This document provides an overview of organizational behavior. It defines organizational behavior as the field that studies how individuals, groups, and structure impact behavior in organizations. The key topics covered include:
- The importance of interpersonal skills for managers.
- Managers' roles and functions, including Mintzberg's framework of interpersonal, informational, and decisional roles.
- The contributing disciplines to organizational behavior including psychology, social psychology, sociology, and anthropology.
- The challenges and opportunities managers face in applying organizational behavior concepts such as responding to economic pressures, managing diversity, and improving customer service.
Chapter 16 management (10 th edition) by robbins and coulterMd. Abul Ala
The document summarizes key concepts from a chapter on leadership from a management textbook. It defines leadership and discusses early theories on leadership traits and behaviors. It then covers contingency theories of leadership, including Fiedler's model, situational leadership theory, and path-goal theory. Contemporary views of leadership presented include transactional vs transformational leadership as well as charismatic, visionary, and team leadership.
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 document summarizes a chapter from an organizational behavior textbook about emotions and moods in the workplace. It defines emotions and moods, discusses common emotions and moods, and explores how emotions are influenced by factors like personality, social activities, and emotional labor. The chapter also describes affective events theory and emotional intelligence, and examines applications of emotions and moods to areas like decision-making, leadership, and global implications for different cultures. Managers are advised not to ignore or over-control the emotions of employees, as emotions impact many aspects of organizational behavior.
The document discusses managing organizational change and innovation. It describes Lewin's three-step change process of unfreezing, changing, and refreezing. It also identifies different types of change like structural, technological, and personnel changes. Managing resistance to change and stress during change processes is also addressed. Techniques for stimulating innovation include cultivating the right structural, cultural, and human resource environments within an organization. Idea champions are important for supporting new ideas and ensuring their implementation.
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.
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.
This document provides an overview of organizational behavior (OB) from a textbook. It defines OB as a field that studies how individuals, groups, and structure influence behavior in organizations in order to improve organizational effectiveness. The document outlines challenges at the organizational, group, and individual levels, and how understanding OB can help managers and individuals. It also discusses methods of OB research and implications for understanding work behaviors.
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.
Chapter 16 management (10 th edition) by robbins and coulterMd. Abul Ala
The document summarizes key concepts from a chapter on leadership from a management textbook. It defines leadership and discusses early theories on leadership traits and behaviors. It then covers contingency theories of leadership, including Fiedler's model, situational leadership theory, and path-goal theory. Contemporary views of leadership presented include transactional vs transformational leadership as well as charismatic, visionary, and team leadership.
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 document summarizes a chapter from an organizational behavior textbook about emotions and moods in the workplace. It defines emotions and moods, discusses common emotions and moods, and explores how emotions are influenced by factors like personality, social activities, and emotional labor. The chapter also describes affective events theory and emotional intelligence, and examines applications of emotions and moods to areas like decision-making, leadership, and global implications for different cultures. Managers are advised not to ignore or over-control the emotions of employees, as emotions impact many aspects of organizational behavior.
The document discusses managing organizational change and innovation. It describes Lewin's three-step change process of unfreezing, changing, and refreezing. It also identifies different types of change like structural, technological, and personnel changes. Managing resistance to change and stress during change processes is also addressed. Techniques for stimulating innovation include cultivating the right structural, cultural, and human resource environments within an organization. Idea champions are important for supporting new ideas and ensuring their implementation.
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.
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.
This document provides an overview of organizational behavior (OB) from a textbook. It defines OB as a field that studies how individuals, groups, and structure influence behavior in organizations in order to improve organizational effectiveness. The document outlines challenges at the organizational, group, and individual levels, and how understanding OB can help managers and individuals. It also discusses methods of OB research and implications for understanding work behaviors.
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.
Chapter 8 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of strategic management concepts including:
- The 6 steps in the strategic management process including identifying mission/goals, external/internal analysis (SWOT), strategy formulation, implementation, and evaluation.
- Three types of corporate strategies: growth, stability, and renewal. Growth strategies include concentration, vertical/horizontal integration, and diversification.
- Concentration strategy focuses on increasing products/markets in a primary line of business. Vertical integration aims to control inputs by becoming a self-supplier.
The document discusses theories of motivation including Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory. It also discusses contemporary theories such as goal-setting theory, reinforcement theory, equity theory, and expectancy theory. Key aspects of motivation discussed include needs, goals, behavior, perception, and designing motivating jobs and rewards programs. The document provides an overview of important concepts in understanding motivation.
Ch no 3 Organizational Culture and EnvironmentAqib Syed
This document provides an overview of chapter 3 from the textbook "Organizational Culture and Environment" by Stephen P. Robbins and Mary Coulter. It includes learning outcomes, definitions of key terms, and exhibits exploring topics such as the symbolic vs omnipotent views of management, dimensions of organizational culture, how culture affects managers, issues regarding organizational culture, and components of the external environment. The document is intended to guide the reader in learning about how organizational culture and external environment impact managers.
Organizational Behaviour Stephen Robbins 14Ed. Chapter 6Waqas Ahmad
This document discusses perception and individual decision making. It covers topics like attribution theory, biases that influence perception and judgment of others, common shortcuts and errors in decision making, and ways to improve creativity. Attribution theory examines how people make causal explanations for behaviors, looking at factors like distinctiveness, consensus and consistency. Biases discussed include the fundamental attribution error and self-serving bias. The rational and bounded reality models of decision making are presented.
This document summarizes a chapter on attitudes and job satisfaction from an organizational behavior textbook. It defines attitudes and their three components, and examines the relationship between attitudes and behavior. A major section discusses job satisfaction, including how it is measured and factors that influence it such as pay, personality, and culture. The chapter also covers other job attitudes like organizational commitment and engagement. It analyzes outcomes of job satisfaction such as performance, turnover, and workplace deviance. Managers are advised to consider employee attitudes and focus on increasing job 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
This chapter discusses theories of motivation. It begins by defining motivation as the processes that account for an individual's intensity, direction, and persistence of effort toward attaining an organizational goal. Early theories discussed include Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's three needs theory. Contemporary theories covered are self-determination theory, job engagement, goal-setting theory and management by objectives, self-efficacy theory, equity theory, and expectancy theory.
Chapter 17 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of controlling as the final step in the management process. It discusses the importance of control, describes the three steps in the control process, and explains how managers measure and control organizational performance. Key tools for controlling performance include financial ratios, budgets, balanced scorecards, and information systems. The document also covers contemporary control issues around cross-cultural differences, workplace concerns, and customer interactions.
This document discusses theories of leadership from early trait and behavioral theories to contemporary views. It covers contingency theories like Fiedler's model and situational leadership theory. Contemporary views discussed include leader-member exchange theory, transformational-transactional leadership, and charismatic/visionary leadership. The document also examines issues like managing power, developing trust, empowering employees, and cross-cultural leadership.
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.
This chapter introduces organizational behavior and its key concepts. It discusses how OB focuses on improving organizational effectiveness by studying the impact of individuals, groups, and structure on workplace behavior. The chapter outlines the managerial functions and roles, and explains OB's multi-level model of analysis including individual, group, and organizational factors that influence important dependent variables like job satisfaction and productivity. It also discusses the behavioral science disciplines that contribute to the field of OB and how both systematic study and intuition can inform management practice.
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.
The document summarizes key concepts from Chapter 2 of Organizational Behavior by Stephen P. Robbins. It discusses foundations of individual behavior, including biographical characteristics, abilities, learning theories, reinforcement schedules, and behavior modification. The main topics covered are defining individual differences, exploring concepts of intelligence and learning, describing conditioning and reinforcement, and applying behavior modification in organizations.
Chapter 12 management (9 th edition) by robbins and coulterMd. Abul Ala
1) The document discusses managing organizational change and innovation. It defines key terms like change, change agents, organizational development techniques, and stresses the importance of managing resistance to change.
2) It examines different types of change including structural, technological, people-focused, and organizational development changes. It also looks at forces driving change within and outside organizations.
3) The document outlines Lewin's three-stage change model of unfreezing, changing, and refreezing. It also discusses stimulating innovation through creativity, champions of new ideas, and characteristics of innovative companies.
This document summarizes the major historical approaches to management including:
1. The classical approach including scientific management pioneered by Taylor which emphasized efficiency and studying workers.
2. The quantitative approach which evolved from using math/stats to solve logistics problems in WWII and focuses on improving decision making.
3. The behavioral approach including the Hawthorne studies which found social factors strongly influence worker output more than incentives.
It also discusses the contingency/contemporary approach which argues there is no universal set of management principles and the best approach depends on contingencies like organization size, task routineness, and environment uncertainty.
Chapter 14 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of key concepts from Chapter 14 of Management by Stephen P. Robbins and Mary Coulter on managers and communication. It discusses the nature and functions of communication, methods of interpersonal communication including evaluating different methods, barriers to effective interpersonal communication, and organizational communication. The document is formatted as a chapter outline and learning objectives with copyright information from Pearson Education.
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.
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.
The document outlines the eight-step decision-making process that includes identifying problems, criteria, alternatives, analyzing alternatives, selecting an alternative, implementing it, and evaluating the decision. It also discusses common decision-making biases that can negatively impact decisions such as anchoring bias, confirmation bias, and sunk cost errors. Managers make strategic, tactical, and routine decisions and should aim to make optimal decisions using rational and objective processes.
This chapter introduces organizational behavior and discusses its importance for managerial effectiveness. It defines OB as the field studying how individuals, groups, and structure influence behavior in organizations. The chapter outlines the learning objectives and describes the manager's roles and functions. It also discusses the behavioral science disciplines contributing to OB, such as psychology, sociology, and anthropology. Finally, it introduces a three-level model of individual, group, and organizational system factors that can influence important outcomes like productivity, absenteeism, and job satisfaction.
This document provides an overview of organizational behavior (OB) concepts from the textbook "Organizational Behavior" by Robbins & Judge. It defines OB as the study of how individuals, groups, and structure impact behavior within organizations. The summary discusses key topics in OB including management functions and skills, Mintzberg's managerial roles, the challenges and opportunities in applying OB, and the contributing disciplines to OB like psychology, social psychology, sociology, and anthropology. It also introduces the three levels of analysis used in the book's OB model: individual, group, and organizational system.
Chapter 8 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of strategic management concepts including:
- The 6 steps in the strategic management process including identifying mission/goals, external/internal analysis (SWOT), strategy formulation, implementation, and evaluation.
- Three types of corporate strategies: growth, stability, and renewal. Growth strategies include concentration, vertical/horizontal integration, and diversification.
- Concentration strategy focuses on increasing products/markets in a primary line of business. Vertical integration aims to control inputs by becoming a self-supplier.
The document discusses theories of motivation including Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory. It also discusses contemporary theories such as goal-setting theory, reinforcement theory, equity theory, and expectancy theory. Key aspects of motivation discussed include needs, goals, behavior, perception, and designing motivating jobs and rewards programs. The document provides an overview of important concepts in understanding motivation.
Ch no 3 Organizational Culture and EnvironmentAqib Syed
This document provides an overview of chapter 3 from the textbook "Organizational Culture and Environment" by Stephen P. Robbins and Mary Coulter. It includes learning outcomes, definitions of key terms, and exhibits exploring topics such as the symbolic vs omnipotent views of management, dimensions of organizational culture, how culture affects managers, issues regarding organizational culture, and components of the external environment. The document is intended to guide the reader in learning about how organizational culture and external environment impact managers.
Organizational Behaviour Stephen Robbins 14Ed. Chapter 6Waqas Ahmad
This document discusses perception and individual decision making. It covers topics like attribution theory, biases that influence perception and judgment of others, common shortcuts and errors in decision making, and ways to improve creativity. Attribution theory examines how people make causal explanations for behaviors, looking at factors like distinctiveness, consensus and consistency. Biases discussed include the fundamental attribution error and self-serving bias. The rational and bounded reality models of decision making are presented.
This document summarizes a chapter on attitudes and job satisfaction from an organizational behavior textbook. It defines attitudes and their three components, and examines the relationship between attitudes and behavior. A major section discusses job satisfaction, including how it is measured and factors that influence it such as pay, personality, and culture. The chapter also covers other job attitudes like organizational commitment and engagement. It analyzes outcomes of job satisfaction such as performance, turnover, and workplace deviance. Managers are advised to consider employee attitudes and focus on increasing job 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
This chapter discusses theories of motivation. It begins by defining motivation as the processes that account for an individual's intensity, direction, and persistence of effort toward attaining an organizational goal. Early theories discussed include Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's three needs theory. Contemporary theories covered are self-determination theory, job engagement, goal-setting theory and management by objectives, self-efficacy theory, equity theory, and expectancy theory.
Chapter 17 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of controlling as the final step in the management process. It discusses the importance of control, describes the three steps in the control process, and explains how managers measure and control organizational performance. Key tools for controlling performance include financial ratios, budgets, balanced scorecards, and information systems. The document also covers contemporary control issues around cross-cultural differences, workplace concerns, and customer interactions.
This document discusses theories of leadership from early trait and behavioral theories to contemporary views. It covers contingency theories like Fiedler's model and situational leadership theory. Contemporary views discussed include leader-member exchange theory, transformational-transactional leadership, and charismatic/visionary leadership. The document also examines issues like managing power, developing trust, empowering employees, and cross-cultural leadership.
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.
This chapter introduces organizational behavior and its key concepts. It discusses how OB focuses on improving organizational effectiveness by studying the impact of individuals, groups, and structure on workplace behavior. The chapter outlines the managerial functions and roles, and explains OB's multi-level model of analysis including individual, group, and organizational factors that influence important dependent variables like job satisfaction and productivity. It also discusses the behavioral science disciplines that contribute to the field of OB and how both systematic study and intuition can inform management practice.
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.
The document summarizes key concepts from Chapter 2 of Organizational Behavior by Stephen P. Robbins. It discusses foundations of individual behavior, including biographical characteristics, abilities, learning theories, reinforcement schedules, and behavior modification. The main topics covered are defining individual differences, exploring concepts of intelligence and learning, describing conditioning and reinforcement, and applying behavior modification in organizations.
Chapter 12 management (9 th edition) by robbins and coulterMd. Abul Ala
1) The document discusses managing organizational change and innovation. It defines key terms like change, change agents, organizational development techniques, and stresses the importance of managing resistance to change.
2) It examines different types of change including structural, technological, people-focused, and organizational development changes. It also looks at forces driving change within and outside organizations.
3) The document outlines Lewin's three-stage change model of unfreezing, changing, and refreezing. It also discusses stimulating innovation through creativity, champions of new ideas, and characteristics of innovative companies.
This document summarizes the major historical approaches to management including:
1. The classical approach including scientific management pioneered by Taylor which emphasized efficiency and studying workers.
2. The quantitative approach which evolved from using math/stats to solve logistics problems in WWII and focuses on improving decision making.
3. The behavioral approach including the Hawthorne studies which found social factors strongly influence worker output more than incentives.
It also discusses the contingency/contemporary approach which argues there is no universal set of management principles and the best approach depends on contingencies like organization size, task routineness, and environment uncertainty.
Chapter 14 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of key concepts from Chapter 14 of Management by Stephen P. Robbins and Mary Coulter on managers and communication. It discusses the nature and functions of communication, methods of interpersonal communication including evaluating different methods, barriers to effective interpersonal communication, and organizational communication. The document is formatted as a chapter outline and learning objectives with copyright information from Pearson Education.
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.
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.
The document outlines the eight-step decision-making process that includes identifying problems, criteria, alternatives, analyzing alternatives, selecting an alternative, implementing it, and evaluating the decision. It also discusses common decision-making biases that can negatively impact decisions such as anchoring bias, confirmation bias, and sunk cost errors. Managers make strategic, tactical, and routine decisions and should aim to make optimal decisions using rational and objective processes.
This chapter introduces organizational behavior and discusses its importance for managerial effectiveness. It defines OB as the field studying how individuals, groups, and structure influence behavior in organizations. The chapter outlines the learning objectives and describes the manager's roles and functions. It also discusses the behavioral science disciplines contributing to OB, such as psychology, sociology, and anthropology. Finally, it introduces a three-level model of individual, group, and organizational system factors that can influence important outcomes like productivity, absenteeism, and job satisfaction.
This document provides an overview of organizational behavior (OB) concepts from the textbook "Organizational Behavior" by Robbins & Judge. It defines OB as the study of how individuals, groups, and structure impact behavior within organizations. The summary discusses key topics in OB including management functions and skills, Mintzberg's managerial roles, the challenges and opportunities in applying OB, and the contributing disciplines to OB like psychology, social psychology, sociology, and anthropology. It also introduces the three levels of analysis used in the book's OB model: individual, group, and organizational system.
robbins_ob14_ppt_01.ppt principles of management WaelOmran2
This document provides an overview of an organizational behavior textbook chapter. It defines organizational behavior as the field studying how individuals, groups, and structure influence workplace behavior. It also outlines the chapter's learning objectives, which include demonstrating the importance of interpersonal skills and defining OB's major contributing disciplines like psychology and sociology. Finally, it introduces the book's three-level model of analysis for individual, group, and organizational factors that influence behavior.
This document provides an overview of organizational behavior and management. It discusses key topics like what managers do, their various roles and functions, and the importance of interpersonal skills. It also defines organizational behavior and identifies the major contributing disciplines like psychology, sociology, and anthropology. Additionally, it examines the challenges and opportunities managers face in applying organizational behavior concepts, such as responding to economic pressures, globalization, and managing workforce diversity.
This chapter introduces organizational behavior (OB) as a field of study that investigates how individuals, groups, and structure influence behavior in organizations. It defines OB and discusses the importance of interpersonal skills for managers. The chapter outlines the manager's functions and roles, describes the contributions of behavioral science disciplines to OB, and presents OB models that analyze behavior at individual, group, and organizational levels. It also discusses challenges and opportunities in applying OB concepts.
This document provides an overview of organizational behavior concepts from a textbook. It defines organizational behavior, identifies contributing disciplines like psychology and sociology, and describes an organizational behavior model with three levels of analysis - individual, group, and organizational system. Key topics covered include managerial roles and skills, variables studied in organizational behavior like productivity and job satisfaction, and the importance of both systematic study and intuition for understanding workplace behaviors.
This document introduces organizational behavior (OB) as the study of how individuals, groups, and structure influence behavior in organizations. It aims to apply this knowledge to improve organizational effectiveness. Major topics of OB include jobs, work, absenteeism, turnover, productivity, and management. The systematic study of OB relies on behavioral science disciplines like psychology, social psychology, sociology, and anthropology to better understand and predict human behavior at micro, macro, and group levels. Challenges for managers include managing diversity, globalization, innovation and change while OB concepts can aid in developing people skills, empowering employees, and creating positive work environments.
introduction to organiazational behaviour for manament students (1).pptketan349068
This document introduces organizational behavior (OB) as the study of how individuals, groups, and structure influence behavior in organizations. It aims to apply this knowledge to improve organizational effectiveness. Major topics of OB include jobs, work, absenteeism, turnover, productivity, and management. The systematic study of OB helps managers complement their intuition by basing decisions on scientific evidence from fields like psychology, sociology, and anthropology. While generalizations are difficult given human complexity, OB concepts can help organizations address challenges like managing diversity, globalization, and stimulating innovation.
Organizational behavior is the study of how individuals, groups, and structures behave within organizations. It draws from multiple disciplines including psychology, sociology, anthropology, and social psychology. There are few absolutes in OB as relationships between variables can change based on situational factors. Managers play important roles in planning, organizing, leading, and controlling organizations. Effective managers have strong interpersonal skills in addition to technical skills. OB provides frameworks to analyze behavior at the individual, group, and organizational levels to improve organizational effectiveness.
This chapter introduces organizational behavior and its key concepts. It discusses how OB helps managers improve effectiveness through understanding interpersonal skills. The chapter also defines management functions of planning, organizing, leading, and controlling. It explores theories on managerial roles and skills. Additionally, it outlines the contributing disciplines to OB like psychology, social psychology, sociology, and anthropology. The chapter concludes by discussing challenges and opportunities for applying OB concepts.
Chapter 1 what is organizational behavior-slidesZainab Khan
This document provides an overview of organizational behavior and what managers do. It defines organizational behavior as the field that studies how individuals, groups, and structures influence behavior in organizations. Managers achieve goals through directing others' activities. The document outlines the five management functions of planning, organizing, leading, coordinating, and controlling. It also discusses Mintzberg's 10 managerial roles and Katz's three essential management skills. Finally, it presents challenges and opportunities for applying organizational behavior concepts, such as responding to globalization, managing diversity, and improving quality.
This chapter introduces organizational behavior and its goal of applying scientific knowledge to improve organizational effectiveness. It discusses how OB systematically studies individual, group, and organizational factors to better understand workplace behaviors. The chapter also outlines challenges facing modern workplaces and how OB can help managers address issues like diversity, innovation, and work-life balance.
This document is the first chapter of a textbook on organizational behavior. It introduces the topic by defining organizational behavior as the study of how individuals, groups, and structure influence behavior in organizations. The chapter describes the value of the systematic study of organizational behavior and identifies contributing disciplines. It outlines challenges and opportunities for applying OB concepts, including managing diversity and globalization. Finally, it previews the three levels of analysis and overall structure of the textbook.
This document is a chapter from a textbook on organizational behavior. It introduces the topic by defining key terms like organizational behavior, management, and organization. It describes the main functions of management as planning, organizing, leading, and controlling. It also discusses the contributions of various behavioral science disciplines to the field of organizational behavior. Finally, it presents a basic three-level model of individual, group, and organizational factors that influence important outcomes like job satisfaction, productivity and turnover.
This chapter introduces organizational behavior and its importance for managers. It discusses how OB draws from psychology, sociology, anthropology, and social psychology to study individual, group and organizational factors that influence workplace behaviors. The chapter also outlines common dependent variables studied in OB like productivity, turnover and job satisfaction. It emphasizes that OB findings provide general guidance rather than absolute rules due to situational factors.
1) Organizational behavior (OB) is the study of how individuals, groups, and structures influence behavior within organizations. It draws from psychology, sociology, and anthropology to improve organizational effectiveness.
2) OB uses three levels of analysis - individual, group, and organizational system. It examines factors like motivation, leadership, and culture that influence important outcomes such as productivity, turnover, and job satisfaction.
3) Managers need a combination of intuition and evidence-based systematic study to understand behavior and make predictions in different situations, as relationships are often contingent on additional variables.
Organizational behavior is the study of how individuals and groups act within organizations and how their behaviors impact organizational effectiveness. It draws from various behavioral science disciplines like psychology, sociology, and anthropology. Managers play an important role in organizations by planning, organizing, leading, and controlling activities. They face many challenges in today's global, diverse, and rapidly changing business environment. Understanding organizational behavior can help managers improve productivity, quality, innovation, and ethics.
This document discusses various challenges and opportunities for organizational behavior (OB). It identifies responding to economic pressures, globalization, workforce diversity, quality/productivity, customer service, innovation, work-life balance, and ethics as key areas. OB focuses on issues like stress and decision-making during difficult times. Managing a diverse workforce and embracing differences are also emphasized. The document introduces an OB model with three levels of analysis: individual, group, and system levels.
This document provides an overview of organizational behavior from an introductory class. It discusses ground rules for the class, expectations of students, and an outline of topics to be covered including chapters from the textbook. It also outlines the assessment structure, including assignments, quizzes, exams and distribution of marks. Key concepts from organizational behavior are introduced such as management functions, Mintzberg's managerial roles, and challenges and opportunities in the field.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
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Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
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Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
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.
The job of managers is not to just accomplish the task, but to accomplish the task through other people. In order to facilitate that process, managers must make decisions, allocate resources, and direct activities toward the desired outcomes.
Managers do this in the context of an organization, a consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals.
There are four main functions that fall under the purview of managers. The first is the planning function. This function includes defining an organization’s goals, developing a strategy for achieving those goals, and coordinating a comprehensive set of plans to implement the strategy.
The next function is organizing. This function sets forth what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are made.
The third function is leading. This function looks at the manager’s job to direct and coordinate the people within their area of influence.
The final function is controlling. The controlling process ensures that things are going as they should by monitoring performance. The manager should compare the results of that monitoring with the goals that have been set. The manager must take this information and determine if the goals need to be adjusted or if adjustments need to be made to the way the organization is attempting to meet the goals.
Henry Mintzberg did a study of five executives to determine what was included in their jobs. Based on his observations, Mintzberg found that managers perform ten different sets of behaviors in their work.
These behaviors fall under three main roles – interpersonal, informational, and decisional.
Interpersonal roles include a subset of roles including figurehead, leader, and liaison roles. A manager serves as a figurehead when they are performing duties that are routine or social in nature. All managers also serve in a leadership role, including hiring, training, motivating, and disciplining employees. The final role that falls under the interpersonal grouping is the liaison; this is when the manager must maintain a network who will work with them on gaining information and relationships.
The second grouping is informational roles. Within this category, we find the role of monitor, when a manager has to gather and organize a wide variety of information. The manager then must decide what information is important and what information is necessary for their team members; this translates into the role of the disseminator. Finally, when the manager is responsible for giving information to outsiders, they fall into the role of the spokesperson.
The final managerial role grouping is decisional, requiring managers to make decisions. In this role grouping, a manager must serve as an identifier of opportunities, filling the entrepreneur role. They are also responsible for taking corrective action when necessary and being the role of disturbance handler. Managers also need to make decisions about how to allocate resources to support organizational goals. Finally, they must represent their unit or organization to bargain and obtain advantages for their own area in their role as negotiator.
There are three main areas of essential manager’s skills that help us gain a better understanding of what managers do.
The first group is technical skills where the manager is called upon to apply specialized knowledge or expertise.
The second group is human skills in which the manager must exhibit a strong competency in working with others and motivating them toward organizational goals.
The final group is conceptual skills where the manager needs the mental ability to analyze and diagnose complex problems and situations.
A group of researchers, led by Fred Luthans, researched the link between managerial activity and managerial success. They looked at four types of managerial activity. These activities included traditional management, which is made up of decision making, planning, and controlling; Communication consisting of the exchange of information; Human Resource Management that incorporates motivation, discipline, and training; and Networking which utilizes socializing and politicking.
What they found was that the link was not necessarily evident. With successful (defined as speed of promotion) managers, it was determined that networking was the most important activity. Effective managers (defined as quality and quantity of performance and satisfaction of their employees) relied more on communication as the largest contributor to their effectiveness.
The look at managerial activity brings forth the importance of people skills in effective management. The field of organizational behavior is the study of “people skills” in that it looks at the impact that individuals, groups, and structures have on behavior within organizations.
Often our intuition leads us in the decision-making process. Our intuition relies on gut feelings, individual observation, and common sense. Although our intuition is extremely useful in the decision-making process, it does not give us the complete picture. By engaging in a systematic study of behavior, we can enhance our effectiveness. When we talk about engaging in a systematic study, we are talking about looking at relationships. By doing so we can better determine cause and effect and then by applying scientific evidence to our conclusions, we are better able to predict behavior. It is not an either/or relationship, rather intuition and systematic study can work effectively together to predict behavior.
Evidence-based management (EBM) complements systematic study by applying scientific evidence to managerial decisions.
It is important that managers know how to balance the amount of information to gather, their past experiences, and their intuition in the decision-making process. There are negatives associated with all three approaches. It is the manager’s job to make the best decisions possible by accessing as much evidence as possible while remaining efficient.
Organizational Behavior (OB) is interdisciplinary in nature as it is an applied behavioral science. The theory in OB relies on contributions from multiple behavioral disciplines. These disciplines include Psychology, Social Psychology, Sociology and Anthropology.
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. 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.
In the workplace today, there are many challenges and opportunities in the area of Organizational Behavior. Understanding OB has never been more important for managers as organizations are changing at a much more rapid pace than historically seen.
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.
You may also need to do the difficult task of moving jobs outside of your country to a country with lower labor costs. This is a difficult process logistically but also emotionally for the workers who will be losing their jobs.
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.
In Organizational Behavior (OB), we utilize the representation of the world as broken down into three levels. The first level of analysis we will look at is the individual level. At this level we look at individual behavior. Next, recognizing that individuals make up groups, we analyze how group behavior occurs. Finally, organizations are made up of groups of individuals so we analyze the organization at a systems level.
The dependent variable is the key factor that you want to explain or predict. The independent variable is the factor that affects change in the dependent variable. By seeing how X impacts Y we will be able to better predict behavior.
Some key variables that we are concerned about when studying organizations are work outcome variables. These include productivity, absenteeism, turnover, and deviant workplace behavior.
Additional behaviors we want to more fully understand are organizational citizenship behavior (OCB) and job satisfaction.
OCB is the discretionary behavior of the employee that is not a formal job requirement, but still helps to enhance work outcomes. This could include team building activities, noticing flaws in the work process, or covering for a sick colleague.
Job satisfaction is the general attitude toward the job.
When utilizing the OB model, it is important to understand that the independent variable can be at any of the three levels, individual, group, or organization.
This graph is a pictorial representation of the OB Model. It breaks out the three levels where independent variables will be found and shows a sampling of the dependent variables in which there is interest in the field of study called Organizational Behavior.
The OB Model is critical to your understanding of how organizations behave. The remainder of this book we will be utilizing that model to look at behavior on an individual, group, and organizational level.