Organizational Behavior Synthesis

1. Synthesis of Mgmt 202
Ma. Corazon P. Rodriguez
April 22, 2023

2. Organization culture and individual behavior

8. Organization culture change as an example of wicked problem

9. Approaches to organization culture change
Tom Ritchey said it best: "Wicked problems are messy,
devious, and reactive – they fight back when you try to
resolve them."
Culture is not a solvable problem, but one that will
keep leaders busy forever. You can't move culture
from point A to point B. It's a complex system with
too many moving pieces. Think about the Google
examples I shared before – all those contradictions
drive its culture in different directions.
Moreover, you can't solve all your culture problems –
there's no definite solution.
Stop trying to fix your culture
Identify your wicked cultural problems. Acknowledge
the ones you cannot solve, but only work on. Giving up
the expectation of fixing your culture is vital.
Iterate, Iterate, Iterate
For wicked problems, there are no easy fixes or best
practices that will work for every company, every
time. You have to create, test, and iterate solutions
constantly. Wicked problems usually mutate – so
should the solution.

10. Approaches to organization culture change
Tap into Collective Wisdom
Leaders cannot deal with complex, unsolvable
problems on their own. Culture evolution is
everyone's job. Unlock infinite possible solutions by
bringing together people with diverse perspectives.
Welcome Mistakes
Don't approach wicked problems in "right-or-wrong"
terms. Increase your mistake-tolerance. Make it safer
for people to adopt a trial-and-error approach. Don't
punish those who don't get it right the first time.
Don't Look for Preexisting Solutions
Each workplace culture is unique – and so are its
problems. Avoid the temptation to copy others. Stop
trying to build a culture like Netflix's or extrapolating
what you did in a previous organization to your current
one.
Focus on Improvement
For wicked problems, there is no finish line. Focus on the
journey – the destination is a moving target. There is no
idealized state to arrive at, but always more to be done.

11. On motivation and motivation theories

13. Educators who believe in Theory X would
agree with the following statements:
● The instructor is responsible for
actively sharing their knowledge
with the students.
● Students are not motivated to learn
new information.
● Students prefer to have the
instructor direct their learning and
not take on that responsibility
themselves.
● The instructor must ensure a
controlled learning environment to
prevent cheating and necessitate
student learning; the students prefer
to have the material summarized for
them.
● Students find learning inherently
challenging and are only expected to
have limited success in the course.
Educators who believe in Theory Y would have
different assumptions:
● Students are naturally predisposed to
learn.
● Responsibility for their own learning will
be as natural to the students as other
responsibilities.
● Students experience self-satisfaction
when they learn and this is enough to
motivate them to meet their learning
goals.
● It is not necessary to threaten students
with lower grades; they are not naturally
lazy.
● Traditional classrooms do not enable the
potential of almost all students.
● Students have large amounts of creative
thinking and innovation that is applied
throughout their learning journey.

14. Herzberg’s 2 Factor Theory

15. David McClelland’s Three Needs Theory

20. ● Inputs: Inputs include all the rich and diverse elements that employees
believe they bring or contribute to the job – their education, experience,
effort, loyalty, commitment.
● Outcomes: Outcomes are rewards they perceive they get from their
jobs and employers’ outcomes include- direct pay and bonuses, fringe
benefit, job security, social rewards and psychological.
● Overrewarded: if employees fell over-rewarded equity theory predicts
then they will feel an imbalance in their relationship with their
employee and seek to restore that balance.
● Equity: if employees perceive equity then they will be motivated to
continue to contribute act about the same level.
● Unrewarded: unrewarded who feel they have been unrewarded and
seek to reduce their feeling inequity through the same types of
strategies but the same of this specific action is now reverse.

22. On perceptual biases

23. Schemata, organization culture and perception

28. Verbal, non verbal communication and social astuteness

29. Bruce Tuckman’s theory of group development

40. Contingency Theories of Leadership
● Fiedler Model – effective group performance depends on the “match
between leadership style and the amount of control and influence in
the situation.” No one best leadership style for all situations
● The three contingency dimensions that affect leaderships effectiveness:
leader-member relations, task structure and position power

41. Leadership style and organizational culture

53. Salamat po sa inyong lahat!