Download - Summary of Organizational Behavior's book
Introductions
DefinitionsPerspectives of Organizational Effectiveness
Open systems Perspective
Organizational Learning
Perspective.
High-Performance Work Practices
Perspective
Stakeholder Perspective
Types of Individual Behavior
Task Performance
Organizational Citizenship
Counterproductive work behavior
Joining and staying with the
organization
Maintaining work Attendance
Challenges for organization
Globalization Increasing of work diversity
Its consequences
Emerging employment relationship
Anchors of OB knowledge
Multidisciplinary anchor
Systematic research anchor
Contingency anchor
Multiple levels of analysis anchor
Individual Behavior, personality and
values
MARS Model
Employee Motivation Ability
Role perceptions Situational factor
Personality in Organizations
Personality Determinants:
Nature/Nurture
5-Factor Model of Personality (CANOE)
Jungian Personality Theory
Myers-Briggs Type Indicator
Caveats about Personality in testing
in Organizations
Self Concept: The “I” In OB. Self Verification
Self evaluation
Self esteem Self efficacy
Locus of control
Social Self
Self concept and OB Values in the workplace
Types of Values Values and Individual behavior
Value Congruence
Value Across cultures
Individualism and collectivism Power distance
Uncertainty Avoidance
Achievement nurturing
orientation
Ethical values and behavior
3 ethical principles
Moral intensity, ethical sensitivity
and situational influences.
Supporting ethical behavior
Perception and Learning Organization
Perceptual process
Perceptual Organizations and
interpretation
Mental models
Social Identify and Stereotyping
Stereotyping in Organizations
Problems with stereotyping
Attribution theory
Errors
Self-fulfilling prophecy
Contingencies of self-fulfilling prophecy
Other Perceptual Errors
Halo effect
Primary effect
Recency effect
False-cinsensus effect
Improving effects
Awareness of perceptual biases
Improving self-awareness
Meaningful interaction
Learning in organizations
Behavior modification: Leaning through Reinforcement
A-B-Cs behavior modification
Contingencies of reinforcement
Behavior modification in practice
Social Learning Theory: Learning by Observing.
Learning through experience
Wor
kpla
ce e
moti
ons,
atti
tude
s an
d st
ress
.
Emotions in workplace
Types of emotions
Emotions, attitudees, and behavior
How emotions influence attitudes and behavior
Cognitive dissonance
Emotions and personality
Managing emotions at work
Emotional display norms across cultures
Emotional dissonance
Emotional intelligence Improving emotional intelligence
Job satisfaction Job satisfaction and work behavior (EVLN)
Job satisfaction and performance
Job satisfaction and customer satisfaction
Organizational commitment
Consequences of Org Commitment
Building org. commitment
Work-related stress and its management
General adaptive syndrome
Consequences of distress Job burnout
Stressors
Harassment and incivility
Work overload
Low task controlIndividual of differences in stress
Managing work-related stress
Remove the stressors
Withdraw from the stressors
Change stress perception
Control stress consquences
Receive social support
Moti
vatio
ns.
Employee engagement.
Employee drives and needs.
Individual differences in needs
Maslow’s needs hierarchy theory. Limitations
ERG theory
Learned Needs theory
nAch
nAff
nPow
Learning Needs
4-drives theory
Its influences.
Implications
Expectancy theory of motivation Practice of the theory.
Increasing E-to-P expectancies
Increasing P-to-O expectancies
Increasing outcome valences
Goal setting and feedback
Balanced Scorecard
Characteristics of effective feedback
Feedback through strength based
coaching
Sources of feedback
Multisource feedback
Closing feedback sources
Evaluating goal setting and feedback
Organizational justice
Equity theory
Inequity and employee motivation
Individual differences equity sensitivity
Evaluating equity theoryProcedural justice
Appl
ied
Perfo
rman
ce
Prac
tices
Money in the workplace
Financial Reward Practices
Membership and seniority based reward
Job status based rewards
Competency based rewards
Performance-based rewards
Improving reward effectiveness
Link rewards to performance
Ensure that reward are relevant
Use team rewards for interdependent jobs
Ensure that reward are valued
Watch out for unintended consequences
Job design practices
JD and work efficiency
Scientific management
Problems with job specifications
JD and work motivation
Core job characteristics
Critical psychological state
Individual differences
JD practices that motivated
Job rotation
Job enlargement
Job enrichmentEmpowerment Practices Supporting empowerment
Self-leadership Practices
Self-leadership strategies
Personal goal setting
Designing natural rewards
Self-monitoring
Self-reinforcement
Self-leadership effectiveness
Self-leadership contingency
Team
Dyn
amic
s
Teams & Informal groups Informal Groups
Adv & Disadv. Of Teams Challenges
Model of Teams effectiveness Organizational and Team Environment
Team design Elements
Team characteristics
Pooled
Sequential
ReciprocalTeam size
Team composition
Team process
Team development
Forming -> Storming-> Norming-> Performing->
Adjourning.
Team roles
Team norms
Team cohesion
Influences
Consequences
Team trust
Self direct teams Success factors
Virtual Teams Success Factors
Team decision making
Constraints
Evaluation Apprehension
Pressure to conform
Groupthink
Time constraints
Team structures to improve DM
Conflict
Brainstorming
Electronic brainstorming
Nominal group technique
Com
mun
icati
on in
team
s and
O
rgan
izatio
n
Importances
Model of communication
Influences on effective enc & dec.
Communication channels
Computer-mediated communication Email & problems
Nonverbal communication Emotional contagion
Choosing the best communication channel
Social acceptance
Media richness Evaluating media-richness theory
Communication channels and persuasion
Communication barriers
Perceptual processes
Filtering
Language
Jargon
Ambiguity of language
Information overload
Cross-cultural and cross-gender communication
Nonverbal differences across cultures
Gender differences in comm.
Improving interpersonal communication
Getting msg. across
Active listening
Sensing
Evaluating
RespondingCommunication through
grapevine
Characteristics
Benefits and limitations
Conflict and negotiation in the
workplace
Bad or good conflict
Past-present perspective of conflict
Conflict is bad
Optimal conflict
Two types of conflict
Emerging view
Constructive
Relationship conflict.
Separating
Conflict process model
Structural sources of conflict in org.
Incompatible goals
Differentiation
Interdependence
Scarce resources
Comm. Prob.
Interpersonal conflict handling style
Problem solving, forcing, avoiding,
yielding, compromising.
Choosing the best style
Cultural and gender differences
Structural approaches to CM
Emphasizing superordinate goals
Reducing differentiation
Improving communication and
understanding
Reducing task
Increasing resources
Clarifying rules and procedures.
Resolving conflict through negotiation
Bargaining zone model of negotiations
situational influences on negotiations
Location
Physical setting
Time passage and deadlines
Audiences characteristics
Negotiator skills
Preparation
Info. Gather
Comm. Effectively
Making concessions
3rd party conflict resolution
Arbitration
Inquisition
Mediation
Lead
ersh
ip
Leadership Context Shared leadership
Competency Perspective of leadership
Categories
Personality
Self-concept
Drive
Integrity
Leadership motivation
Knowledge of the business
Cognitive and practical intelligence
Emotional intelligence
Limitation
Behavioral Perspective of Leadership Task & People oriented.
Contingency Perspective of Leadership
Path-Goal Theory
Styles
Contingencies
Other Contingency Theory
Situational Leadership Theory
Fiedler’s Contingency Model
Changing the situation to match the Leader’s Natural
styleLeadership Substitutes
Transformational Perspective of Leadership
Transformational vs. Transactional Leadership
Transformational vs. Charismatic leadership
Elements of Transformational Leadership
Create a strategic Vision
Communicate with the vision
Model the vision
Build commitment toward the vision
Evaluating the perspective
Prototypes of effective leader
Romance of leadership
Cross-cultural and gender issue.
Org
aniza
tiona
l cul
ture
Elements of org. culture
Content of org culture
Organizational subcultures
Deciphering organizational culture through artifacts
Organizational and legends
Rituals and ceremonies
Organizational language
Physical structures symbols
Importance of organizational culture
Contingencies & effectiveness
Culture content alignment with environment
Avoiding a corporate cult
Adaptive cultureOrganizational culture and business ethics
Merging organizational cultures
Bicultural audit
Strategies for merging cultures
Assimilation
Deculturation
Intergration
Separation
Changing and strengthening organizational culture
Actions of founders and leaders
Aligning artifacts
Introducing culturally consistent rewards
Attracting, selecting, socializing employees
Organizational socializing
Learning and adjustment process
Stages
Pre-employment socialization
Encounter
Role management
Outcomes
Improving the process Agents
Org
aniza
tiona
l cha
nges
Lewin’s force field analysis model Restraining forces
Employees resistance
The factors
Unfreezing, changing and refreezing
Creating urgerncy for change
Reducing the restraining force
Communication
Learning
Employee involvement
Stress management
Negotiation
Coercion
Refreezing the desired conditions
Change agents, strategic visions and diffusing
changes
4 approaches
Action research approaches
Form client-consultant relationship
Diagnose the need for change
Introduce intervention
Evaluate and stabilize change
Appreciative inquiry approach
4D model of appreciation inquiry
Discovery
Dreaming
Designing
Delivering
Parallel learning structure approach
Cross cultural & ethical issues in org. change
Org. behavior: the journey continues.