CHAPTER 1 INTRODUCTION TO ORGANIZATIONAL BEHAVIOR Definition of organization Consciously organized social unit Composed of two or more people To achieve a common goal or a set of goals Organization as a open system Organization are open systems of interacting components including tasks technology people and structure Task mission purpose goal People human resources of the organization Technology tools knowledge techniques used to transform inputs into outputs Structure systems of communications authority and roles External component Task environment suppliers customers and federal regulators The organization systems works by taking inputs converting them into throughputs and delivering output to its task environment Inputs human informational material and financial resources used by the organization Throughputs materials resources as they are transformed by technology Outputs when the transformation is complete For customers consumers and clients Formal and Informal Organizations Formal official legitimate and most visible part of the organization Informal unofficial and less visible Hawthorne studies conducted in 1920s and 1930s and concerned with importance of informal organizations Formal and informal elements of an organization can sometimes conflict Evidence based management Managerial decisions and organizational practices informed by the best available scientific evidence A way of thinking Experimentation and learning from the data Knowing and using theory and evidence to formulate decisions and policies Based in scientific method o Rigorous methodology ideally randomized experiments o Rigorous analytic methods quantifiable reliable and valid o Collection and analysis of data to explain and predict o Antecedents in medicine and education o Emergent in business Implications for management o Data data data o Iterative o Depends on research questions o Beware of claiming causality and correlation and of unsupported generalizations CHAPTER 3 PERCEPTION Perception psychological process that creates individual differences Social Perception Management activities rely on perception Social perception the process of interpreting information about another person Individual social perception determines the way to see peers Often culturally determined Based on cultural background we tend to perceive things in certain ways Culture can affect our interpretation of data we gather as well as the meaning we add to it Self concept the better we understand ourselves the more accurate our perception of others Cognitive structure allows a person to perceive multiple characteristics of another person rather than attending to just a few traits Characteristics of the perceiver This can affect social perception Mood Familiarity Attitudes Characteristics of the target Physical appearance Verbal communications Nonverbal communication Intentions Characteristics of the situation Barriers to Social Perception Social context Strength of situational cues Selective perception tendency to prefer information that supports our viewpoints Stereotype generalization about a group of people First impression error remember what we perceive first about someone and sometimes we are quite reluctant to change our initial impressions Projection false consensus effect causes inaccurate perceptions of others Assuming that our beliefs and values are commonly held and normative overestimation of commonality Self fulfilling prophecies our expectations affect the way we interact with others such that we provoke the very response we expect Halo Effect Drawing a general impression about an individual on the basis of a single characteristic Can be either positive or negative Ex Let s suppose that you are a human resource manager responsible for selecting new employees based on in depth interviews You have to judge based on several objective criteria but not physical appearance But if there is a really good looking man or woman or if someone is showing some disgusting behavior their physical appearance or specific behavior can affect your general impression about them which biases your judgment Contrast Effect Your evaluation of people is affected by comparisons with other recently encountered people In any kind of competition music or art none of you may want to perform behind an extremely good performer because judges and audience can be spoiled by the excellence of the previous performer and give you lower scores than what you can normally get In contrast if you are behind a bad performer you have some advantages Schema Schemas are categorizations and descriptions of the characteristic features of people situations or objects Ex Automobile truck bus car Scripts a special kind of schema that is about a sequence of events Scripts provide a mental representation of the events that guide or behavior Mental Models Attribution Attribution biases Someone may think the person is late because the person is lazy or other people may think that it must be due to the traffic Attribution refers to our specification of the perceived causes of events However people often do so too quickly without any concrete ground which also distort the reality Fundamental attribution error People tend to attribute others success to external factors e g good luck while attributing their own success to internal cause e g smart or hard working But when they see failures the attributions go the opposite we tend to attribute others failure to internal factors e g lack of effort or stupid while attributing our own failures to external factors e g bad luck CHAPTER 9 BUILDING TEAMS Hackman s model for effective teams Inputs Processes Outputs Team Design Task related Results Clear and Interpersonal Values compelling goal dynamics Outcomes Tuckman s team development model Forming o Unclear individual roles and responsibilities o Tends to rely on the leader to answer questions about the team s purpose o Requires that members feel they are part of the team o Get to know each other Storming o Conflict for positions in the team o Clarity of purpose increase o Members assess one another with regard to trustworthiness emotional comfort and evaluative acceptance o Leader style is key Norming o Agreement and consensus o Clear roles and responsibilities o Facilitation Performing o Clear vision and purpose o Focus on goal achievement o Delegation Adjouring o Task completion o Good feeling about achievements o Recognition Dream teams and why they fail Common paths to
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