ob2 organizational behavior 2

ORGANIZATIONAL BEHAVIOR

• BY SUJITH BHASKAR R

http://blog.centreetech.com/



PSYCHOLOGY

THE SCIENCE THAT SEEKS TO MEASURE, EXPLAIN, AND SOMETIMES CHANGE THE BEHAVIOUR OF HUMANS AND OTHER ANIMALS.

CONTRIBUTING DISCIPLINES

SOCIOLOGY

THE STUDY OF PEOPLE IN RELATION TO THEIR FELLOW HUMAN BEINGS.


SOCIAL PSYCHOLOGY

AN AREA WITHIN PSYCHOLOGY THAT BLENDS CONCEPTS FROM PSYCHOLOGY AND SOCIOLOGY AND THAT FOCUSES ON THE INFLUENCE OF PEOPLE ON ONE ANOTHER.


ANTHROPOLOGY

THE STUDY OF SOCIETIES TO LEARN ABOUT HUMAN BEINGS AND THEIR ACTIVITIES.


POLITICAL SCIENCE

THE STUDY OF THE BEHAVIOUR OF INDIVIDUALS AND GROUPS WITHIN A POLITICAL ENVIRONMENT.


ORGANISATIONAL BEHAVIOUR CAN BE DEFINED AS THE UNDERSTANDING, PREDICTION, AND MANAGEMENT OF HUMAN BEHAVIOUR IN ORGANISATIONS

ORGANISATIONAL BEHAVIOURFRED LUTHANS

OB : DEFINITION

ORGANISATIONAL BEHAVIOUR IS A FIELD OF STUDY THAT ENVISAGES THE IMPACT THAT INDIVIDUALS, GROUPS, AND STRUCTURE HAVE ON BEHAVIOUR WITHIN ORGANISATIONS FOR THE PURPOSE OF APPLYING SUCH KNOWLEDGE TOWARD IMPROVING AN ORGANISATION’S EFFECTIVENESS.

ORGANISATIONAL BEHAVIOUR - CONCEPTS, CONTROVERSIES & APPLICATIONSSTEPHEN P. ROBBINS

OB : DEFINITION

ORGANIZATIONAL BEHAVIOR ;DEFINATION

OB IS THE FIELD THAT SEEKS KNOWLEDGE OF BEHAVIOR IN ORGANIZATIONAL SETTINGSBY SYSTEMATICALLYSTUDYING INDIVIDUAL , GROUP , AND ORGANIZATIONAL PROCESES.

BEHAVIOR IN ORGANIZATIONS:

JERALD GREENBERG & ROBERT A. BARON

ORGANIZATIONAL BEHAVIOR:DEFINATION

O B IS THE TERM USED TO DESCRIBETHE ACTIONS AND REACTIONS OF INDIVIDUALS. DYADS, AND GROUPS IN THE SYSTEM AS THE INTERACT WITH EACH OTHER IN THE COURSE OF THE WORKING DAY.

ORGANISATIONAL BEHAVIOUR :TEXT & CASES

UMA SEKARAN

ORGANISATIONAL BEHAVIOUR STUDIES THREE DETERMINANTS OF BEHAVIOUR IN ORGANISATIONS: INDIVIDUALS, GROUPS AND STRUCTURE.

OB INCLUDES THE CORE TOPICS OF MOTIVATION, LEADER BEHAVIOUR AND POWER, INTERPERSONAL COMMUNICATION, GROUP STRUCTURE AND PROCESSES, LEARNING, ATTITUDE DEVELOPMENT AND PERCEPTION, CHANGE PROCESSES, CONFLICT, WORK DESIGN, AND WORK STRESS.

ORGANISATIONAL BEHAVIOUR - CONCEPTS, CONTROVERSIES & APPLICATIONSSTEPHEN P. ROBBINS

A GENERAL MODEL OF O B

STAKES OUT ITS PARAMETERS

IDENTIFIES ITS PRIMARY DEPENDENT &

INDEPENDENT VARIABLES.

MODEL

ABSTRACTION OF REALITY: SIMPLIFIED REPRESENTATION OF SOME REAL - WORLD PHENOMENON.

ORGANIZATIONAL BEHAVIOR : DEFINITION

ORGANIZATIONAL BEHAVIOR IS THE STUDY OF ORGANIZATIONAL COMPONENTS, AND THEIR IMPACT ON HUMAN BEHAVIOR AND ORGANIZATIONAL PERFORMANCES. SUCH STUDY CAN BEDEFIT FROM VARIOUS BEHAVIORAL AND SOCIAL SCIENCES.

ORGANIZATIONAL BEHAVIOR - DEVELOPING MANAGERIAL SKILL.

KAE H. CHUNG AND LEON C. MEGGINSON.

ORGANIZATIONAL BEHAVIOR : DEFINITION

ORGANIZATIONAL BEHAVIOR MEANS THE STUDY OF THE BEHAVIOR OF INDIVIDUALS AND GROUPS IN ORGANIZATIONS, AND ORGANISATIONS THEMSELVES, AS THEY ACT AND INTERACT TO ATTAIN DESIRED OUTCOMES.

ORGANIZATIONAL BEHAVIOR

H. RANDOLPH BOBBIT JR.

PERCEPTION AND INDIVIDUAL DECISION

MAKING

PERCEPTION AND INDIVIDUAL DECISION MAKING

THE WORLD AS IT IS PERCEIVED IS THE WORLD THAT

IS BEHAVIORALLY IMPORTANT.

PERCEPTION : DEFINITION

A PROCESS BY WHICH INDIVIDUALS ORGANIZE AND

INTERPRET THEIR SENSORY IMPRESSIONS IN ORDER TO

GIVE MEANING TO THEIR ENVIRONMENT.

FACTORS INFLUENCING PERCEPTION

THE PERCEIVER

THE TARGET

THE SITUATION

FACTORS THAT INFLUENCE PERCEPTION

FACTORS IN THE SITUATION

THE PERCEIVER THE TARGET THE SITUATION

PERCEPTION

FACTORS IN THE PERCEIVER ATTITUDES MOTIVES INTERESTS EXPERIENCE EXPECTATIONS

FACTORS IN THE TARGET NOVELTY MOTION SOUNDS SIZE BACKGROUND PROXIMITY

DEFINITION OF ATTRIBUTION THEORY

WHEN INDIVIDUALS OBSERVE BEHAVIOR, THEY ATTEMPT TO DETERMINE WHETHER IT IS INTERNALLY OR EXTERNALLY CAUSED.

DETERMINATION IS BASED ON THREE FACTORS

DISTINCTIVENESS

CONSENSUS

CONSISTENCY

THERE IS A TENDENCY FOR INDIVIDUALS TO

ATTRIBUTE THEIR OWN SUCCESSES TO INTERNAL

FACTORS SUCH AS ABILITY OR EFFORT WHILE

PUTTING THE BLAME FOR FAILURE ON EXTERNAL

FACTORS SUCH AS LUCK.

FUNDAMENTAL ATTRIBUTION ERROR

THE TENDENCY TO UNDERESTIMATE THE INFLUENCE OF EXTERNAL FACTORS AND OVERESTIMATE THE INFLUENCE OF INTERNAL FACTORS WHEN MAKING JUDGMENTS ABOUT THE BEHAVIOR OF OTHERS.

SELF-SERVING BIAS

THE TENDENCY FOR INDIVIDUALS TO ATTRIBUTE THEIR OWN SUCCESS TO INTERNAL FACTORS WHILE PUTTING THE BLAME FOR FAILURES ON EXTERNAL FACTORS.

FREQUENTLY USED SHORTCUTS IN JUDGING OTHERS

SELECTIVE PERCEPTION

HALO EFFECT

CONTRAST EFFECTS

PROJECTION

STEREOTYPING


SELECTIVE PERCEPTION

PEOPLE SELECTIVELY INTERPRET WHAT THEY SEE ON THE BASIS OF THEIR INTERESTS, BACKGROUND, EXPERIENCE, AND ATTITUDES.

HALO EFFECT

DRAWING A GENERAL IMPRESSION ABOUT AN INDIVIDUAL ON THE BASIS OF A SINGLE CHARACTERISTIC.


CONTRAST EFFECTS

EVALUATIONS OF A PERSON’S CHARACTERISTICS

THAT ARE AFFECTED BY COMPARISONS WITH OTHER

PEOPLE RECENTLY ENCOUNTERED WHO RANK

HIGHER OR LOWER ON THE SAME CHARACTERISTICS.


PROJECTION

ATTRIBUTING ONE’S OWN CHARACTERISTICS TO OTHER PEOPLE.

STEREOTYPING

JUDGING SOMEONE ON THE BASIS OF ONE’S PERCEPTION OF THE GROUP TO WHICH THAT PERSON BELONGS.

SPECIFIC APPLICATIONS IN ORGANIZATIONS

EMPLOYMENT INTERVIEW

PERFORMANCE EXPECTATIONS

PERFORMANCE EVALUATION

EMPLOYEE EFFORT

EMPLOYEE LOYALTY

AMBIGUOUS PICTURE OF A YOUNG WOMAN AND AN OLD WOMAN.(SOURCE: EDWIN G. BORING, “A NEW AMBIGUOUS FIGURE,” AMERICAN JOURNAL OF PSYCHOLOGY, JULY 1930, P. 444. ALSO SEE ROBERT LEEPER, “A STUDY OF A NEGLECTED PORTION OF THE FIELD OF LEARNING - THE DEVELOPMENT OF SENSORY ORGANIZAITON,” JOURNAL OF GENETIC PSYCHOLOGY, MARCH 1935, P. 62. ORIGINALLY DRAWN BY CARTOONIST W.E. HILL AND PUBLISHED IN PUCK, NOVEMBER 6, 1915.)

CLEAR PICTURES OF THE YOUNG WOMAN AND OLD WOMAN.( SOURCE : ROBERT LEEPER, “A STUDY OF A

NEGLECTED PORTION OF THE FIELD OF LEARNING -

THE DEVELOPMENT OF SENSORY ORGANIZATION,”

JOURNAL OF GENETIC PSYCHOLOGY, MARCH 1935, P.

62. )

THE RATIONAL DECISION-MAKING PROCESS

RATIONAL

REFERS TO CHOICES THAT ARE CONSISTENT AND VALUE MAXIMIZING.

RATIONAL DECISION-MAKING

A DECISION-MAKING MODEL THAT DESCRIBES HOW INDIVIDUALS SHOULD BEHAVE IN ORDER TO MAXIMIZE SOME OUTCOME.

STEPS IN THE RATIONAL DECISION-MAKING MODEL

DEFINE THE PROBLEM

IDENTIFY THE DECISION CRITERIA

ALLOCATE WEIGHTS TO THE CRITERIA

DEVELOP THE ALTERNATIVES

EVALUATE THE ALTERNATIVES

SELECT THE BEST ALTERNATIVE

ASSUMPTIONS OF THE MODEL

PROBLEM CLARITY

KNOWN OPTIONS

CLEAR PREFERENCES

CONSTANT PREFERENCES

NO TIME OR COST CONSTRAINTS

MAXIMUM PAYOFF

CREATIVITY IN DECISION MAKING : DEFINITION

THE ABILITY TO COMBINE IDEAS IN A UNIQUE WAY

OR TO MAKE UNUSUAL ASSOCIATIONS BETWEEN

IDEAS.

DECISION MAKING ORGANIZATIONS

BOUNDED RATIONALITY

INTUITION

PROBLEM IDENTIFICATION

ALTERNATIVE DEVELOPMENT

MAKING CHOICES

ESCALATION OF COMMITMENT

BOUNDED RATIONALITY

INDIVIDUALS MAKE DECISIONS BY CONSTRUCTING SIMPLIFIED MODELS THAT EXTRACT THE ESSENTIAL FEATURES FROM PROBLEMS WITHOUT CAPTUREING ALL THEIR COMPLEXITY.

THE SATISFICING DECISION MAKER SETTLES FOR THE FIRST SOLUTION THAT IS “GOOD ENOUGH”.

INTUITIVE DECISION MAKING

AN UNCONSCIOUS PROCESS CREATED OUT OF DISTILLED EXPERIENCE.

INTUITION IS NOT INDEPENDENT OF RATIONAL ANALYSIS. THE TWO COMPLEMENT EACH OTHER.

Raja, my concern right now is with the fact that “I built up my status on a symbol which was never mine - it was given to me by Management on my request for a year during which I was to make my own OYT arrangement”

I am also concerned with the fact that your wife and children have got into this process of image-building on temporarily hired symbols. What bothers me is your passing on these values to them.

ob2 organizational behavior 2

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