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CHAPTER 1: WHAT IS ORGANIZATIONAL BEHAVIOR - Coggle Diagram
CHAPTER 1: WHAT IS ORGANIZATIONAL BEHAVIOR
Managers' challenges and opportunities in applying OB concept
Improving peoples' skills
Technological changes, structural changes, environment changes are accelerated at a faster rate in the business field.
unless employees and executives are equipped to posses the required skills to adapt those changes
Managerial skills - listening skills, motivating skills, planning and organizing skills, leading skills.
These skills can be enhanced by organizing a series of training and development programs, career development programs and socialization.
Improving Quality and Productivity
quality is the extent to which the customers or users believe the product or service surpasses their needs and expectations.
For example, a customers who purchases an automobile has a certain expectation, one of which is that the automobile engine will start when it is turned on.
Improving Ethical Behavior
The complexity in business operations is forcing the workforce to face ethical dilemmas, where they are required to define right and wrong conduct in order to complete their assigned activities.
Three Levels of Analysis in OB Model
Input
variables like personality, group structure, and organizational culture that lead
to processes.
These variables set the stage for what will occur in an organization later. Many are determined in advance of the employment relationship.
Processes
Processes are actions that individuals, groups, and organizations engage in as a result of inputs and that lead to certain outcomes.
At the individual level, processes include emotions and moods, motivation,
perception, and decision making.
At the group level, they include communication, leadership,
power and politics, and conflict and negotiation.
At the organizational level, processes
include human resources management and change practices.
Outcomes
The key variables that want to explain or predict and that are affected by other variables.
Individual level
Attitude and stress
Employee attitudes are the evaluations that employees make, ranging
from positive to negative, about objects, people, or events.
For example, the statement “I really think my job is great” is a positive job attitude, and “My job is boring and tedious” is a negative job attitude.
Task Performance
The combination of effectiveness and efficiency at doing your core job
tasks is a reflection of your level of task performance.
Organizational Citizenship Behavior (OCB)
Successful organizations have employees who do
more than their usual job duties—who provide performance beyond expectations.
Withdrawal Behavior
Withdrawal behavior is the set of actions that employees take to separate themselves
from the organization.
Employee withdrawal can have a very negative effect on an organization and may cost into the thousand of dollars
Group Level
Group Cohesion
Group cohesion is the extent to which members of a group support and validate one another at work. In other words, a cohesive group is one that sticks together.
Group Functioning
This refers to the quantity and quality of a group's work output. similar to how the performance of a sports team is more than the sum of individual players' performance.
Employability Skills That Apply across Majors
Critical thinking
Critical thinking involves purposeful and goal-directed thinking used to define and solve problems and to make decisions or form judgments related to a particular situation or set of circumstances.
It involves cognitive, metacognitive, and dispositional components that may be applied differently in specific contexts.
Communication
defined as effective use of oral, written, and nonverbal
communication skills for multiple purposes.
Knowledge application and analysis
The ability to learn a concept and then apply that knowledge appropriated in another setting to achieve a higher level of understanding