This subject/course is designed to teach the basic language of organizational behavior to diverse audience/students, including those who are studying this as a supporting subject for their bachelor degree program. This course is designed to provide you the foundations of organizational behavior whether you intend to work in any field of interest.
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In last lecture we tried to understand the term of organizational behavior its need and its impact on the organization. The focus in this discussion is to have concept of about different core concepts of the organizational behavior and the increasingly important role of this subject in the ever-changing domestic and global business environment Today we will be covering following topics:
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Understanding and managing global organizational behavior begins with understanding the nature of the differences between national cultures and then tailoring an organization’s strategy and structure so that the organization can manage its activities as it expands abroad. To succeed, global companies must help their managers develop skills that allow them to work effectively in foreign contexts and deal with differences in national culture.
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Work values, attitudes, and moods have important effects on organizational behavior. Work values (a worker’s personal convictions about the outcomes one should expect from work and how one should behave at work) are an important determinant of on-the-job behavior. Job satisfaction and organizational commitment are two key work attitudes with important implications for understanding and managing behaviors such as organizational citizenship behavior, absenteeism, and turnover. Work moods are also important determinants of behavior in organizations. This chapter makes the following points:
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Perception and attribution are important topics because all decisions and behaviors in organizations are influenced by how people interpret and make sense of the world around them and each other. Perception is the process by which individuals select, organize, and interpret sensory input. Attribution is an explanation of the cause of behavior. Perception and attribution explain how and why people behave in organizations and how and why they react to the behavior of others. This chapter makes the following points:
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Interdisciplinary field dedicated to better understanding and managing people at work
Behavior is a function of both the Person and the Environment. B = f (P/E)
System of consciously coordinated activities of two or more people
Running the entire business via the Internet
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Organizations are not just collections of individuals working alone; members are usually clustered into groups or teams. Groups can accomplish things that are difficult for individuals working alone. The use of groups poses special challenges for management. Thus, this focuses on the nature and functioning of work groups and teams, such as how work groups develop and how group membership affects individual behavior.
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Group and organizational effectiveness hinge on minimizing process losses, achieving process gains, aligning group goals with organizational goals, and having the appropriate level of group cohesiveness. Three types of groups that are especially important in many organizations include the top management team, self-managed work teams, and research and development teams. This chapter makes the following points:
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Communication is one of the most important processes that take place in organizations. Effective communication allows individuals, groups, and organizations to achieve their goals and perform at a high level, and it affects virtually every aspect of organizational behavior. This chapter makes the following points.
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Leadership plays a central part in understanding group behavior, for it is the leader who usually provides the direction toward goal attainment. Therefore, a more accurate predictive capability should be valuable in improving group performance.
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Leaders at all levels in an organization help individuals, groups, and the organization as a whole achieve their goals and can thus have profound effects in organizations. The approaches to leadership covered help explain how leaders influence their followers and why leaders are sometimes effective and sometimes ineffective.
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If you want to get things done in a group or organization, it helps to have power. As a manager who wants to maximize your power, you will want to increase others’ dependence on you. You can, for instance, increase your power in relation to your boss by developing knowledge or a skill that he needs and for which he perceives no ready substitute, but power is a two-way street. You will not be alone in attempting to build your power bases. Others, particularly employees and peers, will be seeking to make you dependent on them. The result is a continual battle. While you seek to maximize others’ dependence on you, you will be seeking to minimize your dependence on others, and, of course, others you work with will be trying to do the same. Few employees relish being powerless in their job and organization. It has been argued, for instance, that when people in organizations are difficult, argumentative, and temperamental, it may be because they are in positions of powerlessness, where the performance expectations placed on them exceed their resources and capabilities.
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Many people automatically assume that conflict is related to lower group and organizational performance. This chapter has demonstrated that this assumption is frequently incorrect. Conflict can be either constructive or destructive to the functioning of a group or unit. Levels of conflict can be either too high or too low. Either extreme hinders performance. An optimal level is where there is enough conflict to prevent stagnation, stimulate creativity, allow tensions to be released, and initiate the seeds for change, yet not so much as to be disruptive or deter coordination of activities.
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Many people automatically assume that conflict is related to lower group and organizational performance. This chapter has demonstrated that this assumption is frequently incorrect. Conflict can be either constructive or destructive to the functioning of a group or unit. As shown in Exhibit 14-8, levels of conflict can be either too high or too low. Either extreme hinders performance. An optimal level is where there is enough conflict to prevent stagnation, stimulate creativity, allow tensions to be released, and initiate the seeds for change, yet not so much as to be disruptive or deter coordination of activities.
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Two or more freely interacting people with shared norms and goals and a common identity
Formed by the organization
Formed by friends or those with common interests.
A "we feeling" binding group members together
Expected behaviors for a given position.
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System of consciously coordinated activities of two or more people
Interdisciplinary field dedicated to better understanding and managing people at work
McGregor's modern and positive assumptions about employees being responsible and creative
An organizational culture dedicated to training, continuous improvement and customer satisfaction
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No other topic in management has undergone as much change in the past few years as that of organizing
and organizational structure. Traditional approaches to organizing work are being questioned and
reevaluated as managers search out structural designs that will best support and facilitate employees'
doing the organization's work—ones that can achieve efficiency but also have the flexibility that's
necessary for success in today's dynamic environment. Recall that organizing is defined as the process
of creating an organization's structure. That process is important and serves many purposes. The
challenge for managers is to design an organizational structure that allows employees to effectively and
efficiently do their work. Just what is an organization's structure? An organizational structure is the
formal framework by which job tasks are divided, grouped, and coordinated. When managers develop
or change an organization's structure, they are engaged in organizational design, a process that involves
decisions about six key elements: work specialization, departmentalization, chain of command, span of
control, centralization and decentralization, and formalization.
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This lecture considers the creation and use organizational structure and culture to manage individuals and inter-group relations effectively, particularly between different functions and divisions. It describes how managers group people and resources, integrate people and groups to stimulate them to work together, and how organizational values and norms influence inter-group relationships and organizational effectiveness.
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“Managerial function that tries to match an organization’s needs to the skills and abilities of its employees”
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Job analysis is the procedure through which you determine the duties and nature of the jobs and the kinds of people who should be hired for them. You can utilize the information it provides to write job descriptions and job specifications, which are utilized in recruitment and selection, compensation, performance appraisal, and training.
Job Analysis process has following steps:
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In this lecture, we first discuss the concept of career, career planning and development. Next, we distinguish between job security and career security. Then, we identify several factors that affect career planning and discuss both individual and organizational career planning. We next address career paths and discuss career development, then, career planning and development methods are described. We devote the last part of the chapter to a discussion of developing unique segments of the workforce.
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Employees form an overall subjective perception of the organization based on such factors as degree of risk tolerance, team emphasis, and support of people. This overall perception becomes, in effect, the organization’s culture or personality. These favorable or unfavorable perceptions then affect employee performance and satisfaction, with the impact being greater for stronger cultures.
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Organizational development (OD) is a term used to encompass a collection of planned-change interventions built on humanistic-democratic values that seek to improve organizational effectiveness and employee well-being.
The OD paradigm values human and organizational growth, collaborative and participative processes, and a spirit of inquiry.
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Stress affects individual well-being and has the potential to affect the extent to which individuals and organizations achieve their goals and perform at a high level. Stress is bound up with workers’ personal lives; thus the study of stress also entails exploring the nature of work-life linkages.
System of consciously coordinated activities of two or more people
Each employee should report to a single manager
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Business organizations today face unprecedented challenges. Across virtually every industry, managers are confronted with new conditions of rapid technological change and intense global competition – conditions that demand capacities of leadership, adaptability, and coordination on a scale never before imagined. As traditional sources of competitive advantage are being eroded, organization design is becoming a crucial strategic differentiator. This course aims to prepare you to help lead in the design of high-performance organizations, whether as a manager or a consultant.
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Interdisciplinary field dedicated to better understanding and managing people at work
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