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  • A Framework For Studying Organizational Behavior

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    camille
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    This document provides a framework for studying organizational behavior by outlining key topics within individual, group, and organizational levels of analysis. At the individual level, it covers learning, perception, attitudes, values, ethics, motivation, stress and well-being. At the group level, it focuses on interpersonal relations including communication, dynamics, leadership, power and influence. Finally, at the organizational system level, it examines structure, culture, change, learning and knowledge management in the global environment.

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    This document provides a framework for studying organizational behavior by outlining key topics within individual, group, and organizational levels of analysis. At the individual level, it covers learning, perception, attitudes, values, ethics, motivation, stress and well-being. At the group level, it focuses on interpersonal relations including communication, dynamics, leadership, power and influence. Finally, at the organizational system level, it examines structure, culture, change, learning and knowledge management in the global environment.

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    65 views19 pages

    A Framework For Studying Organizational Behavior

    Uploaded by

    camille
    This document provides a framework for studying organizational behavior by outlining key topics within individual, group, and organizational levels of analysis. At the individual level, it covers learning, perception, attitudes, values, ethics, motivation, stress and well-being. At the group level, it focuses on interpersonal relations including communication, dynamics, leadership, power and influence. Finally, at the organizational system level, it examines structure, culture, change, learning and knowledge management in the global environment.

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    of 19

    A Framework for Studying Organizational Behavior

    Individual Level Groups and Interpersonal


    Relations
    Individual differences, mental
    ability, and personality Interpersonal communication
    Learning, perception, attitudes, Group dynamics and teamwork
    values, and ethics Leadership
    Individual decision making Power, politics, and influence
    and creativity
    Foundation concepts of motivation
    Conflict, stress, and well-being

    The Organizational System


    and the Global Environment
    Organizational structure and design
    Organizational culture and change
    The learning organization and
    knowledge management
    Cultural diversity and international
    organizational behavior
    Chapter 3 & 4

    Learning, Perception,
    Attitudes and Emotions,
    Values, and Ethics
    2
    Objectives
    1. Explain the basics learning styles and describe how
    e-learning contributes to workplace learning.
    2. Describe key aspects of the perceptual process,
    along with common perceptual problems.
    3. Describe the importance of attitudes and emotions
    to behavior in organizations.
    4. Summarize why values are an important part of
    organizational behavior
    5. Describe the three ethical decision-making criteria

    3
    Learning
     is a relatively permanent change in
    behavior based on practice or
    experience.
    1. Modeling (imitating someone) and
    Shaping (reinforcement of small steps)
    2. Cognitive Learning and informal learning
    3. E-Learning is a web-based form of
    computer based training

    4
    Learning Styles
     People learn best in different ways, such as
    through studying versus doing
     Some learn best through passive learning
     Others learn best by doing rather than
    studying
     Some people learn by working alone
     Others by working cooperatively

    5
    Learning Styles

    A. Visual, Auditory, and Kinesthetic Styles


    1. Visual learners learn best by seeing (words & graphics)
    2. Auditory learners rely on hearing.
    3. Kinesthetic learners learn best by touching and moving
    B. Learning Styles Based on Four Learning
    Stages
    1. Concrete experience (human interactions)
    2. Observations and Reflections (understand
    meanings)
    3. Formation of Abstract and (logicP
    4. Generalizations (influencing people and changing
    situations)
    C. Individual Differences Related to Skill 6
    Figure –
    ground
    Separation

    What do
    you see?
    Perception
     deals with the various
    ways in which people
    interpret things in the
    outside world and how
    they act on the basis of
    these perceptions.
     Process by which people
    select, organize, interpret,
    retrieve, and respond to
    information from the
    world around them. 8
    Perceptual Distortions and
    Problems
    1. Characteristics of the stimulus.
    2. Mental processes of people.
    A. Denial – block out the existence of a painful
    information
    B. Stereotyping – look for behavior that conforms to
    stereotype
    C. Halo effect – color everything that they know
    about the person
    D. Projection – we project out our own faults
    E. Selective perception – they perceive what they
    want to 9
    The Three Components of
    Attitude
    Emotions and It’s Components

     are strong positive or negative feelings


    directed toward something or someone.
    1. Physical (body arousal)
    2. Cognitive (subjective appraisal)
    3. Behavioral (body language and facial
    expression)

    11
    The Three Components of
    Emotion

    12
    Job Satisfaction
     the amount of pleasure or contentment
    associated with a job.
     Benefits, pay, job security rank high.
     Fun on the job leads to satisfaction.
     High job satisfaction correlates with
    organizational performance.
     High organizational performance can lead
    to high job satisfaction.

    13
    Organizational Citizenship Behavior
    (OCB)
     the willingness to work for the good of
    the organization even without the
    promise of a specific reward.
     goes above and beyond call of duty.
     satisfied workers may show OCB.
     workers with service orientation and
    empathy may engage in OCB.
     high OCB leads to low turnover, and
    sometimes work/family conflict.
    14
    Values
     refers to the importance a person
    attaches to something that serves as a
    guide to action
     are learned in the process of growing
    up, through modeling, and through the
    communication of attitudes
     Religion is another source of values

    15
    Types of Values
     Terminal Values  Instrumental
     Reflect a person’s Values
    preferences  reflect a person’s
    concerning the beliefs about the
    “ends” to be means for achieving
    achieved. desired ends.

    16
    The Terminal Values are:
     True Friendship  Wisdom
     Mature Love  Salvation
     Self-Respect  Family Security
     Happiness  National Security
     Inner Harmony  A Sense of
     Equality Accomplishment
     Freedom  A World of Beauty
     Pleasure  A World at Peace
     Social Recognition  A Comfortable Life
     An Exciting Life
    17
    The Instrumental Values are:
     Cheerfulness  Independence
     Ambition  Intellect
     Love  Broad-Mindedness
     Cleanliness  Logic
     Self-Control  Obedience
     Capability  Helpfulness
     Courage  Responsibility
     Politeness  Forgiveness
     Honesty
     Imagination
    18
    Ethics
     is the moral choices a person makes,
    and what he or she should do.
     Ethical Decision-Making Criteria
    1. Focus on consequences (utilitarianism)
    2. Focus on rights of individuals
    (deontological approach)
    3. Focus on integrity (virtue ethics)

    19

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