chp 1

what is OB?

///importance
1>>, companies known as good places to work
such as Genentech, the Boston Consulting Group, Qualcomm, McKinsey &
Company, Procter & Gamble, Facebook, and Southwest Airlines—have been
found to generate superior financial performance
2>>developing managers’ interpersonal skills helps organizations attract and keep
high-performing employees, which is important since outstanding employees are
always in short supply and are costly to replace.
3>> there are strong associations between the quality of workplace relationships
and employee job satisfaction, stress, and turnover.
4>>, increasing the OB element in organizations can foster social responsibility
awareness.
We understand that in today’s competitive and demanding workplace,
managers can’t succeed on their technical skills alone. They also have to exhibit
good people skills.

//////management roles
>>interpersonal roles
>>informational roles
>>decisional roles

//////Disciplines That Contribute to the OB Field

>>psychology
-Learning
-Motivation
-Personality
-Emotions
-Perception
-Training
-Leadership effectiveness
-Job satisfaction
-Individual decision making
-Performance appraisal
-Attitude measurement
-Employee selection
-Work design
-Work stress

>>social psychology
focus on people’s influence on one another
Social psychologists also contribute to measuring, understanding, and changing
attitudes; identifying communication patterns; and building trust
-Behavioral change
-Attitude change
-Communication
-Group processes
-Group decision making

>>sociology
sociology studies people in relation to their social environment or culture
Sociologists have contributed to OB through their study of group behaviors in
organizations, particularly formal and complex organizations
-Conflict
-Intergroup behavior
-Organizational technology
-Organizational change
-Organizational culture

>>anthropology
Anthropology is the study of societies to learn about human beings and their
activities.Anthropologists’ work on cultures and environments has helped us
understand differences in fundamental values, attitudes, and behavior among
people in different countries and within different organizations.
-Cross-cultural analysis
-Organizational culture
-Organizational environment Power

//////Challenges and Opportunities for OB

Take a quick look at the dramatic changes in organizations. The typi#cal employee
is getting older; the workforce is becoming increasingly diverse;
and global competition requires employees to become more flexible and cope
with rapid change.
today’s challenges bring opportunities for managers to use OB concepts
>>economic Pressures
>>Continuing Globalization
>increased Foreign assignments
>Working with People from different Cultures
>overseeing movement of Jobs to Countries with Low-Cost Labor
>>Workforce demographics

//////Developing an OB Model
A model is an abstraction of reality, a simplified representation of some real
world phenomenon
>>Inputs
are the variables like individual, group structure, and organizational culture that
lead to processes
-Individual Level
• Diversity
• Personality
• Values
-Group Level
• Group structure
• Group roles
• Team responsibilities
-Organizational Level
• Structure
• Culture

>>process
Processes are actions that individuals, groups, and organizations engage in as a
result of inputs and that lead to certain outcomes
-Individual Level
• Emotions and moods
• Motivation
• Perception
• Decision making
-Group Level
• Communication
• Leadership
• Power and politics
• Conflict and negotiation
-Organizational Level
• Human resource
management
• Change practices
>>Outcomes
are the key variables that you want to explain or predict, and that are affected by
some other variable
-Individual Level
• Attitudes and stress
• Task performance
• Citizenship behavior
• Withdrawal behavior
-Group Level
• Group cohesion
• Group functioning
-Organizational Level
• Productivity
• Survival

CHP 2
/////levels of Diversity
diversity in age, race, gender, ethnicity, religion, and disability status

>>surface-level diversity
Differences in easily perceived characteristics, such as gender,
race,ethnicity,age, or disability, that do not necessarily reflect the ways people
think or feel but that may activate certain stereotypes
-->Stereotyping is judging someone on the basis of our perception of the group
to which that person belongs

>>deep-level diversity
Differences in values, personality, and work preferences that become progressively
more important for determining similarity as people get to know
one another better

////Forms of Discrimination

>>Discriminatory policies or practices

Actions taken by representatives of the organization that deny equal opportunity to
perform or unequal rewards for performance.
>>Sexual harassment
physical conduct of a sexual nature that create a hostile or offensive work
environment.
>>Intimidation
Overt threats or bullying directed at members of specific groups of employees.
>>Mockery and insults
Jokes or negative stereotypes; sometimes the result of jokes taken too far.
>>Exclusion
Exclusion of certain people from job opportunities, social events, discussions or
informal mentoring
>>Disrespectful treatment
including behaving in an aggressive manner interrupting the person, or ignoring his
or her opinions.

==> to overcome this (implementing workplace diversity)

CHP 3

///////components of an attitude.

Attitudes are evaluative statements—either favorable or unfavorable—about objects,

people, or events.
>>cognitive component (evaluation)
The opinion or belief segment of an attitude
>>affective component (feeling)
The emotional or feeling segment of an attitude.
>>behavioral component (action)
An intention to behave in a certain way toward someone or something.

///// difference in attitude and behavior

/////Major job attitudes

>>job satisfaction
When people speak of employee attitudes, they usually mean job satisfaction,
>>job involvement
The degree to which a person identifies with a job, actively participates in it,
and considers performance important to self-worth.
>>psychological empowerment
the degree to which they influence their work environment, their competencies, the
meaningfulness of their job, and their perceived autonomy
>>organizational commitment
The degree to which an employee identifies with a par#ticular organization and its
goals and wishes to maintain membership in the organization.
>>perceived organizational support (POS)
The degree to which employees believe an organization values their contribution and
cares about their well-being.

////employee engagement
An individual’s involvement with, satisfaction with, and enthu#siasm for the work
he or she does.

////main causes of job satisfaction

>>job conditions
>>Personality
-core self-evaluations (CSEs)

///// outcomes of job satisfaction.

>>job Performance
>>organizational citizenship behavior (ocb)
>>customer satisfaction
>>Life satisfaction

/////The Impact of Job Dissatisfaction

- Exit.
- Voice.
- Loyalty.
-Neglect.
>>counterproductive Work behavior (CWB)
Actions that actively damage the organization, including stealing, behaving
aggressively toward coworkers, or being late or absent.
Substance abuse, stealing at work, undue socializing, gossiping, absenteeism,
and tardiness are examples of behaviors that are destructive to organizations.