred to get a good marks in case study. :D
Chapter 4 emotions and Moods
The document summarizes key points from a chapter on emotions and moods in organizational behavior. It defines emotions and moods, lists the basic emotions, and discusses the functions of emotions. It also covers sources of emotions and moods, the impact of emotional labor, affective events theory, evidence for and against emotional intelligence, strategies for emotion regulation, and how concepts of emotions apply to issues like decision-making, leadership, and customer service. The chapter aims to demonstrate that emotions are a natural part of human behavior and cannot be separated from workplace interactions and performance.
Personality, attitudes, workplace behavior and motivation ( former)
This document discusses personality, attitudes, workplace behavior and motivation. It covers key topics such as:
- The "Big Five" model of personality traits including agreeableness, conscientiousness, extraversion, emotional stability, and openness.
- How attitudes are formed from the cognitive, affective and behavioral components and the relationship between attitudes and behavior.
- The importance of work ethics which encompasses honesty, pride in work, teamwork, communication and other values; unacceptable behaviors that can negatively impact employment are also addressed.
- Motivation and how an employee's motivation can impact their attitude, behavior and satisfaction in the workplace. Managers are encouraged to clearly communicate expectations, design engaging jobs
personality and attitude
This chapter discusses individual differences in personality, attitudes, and ethical behavior. It defines personality as consistent patterns of behavior influenced by both heredity and environment. The "Big Five" personality factors describe traits on continua from stable to nervous, sociable to withdrawn, conscientious to careless, agreeable to rude, and open to dull. Specific traits like self-esteem and introversion/extraversion are also discussed in relation to job performance, satisfaction, and commitment. The chapter outlines how to instill moral management through selecting ethical employees and reinforcing ethics in culture and evaluations.
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Equity theory
Equity theory proposes that individuals are motivated when they perceive fair and equitable treatment compared to others. The theory was developed by John Stacey Adams in 1963 and suggests that people evaluate the fairness of their job inputs (like effort, skills) and outcomes (like pay, benefits) compared to referent others. If they perceive an imbalance or inequity between their inputs/outcomes ratio and that of others, they will feel distressed and be demotivated. The theory is used to understand employee motivation and satisfaction in organizational behavior.
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This document discusses attitudes and their importance in organizations. It defines attitudes as mental states that influence responses to people, objects, and situations. Attitudes have three components - affective, cognitive, and behavioral. They serve four functions: adjustment, knowledge, ego-defense, and value expression. In organizations, important job-related attitudes include job involvement, organizational commitment, and job satisfaction. Changing attitudes can be difficult due to barriers like prior commitment and lack of information, but providing new information, using fear appeals, and influencing peers can help overcome these barriers. Measuring the relationship between attitudes and behaviors requires considering moderating variables. The document also discusses self-fulfilling prophecies, cognitive dissonance theory, and emotional intelligence
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The document discusses attitudes and behaviors important for instructors of Rescue 1122. It covers introducing the resource person, objectives of building positive attitudes, the importance of motivation, communication styles, and qualities of an effective instructor. Specifically, it aims to help instructors enhance team leadership, passion for growth, and contribute to the organizational vision. It discusses intrinsic and extrinsic motivation, the need for assertive communication, active listening skills, and creating empathy with trainees. The key is for instructors to constantly strive for excellence, welcome new opportunities, and serve as a role model who trainees admire.
Organizational Culture and Leading Change
This document outlines the agenda for a two-day leadership and organizational change workshop. Day one focuses on organizational culture, leading change, and project team sessions. Day two covers community review, power dynamics, motivation theory, and job design. Ground rules are provided for group learning. Concepts around organizational culture, defining and assessing culture, and leading change are also summarized.
Introduction to organizational behavior (OB)
This document provides an overview of an Organizational Behavior course. It discusses the course units, major topics covered, and disciplines that contribute to OB like psychology and sociology. It also summarizes key OB concepts like the three levels of analysis in the course's OB model, organizational citizenship behavior, commitment, and counterproductive work behaviors. Additionally, it outlines challenges and opportunities for applying OB concepts, discusses diversity and managing it effectively, and defines workplace spirituality.
Pbs 101
PBS (Positive Behavior Supports) is a non-aversive intervention technique used to help individuals replace negative behaviors with desired behaviors. It involves identifying behaviors, understanding their triggers and consequences, and teaching alternative healthy behaviors. The goals are to improve quality of life by focusing on an individual's strengths rather than punishment. Key principles include positive staff attitudes, recovery-focused goals, environmental controls, positive reinforcement, and natural consequences.
WAL_RSCH8310_07_B_EN-DL.m4aHard Facts, Dangerous Half-Tr.docx
WAL_RSCH8310_07_B_EN-DL.m4a
Hard Facts, Dangerous Half-Truths and Total Nonsense
- Profiting from Evidence-Based Management
By Jeffrey Pfeffer & Robert I Sutton
Harvard Business School Press, 2006
Too many business adages are built on flimsy information. When decisions are based on
dubious knowledge, the consequences can be catastrophic. This book by highly respected
scholars, Jeffrey Pfeffer and Robert Sutton explains how better evidence can be used in
business to generate superior results. Evidence based management enables business
leaders to face the hard facts and act on the best evidence.
Introduction
Business decisions are often based on hope or fear, what others seem to be doing, what
senior leaders have done and believe has worked in the past and strong ideologies. Hard
facts and strong evidence do not seem to back many decisions. It is time that companies
and leaders rooted their decisions in solid evidence to ensure optimal utilization of
resources. The authors relate poor decision practices with a number of examples. Then
they explain how evidence based management can be used profitably.
Poor Decision Practices
Poor decision making practices can be seen across organizations. Take benchmarking.
The approach to benchmarking seems to be fairly casual, with some rare exceptions.
More often than not, companies tend to copy the most obvious, visible and frequently
least important practices. The underlying culture or business philosophy of the company
against which benchmarking is being done is not given enough importance.
Companies tend to repeat what has worked for them in the past. By all means, learning
from experience and mastery through practice can be useful. But this kind of an
approach can backfire when the new situation is different from the past and the lessons
learnt in the past may have been wrong or incomplete in the first place.
Managers also tend to be unduly influenced by deeply held ideologies and beliefs.
Beliefs rooted in ideology or in cultural values are quite sticky. They resist disconfirming
evidence.
Evidence based management
Evidence based management assumes that using deeper, better logic and employing
facts rather than assumptions or guesses leads to better decisions. Such an approach
advocates going by hard facts about what works and what does not. Even when
companies have little data, there are many things, they can do to rely more on evidence
2
and logic and less on guesswork, fear, belief or hope. For example, qualitative data
collected from field trips can be used.
Implementing evidence based management requires a mindset change. Facts and
evidence are great levelers of hierarchy. Resistance to evidence based management
comes when it changes power dynamics, replacing formal authority, reputation and
intuition with data. Another problem is that delivering bad news does not win us friends.
We like to deliver good news because that is .
CHAPTER 4Social Perceptions and Managing Diversity©McG.docx
CHAPTER 4
Social Perceptions and Managing Diversity
©McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
1
Major Questions You Should
Be Able to Answer
4.1 How do I form perceptions of others?
4.2 How can I use awareness of stereotypes to make better decisions and manage more effectively?
4.3 How do I tend to interpret employee performance?
4.4 How does awareness about the layers of diversity help organizations effectively manage diversity?
4.5 What is the business rationale for managing diversity?
4.6 What are the most common barriers to implementing successful diversity programs?
4.7 What are organizations doing to effectively manage diversity, and what works best?
©McGraw-Hill Education.
Person Perceptions
What is perception?
A cognitive process that enables us to interpret and understand our surroundings
Important as perceptions affect actions and decisions
Perceptions are based on the characteristics of:
The perceiver
The target
The situation
©McGraw-Hill Education.
Perception is a cognitive process that enables us to interpret and understand our surroundings.
Recognition of objects is one of this process’s major functions. For example, both people and animals recognize familiar objects in their environments.
People must recognize objects to meaningfully interact with their environment.
But since organizational behavior’s (OB’s) principal focus is on people, the following discussion emphasizes social perception rather than object perception.
3
Model of Person Perception
Jump to Appendix 1 for description
©McGraw-Hill Education.
Managerial Implications of Person Perception
Hiring
Implicit cognitions may lead to biased decisions.
Biased decisions are avoided by training, use of structured interviews, use of multiple interviewers.
Performance appraisals
Faulty perceptions about performance leads to inaccurate appraisals and erode morale.
Faulty perceptions are reduced by use of objective measures, training, use of HR analytics for capturing daily performance.
Leadership
Employees’ evaluations of leader effectiveness are influenced by their schemata of good and poor leaders.
©McGraw-Hill Education.
Interviewers make hiring decisions based on their impression of how an applicant fits the perceived requirements of a job. Unfortunately, many of these decisions are made on the basis of implicit cognition.
Implicit cognition represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness.
The existence of implicit cognition leads people to make biased decisions without an understanding that it is occurring.
Managers can be trained to understand and reduce this type of hidden bias. Bias can be reduced by using structured as opposed to unstructured interviews, and by relying on evaluations from multiple in ...
CHAPTER 4Social Perceptions and Managing Diversity©McG.docx
CHAPTER 4
Social Perceptions and Managing Diversity
©McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
1
Major Questions You Should
Be Able to Answer
4.1 How do I form perceptions of others?
4.2 How can I use awareness of stereotypes to make better decisions and manage more effectively?
4.3 How do I tend to interpret employee performance?
4.4 How does awareness about the layers of diversity help organizations effectively manage diversity?
4.5 What is the business rationale for managing diversity?
4.6 What are the most common barriers to implementing successful diversity programs?
4.7 What are organizations doing to effectively manage diversity, and what works best?
©McGraw-Hill Education.
Person Perceptions
What is perception?
A cognitive process that enables us to interpret and understand our surroundings
Important as perceptions affect actions and decisions
Perceptions are based on the characteristics of:
The perceiver
The target
The situation
©McGraw-Hill Education.
Perception is a cognitive process that enables us to interpret and understand our surroundings.
Recognition of objects is one of this process’s major functions. For example, both people and animals recognize familiar objects in their environments.
People must recognize objects to meaningfully interact with their environment.
But since organizational behavior’s (OB’s) principal focus is on people, the following discussion emphasizes social perception rather than object perception.
3
Model of Person Perception
Jump to Appendix 1 for description
©McGraw-Hill Education.
Managerial Implications of Person Perception
Hiring
Implicit cognitions may lead to biased decisions.
Biased decisions are avoided by training, use of structured interviews, use of multiple interviewers.
Performance appraisals
Faulty perceptions about performance leads to inaccurate appraisals and erode morale.
Faulty perceptions are reduced by use of objective measures, training, use of HR analytics for capturing daily performance.
Leadership
Employees’ evaluations of leader effectiveness are influenced by their schemata of good and poor leaders.
©McGraw-Hill Education.
Interviewers make hiring decisions based on their impression of how an applicant fits the perceived requirements of a job. Unfortunately, many of these decisions are made on the basis of implicit cognition.
Implicit cognition represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness.
The existence of implicit cognition leads people to make biased decisions without an understanding that it is occurring.
Managers can be trained to understand and reduce this type of hidden bias. Bias can be reduced by using structured as opposed to unstructured interviews, and by relying on evaluations from multiple in.
3600motivation08
There are several theories of motivation that can impact a manager's leadership style. Maslow's hierarchy of needs suggests that people are motivated to fulfill physiological, safety, belongingness, esteem, and self-actualization needs. Herzberg's two-factor theory finds that job satisfaction and dissatisfaction come from different factors, with personal growth becoming more important than hygiene factors like salary. While rewards can initially motivate, research shows they often undermine intrinsic motivation and encourage a narrow focus on the reward itself rather than broader goals. As a manager, it is better to establish a fair system with challenging work, a sense of community, and opportunities for contribution and decision-making rather than relying primarily on rewards and competition.
Organizational Behaviour
Organizational Behaviour Definition and Meaning, Importance, Characteristics, Models and Contribution of various disciplines to the OB.
Business Ethic
This document discusses an ethical decision-making framework that considers factors influencing ethical behavior, including ethical issue intensity, individual factors, organizational factors, and leadership styles. It describes how these factors can impact perceptions of ethical issues and decision-making. Leadership plays a key role in shaping corporate culture and motivating ethical conduct through various bases of power and influence. Whistleblowing is also addressed, noting the ethical considerations around exposing corporate wrongdoing.
Man101 Chapter8
This document discusses key concepts in organizational behavior including individual behaviors like personality and motivation, group behaviors like norms and roles, and goals like explaining and predicting employee behaviors. It covers topics like job attitudes, cognitive dissonance theory, personality traits, emotional intelligence, perception, learning, and foundations of group behavior including concepts like roles, norms, status, group size, and cohesiveness.
Performance
The document discusses various topics related to performance and personal development. It emphasizes that an organization exists for a purpose of performance, defined as outcomes deemed valuable by customers. Performance results from thousands of tiny decisions made each day. It also discusses key aspects like assumptions, discipline, culture, decisions, relationships and accountability. The document stresses on concepts like synchronizing efforts, identifying weakest links, embracing failures as learning opportunities, and continually revisiting assumptions to adapt to changes. Overall, it provides guidance on driving performance through focusing on purpose, decision-making, culture, accountability and continuous learning.
Foundation to indivudal behaviour personality theories
This document provides an overview of organizational behavior. It discusses how organizational behavior studies the impact of individuals, groups, and structure on behavior in organizations. It also summarizes several key topics in organizational behavior, including attitudes and their relationship to behavior, major job attitudes and what causes job satisfaction, personality and models for measuring it, perception and attribution theory, and impression management.
CHAPTER 4Social Perceptions and Managing Diversity©McGra.docx
CHAPTER 4
Social Perceptions and Managing Diversity
©McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
1
Major Questions You Should
Be Able to Answer
4.1 How do I form perceptions of others?
4.2 How can I use awareness of stereotypes to make better decisions and manage more effectively?
4.3 How do I tend to interpret employee performance?
4.4 How does awareness about the layers of diversity help organizations effectively manage diversity?
4.5 What is the business rationale for managing diversity?
4.6 What are the most common barriers to implementing successful diversity programs?
4.7 What are organizations doing to effectively manage diversity, and what works best?
©McGraw-Hill Education.
2
Person Perceptions
What is perception?
A cognitive process that enables us to interpret and understand our surroundings
Important as perceptions affect actions and decisions
Perceptions are based on the characteristics of:
The perceiver
The target
The situation
©McGraw-Hill Education.
Perception is a cognitive process that enables us to interpret and understand our surroundings.
Recognition of objects is one of this process’s major functions. For example, both people and animals recognize familiar objects in their environments.
People must recognize objects to meaningfully interact with their environment.
But since organizational behavior’s (OB’s) principal focus is on people, social perception is emphasized rather than object perception.
3
Model of Person Perception
Jump to Appendix 1 for description
©McGraw-Hill Education.
Characteristics of the Perceiver
Direction of gaze: Gaze is the first step in the perception process because it focuses your attention and tells the brain what you think is important in the immediate environment.
Needs and goals: We are more likely to perceive whatever is related to our goals and to our needs.
Experience with target: Our perception of a target is influenced by our past experience with him or her.
Category-based knowledge: This knowledge consists of perceptions, including stereotypes, that we have stored in memory about various categories of people that we use to interpret what we see and hear.
Gender and emotional status: Women recognize emotions more accurately than men, and experiencing negative emotions such as anger and frustration is likely to make your perceptions more negative.
Cognitive load: Cognitive load represents the amount of activity going on in your brain; your perceptions are more likely to be distorted and susceptible to stereotypical judgments if you are tired.
Characteristics of the Target
Direction of gaze: We form different perceptions of people based on whether they are looking at us while conversing.
Facial features and body shape: We often use faces as markers for gender, race, and age, but face and body c.
Why Ted Lasso's Feminine & Masculine Leadership Matters.pptx
76% of employees are disengaged at work. Staff eventually leave because they don't feel seen, heard, or appreciated. Who knew the answer to this lies in a show called Ted Lasso? Ted Lasso's leadership style, which combines both feminine and masculine traits, is vital for companies because it demonstrates the effectiveness of a more holistic and inclusive approach to being a leader. Divine feminine leadership emphasizes empathy, intuition, and collaboration, which creates a compassionate work culture. Healthy masculine leadership cultivates assertiveness, decisiveness, and accountability, which leads to a more productive and results-oriented work culture. Combined, this approach builds the strongest and most effective teams.
This session is for organizations who want to rise above the antiquated Mad Men way of managing; for the executive ready to embrace a Ted Lasso standard of leadership where our people are our priority. Is your company ready to follow through on the values plastered on your walls?
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Mahmood Qasim slides on Personality for Organizational Behavior students
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Analyzing The Organizational Behavior Chart Elements
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1122 capacity building attitudes and behavior as rescuer 1122
1122 capacity building attitudes and behavior as rescuer 1122
WAL_RSCH8310_07_B_EN-DL.m4aHard Facts, Dangerous Half-Tr.docx
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CHAPTER 4Social Perceptions and Managing Diversity©McG.docx
CHAPTER 4Social Perceptions and Managing Diversity©McG.docx
CHAPTER 4Social Perceptions and Managing Diversity©McG.docx
CHAPTER 4Social Perceptions and Managing Diversity©McG.docx
Foundation to indivudal behaviour personality theories
Foundation to indivudal behaviour personality theories
CHAPTER 4Social Perceptions and Managing Diversity©McGra.docx
CHAPTER 4Social Perceptions and Managing Diversity©McGra.docx
Why Ted Lasso's Feminine & Masculine Leadership Matters.pptx
Why Ted Lasso's Feminine & Masculine Leadership Matters.pptx
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- The document is a business plan for India Motors Pvt. Ltd., which proposes producing and selling diesel motorcycles in India.
- The target customer is individuals aged 18-45, and the motorcycle will have an engine between 110-223cc and a mileage of 50-78 kilometers per liter.
- The plan requests 200 crore (2 billion rupees) in venture capital funding. This money would be used for purchasing land, machinery, and initial operating expenses.
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Who move ny chese
This short story uses the metaphor of mice searching for cheese to teach a lesson about adapting to change. It follows four characters - Sniff and Scurry, who have simple minds, and Hem and Haw, who think more complexly. When the cheese they rely on is suddenly moved, Sniff and Scurry quickly find new cheese while Hem and Haw hesitate, unable to accept the change. The story's message is that one must be prepared for and willing to adapt to change in order to succeed.
Business cycle(1)
Business cycles refer to fluctuations in economic activity over months or years that occur around a long-term growth trend. They involve periods of rapid economic growth (booms) alternating with periods of stagnation or decline (recessions). Business cycles are measured by changes in real GDP growth. They progress through stages including boom, contraction/depression, recession, and recovery/expansion, and can last from 1-3 years for minor cycles up to 50-60 years for very long cycles. Various theories attempt to explain the causes of business cycles, such as psychological, innovation, underconsumption, overinvestment, monetary, and Keynesian theories related to investment efficiency.
Naukri.com
Naukri.com is a job portal that was established in 1997 as an alternative to recruitment through print media like newspapers. It allows employers to post job listings and job seekers to search for jobs online. Naukri.com has become the leading job portal in India, capturing 48% of the market. However, it faces threats from increasing competition from other job portals and the emergence of in-house recruiting by major companies. To maintain its leading position, Naukri.com needs to focus on meeting the needs of both job seekers and recruiters through strategic initiatives around sales, client relationships, and regional expansion.
Wo w !!! taazagi bhraa ehsaas shave ke baad
The presentation discusses strategies to enhance sales of an aftershave product called WOW!!!. It introduces the product as an aftershave developed based on consumer surveys. It is available in different forms like lotion, gel, and sachets at various price points affordable to all classes of people. The marketing strategies proposed include promotions through influencers, advertisements, and CRM programs. Production facilities will be set up across states for easy availability. The goal is to educate consumers and improve aftershave performance.
Dunkin
Dunkin' Donuts is expanding globally and has signed an agreement with Jubilant FoodWorks Ltd to enter the Indian market. Dunkin' Donuts will develop and operate over 500 restaurants in India over the next 15 years, with the first locations opening in early 2012. This represents the largest international development commitment in Dunkin' Donuts' history. Dunkin' Donuts coffee and baked goods are well-known internationally but will face competition in India from local cafes and sweet shops as well as chains like Cafe Coffee Day. The company plans to adapt its menu to Indian tastes by including local flavors while maintaining a Western atmosphere.
Tata indian yet global
The Tata Group is an Indian multinational conglomerate founded in 1868 and headquartered in Mumbai, India. It has interests in communications, engineering, energy, materials, services, and consumer products. The Tata Group operates in more than 80 countries across six continents and exports products to 80 nations. It comprises 114 companies across eight business sectors, with 27 publicly listed. The Tata Group is one of the largest companies in India by market capitalization and revenue.
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We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
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Ethics
- 2. What are organizations? Why do organizations exist? Organizational effectiveness
- 3. OB refers to the behavior of individuals and groups within organizations and the interaction between organizations and their external environment. OB is a field of study that investigates the impact of that individuals, groups and structure have on behavior within organizations for the purpose of applying such knowledge towards improving an organization’s effectiveness.
- 4. A study of behavior, attitudes and performance and attitudes of people in organizations. Emphasis on applied psychology A cause and effect study A branch of social science
- 5. Description of human behavior Understanding it Individual behavior Interpersonal Group Inter group Prediction of human behavior
- 6. To determine your likeability, add the ten numbers you selected as your answers. The number will range from 10 to 50. A higher score indicates a higher likeability.
- 7. Control (belief that organisms respond to stimulus) Leadership Motivation Communication Organizational change and development Organizational climate
- 8. Caused / motivated behavior A whole person Individual differences Human dignity
- 9. OB is an applied behavioral science which derives heavily from: Psychology Sociology Anthropology Political Science Economics Medicine and many others
- 10. Planning Organizing Leading Controlling
- 11. Interpersonal roles Figurehead Leader Liaison
- 12. Informational Monitor Disseminator Spokesperson Decisional Entrepreneur Disturbance handler Resource allocator Negotiator
- 13. Situation 1 Sam works for you. He is technically capable and a good worker, but does not get along well with people in the group. When Sam gets an opportunity to get a transfer, you encourage him to take it. What would you say to Sam’s potential supervisor when he asks about Sam?
- 14. Situation 2 Your boss has told you that you must reduce your work group by 30 percent. Which criteria would you use to lay off workers?
- 15. Probable answers to situation 2 Lay off older, higher paid employees Lay off younger, lower paid employees Lay off workers based on seniority only Lay off workers based on performance only
- 16. Situation 3 You are engineer employed with ABC Ltd. but not working on the company’s Department of Transportation project. You overhear a conversation in the cafeteria that a large contract is going to be given to ABC company to develop a DOT subsystem. This contract is likely to positively influence the share prices of the company. Would you buy shares of ABC Ltd.? Would you share this information with some one else?
- 17. Situation 4 You work for a cigarette company and up till now you have not been convinced that cigarettes cause cancer. Recently you have got conclusive evidence of the same. What would you do?
- 18. Situation 5 You are the CEO of a company, a close competitor of which has made an un patentable discovery likely to boost profits. Would you attempt to hire employees of the competitor company who know all the intricate details of this company?
- 19. What if everyone acted this way? Would you want someone to do this for / to you? Can you comfortably defend your actions? Are there any other alternatives which are more ethical?
- 20. Diversity management Changing demographics of workforce Changed employee expectations Globalization Promoting ethical behavior Technology transformation
- 21. Dimensions of diversity Age Gender Sexual orientation Ethnic heritage Race Mental/physical abilities / characteristics
- 22. Dimensions of diversity Geographic location Cultural experience Work experience Income Religion First language Organizational role and level Communication style Family status Work style Education
- 23. Prejudice Ethnocentrism Stereotypes Discrimination Harassment Sexual harassment Backlash
- 24. Biographical characteristics Abilities (mental and physical) Study of individual behavior is aimed at finding the right ability job fit.
- 25. Any permanent change in behavior that occurs as a result of experience. Steps in the process: Acquiring new input Assimilating new input Internalization of the input Availability of internalized input for use (generally involves creativity) Improved capacity for learning
- 26. Classical conditioning Smells and sounds evoke memories Unconditioned stimulus evokes unconditioned response Conditioning is required to produce a conditioned response ▪ Goof off when no one is watching ▪ Arrive on time / late
- 27. Operant conditioning Good acts are positively reinforced and bad acts are negatively reinforced leading to desired voluntary behavior. ▪ We automatically pull back our hand when it comes in contact with a hot object.
- 28. Social Learning Theory People learn through observation and direct experience. ▪ Pay attention ▪ Retain ▪ Do ▪ Reinforce
- 29. Cognitive dissonance Adult learning theories (CAL) Capitalize on experience Adapt to limitation Learning programmes
- 30. Reinforcement Positive Negative Extinction ▪ Some type of reinforcement is required to change behavior ▪ Some types of rewards are more effective in changing behavior ▪ Timing of reinforcement is important (continuous or intermittent)
- 31. Reduction in absenteeism (rewarding no absence) Well pay (sick pay reinforces wrong behavior) Discipline (match severity of crime with punishment) Training (provide opportunity to practice new behaviors and internalize positive ones) Mentoring Self management (to reduce external negative reinforcement)