This document outlines the key objectives and concepts from a chapter on organizational behavior. It discusses how organizational behavior draws from various disciplines like psychology, sociology, and management to study how individuals and groups act in organizations. It also examines the dependent and independent variables that influence organizational behavior, such as individual characteristics, group dynamics, and organizational systems. The overall goal is to help managers understand employee behavior and challenges in order to effectively lead organizations.
Learning Objectives
1.1 Demonstrate the importance of interpersonal skills in the workplace.
1.2 Define organizational behavior (OB).
1.3 Show the value to OB of systematic study.
1.4 Identify the major behavioral science disciplines that contribute to OB.
1.5 Demonstrate why few absolutes apply to OB.
1.6 Identify managers’ challenges and opportunities in applying OB concepts.
1.7 Compare the three levels of analysis in this text’s OB model.
1.8 Describe the key employability skills gained from studying OB applicable to other majors or future careers.
Demonstrate the Importance of Interpersonal Skills in the Workplace
Interpersonal skills are important because…
‘Good places to work’ have better financial performance.
Better interpersonal skills result in lower turnover of quality employees and higher quality applications for recruitment.
There is a strong association between the quality of workplace relationships and job satisfaction, stress, and turnover.
It fosters social responsibility awareness.
Learning Objectives
1.1 Demonstrate the importance of interpersonal skills in the workplace.
1.2 Define organizational behavior (OB).
1.3 Show the value to OB of systematic study.
1.4 Identify the major behavioral science disciplines that contribute to OB.
1.5 Demonstrate why few absolutes apply to OB.
1.6 Identify managers’ challenges and opportunities in applying OB concepts.
1.7 Compare the three levels of analysis in this text’s OB model.
1.8 Describe the key employability skills gained from studying OB applicable to other majors or future careers.
Demonstrate the Importance of Interpersonal Skills in the Workplace
Interpersonal skills are important because…
‘Good places to work’ have better financial performance.
Better interpersonal skills result in lower turnover of quality employees and higher quality applications for recruitment.
There is a strong association between the quality of workplace relationships and job satisfaction, stress, and turnover.
It fosters social responsibility awareness.
BA352 Yu Sun Week 7 Observation Journal Week 7 Obs.docxwilcockiris
BA352
Yu Sun
Week 7 Observation Journal
Week 7 Observation Journal
The study was conducted in an organization that deals with computer maintenance and
software development. The organization is located in the United States. The main focus of the
study was to observe cultural taxonomies, individual’s abilities as well as the personal abilities of
these teams on organization performance. The method that was used in gathering the information
was direct observation and recording of the data. The paper will discuss in details the type of
teams that are present in the organization, their level of interdependence, how their characteristics
influence the organization performance, taskwork and teamwork in the organization, factors
influencing communication processes in the team as well as a recommendation on how to
improve team processes in the organization.
In these teams there is embeddedness, independence, hierarchy, social equality and
mastery. The embeddedness in culture utilizes the existing policies and independence among
employees is given little consideration as they report directly to their CEO. Team harmony was
also observed among the teams. The organization has a clear hierarchical system where all team
activities are outlined hence there is very little utilization of interdependence among the teams
since all the activities are dictated from above downwards although there is a degree of
innovation among the team members (Hanel, Maio and Soares). The team has a collectivist
culture with a power distant approach in which the teams accept the direction with very little
uncertainty avoidance.
The level of organization performance and commitment is directly influenced by the way
the teams carry out their given tasks. The teams carry out their tasks while utilizing the group
dynamics and hierarchical principles, which dictates that they perform their assigned duties for
the well-being of their team leader and the organization in general. The CEO is the motivating
factor for the teams. The individuals in the groups are diligent and are in agreement with all the
policies that are set out by the CEO. There is very little consideration of openness to experience
as all their duties are dictated from above. The teams are also very extrovert as tasks are carried
out through teamwork hence improving the overall organizational performance (Ownsworth and
Dwan). The organization carries out regular measures on the teams’ abilities as a performance
appraisal and this has an effect of motivating the teams to get better and even work with
motivation for the betterment of the organization.
The organization utilizes both taskwork and teamwork processes among its members. In
taskwork, individuals are given tasks or activities which they are supposed to work independently
are deliver the required results to their team. In the organization example of taskwork that are
given to the employees i.
Paper presentation from OKLC 2005 Boston
On doing knowledge work and being a knowledge worker: a discursive analysis of the accounts of HR professionals
Note: data removed from this version
Class BA 352 Yu Sun 05222019 The study was condu.docxsleeperharwell
Class BA 352
Yu Sun
05/22/2019
The study was conducted in an organization that deals with computer maintenance and
software development.
1. Power plays an important role in leadership. In this organization I observed that the leader
has a great impact on the employees regarding power. He owns a power as well as he
empowers the employees too because it is necessary for the organization to win if the
employees are given a certain amount of power too. The employees are empowered to take
daily basis steps for the organization by getting appreciation, motivation and enough
training from the leader. If this power strategy lacks, then managers cannot get the work he
wants from employees.
2. There are following types of powers that leaders use: Legitimate power: it refers to the
status by using which the leader just gives the order to do the tasks. But in Organization, I
felt the leader is not using this kind of power rather he was discussing not implying the
decisions on them. Expert power: expert power is based on the expertise of the leaders. In
Organization, I observed that there were some employees who also were expert in the field
in which lead was not so by mutual consent they were deciding everything on the basis of
each other’s skills and expertise and knowledge. Reward power: it was highly used in this
organization. The leader was giving rewards like recognition, bonuses, incentives,
appreciating words to the employees. Referent power: referent power was not used in the
Organization because there were equal opportunities and rights were given to everyone in
the team. Moral power: Organization leader was using the moral power by doing the good
deeds and doing the things in a most moral way and indirectly it affects the thinking’s and
actions of the employees in positive way b because they follow their leader.
3. Organization team leader was using these two types of conflict management techniques to
solve the conflict (Llopis, 2014). Knowing the exact boundaries: in Organization
everyone’s takes were assigned separately and every follower was in certain in boundary
and if someone crossed the boundaries there was a proper system to solve this matter
(Economy, 2013). Respect the differences: nobody was allowed to create the differences
in between each other and cultures, beliefs and other things that were not common were
given respect by each other. Each follower’s point of view was important.
4. A good leader inspires others which I saw in Organization. He was optimistic, he was
supportive for the team’s members, he was having confidence in the personalities of team
members, he was taking the positive decision, he was cooperative, understanding, he was
managing complexity and was empowering the team members.
5. Transformational leadership is beyond the scenario of day to day work. It focuses on the
best practices of the leadership styles. Transactional leadership is to .
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2. O B J E C T I V E S
L E A R N I N G
AFTER STUDYING THIS CHAPTER AND
AFTER STUDYING THIS CHAPTER AND
LISTENING TO MY LECTUER,I HOPE THTAT
LISTENING TO MY LECTUER,I HOPE THTAT
YOU WILL BE ABLE TO:
YOU WILL BE ABLE TO:
1. Define organizational behavior (OB).
2. Describe what managers do.
3. Explain the value of the systematic study of
OB.
4. List the major challenges and opportunities
for managers to use OB concepts.
5. Identify the contributions made by major
behavioral science disciplines to OB.
3. O B J E C T I V E S (cont’d)
L E A R N I N G
6. Describe why managers require a knowledge
of OB.
7. Explain the need for a contingency approach
to the study of OB.
4. What Managers Do
What Managers Do
Managerial Activities
Managerial Activities
••Make decisions
Make decisions
••Allocate resources
Allocate resources
••Direct activities of others
Direct activities of others
to attain goals
to attain goals
15. Effective Versus Successful Managerial
Effective Versus Successful Managerial
Activities (Luthans)
Activities (Luthans)
1. Traditional management
1. Traditional management
• •Decision making, planning, and controlling
Decision making, planning, and controlling
2. Communications
2. Communications
• •Exchanging routine information and processing
Exchanging routine information and processing
paperwork
paperwork
3. Human resource management
3. Human resource management
• •Motivating, disciplining, managing conflict, staffing,
Motivating, disciplining, managing conflict, staffing,
and training
and training
4. Networking
4. Networking
• •Socializing, politicking, and interacting with others
Socializing, politicking, and interacting with others
19. Contributing Disciplines to the OB Field (cont’d)
Contributing Disciplines to the OB Field (cont’d)
EXHIBIT
1-3b
20. Contributing Disciplines to the OB Field (cont’d)
Contributing Disciplines to the OB Field (cont’d)
EXHIBIT
1-3c
21. Contributing Disciplines to the OB Field (cont’d)
Contributing Disciplines to the OB Field (cont’d)
EXHIBIT
1-3d
22. Contributing Disciplines to the OB Field (cont’d)
Contributing Disciplines to the OB Field (cont’d)
EXHIBIT
1-3f
23. There Are Few Absolutes in OB
There Are Few Absolutes in OB
x
Contingency
Variables
y
24. Challenges and Opportunity for OB
Challenges and Opportunity for OB
Responding to Globalization
Managing Workforce Diversity
Improving Quality and Productivity
Responding to the Labor Shortage
Improving Customer Service
25. Challenges and Opportunity for OB (cont’d)
Challenges and Opportunity for OB (cont’d)
Improving People Skills
Empowering People
Coping with “Temporariness”
Stimulation Innovation and Change
Helping Employees Balance Work/Life Conflicts
Improving Ethical Behavior