Types of Cynicism
Management Cynicism:
Employees become very jaded(yorgun,bıkkın) in their perceptions of the intent of management towards themselves.
Arises out of a sense of a violation of an informal "contract" between employee and employer, for instance, when the employee perceives that he or she is being
exploited or dealt with unfairly.
Change Cynicism:
This happens when employees get very jaded and cynical about failed change efforts in the past.
They become pessimistic about the success of future change effort and come to believe that the change efforts
are not rooted in common sense, logic, nor proper planning, and may be merely "change for the sake of change"
Peer Cynicism:
This type of cynicism is related to one’s own work team.
Employees who are cynical in this way tend to be suspicious of the motives of others in their work team, and are pessimistic about the team’s ability to be successful.
Customer/Client Cynicism:
Another type of organizational cynicism is a sense of depersonalization and distancing that some employees feel towards the consumers of service.
The employees affected by this type of cynicism blame the consumers for their problems, convey derogatory(aşağılayıcı) terms to label clients, and withdraw in order to minimize contact with consumers.
Workers in the human services tend to be more subject to this type of cynicism and it is one of the primary symptoms of employee "burnout".
This document discusses several leadership theories including trait theories, behavioral approaches, contingency approaches, and neocharismatic approaches. Trait theories focus on identifying personality, social, physical, and intellectual traits that differentiate leaders from non-leaders. Behavioral approaches examine leadership styles and behaviors. Contingency approaches emphasize that the most effective leadership depends on factors like the situation and environment. Transformational leadership aims to create innovation and change through inspiration.
Organizational behavior ( Power and politics )RebekahSamuel2
1. The document discusses power and politics in organizations. It defines power as the ability to influence others, and contrasts power with leadership which requires goal compatibility.
2. There are three bases of formal power - coercive, reward, and legitimate power, as well as two bases of personal power - expert and referent power. The document also outlines nine power tactics.
3. Politics in organizations is defined as activities not required by one's formal role but that influence the distribution of advantages. Both individual factors like personality and organizational factors like resources can contribute to political behavior.
French and Raven identified five types of power: legitimate, reward, expert, referent, and coercive. Legitimate power derives from formal job roles and authority. Reward power comes from the ability to provide rewards. Expert power is based on skills and knowledge. Referent power relies on loyalty and respect for the person. Coercive power involves punishment. Etzioni also identified three bases of power: coercive, utilitarian, and normative. Successful power users have a high need for social power and focus on others' needs and interests.
The document discusses various power and influence tactics used in organizations. It describes three types of influence processes - instrumental compliance, internalization, and personal identification. It also outlines three main influence tactics - impression management tactics, political tactics, and proactive tactics. Several power sources are described such as legitimate power, reward power, coercive power, and referent power. Effective leadership is discussed as relying on personal power and positional power. Specific influence tactics like rational persuasion, inspirational appeals, consultation, and collaboration are also defined and recommendations are provided on their appropriate use.
Hey groupmates! Please check out your parts.
It's still incomplete (I'm still converting our video) so please bear with me. For the mean time, please practice your parts na muna.
Bodi, your part is not there yet so practice the ppt you made muna. =p
Fielder Contingency theory of leadership by Hassan SamoonHassan Samoon
This document provides an overview of Fiedler's Contingency Theory of Leadership. It introduces Fred Fiedler, the originator of the theory, and provides biographical details about him. The core concepts of the theory are explained, including situational favorableness, leadership styles (measured by the LPC scale), and how the theory assesses whether a leader will be effective based on the interaction between their style and the situation. Advantages like its prescriptive nature and ability to identify leaders are outlined. Disadvantages around applying it in changing environments and accurately choosing contingency approaches are also noted.
This chapter discusses dyadic relationships between leaders and followers. It covers how different types of relationships develop based on compatibility and competence. Leaders are influenced in how they perceive followers by attributions and the follower's position power. The chapter also discusses managing impressions, how follower perceptions of leaders are shaped, and ways for followers to have more effective relationships with their leader, such as integrating roles, getting clarity on expectations, and providing honest feedback.
Team 10 contemporary issues in leadership v1.1Lam Pham
This document discusses contemporary leadership issues and is presented by Prof. Dr. Tomas Benz. It covers three types of trust, contemporary leadership roles including mentoring and self-leadership, challenges to the leadership construct, finding and creating effective leaders, and whether charismatic and transformational leadership generalize across cultures. The presentation concludes with a summary of the key topics.
This document discusses several leadership theories including trait theories, behavioral approaches, contingency approaches, and neocharismatic approaches. Trait theories focus on identifying personality, social, physical, and intellectual traits that differentiate leaders from non-leaders. Behavioral approaches examine leadership styles and behaviors. Contingency approaches emphasize that the most effective leadership depends on factors like the situation and environment. Transformational leadership aims to create innovation and change through inspiration.
Organizational behavior ( Power and politics )RebekahSamuel2
1. The document discusses power and politics in organizations. It defines power as the ability to influence others, and contrasts power with leadership which requires goal compatibility.
2. There are three bases of formal power - coercive, reward, and legitimate power, as well as two bases of personal power - expert and referent power. The document also outlines nine power tactics.
3. Politics in organizations is defined as activities not required by one's formal role but that influence the distribution of advantages. Both individual factors like personality and organizational factors like resources can contribute to political behavior.
French and Raven identified five types of power: legitimate, reward, expert, referent, and coercive. Legitimate power derives from formal job roles and authority. Reward power comes from the ability to provide rewards. Expert power is based on skills and knowledge. Referent power relies on loyalty and respect for the person. Coercive power involves punishment. Etzioni also identified three bases of power: coercive, utilitarian, and normative. Successful power users have a high need for social power and focus on others' needs and interests.
The document discusses various power and influence tactics used in organizations. It describes three types of influence processes - instrumental compliance, internalization, and personal identification. It also outlines three main influence tactics - impression management tactics, political tactics, and proactive tactics. Several power sources are described such as legitimate power, reward power, coercive power, and referent power. Effective leadership is discussed as relying on personal power and positional power. Specific influence tactics like rational persuasion, inspirational appeals, consultation, and collaboration are also defined and recommendations are provided on their appropriate use.
Hey groupmates! Please check out your parts.
It's still incomplete (I'm still converting our video) so please bear with me. For the mean time, please practice your parts na muna.
Bodi, your part is not there yet so practice the ppt you made muna. =p
Fielder Contingency theory of leadership by Hassan SamoonHassan Samoon
This document provides an overview of Fiedler's Contingency Theory of Leadership. It introduces Fred Fiedler, the originator of the theory, and provides biographical details about him. The core concepts of the theory are explained, including situational favorableness, leadership styles (measured by the LPC scale), and how the theory assesses whether a leader will be effective based on the interaction between their style and the situation. Advantages like its prescriptive nature and ability to identify leaders are outlined. Disadvantages around applying it in changing environments and accurately choosing contingency approaches are also noted.
This chapter discusses dyadic relationships between leaders and followers. It covers how different types of relationships develop based on compatibility and competence. Leaders are influenced in how they perceive followers by attributions and the follower's position power. The chapter also discusses managing impressions, how follower perceptions of leaders are shaped, and ways for followers to have more effective relationships with their leader, such as integrating roles, getting clarity on expectations, and providing honest feedback.
Team 10 contemporary issues in leadership v1.1Lam Pham
This document discusses contemporary leadership issues and is presented by Prof. Dr. Tomas Benz. It covers three types of trust, contemporary leadership roles including mentoring and self-leadership, challenges to the leadership construct, finding and creating effective leaders, and whether charismatic and transformational leadership generalize across cultures. The presentation concludes with a summary of the key topics.
This document discusses services provided by Sparkles Soft for academic writing projects. It states that Sparkles Soft writers provide plagiarism-free work in all subjects at university levels worldwide. They have access to resources to check for plagiarism and properly cite sources. The company aims to help students achieve high grades and support their academic careers through high-quality writing assistance. Contact information is provided.
1. A group of workers and leaders are tasked with clearing a jungle road to access a port site. The leaders organize the workers efficiently and monitor progress and resources, with excellent initial results.
2. However, someone notices they are clearing the wrong part of the jungle and shouts to stop, as they need to do the "right thing" rather than just doing things efficiently.
3. Different leadership styles are described, including autocratic, democratic, consultative, persuasive, and laissez-faire approaches. Leading change is also discussed, noting how change impacts workers' self-esteem and various theories of leadership traits, behaviors, contingencies, and transactions.
This document defines leadership and discusses different leadership styles and theories. It describes task-oriented versus people-oriented leadership behaviors. Situational leadership theories like Hersey-Blanchard and path-goal theory link leadership style to situational factors. Transformational leadership promotes vision and change while transactional leadership focuses on tasks and rewards. Sources of leader power and leading organizational change are also covered.
This document discusses several leadership theories including trait theories and behavioral theories. It describes Kurt Lewin's behavioral theory which identified three leadership styles: autocratic, democratic, and laissez-faire. It also discusses Tannenbaum and Schmidt's model of delegation and team development which shows how a manager's authority decreases as a team's freedom increases through seven levels. The document provides an overview of several important leadership theories but does not analyze them in depth.
Meaning: Leadership is an art or a process of influencing people so that they will be motivated & inspired to achieve goals with enthusiasm .
Definition: Leadership can be defined as the ability of an individual to influence and guide the followers or the members of the organization to achieve its goal with direction.
there are different styles of leadership such as:
Trait theory
Behavioral theory (Iowa & Michigan Studies, Ohio State Studies, Likert’s 4 Systems, Managerial Grid)
Situational theory/Contingency theory (F idler's Contingency , Path - Goal , Vroom-Yetton , Hersey & Blanchard’s Model
Transformational theory
Great leaders come in all shapes and sizes, genders and cultures, but they all possess many of the qualities I’ve highlighted in the Think Oak A to Z of Leadership Qualities
This document discusses power and politics in organizations. It defines power as the ability to influence or direct the behavior of others. Leadership focuses on relationships with followers, while power is about tactics for gaining compliance. There are two bases of power: formal power from one's position, and personal power stemming from expertise and respect. Dependence is key to power - those with resources others need have power over them. Effective managers understand the political nature of organizations and can use ingratiation and self-promotion tactically to achieve favorable outcomes.
The document discusses several leadership theories and styles including:
- Transformational leadership which inspires followers and transforms organizations through idealized influence, inspiration, intellectual stimulation, and individualized consideration.
- Participative leadership which encourages participation in decision making while maintaining final authority.
- Authoritarian leadership which relies on one-way communication and close control and supervision of subordinates.
- Paternalistic leadership which provides direction while also considering employees' interests and social needs.
This document summarizes several theories of leadership, including trait theories that identify personality and intellectual traits that differentiate leaders, behavioral theories that examine specific leader behaviors, and contingency theories that propose effective leadership depends on situational factors. It discusses traits like intelligence, responsibility, competence. behavioral styles of concern for tasks vs people, and directive vs participative leadership. Contingency theories covered include Fiedler's model linking leader style to situation control, path-goal theory focusing on assisting followers, and situational leadership theory proposing the right style depends on follower readiness. It contrasts managers who do things right with leaders who do the right things and produce change.
Contemporary Issues In Leadership, Chapter 13, Organizational Behavior Dr.Amrinder Singh
Contemporary Issues In Leadership, Chapter-13- Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -12th, Publisher Pearson
This document discusses the concept of followership, which refers to the role that individuals play as followers in organizations, teams, and groups. It describes followers as active participants in success or failure. The emergence of followership as a field is attributed to Robert Kelley, who identified four qualities of effective followers: self-management, commitment, competence, and courage. Kelley's model of follower behavior categorizes followers as sheep, yes people, survivors, alienated followers, or effective followers based on their level of independent, critical thinking and active involvement. Effective followers are characterized as active, independent thinkers who can work well with others and solve problems while still supporting organizational goals.
Fiedler's contingency model, cognitive resource theory, situational leadership theory, and path-goal theory are contingency theories of leadership that consider the situation. Fiedler's model asserts that a leader's style is fixed but the situation can be changed to fit the leader. Situational leadership theory and path-goal theory propose that a leader's style should be adapted to fit the situation, including follower readiness and environmental factors. Cognitive resource theory examines how a leader's intelligence and experience interact with stress levels in a situation to determine effectiveness.
Behavioral Theories Of Leadership PowerPoint Presentation SlidesSlideTeam
Need to present types of behavior and personality traits associated with effective leadership? To help you out in presenting management theories, we have come up with content-ready behavioral theories of leadership PowerPoint presentation. This leadership behavioral approaches PPT design contains slides such as definition, who is a leader, quotes, difference between leaders and managers, qualities of good leader, formal and informal, styles of leadership, entrepreneurial and transactional, four components, trait, contingency and behavioral and situational theory, traits and skills, managerial grid, Fielder's contingency model, LPC scale, path goal theory, Hersey and Blanchard's, member exchange theory, normative decision model, participative process and participative decision making. Additionally, with this studies of leadership PowerPoint template, you can present topics like situation and trait based leadership, organizational behavior, business management, transformational leadership, contingency approaches, behavior learning theory, governance model, behaviors of manager, functional leadership etc. Download our behavioral theories of leadership presentation slides to convey your message convincingly.Good habits evolve with our Behavioral Theories Of Leadership PowerPoint Presentation Slides. They are based on the best customs.
The 360 degree appraisal system involves evaluating an employee's performance from the perspectives of their superiors, peers, subordinates, self, and customers. It provides a more well-rounded assessment compared to traditional top-down evaluations. Some key advantages include facilitating personal and team development, driving change, and supporting learning organizations. Potential disadvantages include increased bias due to more raters and time/resource intensiveness. Accuracy varies depending on how long the raters have known the employee.
The document discusses the key aspects of an effective leader. It defines leadership as influencing others to achieve defined objectives. An effective leader motivates employees, counsels them, develops team spirit, aims for time management, and strives for effectiveness. Qualities of an effective leader include good communication skills, honesty, self-confidence, and the ability to guide others. The roles of a leader involve setting goals, organizing, initiating action, coordinating, directing, and motivating others. Leadership is important in management as it improves motivation, is needed at all levels, and provides cooperation.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
The document discusses various topics related to leadership styles, theories, qualities, and roles. It provides information on different leadership styles like autocratic, democratic, transformational, and transactional leadership. It also outlines several leadership theories such as trait theories, situational theories, relationship theories, and contingency theories. Additionally, it lists qualities of a successful leader such as honesty, inspiring others, communication skills, decision-making ability, and confidence. The roles of a leader and manager are compared as well.
Patricia is facing low motivation and tension at work due to a demanding boss. She has several options to improve her situation. First, she can develop a positive attitude by restructuring her work plan and setting personal goals rather than relying on her boss's demands. Second, she can get motivation from teamwork by learning from others and understanding why her boss is demanding. Third, she could shift to a new unit or job if needed. Developing a positive attitude and finding support from coworkers can help address issues with a demanding boss and improve performance.
This document summarizes personality and the major frameworks for identifying personality traits. It discusses the Big Five model of personality which includes extraversion, agreeableness, conscientiousness, emotional stability, and openness. It also covers the Myers-Briggs Type Indicator (MBTI) and research showing both genetics and environment influence personality. Additional traits discussed include core self-evaluation, Machiavellianism, narcissism, self-monitoring, risk-taking, and proactive personality. The document examines how different personality traits may impact work performance and suitability for certain jobs or roles.
A Splash Of Cynicism, What Is All This Hype About Design Thinking?Guts Service Design
The outline presentation for a talk I gave at a Design Thinking Conclave in Lavasa, near Pune. The conclave was organized by MIT Institute of Design (http://www.mitid.edu.in/) to restructure their Design Management curriculum.
Other speakers included Design Professors and Professionals from Consulting and Design Firms with Phds and Masters Degrees in design. I was the odd one out! :-)
Friday, March 12, 2009
This document discusses services provided by Sparkles Soft for academic writing projects. It states that Sparkles Soft writers provide plagiarism-free work in all subjects at university levels worldwide. They have access to resources to check for plagiarism and properly cite sources. The company aims to help students achieve high grades and support their academic careers through high-quality writing assistance. Contact information is provided.
1. A group of workers and leaders are tasked with clearing a jungle road to access a port site. The leaders organize the workers efficiently and monitor progress and resources, with excellent initial results.
2. However, someone notices they are clearing the wrong part of the jungle and shouts to stop, as they need to do the "right thing" rather than just doing things efficiently.
3. Different leadership styles are described, including autocratic, democratic, consultative, persuasive, and laissez-faire approaches. Leading change is also discussed, noting how change impacts workers' self-esteem and various theories of leadership traits, behaviors, contingencies, and transactions.
This document defines leadership and discusses different leadership styles and theories. It describes task-oriented versus people-oriented leadership behaviors. Situational leadership theories like Hersey-Blanchard and path-goal theory link leadership style to situational factors. Transformational leadership promotes vision and change while transactional leadership focuses on tasks and rewards. Sources of leader power and leading organizational change are also covered.
This document discusses several leadership theories including trait theories and behavioral theories. It describes Kurt Lewin's behavioral theory which identified three leadership styles: autocratic, democratic, and laissez-faire. It also discusses Tannenbaum and Schmidt's model of delegation and team development which shows how a manager's authority decreases as a team's freedom increases through seven levels. The document provides an overview of several important leadership theories but does not analyze them in depth.
Meaning: Leadership is an art or a process of influencing people so that they will be motivated & inspired to achieve goals with enthusiasm .
Definition: Leadership can be defined as the ability of an individual to influence and guide the followers or the members of the organization to achieve its goal with direction.
there are different styles of leadership such as:
Trait theory
Behavioral theory (Iowa & Michigan Studies, Ohio State Studies, Likert’s 4 Systems, Managerial Grid)
Situational theory/Contingency theory (F idler's Contingency , Path - Goal , Vroom-Yetton , Hersey & Blanchard’s Model
Transformational theory
Great leaders come in all shapes and sizes, genders and cultures, but they all possess many of the qualities I’ve highlighted in the Think Oak A to Z of Leadership Qualities
This document discusses power and politics in organizations. It defines power as the ability to influence or direct the behavior of others. Leadership focuses on relationships with followers, while power is about tactics for gaining compliance. There are two bases of power: formal power from one's position, and personal power stemming from expertise and respect. Dependence is key to power - those with resources others need have power over them. Effective managers understand the political nature of organizations and can use ingratiation and self-promotion tactically to achieve favorable outcomes.
The document discusses several leadership theories and styles including:
- Transformational leadership which inspires followers and transforms organizations through idealized influence, inspiration, intellectual stimulation, and individualized consideration.
- Participative leadership which encourages participation in decision making while maintaining final authority.
- Authoritarian leadership which relies on one-way communication and close control and supervision of subordinates.
- Paternalistic leadership which provides direction while also considering employees' interests and social needs.
This document summarizes several theories of leadership, including trait theories that identify personality and intellectual traits that differentiate leaders, behavioral theories that examine specific leader behaviors, and contingency theories that propose effective leadership depends on situational factors. It discusses traits like intelligence, responsibility, competence. behavioral styles of concern for tasks vs people, and directive vs participative leadership. Contingency theories covered include Fiedler's model linking leader style to situation control, path-goal theory focusing on assisting followers, and situational leadership theory proposing the right style depends on follower readiness. It contrasts managers who do things right with leaders who do the right things and produce change.
Contemporary Issues In Leadership, Chapter 13, Organizational Behavior Dr.Amrinder Singh
Contemporary Issues In Leadership, Chapter-13- Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -12th, Publisher Pearson
This document discusses the concept of followership, which refers to the role that individuals play as followers in organizations, teams, and groups. It describes followers as active participants in success or failure. The emergence of followership as a field is attributed to Robert Kelley, who identified four qualities of effective followers: self-management, commitment, competence, and courage. Kelley's model of follower behavior categorizes followers as sheep, yes people, survivors, alienated followers, or effective followers based on their level of independent, critical thinking and active involvement. Effective followers are characterized as active, independent thinkers who can work well with others and solve problems while still supporting organizational goals.
Fiedler's contingency model, cognitive resource theory, situational leadership theory, and path-goal theory are contingency theories of leadership that consider the situation. Fiedler's model asserts that a leader's style is fixed but the situation can be changed to fit the leader. Situational leadership theory and path-goal theory propose that a leader's style should be adapted to fit the situation, including follower readiness and environmental factors. Cognitive resource theory examines how a leader's intelligence and experience interact with stress levels in a situation to determine effectiveness.
Behavioral Theories Of Leadership PowerPoint Presentation SlidesSlideTeam
Need to present types of behavior and personality traits associated with effective leadership? To help you out in presenting management theories, we have come up with content-ready behavioral theories of leadership PowerPoint presentation. This leadership behavioral approaches PPT design contains slides such as definition, who is a leader, quotes, difference between leaders and managers, qualities of good leader, formal and informal, styles of leadership, entrepreneurial and transactional, four components, trait, contingency and behavioral and situational theory, traits and skills, managerial grid, Fielder's contingency model, LPC scale, path goal theory, Hersey and Blanchard's, member exchange theory, normative decision model, participative process and participative decision making. Additionally, with this studies of leadership PowerPoint template, you can present topics like situation and trait based leadership, organizational behavior, business management, transformational leadership, contingency approaches, behavior learning theory, governance model, behaviors of manager, functional leadership etc. Download our behavioral theories of leadership presentation slides to convey your message convincingly.Good habits evolve with our Behavioral Theories Of Leadership PowerPoint Presentation Slides. They are based on the best customs.
The 360 degree appraisal system involves evaluating an employee's performance from the perspectives of their superiors, peers, subordinates, self, and customers. It provides a more well-rounded assessment compared to traditional top-down evaluations. Some key advantages include facilitating personal and team development, driving change, and supporting learning organizations. Potential disadvantages include increased bias due to more raters and time/resource intensiveness. Accuracy varies depending on how long the raters have known the employee.
The document discusses the key aspects of an effective leader. It defines leadership as influencing others to achieve defined objectives. An effective leader motivates employees, counsels them, develops team spirit, aims for time management, and strives for effectiveness. Qualities of an effective leader include good communication skills, honesty, self-confidence, and the ability to guide others. The roles of a leader involve setting goals, organizing, initiating action, coordinating, directing, and motivating others. Leadership is important in management as it improves motivation, is needed at all levels, and provides cooperation.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
The document discusses various topics related to leadership styles, theories, qualities, and roles. It provides information on different leadership styles like autocratic, democratic, transformational, and transactional leadership. It also outlines several leadership theories such as trait theories, situational theories, relationship theories, and contingency theories. Additionally, it lists qualities of a successful leader such as honesty, inspiring others, communication skills, decision-making ability, and confidence. The roles of a leader and manager are compared as well.
Patricia is facing low motivation and tension at work due to a demanding boss. She has several options to improve her situation. First, she can develop a positive attitude by restructuring her work plan and setting personal goals rather than relying on her boss's demands. Second, she can get motivation from teamwork by learning from others and understanding why her boss is demanding. Third, she could shift to a new unit or job if needed. Developing a positive attitude and finding support from coworkers can help address issues with a demanding boss and improve performance.
This document summarizes personality and the major frameworks for identifying personality traits. It discusses the Big Five model of personality which includes extraversion, agreeableness, conscientiousness, emotional stability, and openness. It also covers the Myers-Briggs Type Indicator (MBTI) and research showing both genetics and environment influence personality. Additional traits discussed include core self-evaluation, Machiavellianism, narcissism, self-monitoring, risk-taking, and proactive personality. The document examines how different personality traits may impact work performance and suitability for certain jobs or roles.
A Splash Of Cynicism, What Is All This Hype About Design Thinking?Guts Service Design
The outline presentation for a talk I gave at a Design Thinking Conclave in Lavasa, near Pune. The conclave was organized by MIT Institute of Design (http://www.mitid.edu.in/) to restructure their Design Management curriculum.
Other speakers included Design Professors and Professionals from Consulting and Design Firms with Phds and Masters Degrees in design. I was the odd one out! :-)
Friday, March 12, 2009
This document discusses design thinking and whether it can be considered a method. It poses questions about what design thinking is, how designers think differently than business people, and what the key aspects of design thinking are, such as observing, co-creating, ideating, prototyping, thinking visually, and telling stories. The document also includes a client profiling template to understand what a client hears, sees, says, and thinks about.
Creating a Training Program and Learning CultureBizLibrary
You're invited to attend this event which is designed to direct you through the planning, deployment, marketing, and ongoing management of your employee development program. We'll cover: Getting Started From the Ground Up - what you need to know about: Creating a Learning Culture Change Management Setting Success Criteria AND once you've created your program how to evaluate and integrate for growth.
The document provides an overview of elements needed to create a learning culture within an organization. It discusses the need for paradigm shifts in learning approaches and emphasizes taking a whole brain, whole person approach. Key elements of a learning culture discussed include: supporting learning at the individual, team, and organizational levels; leadership that reinforces learning; embracing change and collaboration; knowledge management; and community learning. The document also provides examples of companies that have built strong learning cultures and outlines a sample culture transformation journey framework.
مختصر من كتاب د. رجاء محمد أبو علام
بعنوان: مناهج البحث في العلوم النفسية والتربوية
الفصل الأول: اسس البحث العلمي
الفصل الثاني: المفاهيم والمتغيرات
الفصل الثالث: اختيار المشكلة وإعداد خطة البحث
الفصل الثاني عشر: البحوث الكيفية
This presentation was conducted during a panel discussion organized by the Dubai Government Excellence Program DGEP on how to achieve agile government. The presentation covers the agile principles and how to apply them outside software projects to include government service delivery and achieve an agile and lean organization.
1. The document discusses different types of algebraic structures, beginning with groupoids where a non-empty set G has a binary operation * that satisfies closure.
2. Semigroups are then introduced where the binary operation is associative but not necessarily having an identity element or inverses.
3. Groups are defined as sets with a binary operation that is closed, associative, has an identity element, and every element has an inverse. Examples of groups include the integers under addition.
4. Abelian groups, also known as commutative groups, are groups where the binary operation is commutative. Matrix multiplication of 3x3 matrices forms an Abelian group.
Toxic Organization And People The Leader As Transformer.pptxSarahJaneMagante
The document discusses toxic behaviors that can arise in organizations. It identifies some common toxic behaviors of leaders, such as abuse of power, inequitable rewards, failure to manage unmotivated employees, lack of respect for workers, and tolerance of antisocial behavior. It also discusses toxic behaviors that can be enabled by an organization's structure, like those in a vertical authority structure where communication is restricted. Finally, it provides 10 principles for minimizing toxic behaviors, such as knowing oneself, walking the talk, being willing to listen, empowering employees, and acting as an agent of transformation.
Organization change and development culture and climatic factorsgeethup
The document discusses how organizational culture and climate can be affected by various internal and external factors. It outlines several factors that influence organizational culture, such as the individual employees, gender makeup of employees, nature of the business, management style, clients, and external parties. The document also defines organizational climate as how employees experience the organizational culture and lists several dimensions that can shape organizational climate, including structure, individual responsibility, rewards, risk-taking, warmth/support, and tolerance of conflict.
ORGANIZATIONAL BEHAVIOUR AND TEAM WORK.pptxSYEDRAZA56411
A newly built 100-bed private hospital is looking to finalize its organizational structure. Key leadership positions like the medical director, hospital administrator, and heads of major departments have already been appointed by the CEO and board of directors. The task is to suggest additional members that should be added to the hierarchy and which proposed positions would not provide value. Additionally, an existing 250-bed private hospital has been experiencing financial losses and decreased patient confidence since a new CEO took over 11 months ago. Issues include low staff morale, overworked nurses, and conflict between doctors and nursing. The organizational culture and behaviors need to be assessed and potentially modified.
Foundation to indivudal behaviour personality theoriesPriyanshu Gandhi
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.
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.
The document discusses key topics related to organizational behavior including its goals, importance, and objectives. Specifically, it outlines three main goals of organizational behavior as explaining behavior, predicting behavior, and controlling behavior. It also lists eight objectives including job satisfaction, finding the right people, organizational culture, leadership and conflict resolution, understanding employees better, developing good leaders, developing good teams, and higher productivity. The document provides examples and explanations for each of these objectives.
Role of anthropology in Organisation behaviourSurabhi Jain
Attitudes have three components: cognitive, affective, and behavioral. Major job attitudes that influence organizational citizenship behavior include job satisfaction, job involvement, organizational commitment, perceived organizational support, and employee engagement. Managers can raise employee satisfaction by focusing on intrinsic job aspects, adequate pay, and addressing sources of dissatisfaction. Understanding employee values is important because values influence attitudes and behavior. Compatible employee and organizational values lead to higher satisfaction and performance.
This case study examines workplace bullying experienced by an employee, Madhu. Madhu felt looked down upon by colleagues and boss when offering suggestions. She was excluded from informal meetings after objecting to lack of pay incentives. As a result of the bullying, Madhu resigned. The bullying showed a lack of interactional justice. Workplace bullying can reduce employee motivation by negatively impacting their self-efficacy, esteem, and ability to achieve their potential. Steps to reduce bullying include developing anti-bullying policies, training, complaint procedures, and ensuring management takes action in response to complaints. Power dynamics, perceived threats, organizational culture, and personality factors can contribute to bullying.
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2.
Cynicism is on the rise in American business which increasingly
hurts their competitiveness and ability to accommodate today's
needed organizational change.
Organizational psychologist and consultant, Philip H. Mirvis,
and Professor Donald L. Kanter found, in their national survey of
649 workers, that one bold theme prevailed:
"self-interest and opportunism mark today's wised-up
employee»»
Cynicism Is On the Rise
3.
They classified 43% of these workers as being cynical and
40% of the managers and supervisors as being cynical.
In a later study they concluded that more workers were
cynical, rising from 43% to 48% .
They found that 65% of American workers agree that people
will lie if they'll gain from it , 41% of the population doubts
the truth of what management tells them, and 49% say that
management will take advantage of them, given a chance.
Cynicism Is On the Rise
4.
Over the past 20 years, confidence in business has fallen
from 70% to 15%, and ratings of management competence
and trust have fallen almost as among workers in the same
period .
"It has now reached the point where cynicism is chic and
loyalty to the company is for saps and suckers."
Cynicism Is On the Rise
5.
The dictionary (Merriam-Webster, 1993, p. 323) defines a
cynic as ;
" one who believes that human conduct is motivated wholly
by self-interest."
"agree that lying, putting on a false face, and taking
advantage of others are fundamental to human character and
people are just out for themselves and that such cynical
attitudes about life are paralleled in attitudes about work
Definition of Cynic
6.
Organizational cynicism is a negative attitude toward one's
employing organization, comprising three dimensions:
(1) a belief that the organization lacks integrity;
(2) negative affect toward the organization;
(3) tendencies to disparaging and critical behaviors toward
the organization that are consistent with these beliefs and
affect.
Organizational Cynicism
7.
Organizational cynics believe that;
The practices of their organizations betray a lack of such
principles as fairness, honesty, and sincerity(samimiyet)
choices of organizational direction are based on self interest
people are inconsistent and unreliable in their behavior.
Beliefs(Bilişsel)
8.
Cynics
may feel contempt(hor görme)for and anger toward their
organization.
may also experience distress, disgust, and even shame when
they think about their organization.
are associated with a variety of negative emotions.
Affect(Duygusal)
9.
Explicit statements about the lack of honesty, sincerity on
the part of the organization.
use sarcastic humor to express cynical attitudes.
tend to make pessimistic predictions about the future course
of action in the organization.
tendencies toward certain types of nonverbal behavior may
be used to convey cynical attitudes. ("knowing" looks and
rolling eyes)
Behavior(Davranışsal)
10.
Personality or trait cynicism.
the employee has an innate(doğuştan) tendency towards
cynicism which reflects a generally negative perception of
human behaviour where there is a mistrust of others.
Types of Organizational Cynicism
11.
Management Cynicism:
Employees become very jaded(yorgun,bıkkın) in their
perceptions of the intent of management towards
themselves.
Arises out of a sense of a violation of an informal "contract"
between employee and employer, for instance, when the
employee perceives that he or she is being exploited or dealt
with unfairly.
Types of Organizational Cynicism
12.
Change Cynicism:
This happens when employees get very jaded and cynical
about failed change efforts in the past.
They become pessimistic about the success of future change
effort and come to believe that the change efforts are not
rooted in common sense, logic, nor proper planning, and
may be merely "change for the sake of change"
Types of Organizational Cynicism
13.
Peer Cynicism:
This type of cynicism is related to one’s own work team.
Employees who are cynical in this way tend to be suspicious
of the motives of others in their work team, and are
pessimistic about the team’s ability to be successful.
Types of Organizational Cynicism
14.
Customer/Client Cynicism:
Another type of organizational cynicism is a sense of
depersonalization and distancing that some employees feel
towards the consumers of service.
The employees affected by this type of cynicism blame the
consumers for their problems, convey
derogatory(aşağılayıcı) terms to label clients, and withdraw
in order to minimize contact with consumers.
Workers in the human services tend to be more subject to
this type of cynicism and it is one of the primary symptoms
of employee "burnout".
Types of Organizational Cynicism
15.
Expectancy Theory (Beklenti Kuramı)(örgütsel değişim)
Attribution Theory (Yükleme Kuramı)(nedensel atıflar)
Attitude Theory (Tutum Kuramı)(bilinç,duygu,davranış)
Social Exchange Theory (Sosyal Değişim Kuramı)(sosyal
değişim ihlaline verilen tepki)
Theoretical Foundations of the Study
of Organizational Cynicism
16. Higher income and education levels are associated with a
wider extent of employment choices and freedom, and less
cynicism
Young, poor, undereducated, minority and blue-collar
workers generally have higher levels of cynicism than older,
less poor, more educated, Caucasian, white-collar workers,
particularly those in the healing and teaching professions
Men are perceived more frequently as being cynical than
women
Middle-aged, or boomers, are not as cynical as younger
people
Profit-making organizations had higher levels of cynicism
The Demographics of Cynicism
17.
unmet or broken promises leading to perceptions of
psychological contract breach
organizational politics in which power play and self-serving
behavior may go at the expense of uprightness
the feeling of being disregarded by the organization and not
being treated with respect and dignity
the absence of meaning in work
Antecedents of organizational
cynicism-1
18. a lack of sincere participation in decision making processes
and the absence of genuine support by management
the deficient quality of leader-member exchange
a history of failed change attempts
managerial incompetence in combination with lofty salaries
high executive compensation, restructurings, downsizings
and layoffs
Antecedents of organizational
cynicism -2
19.
decrease in organizational commitment,motivation and job
satisfaction
an increase in suspicion, distrust and contempt of the organization
psychological disengagement and detachment
decrease in self-esteem (öz değerlilik)
undermining of the authority of leaders and their institutions
alienation (yabancılaşma)
Consequences of organizational
cynicism
20. 20
Measurement
Örgütsel Sinisizm (Tesluk,1995; Wanous ,2000; Wilkerson, 2002)
1 Bu kurumda işlerin daha iyi olması için sarf edilen çabalar başarıya ulaşır
Any efforts to make things better around here are likely to succeed
2 Kurum yönetimi işimizle ilgili değişim ve gelişim programlarını yürütmekte başarılıdır
Company management is good at running improvement programs or changing things in our business
3 Genel olarak, bu kurumda çalışmanın olumlu sonuçlarının olumsuz sonuçlarından fazla olacağına inanıyorum.
Overall, I expect more success than disappointment in working with this company
4 Çalıştığım kurum, çalışanlarıyla ilişkisinde üstüne düşen görevleri adil bir şekilde yerine getirir
My company pulls its fair share of the weight in its relationship with its employees
5
Kurumda yaşanan problemleri çözmek için yönetime sunduğumuz öneriler sonucunda bir değişim gerçekleşmez.
Suggestions on how to solve problems around here won’t produce much real change
6 Kurum yönetimi çalışanlarının refahından çok kendi ihtiyaç ve hedeflerini önemser
Company management is more interested in its goals and needs than in its employees’ welfare
7
Kurumdaki insanların olumsuz tutumlarından dolayı gelecekle ilgili umutlu olmak zordur.
It is hard to be hopeful about the future because people at (agency X) have such bad attitudes.
8 Kurum dışındaki arkadaşlarıma, işte olup bitenler konusunda yakınırım.
I complain about how things happen at (agency X) to friends outside the organization
9
Çalıştığım kurumdan ve çalışanlarından bahsedildiğinde, birlikte çalıştığım kişilerle “anlamlı” bir şekilde bakışırız
I exchange “knowing” glances with my co-workers.
23. • Workplace social influences predict organizational
cynicism, which, in turn, will lead to greater
badmouthing and less OCB.
Close coworkers’
badmouthing
Focal employee
organizational
cynicism
Focal employee
badmouthing
Focal employee
organizational
citizenship
behavior
24. Social Influences
• Social information processing (SIP) theory
(Salancik & Pfeffer, 1978) provides a basis for
predicting social influences on employee
cynicism
A central tenet of SIP
attitudes are constructed, by
employees processing information
from the social environment of
work
25. • Workplace social information ,such as coworkers’
statements about the organization,shapes how
individuals think about and act toward the
organization
• Coworkers with whom the employee has a positive
relationship and a relatively high amount of
interpersonal contact (close coworkers) are more
likely to provide such information (Meyer, 1994;
Pollock, Whitbred, & Contractor, 2000).
26. • Badmouthing should reinforce the connection
between that organizational feature and a
negative, disdainful evaluation of it (Zalesny &
Ford, 1990).
Hypothesis 1. Close coworkers’ badmouthing will be
positively associated with focal employees’
organizational cynicism.
27. • Coworkers’ badmouthing behavior not only
tells the employee what to think and feel, it
tells the employee what to do.
• Cynicism arising out of exposure to coworker
badmouthing of the organization is an attitude
that is likely to lead to greater criticism of the
organization
Hypothesis 2. Focal employees’ organizational
cynicism will be positively related to focal employee’s
badmouthing behavior.
28. • In expectancy theory terms, if the cynical
employee has come to expect frustration and
disappointment from the organization, the
instrumentality of OCB must be very low
Hypothesis 3. Focal employees’ organizational
cynicism will be negatively related to focal
employees’ organizational citizenship
behavior.
30. • Research data are from a questionnaire-based
collection involving three data sources.
TIME 1
Collecting badmouthing
behavior data from close
coworkers
TIME 2
(Two weeks later)
attitude (organizational cynicism)
and behavior (badmouthing) data
were collected from focal
employees.
Supervisor ratings of OCB data
31. SAMPLE
• 105 Participants (mostly part-time MBA students)
• These full- and part-time employees were an
average of 26.8 years old
• mostly male(54%)
• mostly nonmanagerial (78%),
• mostly employed full-time (52%),
• mostly White (83% ), and
• average of 2.7 years’ organizational tenure
• 1.9 years’ job tenure
33. Badmouthing.
formed the badmouthing measure
for both close coworkers and the
focal employee with the average
score of two items created for this
study
Control variables
TENURE
SEX
40. • The badmouthing behavior of close coworkers
influences focal employees’ organizational
cynicism and badmouthing behaviors
a result of Social
Information
Processing(SIP)
41. • They did not find a significant negative
relationship between focal employee
organizational cynicism and OCB.
While OCB is traditionally considered from
the perspective of acting unselfishly, this
may not always be the case (Bolino, 1999)
42. OCB-OC
RELATİONSHİP
employees may engage in OCB as an
impression-management technique in an
attempt to influence the image
others have of them
individual differences may influence the
relationship between
organizational cynicism and OCB.
the motive to receive rewards or to
avoid punishment may
also be the concept of accountability.
43. FUTURE RESEARCH
FUTURE
RESEARCH
Workplace climate
Other types of deviant
behaviors
individual motives may
influence the relationship
between organizational
cynicism and OCB.
individual, organizational, and
social factors associated with
organizational cynicism.
44. Do Leaders Reap What They Sow?
Leader and Employee Outcomes of
Leader
Organizational Cynicism about
Change(2009)
46. Cynicism about organizational
change(CAOC)
• A specific form of organizational cynicism
known as cynicism about organizational
change (CAOC) has been proffered
• CAOC is an attitude conceptually related to,
but more narrowly defined than general
organizational cynicism.
30.3.2015 46
48. • CAOC entails an individual's pessimism about
future change and contempt for those
responsible for previously failed change.
30.3.2015 48
CAOC is shaped by
organizational
experiences
susceptible to
external factors
negative affectivity
49. • Wanous (2000) found that leaders highly
cynical about change were less likely to
demonstrate motivation to engage in change-
oriented behaviors.
• Lack of participation or reduction of effort is
likely to be perceived by a leader's superior as
constituting poor performance.
30.3.2015 49
50. • Leaders with high CAOC will be less likely to be
perceived as strong performers by their direct
superiors.
• Hypothesis 1. Leader CAOC is negatively associated
with leader performance.
30.3.2015 50
51. • Leaders with high CAOC will be less likely to perform
OCB primarily because they believe that the
organization has, and will continue to act ineffectively.
• Hypothesis 2. Leader CAOC is negatively associated
with leader OCB.
30.3.2015 51
52. • Leader CAOC is likely to raise employee doubt about an
organization's credibility and potency, reducing an
employee's interest in being involved with the
organization
• Hypothesis 3. Leader CAOC is negatively associated
with employee organizational commitment.
30.3.2015 52
53. • Leaders who believe that the organization has a an
experience of making promises it does not keep are quite
likely to induce similar beliefs among their followers (Davis
& Gardner, 2004;Wanous et al., 2000)
• Hypothesis 4. Leader CAOC is positively associated with
employee CAOC.
30.3.2015 53
54. The mediating role of transformational
leader behavior
• No other leader behavior represents attempts
to influence change than transformational
leader behavior (TLB).
30.3.2015 54
TLB
most
active/effective
form of leadership
engaged with
followers
motivating
followers
55. • TLB is to “transform” individual employees by
making them more receptive to organizational
change.
• Leaders who are cynical about change may
be less likely to engage in change-oriented
leader behaviors like TLB
30.3.2015 55
56. • Leaders with decreased CAOC would be more likely
to perform TLB, thereby transmitting their more
optimistic attitude about change through these
change-oriented leader behaviors
• Hypothesis 5. Leader TLB mediates the
relationships between leader CAOC and leader
outcomes (performance and OCB) and employee
outcomes (organizational commitment and
employee CAOC).
30.3.2015 56
58. Participants and procedure
• Participants were 106 managers (80% of the total
managers) or “focal leaders” occupying all levels
of management (i.e., firstline supervisors to
corporate officers)
• These focal leaders were primarily male (88%),
with a mean age of 40.03 mean organizational
tenure of 9.39 years and mean of 14.66 years of
education
30.3.2015 58
59. • Employees reporting to these focal leaders had a
mean age 37.23 , education of 12.62 years ,
organization tenure of 5.56 years, and were
primarily male (82%).
• Data were drawn from three sources: employees,
focal leaders, and direct supervisors of the focal
leaders.
30.3.2015 59
64. • Leader CAOC and TLB were also significantly and
inversely related
• Tenure displayed no significant relationship with leader
CAOC and TLB
• Organizational level was associated with CAOC (-.32)
• Level of education was related to both TLB and CAOC.
30.3.2015 64
.24 -.26
65. • Leader CAOC is negatively associated with
leader performance (-.22)
• Leader CAOC is negatively associated with
leader OCB.(-.34)
30.3.2015 65
H1
Supported
H2
Supported
66. • Leader CAOC is negatively associated with
employee organizational commitment (-.37)
• Leader CAOC is positively associated with
employee CAOC (.35)
30.3.2015 66
H3
Supported
H4
Supported
67. • Leader TLB mediates the relationships
between leader CAOC and leader outcomes
(performance and OCB) and employee
outcomes (organizational commitment and
employee CAOC).
30.3.2015 67
H5
Supported
70. FUTURE RESEARCH
• Contextual variables that
could influence
relationships between
CAOC and TLB and
outcomes
• Isolating contextual
elements (e.g., pressure to
perform TLB, rewards for
TLB, etc.) that may influence
leader performance of TLB,
despite high levels of CAOC
would be fruitful
• The moderating influence of
a leader's boss and peers on
the performance of CAOC
• Examine potential positive
consequences of leader
CAOC.
• (For example, some
research shows cynical
employees are less likely to
comply with unethical
requests (Andersson &
Bateman, 1997)
30.3.2015 70
73.
Organizational cynicism and organizational trust
individuals' levels of trust in the organization may
be influenced by their dispositional tendency to trust
others and by situational characteristics that convey
the trustworthiness of the organization
Expected relationships-1
74.
Organizational cynicism -Positive and negative affectivity
employees predisposed toward positive affect will be more
inclined to see and focus on positive aspects in their
immediate work environment, engage in positive
interactions at work, and have a more positive outlook
toward their organization
employees with high negative affectivity tend to engender
and experience more negative aspects in their work
environment, and are more distrustful of and cynical
toward their organization
Expected relationships-2
75.
Organizational cynicism –Trait Cynicism
Individuals with high trait cynicism tend to believe that humans
are selfish, dishonest, and take advantage of others whenever
possible
They are also pessimistic about what will be gained by being
honest, kind-hearted, and complying with rules
Trait cynicism will positively relate to organizational cynicism,
such that a general cynical attitude toward others will be likely to
also transfer into a cynical attitude toward the organization.
Expected relationships-3
76.
Organizational cynicism –Positive Organizational Support
Employees who feel that their contributions are not valued by
the organization (i.e., low POS) are likely to develop feelings
of betrayal. Thus, if employees have low POS, then they are
likely to have higher levels of cynicism toward the
organization.
a negative relationship between POS and organizational
cynicism
Expected relationships-4
77.
Organizational cynicism –Organizational Justice
an absence (or low levels) of justice should lead employees to
develop a cynical, negative attitude toward the organization.
perceptions of justice will be negatively related to
organizational cynicism.
Expected relationships-5
78.
Organizational cynicism-Psychological Contract Breach
When employees feel that their contracts have been violated,
they will likely believe that the organization lacks integrity.
The perceived psychological contract violation should also
produce negative affective states (e.g., anger, frustration)
which can in turn fuel organizational cynicism.
Feelings of contract violation may lead people to become
cynical toward their organizations.
Expected relationships-6
79.
Organizational cynicism-Perceived Organizational Politics
Employees who perceive the organization to be acting in its
own best interest, rather than in the employees' best interest,
will deem the organization as less trustworthy due to its lack
of benevolence .
Perceptions of a lack of trustworthiness can subsequently lead
employees to develop suspicious and cynical attitudes toward
the organization.
Employees' perceptions of organizational politics will be
positively related to organizational cynicism.
Expected relationships-7
80.
Organizational cynicism-Psychological Strain(gerginlik)
Employees with high psychological strain may question the
efficiency and fairness of the organizational procedures.
They may be irritated by the unspecified job descriptions and
perceive that the organization cares little about their family
life.
Experienced psychological strain at work will result in
negative attitudes toward the organization, leading to feelings
of organizational cynicism.
Expected relationships-8
81.
Organizational cynicism-Job Satisfaction
Individuals who have higher levels of cynicism toward the
organization will have lower levels of job satisfaction.
This is because their cynical attitude toward the organization
can extend to their attitudes to their job through mechanisms
such as affect infusion; the negative feeling resulting from
cynical attitudes toward the organization may dampen
evaluations of their job experiences
Expected relationships-9
82.
Organizational cynicism-Organizational Commitment
Individuals with high organizational cynicism are
characterized by a distrustful attitude and negative affect
toward the organization.
Because a certain level of trust, or a belief that the organization
will have employees' interest in mind, is critical for
organizational members to establish deep emotional bond
with the organization, organizational cynicism should be
associated with low levels of commitment to the organization.
Expected relationships-10
83.
Organizational cynicism-Intention to Quit
A negative evaluation of their work environment can lead
employees to feel dissatisfied about their job and elicit
turnover intentions.
Individuals who have overly cynical attitudes toward the
organization will, in general, also espouse negative attitudes
toward their job (e.g., low job satisfaction) and organization
(e.g., low organizational commitment), leading to withdrawal
cognition or turnover intentions
Expected relationships-11
84.
Organizational cynicism-Job Performance
cynical employees, given their frustration and disappointment
with the organization, may perceive an absence of close
connection between performance and reward, or lower levels
of instrumentality .
Such low levels of perceived instrumentality can lead to
reduced effort and performance.
Expected relationships-12
86.
Future research can examine the potential positive effect of
cynicism on job performance through challenging OCB
Social support (e.g., coworkers' support, supervisory
support) and supportive resources (e.g., positive job
characteristics, emotional stability, and psychological capital)
may interact with organizational cynicism in determining
employee outcomes
Future Research
87.
MY MODEL
Psikolojik Sözleşme İhlali
(Psychological Contract
Breach)
Örgütsel Sinizm
(Organizational
Cynicism)
Tükenmişlik
(Burnout)
+
+
+
Editor's Notes
Örgütün dürüstlükten yoksun olduğuna ilişkin bir inanç; (Cognition)
Örgüte yönelik olumsuz bir duygu; (Affect)
Bu inanç ve duygularla tutarlı olarak örgüte yönelik aşağılayıcı/kötüleyici ve eleştirel davranışlar gösterme eğilimidir.(Behavior)
Örgütün eylemlerinde samimiyetten yoksun olduğu inancı
Bencillik ve sahtekarlığın insan doğasının özü olduğuna inanç
Örgütlerin temelde ahlaksız ve kendini düşünen bir yapıda olduklarına inanç
Örgütle ilgili beklentilerin yerine getirilmeyeceğine dair inanç
Örgütü kurum içinde/dışında kötülemek ve eleştirmek
Yalnızlaşma ve uyum sağlayamama
Olumlu adımların atılacağına dair inancın tamamen kaybedilmesi
Örgütle ilgili olan bütün değer,sembol,norm vb. unsurları reddedici davranışlarda bulunmak
psikolojik sözleşme ihlalinin olması
örgütsel desteğin azalması
Beceriksiz yönetim kadrosu
Başarısız örgütsel değişim girişimleri
Yeniden yapılanma çalışmaları ve işten çıkarmalar