Introductions

DefinitionsPerspectives of Organizational Effectiveness

Open systems Perspective

Organizational Learning

Perspective.

High-Performance Work Practices

Perspective

Stakeholder Perspective

Types of Individual Behavior

Task Performance

Organizational Citizenship

Counterproductive work behavior

Joining and staying with the

organization

Maintaining work Attendance

Challenges for organization

Globalization Increasing of work diversity

Its consequences

Emerging employment relationship

Anchors of OB knowledge

Multidisciplinary anchor

Systematic research anchor

Contingency anchor

Multiple levels of analysis anchor

Individual Behavior, personality and

values

MARS Model

Employee Motivation Ability

Role perceptions Situational factor

Personality in Organizations

Personality Determinants:

Nature/Nurture

5-Factor Model of Personality (CANOE)

Jungian Personality Theory

Myers-Briggs Type Indicator

Caveats about Personality in testing

in Organizations

Self Concept: The “I” In OB. Self Verification

Self evaluation

Self esteem Self efficacy

Locus of control

Social Self

Self concept and OB Values in the workplace

Types of Values Values and Individual behavior

Value Congruence

Value Across cultures

Individualism and collectivism Power distance

Uncertainty Avoidance

Achievement nurturing

orientation

Ethical values and behavior

3 ethical principles

Moral intensity, ethical sensitivity

and situational influences.

Supporting ethical behavior

Perception and Learning Organization

Perceptual process

Perceptual Organizations and

interpretation

Mental models

Social Identify and Stereotyping

Stereotyping in Organizations

Problems with stereotyping

Attribution theory

Errors

Self-fulfilling prophecy

Contingencies of self-fulfilling prophecy

Other Perceptual Errors

Halo effect

Primary effect

Recency effect

False-cinsensus effect

Improving effects

Awareness of perceptual biases

Improving self-awareness

Meaningful interaction

Learning in organizations

Behavior modification: Leaning through Reinforcement

A-B-Cs behavior modification

Contingencies of reinforcement

Behavior modification in practice

Social Learning Theory: Learning by Observing.

Learning through experience

Wor

kpla

ce e

moti

ons,

atti

tude

s an

d st

ress

.

Emotions in workplace

Types of emotions

Emotions, attitudees, and behavior

How emotions influence attitudes and behavior

Cognitive dissonance

Emotions and personality

Managing emotions at work

Emotional display norms across cultures

Emotional dissonance

Emotional intelligence Improving emotional intelligence

Job satisfaction Job satisfaction and work behavior (EVLN)

Job satisfaction and performance

Job satisfaction and customer satisfaction

Organizational commitment

Consequences of Org Commitment

Building org. commitment

Work-related stress and its management

General adaptive syndrome

Consequences of distress Job burnout

Stressors

Harassment and incivility

Work overload

Low task controlIndividual of differences in stress

Managing work-related stress

Remove the stressors

Withdraw from the stressors

Change stress perception

Control stress consquences

Receive social support

Moti

vatio

ns.

Employee engagement.

Employee drives and needs.

Individual differences in needs

Maslow’s needs hierarchy theory. Limitations

ERG theory

Learned Needs theory

nAch

nAff

nPow

Learning Needs

4-drives theory

Its influences.

Implications

Expectancy theory of motivation Practice of the theory.

Increasing E-to-P expectancies

Increasing P-to-O expectancies

Increasing outcome valences

Goal setting and feedback

Balanced Scorecard

Characteristics of effective feedback

Feedback through strength based

coaching

Sources of feedback

Multisource feedback

Closing feedback sources

Evaluating goal setting and feedback

Organizational justice

Equity theory

Inequity and employee motivation

Individual differences equity sensitivity

Evaluating equity theoryProcedural justice

Appl

ied

Perfo

rman

ce

Prac

tices

Money in the workplace

Financial Reward Practices

Membership and seniority based reward

Job status based rewards

Competency based rewards

Performance-based rewards

Improving reward effectiveness

Link rewards to performance

Ensure that reward are relevant

Use team rewards for interdependent jobs

Ensure that reward are valued

Watch out for unintended consequences

Job design practices

JD and work efficiency

Scientific management

Problems with job specifications

JD and work motivation

Core job characteristics

Critical psychological state

Individual differences

JD practices that motivated

Job rotation

Job enlargement

Job enrichmentEmpowerment Practices Supporting empowerment

Self-leadership Practices

Self-leadership strategies

Personal goal setting

Designing natural rewards

Self-monitoring

Self-reinforcement

Self-leadership effectiveness

Self-leadership contingency

Team

Dyn

amic

s

Teams & Informal groups Informal Groups

Adv & Disadv. Of Teams Challenges

Model of Teams effectiveness Organizational and Team Environment

Team design Elements

Team characteristics

Pooled

Sequential

ReciprocalTeam size

Team composition

Team process

Team development

Forming -> Storming-> Norming-> Performing->

Adjourning.

Team roles

Team norms

Team cohesion

Influences

Consequences

Team trust

Self direct teams Success factors

Virtual Teams Success Factors

Team decision making

Constraints

Evaluation Apprehension

Pressure to conform

Groupthink

Time constraints

Team structures to improve DM

Conflict

Brainstorming

Electronic brainstorming

Nominal group technique

Com

mun

icati

on in

team

s and

O

rgan

izatio

n

Importances

Model of communication

Influences on effective enc & dec.

Communication channels

Computer-mediated communication Email & problems

Nonverbal communication Emotional contagion

Choosing the best communication channel

Social acceptance

Media richness Evaluating media-richness theory

Communication channels and persuasion

Communication barriers

Perceptual processes

Filtering

Language

Jargon

Ambiguity of language

Information overload

Cross-cultural and cross-gender communication

Nonverbal differences across cultures

Gender differences in comm.

Improving interpersonal communication

Getting msg. across

Active listening

Sensing

Evaluating

RespondingCommunication through

grapevine

Characteristics

Benefits and limitations

Conflict and negotiation in the

workplace

Bad or good conflict

Past-present perspective of conflict

Conflict is bad

Optimal conflict

Two types of conflict

Emerging view

Constructive

Relationship conflict.

Separating

Conflict process model

Structural sources of conflict in org.

Incompatible goals

Differentiation

Interdependence

Scarce resources

Comm. Prob.

Interpersonal conflict handling style

Problem solving, forcing, avoiding,

yielding, compromising.

Choosing the best style

Cultural and gender differences

Structural approaches to CM

Emphasizing superordinate goals

Reducing differentiation

Improving communication and

understanding

Reducing task

Increasing resources

Clarifying rules and procedures.

Resolving conflict through negotiation

Bargaining zone model of negotiations

situational influences on negotiations

Location

Physical setting

Time passage and deadlines

Audiences characteristics

Negotiator skills

Preparation

Info. Gather

Comm. Effectively

Making concessions

3rd party conflict resolution

Arbitration

Inquisition

Mediation

Lead

ersh

ip

Leadership Context Shared leadership

Competency Perspective of leadership

Categories

Personality

Self-concept

Drive

Integrity

Leadership motivation

Knowledge of the business

Cognitive and practical intelligence

Emotional intelligence

Limitation

Behavioral Perspective of Leadership Task & People oriented.

Contingency Perspective of Leadership

Path-Goal Theory

Styles

Contingencies

Other Contingency Theory

Situational Leadership Theory

Fiedler’s Contingency Model

Changing the situation to match the Leader’s Natural

styleLeadership Substitutes

Transformational Perspective of Leadership

Transformational vs. Transactional Leadership

Transformational vs. Charismatic leadership

Elements of Transformational Leadership

Create a strategic Vision

Communicate with the vision

Model the vision

Build commitment toward the vision

Evaluating the perspective

Prototypes of effective leader

Romance of leadership

Cross-cultural and gender issue.

Org

aniza

tiona

l cul

ture

Elements of org. culture

Content of org culture

Organizational subcultures

Deciphering organizational culture through artifacts

Organizational and legends

Rituals and ceremonies

Organizational language

Physical structures symbols

Importance of organizational culture

Contingencies & effectiveness

Culture content alignment with environment

Avoiding a corporate cult

Adaptive cultureOrganizational culture and business ethics

Merging organizational cultures

Bicultural audit

Strategies for merging cultures

Assimilation

Deculturation

Intergration

Separation

Changing and strengthening organizational culture

Actions of founders and leaders

Aligning artifacts

Introducing culturally consistent rewards

Attracting, selecting, socializing employees

Organizational socializing

Learning and adjustment process

Stages

Pre-employment socialization

Encounter

Role management

Outcomes

Improving the process Agents

Org

aniza

tiona

l cha

nges

Lewin’s force field analysis model Restraining forces

Employees resistance

The factors

Unfreezing, changing and refreezing

Creating urgerncy for change

Reducing the restraining force

Communication

Learning

Employee involvement

Stress management

Negotiation

Coercion

Refreezing the desired conditions

Change agents, strategic visions and diffusing

changes

4 approaches

Action research approaches

Form client-consultant relationship

Diagnose the need for change

Introduce intervention

Evaluate and stabilize change

Appreciative inquiry approach

4D model of appreciation inquiry

Discovery

Dreaming

Designing

Delivering

Parallel learning structure approach

Cross cultural & ethical issues in org. change

Org. behavior: the journey continues.