Organizational behavior is a field that studies how individuals, groups, and structures influence behavior within organizations. It draws from various behavioral sciences like psychology, sociology, and anthropology. The chapter discusses key organizational behavior concepts such as the three levels of analysis - inputs, processes, and outcomes. It also identifies challenges managers may face in applying these concepts, such as responding to economic pressures, globalization, and managing diversity. The chapter emphasizes that organizational behavior provides systematic insights to improve managerial skills and organizational effectiveness.
This chapter discusses personality and values in organizational behavior. It defines personality and describes common frameworks for understanding it, including the Myers-Briggs Type Indicator and Big Five model. Key personality traits like conscientiousness, extraversion, and emotional stability are linked to job performance. Values represent preferences about how to live and differ between generations and cultures. Managers should consider person-job and person-organization fit to match personalities and values with work. Hofstede's model describes cultural dimensions like individualism and power distance that influence values internationally. Overall, personality and values assessment can aid selection and development in organizations.
This chapter discusses attitudes and job satisfaction. It contrasts the three components of an attitude - affective, cognitive, and behavioral. There is a relationship between attitudes and behaviors, with attitudes influencing behaviors. The chapter compares major job attitudes like job satisfaction, job involvement, empowerment, and organizational commitment. Job satisfaction is defined and methods for measuring it are presented. The main causes of job satisfaction are summarized, including pay and personality factors. Finally, employee responses to dissatisfaction like absenteeism and turnover are identified.
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.
The document discusses diversity in organizations. It describes the two major forms of workforce diversity as surface-level diversity, which includes visible characteristics like gender and race, and deep-level diversity, which includes less visible characteristics like personality and work styles. It also outlines biographical characteristics like age, gender, race, and disability that are relevant to organizational behavior. Finally, it discusses how organizations can effectively manage diversity through programs that attract, select, develop, and retain a diverse workforce.
Diversity in organizations is increasing as the U.S. workforce becomes more diverse. To adapt, organizations must implement diversity management strategies to be aware of and sensitive to differences. Surface-level diversity includes characteristics like race, gender, and age that are easily observed, while deep-level diversity involves less visible attributes like values and personality. Both types of diversity can impact work performance and employee experiences. Effective diversity programs teach managers about legal protections, attract diverse candidates, and foster development practices that benefit all workers. Considering cultural differences is also important for diversity strategies in a global context.
This chapter introduces organizational behavior and discusses its importance in the workplace. It defines organizational behavior as the study of how individuals, groups, and structure impact behavior within an organization. The chapter outlines the manager's key functions of planning, organizing, leading, and controlling. It also identifies the major contributing disciplines to organizational behavior as psychology, social psychology, sociology, and anthropology. Finally, it discusses the three levels of analysis in the book's OB model as individual, group, and organizational levels.
The document is a PowerPoint presentation covering key topics in organizational behavior including individual behavior, attitudes, personality, perception, and learning. It discusses how understanding these psychological factors can help managers explain, predict, and influence important employee behaviors like productivity, absenteeism, and turnover. The presentation defines concepts like the Myers-Briggs Type Indicator, Big Five personality traits, attribution theory, and cognitive dissonance theory. It explains how these topics relate to job satisfaction and ways managers can apply the knowledge.
Chapter 9 management (10 th edition) by robbins and coulterMd. Abul Ala
The document discusses organizational structure and design. It covers key elements of design like work specialization, departmentalization, chain of command, span of control, and centralization. Traditional designs include functional and divisional structures. Contemporary designs incorporate teams, matrices, projects, and boundaryless approaches. Challenges involve keeping employees connected, building learning organizations, and managing global issues.
This chapter discusses personality and values in organizational behavior. It defines personality and describes common frameworks for understanding it, including the Myers-Briggs Type Indicator and Big Five model. Key personality traits like conscientiousness, extraversion, and emotional stability are linked to job performance. Values represent preferences about how to live and differ between generations and cultures. Managers should consider person-job and person-organization fit to match personalities and values with work. Hofstede's model describes cultural dimensions like individualism and power distance that influence values internationally. Overall, personality and values assessment can aid selection and development in organizations.
This chapter discusses attitudes and job satisfaction. It contrasts the three components of an attitude - affective, cognitive, and behavioral. There is a relationship between attitudes and behaviors, with attitudes influencing behaviors. The chapter compares major job attitudes like job satisfaction, job involvement, empowerment, and organizational commitment. Job satisfaction is defined and methods for measuring it are presented. The main causes of job satisfaction are summarized, including pay and personality factors. Finally, employee responses to dissatisfaction like absenteeism and turnover are identified.
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.
The document discusses diversity in organizations. It describes the two major forms of workforce diversity as surface-level diversity, which includes visible characteristics like gender and race, and deep-level diversity, which includes less visible characteristics like personality and work styles. It also outlines biographical characteristics like age, gender, race, and disability that are relevant to organizational behavior. Finally, it discusses how organizations can effectively manage diversity through programs that attract, select, develop, and retain a diverse workforce.
Diversity in organizations is increasing as the U.S. workforce becomes more diverse. To adapt, organizations must implement diversity management strategies to be aware of and sensitive to differences. Surface-level diversity includes characteristics like race, gender, and age that are easily observed, while deep-level diversity involves less visible attributes like values and personality. Both types of diversity can impact work performance and employee experiences. Effective diversity programs teach managers about legal protections, attract diverse candidates, and foster development practices that benefit all workers. Considering cultural differences is also important for diversity strategies in a global context.
This chapter introduces organizational behavior and discusses its importance in the workplace. It defines organizational behavior as the study of how individuals, groups, and structure impact behavior within an organization. The chapter outlines the manager's key functions of planning, organizing, leading, and controlling. It also identifies the major contributing disciplines to organizational behavior as psychology, social psychology, sociology, and anthropology. Finally, it discusses the three levels of analysis in the book's OB model as individual, group, and organizational levels.
The document is a PowerPoint presentation covering key topics in organizational behavior including individual behavior, attitudes, personality, perception, and learning. It discusses how understanding these psychological factors can help managers explain, predict, and influence important employee behaviors like productivity, absenteeism, and turnover. The presentation defines concepts like the Myers-Briggs Type Indicator, Big Five personality traits, attribution theory, and cognitive dissonance theory. It explains how these topics relate to job satisfaction and ways managers can apply the knowledge.
Chapter 9 management (10 th edition) by robbins and coulterMd. Abul Ala
The document discusses organizational structure and design. It covers key elements of design like work specialization, departmentalization, chain of command, span of control, and centralization. Traditional designs include functional and divisional structures. Contemporary designs incorporate teams, matrices, projects, and boundaryless approaches. Challenges involve keeping employees connected, building learning organizations, and managing global issues.
This chapter introduces organizational behavior and provides an overview of key concepts. It defines OB as a field that examines how individuals, groups, and structure influence behavior in organizations to improve effectiveness. The chapter also outlines the manager's roles and functions, discusses Mintzberg's framework of managerial roles, and identifies the behavioral science disciplines that contribute to OB like psychology, sociology, and social psychology. Finally, it presents OB's three-level model of analysis at the individual, group, and organizational levels.
This document discusses a chapter about attitudes and job satisfaction from a textbook. It covers the three components of attitudes, the relationship between attitudes and behavior, major job attitudes like job satisfaction and involvement, how job satisfaction can be measured, main causes of job satisfaction, and four employee responses to dissatisfaction like turnover. The chapter aims to explain attitudes and job satisfaction to students.
The document discusses organizational structure and design. It defines key elements of organizational structure like departmentalization, chain of command, and span of control. It also examines factors that influence structural decisions such as strategy, size, technology, and environmental uncertainty. Different organizational designs are presented, including traditional functional and divisional structures as well as contemporary designs like team, matrix, and boundaryless structures. Challenges of designing organizations in today's environment are also outlined.
Personality is determined by both heredity and environment. It affects how individuals interact with others and make decisions. There are several models for measuring personality traits, including the Big Five model and Myers-Briggs Type Indicator. Core values represent interpretations of right and wrong and influence perception and behavior. Values can be intrinsic terminal values or extrinsic instrumental values used to achieve ends. Personality and values should be considered when assessing person-job and person-organization fit to maximize work outcomes. However, personality and values frameworks may not fully transfer across cultures and should consider cultural dimensions like power distance, individualism, masculinity and uncertainty avoidance.
This document discusses key topics in group behavior and dynamics including:
- Types of groups including formal, informal, command, task, interest, and friendship groups.
- Five stages of group development.
- How roles, norms, status, size, and cohesiveness influence group properties and member behavior.
- Strengths and weaknesses of group decision making such as generating more information but taking longer.
- Phenomena like social loafing, groupthink, and group polarization that can impact group processes.
- Techniques for group decision making including brainstorming and the nominal group technique.
This chapter discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that can be favorable or unfavorable about objects, people or events. Attitudes have three main components - cognitive, affective, and behavioral. The chapter explores how attitudes relate to behavior and the relationship between cognitive dissonance and reducing inconsistencies. It also examines how job satisfaction, involvement, empowerment, and other job attitudes are measured and what causes job satisfaction. Managers are advised to focus on making work interesting in order to improve attitudes.
Chapter 10 management (10 th edition) by robbins and coulterMd. Abul Ala
The document provides an overview of Chapter 10 from the textbook "Managing Human Resources" by Stephen P. Robbins and Mary Coulter. It covers the key topics in the chapter, which include the human resource management process, identifying and selecting competent employees, providing employees with needed skills and knowledge through orientation and training, retaining high-performing employees, and contemporary issues in managing human resources such as downsizing and diversity. Learning outcomes are listed for each section, with definitions and explanations of important terms.
Chapter 10 Organizational Structure And Design Ppt10D
The document discusses organizational structure and design. It defines key terms like departmentalization, chain of command, span of control, and centralization. It also contrasts traditional mechanistic structures with organic structures and explains how contingency factors like strategy, size, and environment influence structure. Common structures discussed include functional, divisional, team, matrix, and virtual organizations.
This chapter is very essential for those who are studying OB and as well has a huge importance for everyone else. Attitude is what makes someone successful and someone else unsuccessful. attitude is defined as evaluative statements- either favorable or unfavorable- concerning people, things, objects etc.while job satisfaction is a positive feeling about one's job.
Organizational Behavior Chapter 5 Perception and Individual Decision MakingDr. John V. Padua
This document discusses perception and decision making. It defines perception as how individuals organize and interpret sensory impressions to understand their environment. Perception is influenced by factors like the situation, perceiver, and target. Attribution theory holds that people try to explain behaviors as either internal or external to the person. Common shortcuts used in judging others include selective perception, halo effect, contrast effects, and stereotyping. Decision making is linked to perception, which can influence problem identification, information processing, and conclusions. The document also outlines rational decision making, bounded rationality, intuitive decision making, and common decision biases. [/SUMMARY]
Chapter 13 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of chapter 13 from the textbook "Management" by Stephen P. Robbins and Mary Coulter. It covers the focus and goals of organizational behavior, including explaining, predicting, and influencing six important employee behaviors. It also discusses psychological factors that affect employee behavior, including attitudes, personality, perception, learning, job satisfaction, and workplace misbehavior. Managers can use this information to understand employee behavior and its impacts on productivity, absenteeism, turnover, and other important outcomes.
This chapter discusses diversity in organizations. It describes the two major forms of workforce diversity as surface-level diversity, based on visible characteristics, and deep-level diversity, based on invisible characteristics and attributes. The chapter then outlines key biographical characteristics like age, gender, race, and disability that impact organizational behavior. It also defines intellectual and physical ability, and how ability is relevant to job performance. Finally, it describes how organizations can effectively manage diversity through programs that attract, select, develop, and retain a diverse workforce.
This document discusses organizational culture, including how cultures form and are transmitted within organizations. It covers the key topics of defining organizational culture, comparing functional and dysfunctional effects, identifying how culture is created and sustained, examining methods of cultural transmission, and exploring how to create ethical and positive cultures. The document also discusses spiritual culture and the global implications of organizational culture.
This chapter introduces organizational behavior (OB) and describes its key concepts. It defines OB as the field studying how individuals, groups, and structure influence workplace behavior. The chapter outlines the manager's functions of planning, organizing, leading, staffing, and controlling work. Effective managers need strong technical, human, and conceptual skills. Studying OB systematically and using evidence-based management can help managers understand workplace behavior better than relying solely on intuition. While few absolute rules govern OB, the field provides insights into challenges like globalization, diversity, and enhancing employee well-being and performance.
Chapter 15 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of a chapter on motivating employees from a management textbook. It includes learning outcomes that introduce key topics on motivation theories such as Maslow's hierarchy of needs, Herzberg's two-factor theory, goal-setting theory, equity theory, and expectancy theory. Contemporary motivation topics are also addressed, such as designing motivating jobs, reinforcement theory, and addressing unique worker groups. The document provides definitions and explanations of motivation concepts and theories through text and exhibits from the textbook.
The document provides an overview of organizational behavior including recommended textbooks, course outlines, key concepts, and challenges and opportunities in the field. It defines organizational behavior as the study of how individuals and groups act in organizations and how organizations themselves act. It discusses managerial functions, roles, skills, and activities. It also outlines factors influencing organizational behavior at the individual, group, and organizational levels.
This document provides an overview of Chapter 10 from the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter discusses managing human resources and covers topics such as the human resource management process, identifying and selecting employees, providing skills and knowledge to employees, retaining high-performing employees, and contemporary HR issues. It includes learning outcomes, exhibits, and descriptions of key concepts for each section.
Chapter 3 Attitudes and Job SatisfactionT McDonald
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.
This chapter discusses emotions and moods in organizational behavior. It defines emotions and moods, identifies the basic emotions as anger, fear, sadness, happiness, disgust, and surprise. Moods are categorized as positive or negative affect. The chapter explores the functions of emotions in decision making. It examines sources of emotions and moods such as personality, time of day, weather, stress, and social activities. The impact of emotional labor on employees is discussed. Affective Events Theory holds that workplace events trigger emotional responses. The chapter reviews evidence for and against the concept of emotional intelligence. It applies concepts of emotions and moods to areas of OB like selection, decision making, creativity, and leadership. Cultural differences in the experience
The document discusses organizational structure and design. It covers key elements of organizational design including work specialization, departmentalization, chain of command, span of control, and centralization/decentralization. It also discusses traditional and contemporary organizational designs such as functional, divisional, team, matrix, and boundaryless structures. Additionally, it addresses challenges of designing organizations to keep employees connected, build a learning organization, and manage global structural issues.
This document provides an overview of organizational behavior (OB) concepts from a textbook. It defines OB as the study of how individuals, groups, and structure impact behavior in organizations. It describes the major contributors to OB as psychology, social psychology, sociology, and anthropology. It also outlines various challenges and opportunities for applying OB concepts, such as managing diversity, stimulating innovation, and creating ethical work environments.
This chapter introduces organizational behavior and defines it as the study of how individuals, groups, and structure impact behavior within organizations. It discusses the importance of interpersonal skills in the workplace and identifies management functions as planning, organizing, leading, and controlling. The chapter also outlines the major behavioral science disciplines that contribute to OB, including psychology, sociology, anthropology, and explains that few absolutes apply due to situational factors. Finally, it discusses the three levels of analysis in OB - inputs, processes, and outcomes.
This chapter introduces organizational behavior and provides an overview of key concepts. It defines OB as a field that examines how individuals, groups, and structure influence behavior in organizations to improve effectiveness. The chapter also outlines the manager's roles and functions, discusses Mintzberg's framework of managerial roles, and identifies the behavioral science disciplines that contribute to OB like psychology, sociology, and social psychology. Finally, it presents OB's three-level model of analysis at the individual, group, and organizational levels.
This document discusses a chapter about attitudes and job satisfaction from a textbook. It covers the three components of attitudes, the relationship between attitudes and behavior, major job attitudes like job satisfaction and involvement, how job satisfaction can be measured, main causes of job satisfaction, and four employee responses to dissatisfaction like turnover. The chapter aims to explain attitudes and job satisfaction to students.
The document discusses organizational structure and design. It defines key elements of organizational structure like departmentalization, chain of command, and span of control. It also examines factors that influence structural decisions such as strategy, size, technology, and environmental uncertainty. Different organizational designs are presented, including traditional functional and divisional structures as well as contemporary designs like team, matrix, and boundaryless structures. Challenges of designing organizations in today's environment are also outlined.
Personality is determined by both heredity and environment. It affects how individuals interact with others and make decisions. There are several models for measuring personality traits, including the Big Five model and Myers-Briggs Type Indicator. Core values represent interpretations of right and wrong and influence perception and behavior. Values can be intrinsic terminal values or extrinsic instrumental values used to achieve ends. Personality and values should be considered when assessing person-job and person-organization fit to maximize work outcomes. However, personality and values frameworks may not fully transfer across cultures and should consider cultural dimensions like power distance, individualism, masculinity and uncertainty avoidance.
This document discusses key topics in group behavior and dynamics including:
- Types of groups including formal, informal, command, task, interest, and friendship groups.
- Five stages of group development.
- How roles, norms, status, size, and cohesiveness influence group properties and member behavior.
- Strengths and weaknesses of group decision making such as generating more information but taking longer.
- Phenomena like social loafing, groupthink, and group polarization that can impact group processes.
- Techniques for group decision making including brainstorming and the nominal group technique.
This chapter discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that can be favorable or unfavorable about objects, people or events. Attitudes have three main components - cognitive, affective, and behavioral. The chapter explores how attitudes relate to behavior and the relationship between cognitive dissonance and reducing inconsistencies. It also examines how job satisfaction, involvement, empowerment, and other job attitudes are measured and what causes job satisfaction. Managers are advised to focus on making work interesting in order to improve attitudes.
Chapter 10 management (10 th edition) by robbins and coulterMd. Abul Ala
The document provides an overview of Chapter 10 from the textbook "Managing Human Resources" by Stephen P. Robbins and Mary Coulter. It covers the key topics in the chapter, which include the human resource management process, identifying and selecting competent employees, providing employees with needed skills and knowledge through orientation and training, retaining high-performing employees, and contemporary issues in managing human resources such as downsizing and diversity. Learning outcomes are listed for each section, with definitions and explanations of important terms.
Chapter 10 Organizational Structure And Design Ppt10D
The document discusses organizational structure and design. It defines key terms like departmentalization, chain of command, span of control, and centralization. It also contrasts traditional mechanistic structures with organic structures and explains how contingency factors like strategy, size, and environment influence structure. Common structures discussed include functional, divisional, team, matrix, and virtual organizations.
This chapter is very essential for those who are studying OB and as well has a huge importance for everyone else. Attitude is what makes someone successful and someone else unsuccessful. attitude is defined as evaluative statements- either favorable or unfavorable- concerning people, things, objects etc.while job satisfaction is a positive feeling about one's job.
Organizational Behavior Chapter 5 Perception and Individual Decision MakingDr. John V. Padua
This document discusses perception and decision making. It defines perception as how individuals organize and interpret sensory impressions to understand their environment. Perception is influenced by factors like the situation, perceiver, and target. Attribution theory holds that people try to explain behaviors as either internal or external to the person. Common shortcuts used in judging others include selective perception, halo effect, contrast effects, and stereotyping. Decision making is linked to perception, which can influence problem identification, information processing, and conclusions. The document also outlines rational decision making, bounded rationality, intuitive decision making, and common decision biases. [/SUMMARY]
Chapter 13 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of chapter 13 from the textbook "Management" by Stephen P. Robbins and Mary Coulter. It covers the focus and goals of organizational behavior, including explaining, predicting, and influencing six important employee behaviors. It also discusses psychological factors that affect employee behavior, including attitudes, personality, perception, learning, job satisfaction, and workplace misbehavior. Managers can use this information to understand employee behavior and its impacts on productivity, absenteeism, turnover, and other important outcomes.
This chapter discusses diversity in organizations. It describes the two major forms of workforce diversity as surface-level diversity, based on visible characteristics, and deep-level diversity, based on invisible characteristics and attributes. The chapter then outlines key biographical characteristics like age, gender, race, and disability that impact organizational behavior. It also defines intellectual and physical ability, and how ability is relevant to job performance. Finally, it describes how organizations can effectively manage diversity through programs that attract, select, develop, and retain a diverse workforce.
This document discusses organizational culture, including how cultures form and are transmitted within organizations. It covers the key topics of defining organizational culture, comparing functional and dysfunctional effects, identifying how culture is created and sustained, examining methods of cultural transmission, and exploring how to create ethical and positive cultures. The document also discusses spiritual culture and the global implications of organizational culture.
This chapter introduces organizational behavior (OB) and describes its key concepts. It defines OB as the field studying how individuals, groups, and structure influence workplace behavior. The chapter outlines the manager's functions of planning, organizing, leading, staffing, and controlling work. Effective managers need strong technical, human, and conceptual skills. Studying OB systematically and using evidence-based management can help managers understand workplace behavior better than relying solely on intuition. While few absolute rules govern OB, the field provides insights into challenges like globalization, diversity, and enhancing employee well-being and performance.
Chapter 15 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of a chapter on motivating employees from a management textbook. It includes learning outcomes that introduce key topics on motivation theories such as Maslow's hierarchy of needs, Herzberg's two-factor theory, goal-setting theory, equity theory, and expectancy theory. Contemporary motivation topics are also addressed, such as designing motivating jobs, reinforcement theory, and addressing unique worker groups. The document provides definitions and explanations of motivation concepts and theories through text and exhibits from the textbook.
The document provides an overview of organizational behavior including recommended textbooks, course outlines, key concepts, and challenges and opportunities in the field. It defines organizational behavior as the study of how individuals and groups act in organizations and how organizations themselves act. It discusses managerial functions, roles, skills, and activities. It also outlines factors influencing organizational behavior at the individual, group, and organizational levels.
This document provides an overview of Chapter 10 from the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter discusses managing human resources and covers topics such as the human resource management process, identifying and selecting employees, providing skills and knowledge to employees, retaining high-performing employees, and contemporary HR issues. It includes learning outcomes, exhibits, and descriptions of key concepts for each section.
Chapter 3 Attitudes and Job SatisfactionT McDonald
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.
This chapter discusses emotions and moods in organizational behavior. It defines emotions and moods, identifies the basic emotions as anger, fear, sadness, happiness, disgust, and surprise. Moods are categorized as positive or negative affect. The chapter explores the functions of emotions in decision making. It examines sources of emotions and moods such as personality, time of day, weather, stress, and social activities. The impact of emotional labor on employees is discussed. Affective Events Theory holds that workplace events trigger emotional responses. The chapter reviews evidence for and against the concept of emotional intelligence. It applies concepts of emotions and moods to areas of OB like selection, decision making, creativity, and leadership. Cultural differences in the experience
The document discusses organizational structure and design. It covers key elements of organizational design including work specialization, departmentalization, chain of command, span of control, and centralization/decentralization. It also discusses traditional and contemporary organizational designs such as functional, divisional, team, matrix, and boundaryless structures. Additionally, it addresses challenges of designing organizations to keep employees connected, build a learning organization, and manage global structural issues.
This document provides an overview of organizational behavior (OB) concepts from a textbook. It defines OB as the study of how individuals, groups, and structure impact behavior in organizations. It describes the major contributors to OB as psychology, social psychology, sociology, and anthropology. It also outlines various challenges and opportunities for applying OB concepts, such as managing diversity, stimulating innovation, and creating ethical work environments.
This chapter introduces organizational behavior and defines it as the study of how individuals, groups, and structure impact behavior within organizations. It discusses the importance of interpersonal skills in the workplace and identifies management functions as planning, organizing, leading, and controlling. The chapter also outlines the major behavioral science disciplines that contribute to OB, including psychology, sociology, anthropology, and explains that few absolutes apply due to situational factors. Finally, it discusses the three levels of analysis in OB - inputs, processes, and outcomes.
This chapter introduces organizational behavior and defines it as the study of how individuals, groups, and structures influence behavior within organizations to improve effectiveness. It discusses the importance of interpersonal skills in the workplace and identifies the manager's key functions as planning, organizing, leading, and controlling. The chapter also outlines the major behavioral science disciplines that contribute to OB, including psychology, social psychology, sociology, and anthropology. Finally, it discusses the three levels of analysis in OB - inputs, processes, and outcomes - and identifies common variables of interest like attitudes, stress, and organizational survival.
The document discusses key concepts in organizational behavior including:
1) The four main functions of management - planning, organizing, leading, and controlling.
2) Mintzberg identified 10 roles that managers perform including figurehead, leader, and liaison.
3) Important management skills are technical skills, human skills, and conceptual skills.
4) Organizational behavior studies how individuals and groups impact workplace behavior and how this knowledge can improve organizational effectiveness.
The document discusses organizational behavior and management. It defines organizational behavior as the field that studies how individuals, groups, and structure impact behavior in organizations. It also discusses the importance of interpersonal skills in the workplace. The document outlines several challenges and opportunities that managers face in applying organizational behavior concepts, such as responding to economic pressures, globalization, and managing a diverse workforce.
Organizational behavior studies how individuals, groups, and structure influence workplace behavior and aims to improve organizational effectiveness. It draws from psychology, sociology, anthropology, and other disciplines to systematically examine relationships between variables and inform evidence-based management. While no absolutes apply, OB concepts address challenges like managing diversity, stimulating innovation, and improving ethics.
Chapter-1 What is Organizational Behavior
From Robbins and Judge, Organizational Behavior
This will help students. Please share your feed back so that i can improve.
This document provides an overview of key topics in organizational behavior that will be covered, including defining OB, attitudes and job satisfaction, motivation and leadership, and organizational change. It discusses how interpersonal skills are important for workplace performance and relationships. It also outlines the manager's roles and necessary skills. Finally, it notes that OB draws from various behavioral science disciplines like psychology, social psychology, sociology, and anthropology to study individual and group behavior in organizations.
CHAPTER 1 - WHAT IS ORGANIZATION BEHAVIOR FINAL.ppt.pptxSindhuDawani1
This chapter introduces organizational behavior and its importance. It discusses why OB is studied, including understanding oneself and others in organizations. The major contributions to OB from disciplines like psychology, sociology, and anthropology are outlined. OB is defined as a field that studies how individuals, groups, and structure influence behavior in organizations. Key challenges and opportunities for applying OB concepts are identified, such as managing diversity, improving customer service and innovation. The chapter also summarizes management functions, roles, and skills.
The document discusses organizational behavior and management. It provides learning objectives for a chapter on organizational behavior, which include demonstrating the importance of interpersonal skills, defining organizational behavior, showing the value of systematic study, identifying contributing behavioral science disciplines, demonstrating why few absolutes apply, and identifying managers' challenges and opportunities. It also discusses Mintzberg's managerial roles, management skills, effective versus successful managerial activities, and challenges managers face with concepts like responding to economic pressures and globalization.
This document provides an overview of key concepts from the first chapter of a textbook on leadership in organizations. It defines leadership in several ways and discusses the ongoing debate around distinguishing leadership from management. It also notes that leadership effectiveness is difficult to assess due to many different indicators, outcomes, stakeholder preferences, and conceptions of leadership. The chapter aims to help readers understand these issues as well as the most widely studied aspects of leadership over the last 50 years.
This document provides an overview of key concepts from the first chapter of a textbook on leadership in organizations. It defines leadership in several ways and notes the ongoing debate around distinguishing leadership from management. It also discusses the challenges around assessing leadership effectiveness due to different stakeholder perspectives and situational factors. The chapter aims to explain how leadership has been studied, including a focus on leader traits and behaviors, power and influence approaches, and contingency theories accounting for follower and situation characteristics.
This chapter introduces organizational behavior (OB) and defines it as the study of how individuals and groups act within organizations and how their behaviors affect organizational performance. It discusses the importance of interpersonal skills for managers and describes managers' roles and functions. The chapter also identifies the major behavioral science disciplines that contribute to OB, such as psychology, sociology, and anthropology. Finally, it outlines challenges and opportunities for applying OB concepts, like managing diversity and stimulating innovation, and compares the three levels of analysis in the book's OB model: inputs, processes, and outcomes.
This chapter introduces organizational behavior (OB) and defines it as the study of how individuals and groups act within organizations and how their behaviors affect organizational performance. It discusses the importance of interpersonal skills for managers and describes managers' roles and functions. The chapter also identifies the major behavioral science disciplines that contribute to OB, such as psychology, sociology, and anthropology. Finally, it outlines challenges and opportunities for applying OB concepts, like managing diversity and stimulating innovation, and compares the three levels of analysis in the book's OB model: inputs, processes, and outcomes.
Organizational Behavior | Importance of Interpersonal Skills | Challenges & O...FaHaD .H. NooR
Demonstrate the importance of interpersonal skills in the workplace | Describe the manager’s functions, roles and skills|Define organizational behavior (OB)|Show the value to OB of systematic study|Identify the major behavioral science disciplines that contribute to OB|Demonstrate why few absolutes apply to OB| Identify the challenges and opportunities managers have in applying OB concepts| Compare the three levels of analysis in this book’s OB model.
Introduction to Organizational BehaviorAmare_Abebe
The Presentation contains:
Organizational Behavior: Meaning, scope and Foundations
Systematic study of behavior
Scope of OB
Fundamental concepts of OB
Importance of OB
Model of OB
Analyzing The Organizational Behavior Chart ElementsAllison Koehn
This document provides an analysis of organizational behavior concepts. It begins with definitions of key terms like organization, organizational behavior, human resources, and stress. It then explores topics like perception, personality, emotions, values, attitudes, diversity, and stress. It examines how these concepts impact individual and group behavior within organizations. The document aims to explain organizational behavior concepts for the purpose of improving organizational effectiveness.
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.
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Welcome to this Organizational Behavior course that uses the 15th edition of the textbook, Organizational Behavior by Robbins and Judge. This is considered among the most widely used OB textbooks in the world. Robbins and Judge are recognized as definitive aggregators of OB concepts, applications and practices. The course and this book will provide you with a resource that will benefit you throughout your degree program and your professional life.
The first chapter entitled “What is Organizational behavior,” begins by defining eight learning objectives for the chapter. These lay a foundation understanding for the origins of OB and its applications in management and organizational existence. You should focus on this chapter to ground yourself effectively as a starting place for the more complex and significant concepts through the book. We will take each of these objectives and concentrate on its presentation to ensure your acquisition of base knowledge and competencies in OB.
Managers need a whole cadre of skills to create a productive workplace, including technical and quantitative skills. However, leadership and communication skills are critical to organizational success. When managers have solid interpersonal skills, there are positive work outcomes for the organization. These outcomes include lower turnover of strong employees, improved recruitment pools for filling employment positions, and a better bottom line.
A Manager is someone in the organization who gets things done through the efforts of other people. It is important to keep in mind that an organization is defined as a social entity comprised of two or more people and can be found at any level within the organization. Henri Fayol of France originally defined the functions of management that became the cornerstone for management study for almost 100 years. These functions are currently defined as planning, organizing, leading and controlling. When thinking about these functions one realization comes forward. They all involve the interpersonal skills of communication for their effective implementation. And. Henry Mintzberg, no you do not have to be named Henry to be a management theorist, looked at management differently when he defined the 10 roles of managers. Again, think on these roles and you will find that they again involve implementation through the interpersonal skills of communication.
In fact, if you look at the three categories of roles suggested by Mintzberg following his research, you’ll note the distribution of communication and interpersonal skills such as tact, diplomacy, and the like, focusing on both internal and external audiences in the role’s activities. For this reason, developing the interpersonal skills introduced in this course are essential to the professional development of young professionals. It is essential to managerial success.
A study published in the Harvard Business Review in 1960 and in continuing studies throughout the 1980s, three types of skills were attributed to managerial activity. These skills were found to be applied in different ratios depending on the managerial level in the organization. The underlying message here is that young professionals are hired for what they do and veteran professionals are hired for what they think. This is why we have the phenomenon of a CEO from one industry’s company being hired as the CEO of a company in a completely different industry.
Luthans and his research associates found the managers engage in four managerial activities. The activities are defined as Traditional management which is decision making, planning, and controlling. The average manager spent 32 percent of his or her time performing this activity. Communication is exchanging in routine information and processing paperwork. The average manager spent 29 percent of his or her time performing this activity. Human resource management includes motivating, disciplining, managing conflict, staffing, and training. The average manager spent 20 percent of his or her time performing this activity. Networking is socializing, politicking, and interacting with outsiders. The average manager spent 19 percent of his or her time performing this activity
Managers who were high performing in these activities were found to be fast- tracked through organizational promotion.
Organizational behavior is a field of study that includes effects at all levels in the organization. An organization is comprised of sub-organizations and downward, depending on the size of the firm, to the individual level. When the concept and practices of OB are internalized and applied, they contribute to the manager’s accomplishing worthwhile outcomes for the benefit of the organization and those who work for it.
Many people say that the ideas and concepts of OB are common sense. However, the systematic study of OB has come closer to finding ways to predict the behavior of individuals and groups with an understanding of the situation and composition of the people. Evidence-based management suggests that the scientific method of research can be applied to OB to find the effective relationships of predictable variables to find the probability or independent variables, the person and his or her behavior. Of course intuition is a decision-making and activity approach advocated by numerous managers and pundits. In reality, the contents of “intuition” are the results of experience and learning that are based-on facts and experiences. EBM and the systematic study of behavior enhance the understanding of these internal contributors to organization behavior.
OB is a behavioral social science that merges concepts from a number of different social sciences to apply specifically to the organizational setting at individual and group levels of analysis and concept development. The most significant social sciences are psychology, sociology, social psychology, anthropology, and political science. Look at each for a moment.
Exhibit 1.3 from the text shows the contributions made by other disciplines to the development of organizational behavior. The predominant areas are psychology, sociology, social psychology, anthropology, and political science. Each of the disciplines has contributed specific concepts and theories to the study of OB and its increasing applications.
Psychology focuses on the individual level by seeking to measure, explain, and sometimes change behaviors in individuals. This area of study offers insights in such areas as learning, training, decision making, and employee selection.
Social Psychology moves beyond individual analysis to look at group behavior and how individuals can influence on another. It blends together sociology and psychology and looks primarily at change, communication, and group interactions.
Sociology looks at the relationship between individuals and their environment. Sociologists’ main contribution to OB is through offering a better understanding of group behavior. It looks more at how a group operates within an organizational system. One key area that sociologists contribute to in OB is culture, a key factor in OB studies.
An Anthropologist studies societies to learn about the human beings and their activities. They help us understand the differences between different groups in terms of their values, attitudes, and behaviors.
There are few absolutes in organizational behavior. When making decisions, you must always take into account situational factors that can change the relationship between two variables. Every situation has the potential to have unseen factors or even known factors that can change rapidly. Open you minds to detecting these changes and unseen factors and being ready with optional responses is essential to effective management,
When making decisions, you must always take into account these situational factors that can change the relationship between two variables. For example, as seen in this chart, one message from a boss in an American culture can mean a completely different thing in another culture. It is always important to take context into account.
During economic difficulties, the need for effective managers is heightened. Anyone can manage during good times; it is much tougher to manage through economic struggles. Often when there are economic pressures, managers are forced to make decisions based on resource constraints. These situations may include laying off employees, motivating employees when there are limited resources, and encouraging employees when they are stressed about their futures.
Organizations now exist in an environment with no national borders. As a result, the manager’s job has changed. They need to have a broader perspective when making decisions.
As foreign assignments increase. you will need to be able to manage a workforce that is different than what you may be used to and may bring different needs, aspirations and attitudes to the workplace.
You will also have individuals coming to work in your own country that come from different cultures and you will need to find ways to accommodate their needs and help them assimilate to your workplace culture.
As the borders are disappearing, we are seeing more and more heterogeneity in the workplace. Managers today need to embrace diversity and find ways to manage it effectively. The changing demographics have shifted management philosophy in a way that recognizes and utilizes differences to create productivity, profitability, and welcoming cultures.
Jobs world wide have begun to focus on service industries such as retail, banking, insurance, and communications. These jobs are different from manufacturing jobs in the basis for what makes them attractive to people to perform well. OB helps to identify the characteristics and situations that can be managed to make employees and managers more sensitive to customer satisfaction, the essential outcome to successful service delivery.
Organizations are comprised of people. Organizations cannot achieve desired outcomes without people. So skills to manage people successfully are essential to the effectiveness of anyone in a managerial or leadership role. OB provides the concepts and theories that help predict behavior to create a more effective organization, accomplishing desired goals.
Today’s volatile economy and business environments mean that organizations and the people that comprise them must adopt innovation and change to counter major disruptions, modifications, and changes in the operational environment. Employees or managers in the operational core are closes to the firm’s policy implementation, process operation and output characteristics. They are best suited to suggestion innovation and change to improve the organization, its people, processes and products to successfully meet the challenge of the operational environment.
The volatile operational environments lead to a sense of “temporariness” in today’s organization. Responding effectively and efficiently to these modifications means that managers and leaders of the organization must learn to cope with the uncertainty and ambiguity of temporariness. They must adopt and practice flexibility, spontaneity and unpredictability to meet environmental challenges. OB is key to the skills needed to reduce resistance to change and to create successful organizational cultures.
Networked organizations are proliferating. These are organizations that are spread over geographic, time, or other boundaries that are overcome by connecting the places, people, and processes by technology. Managing and leading people who never see each other but who must work together in successful teams is a challenge to adopt skills different from traditional applications in management and leadership.
Because of the expansion of networked business to global competition, time is no longer a definable boundary of organizational activity and personnel responsibility. Managers and leaders of organizations must shoulder the responsibility to help employees to balance work and life roles to ensure they remain effective and viable members of the team. Lacking such concern by leaders and managers can allow employees to believe they must work twenty-four hours a day to cover global time. This can lead to personnel burn-out, ineffectiveness, and dissatisfied employees.
Creating a positive work environment has been found to be a basis for employee satisfaction, increased productivity, and longevity of skilled personnel. Responsibility for positive work environments is not a part of traditional management practice but as the work environment has changed in terms of characteristics and behaviors of younger generations the focus on making work a good place to be is important to success.
Increased scrutiny by society and governmental entities has increased business concern with ethical behavior. Lapses in ethical behavior have resulted in everything ranging from public sanctions against businesses to legal penalties against a firm and its managers. Manager and leaders must focus on leading by example what constitutes appropriate ethical behavior by the organization and its people.
This book proposes three types of variables, inputs, processes, and outcomes, at three levels of analysis, individual, group, and organizational.
The model proceeds from left to right, with inputs leading to processes, and processes leading to outcomes.
Notice that the model also shows that outcomes can influence inputs in the future.
Inputs are factors that exist in advance of the employment relationships. For example, individual diversity characteristics, personality, and values are shaped by a combination of an individual’s genetic inheritance and childhood environment. Group structure, roles, and team responsibilities are typically assigned immediately before or after a group is formed.
Finally, organizational structure and culture are usually the result of years of development and change as the organization adapts to its environment and builds up customs and norms.
Processes are actions that individuals, groups, and organizations engage in as a result of inputs and that lead to certain outcomes.
At the individual level, processes include emotions and moods, motivation, perception, and decision-making.
At the group level, they include communication, leadership, power and politics, and conflict and negotiation.
Finally, at the organizational level, processes include human resource management and change practices.
Scholars have emphasized individual-level outcomes like attitudes and satisfaction, task performance, citizenship behavior, and withdrawal behavior.
At the group level, cohesion and functioning are the dependent variables.
Finally, at the organizational level we look at overall profitability and survival. Because these outcomes will be covered in all the chapters, we’ll briefly discuss each here so you can understand what the “goal” of OB will be.
The belief that satisfied employees are more productive than dissatisfied employees has been a basic tenet among managers for years, though only now has research begun to support. Some people might think that influencing employee attitudes and stress is purely soft stuff, and not the business of serious managers, but as we will show, attitudes often have behavioral consequences that directly relate to organizational effectiveness.
Task performance is the most important human output contributing to organizational effectiveness, so in every chapter we devote considerable time to detailing how task performance is affected by the topic in question.
In today’s dynamic workplace, where tasks are increasingly performed by teams and flexibility is critical, employees who engage in “good citizenship” behaviors help others on their team, volunteer for extra work, avoid unnecessary conflicts, respect the spirit as well as the letter of rules and regulations, and gracefully tolerate occasional work-related impositions and nuisances.
Employee withdrawal can have a very negative effect on an organization. The cost of employee turnover alone has been estimated to run into the thousands of dollars, even for entry-level positions. Absenteeism also costs organizations significant amounts of money and time every year. For instance, a recent survey found the average direct cost to U.S. employers of unscheduled absences is 8.7 percent of payroll.
When employees trust one another, seek common goals, and work together to achieve these common ends, the group is cohesive; when employees are divided among themselves in terms of what they want to achieve and have little loyalty to one another, the group is not cohesive. And the greater the group’s cohesion, the greater is the effect of Group functioning that leads to effective outcomes with satisfying impact on group members.
Popular measures of organizational efficiency include return on investment, profit per dollar of sales, and output per hour of labor. Service organizations must include customer needs and requirements in assessing their effectiveness. These measures of productivity are affected by the behaviors of managers, employees, and supervisors. And, increased productivity leads to the ultimate goal of most organizations the survival of the firm.
As you can seen in Exhibit 1-5, we will deal with inputs, processes, and outcomes at all three levels of analysis, but we group the chapters as shown here to correspond with the typical ways that research has been done in these areas.
This first chapter has tried to provide a firm foundation that will be the basis for the study, acquisition, and application of concepts and practices to make the young professional more successful in productivity, job satisfaction, and career development. The importance of a systematic study of OB has shown that it can improve predictability of behavior, It’s not prefect, but it provides excellent roadmaps to guide managers and leaders. These studies help to ensure that contingencies are placed to better understand people’s behaviors and how to influence them for the success of the person and the organization.
OB helps managers see the value of the workforce and its individual characteristics. It can improve the quality and productivity of employees to increase satisfaction for employees in balancing work-life conflicts. With the temporary nature of the operation al environment, OB concepts can aid managers and leaders to cope with the ambiguity and uncertainty of the rapid changes.