Ob4 ORGANIZATIONAL BEHAVIOR4
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The document discusses key concepts in organizational behavior, including attitudes, job satisfaction, job involvement, and organizational commitment. It highlights the components of attitudes, the determinants of job satisfaction, the impact of employee performance, and the importance of organizational socialization. Additionally, it examines personality dimensions, values, mental abilities, and emotional management strategies in the workplace.
![HOW TO MANAGE ANGER IN YOURSELF AND OTHERS
REDUCING CHRONIC ANGER [IN
YOURSELF]
RESPONDING TO ANGRY
PROVOCATION
GUIDES FOR ACTION GUIDES FOR ACTION
• APPRECIATE THE POTENTIALLY
VALUABLE LESSONS FROM ANGER.
• EXPECT ANGRY PEOPLE TO
EXAGGERATE.
• USE MISTAKES AND SLIGHTS TO LEARN • RECOGNIZE THE OTHER’S
FRUSTRATIONS AND PRESSURES.
• RECOGNIZE THAT YOU AND OTHERS
CAN DO WELL ENOUGH WITHOUT
BEING PERFECT.
• USE THE PROVOCATION TO DEVELOP
YOUR ABILITIES.
• TRUST THAT MOST PEOPLE WANT TO
BE CARING, HELPFUL FAMILY
MEMBERS AND COLLEAGUES.
• ALLOW THE OTHER TO LET OFF STEAM.
• FORGIVE OTHERS AND YOURSELF. • BEGIN TO PROBLEM SOLVE WHEN THE
ANGER IS AT MODERATE LEVELS.
• CONFRONT UNREALISTIC, BLAME-
ORIENTED ASSUMPTIONS.
• CONGRATULATE YOURSELF ON
TURNING AN OUTBURST INTO AN
OPPORTUNITY TO FIND SOLUTIONS.
• ADOPT CONSTRUCTIVE, LEARNING-
ORIENTED ASSUMPTIONS.
• SHARE SUCCESSES WITH PARTNERS.
PITFALLS TO AVOID PITFALLS TO AVOID
• ASSUME EVERY SLIGHT IS A PAINFUL
WOUND.
• TAKE EVERY WORD LITERALLY.
• EQUATE NOT GETTING WHAT YOU
WANT WITH CATASTROPHE.
• DENOUNCE THE MOST EXTREME
STATEMENTS AND IGNORE MORE
MODERATE ONES.
• SEE EVERY MISTAKE AND SLIP AS A
TRANSGRESSION THAT MUST BE
CORRECTED IMMEDIATELY.
• DOUBT YOURSELF BECAUSE THE
OTHER DOES.
• ATTACK SOMEONE FOR YOUR GETTING
ANGRY.
• ATTACK BECAUSE YOU HAVE BEEN
ATTACKED.
• ATTACK YOURSELF FOR GETTING
ANGRY.
• FORGET THE EXPERIENCE WITHOUT
LEARNING FROM IT.
• TRY TO BE AND HAVE THINGS
PERFECT.
• SUSPECT PEOPLE’S MOTIVES UNLESS
YOU HAVE INCONTESTABLE EVIDENCE
THAT PEOPLE CAN BE TRUSTED.
• ASSUME ANY ATTEMPT TO CHANGE
YOURSELF IS AN ADMISSION OF
FAILURE.
• NEVER FORGIVE.
SOURCE: EPRINTED WITH PERMISSION FROM D TIJOSVOLD, LEARNING TO MANAGE CONFLICT:
GETTING PEOPLE TO WORK TOGETHER PRODUCTIVELY, PP 127-29 COPYRIGHT © 1993 DEAN
TJOSVOLD. FIRST PUBLISHED BY LEXINGTON BOOKS. ALL RIGHTS RESERVED.](https://image.slidesharecdn.com/ob4-161124071524/85/Ob4-ORGANIZATIONAL-BEHAVIOR4-38-320.jpg)
Ob4 ORGANIZATIONAL BEHAVIOR4
- 1. ORGANIZATIONAL BEHAVIOR • By sujith bhaskar R
- 2. ATTITUDES EVALUATIVE STATEMENTS OR JUDGMENTS CONCERNING OBJECTS, PEOPLE, OR EVENTS. COGNITIVE COMPONENT OF AN ATTITUDE THE OPINION OR BELIEF SEGMENT OF AN ATTITUDE.
- 3. AFFECTIVE COMPONENT OF AN ATTITUDE THE EMOTIONAL OR FEELING SEGMENT OF AN ATTITUDE. BEHAVIORAL COMPONENT OF AN ATTITUDE AN INTENTION TO BEHAVE IN A CERTAIN WAY TOWARD SOMEONE OR SOMETHING.
- 4. TYPES OF ATTITUDES MOST OF THE RESEARCH IN OB HAS BEEN CONCERNED WITH THREE ATTITUDES:- • JOB SATISFACTION • JOB INVOLVEMENT • ORGANIZATIONAL COMMITMENT
- 5. JOB SATISFACTION THE TERM JOB SATISFACTION REFERS TO AN INDIVIDUAL’S GENERAL ATTITUDE TOWARDS HIS OR HER OWN JOB.
- 6. JOB INVOLVEMENT THE DEGREE TO WHICH A PERSON IDENTIFIES WITH HIS OR HER JOB, ACTIVELY PARTICIPATES IN IT, AND CONSIDERS HIS OR HER PERFORMANCE IMPORTANT TO SELF-WORTH.
- 7. ORGANIZATIONAL COMMITMENT THE DEGREE TO WHICH AN EMPLOYEE IDENTIFIES WITH A PARTICULAR ORGANIZATION AND ITS GOALS, AND WISHES TO MAINTAIN MEMBERSHIP IN THE ORGANIZATION.
- 8. COGNITIVE DISSONANCE THEORY COGNITIVE DISSONANCE ANY INCOMPATIBILITY BETWEEN TWO OR MORE ATTITUDES OR BETWEEN BEHAVIOR AND ATTITUDES.
- 9. SELF-PERCEPTION THEORY ATTITUDES ARE USED AFTER THE FACT TO MAKE SENSE OUT OF AN ACTION THAT HAS ALREADY OCCURRED.
- 10. ♦ IT SEEMS THAT WE ARE VERY GOOD AT FINDING REASONS FOR WHAT WE DO, BUT NOT SO GOOD AT DOING WHAT WE FIND REASONS FOR.
- 11. WHAT DETERMINES JOB SATISFACTION • MENTALLY CHALLENGING WORK • EQUITABLE REWARDS • SUPPORTIVE WORKING CONDITIONS • SUPPORTIVE COLLEAGUES • PERSONALITY - JOB FIT • GENES … HEREDITARY
- 12. JOB SATISFACTION … INDIAN CONTEXT • COMMUNICATION … QUALITY • INTER-PERSONAL RELATIONSHIP • TRUST LEVEL • BASIC ATTITUDE (GIVE & TAKE) • PERCEIVED ORGANIZATIONAL & ` DEPARTMENTAL REALITIES • JOB / WORK / ROLE ITSELF • COMPENSATION & REWARD SYSTEM • CAREER ADVANCEMENT • RECOGNITION / MOTIVATION (INTERNAL/EXTERNAL) • REALITIES IN HOME FRONT … FAMILY • PERSONALITY MAKE UP … OUTLOOK
- 13. A SHIFT IN FOCUS FROM JOB SATISFACTION TO LIFE SATISFACTION … DELIGHT … CONTENTMENT … SOLACE
- 14. EFFECT OF JOB SATISFACTION ON EMPLOYEE PERFORMANCE • PRODUCTIVITY • ABSENTEEISM • TURN OVER
- 15. HOW EMPLOYEES EXPRESS DISSATISFACTION EXIT DISSATISFACTION EXPRESSED THROUGH BEHAVIOR DIRECTED TOWARD LEAVING THE ORGANIZATION. VOICE DISSATISFACTION EXPRESSED THROUGH ACTIVE AND CONSTRUCTIVE ATTEMPTS TO IMPROVE CONDITIONS.
- 16. HOW EMPLOYEES EXPRESS DISSATISFACTION LOYALTY DISSATISFACTION EXPRESSED BY PASSIVELY WAITING FOR CONDITIONS TO IMPROVE. NEGLECT DISSATISFACTION EXPRESSED THROUGH ALLOWING CONDITIONS TO WORSEN.
- 17. AN ATTITUDE IS DEFINED AS “A LEARNED PREDISPOSITION TO RESPOND IN A CONSISTENTLY FAVORABLE OR UNFAVORABLE MANNER WITH RESPECT TO A GIVEN OBJECT.”
- 18. ABILITY STABLE CHARACTERISTIC RESPONSIBLE FOR A PERSON’S MAXIMUM PHYSICAL OR MENTAL PERFORMANCE. SKILL SPECIFIC CAPACITY TO MANIPULATE OBJECTS.
- 19. INTELLIGENCE CAPACITY FOR CONSTRUCTIVE THINKING, REASONING, PROBLEM SOLVING.
- 20. EMOTIONS COMPLEX HUMAN REACTIONS TO PERSONAL ACHIEVEMENTS AND SETBACKS.
- 21. ABILITY EFFORT SKILL PERFORMANCE PERFORMANCE DEPENDS ON THE RIGHT COMBINATION OF EFFORT, ABILITY, AND SKILL
- 22. IMMATURITY CHARACTERISTICS MATURITY CHARACTERISTICS PASSIVITY ACTIVITY DEPENDENCE INDEPENDENCE FEW WAYS OF BEHAVING DIVERSE BEHAVIOR SHALLOW INTERESTS DEEP INTERESTS SHORT TIME PERSPECTIVE LONG TIME PERSPECTIVE SUBORDINATE POSITION SUPERORDINATE POSITION LACK OF SELF-AWARENESS SELF-AWARENESS AND CONTROL
- 23. CHARACTERISTICS OF THE ORGANIZATIONAL SOCIALIZATION OF EMPLOYEES 1. CHANGE OF ATTITUDES, VALUES, AND BEHAVIORS 2. CONTINUITY OF SOCIALIZATION OVER TIME 3. ADJUSTMENT TO NEW JOBS, WORK GROUPS, AND ORGANIZATIONAL PRACTICES 4. MUTUAL INFLUENCE BETWEEN NEW RECRUITS AND THEIR MANAGERS 5. CRITICALITY OF THE EARLY SOCIALIZATION PERIOD.
- 24. STEPS FOR SUCCESSFUL ORGANIZATIONAL SOCIALIZATION 1. PROVIDE A CHALLENGING FIRST JOB. 2. PROVIDE RELEVANT TRAINING. 3. PROVIDE TIMELY AND CONSISTENT FEEDBACK. 4. SELECT A GOOD FIRST SUPERVISOR TO BE IN CHARGE OF SOCIALIZATION. 5. DESIGN A RELAXED ORIENTATION PROGRAM. 6. PLACE NEW RECRUITS IN WORK GROUPS WITH HIGH MORALE.
- 25. COMPONENTS OF ATTITUDES EMOTIONAL COMPONENT THE EMOTIONAL COMPONENT INVOLVES THE PERSON’S FEELINGS OR AFFECT-POSITIVE, NEUTRAL, OR NEGATIVE-ABOUT AN OBJECT. INFORMATIONAL COMPONENT THE INFORMATIONAL COMPONENT CONSISTS OF THE BELIEFS AND INFORMATION THE INDIVIDUAL HAS ABOUT THE OBJECT. BEHAVIORAL COMPONENT THE BEHAVIORAL COMPONENT CONSISTS OF A PERSON’S TENDENCIES TO BEHAVE IN A PARTICULAR WAY TOWARDS AN OBJECT.
- 26. •THE ADJUSTMENT FUNCTION •THE EGO-DEFENSIVE FUNCTION •THE VALUE-EXPRESSIVE FUNCTION •THE KNOWLEDGE FUNCTION FUNCTIONS OF ATTITUDES
- 27. •BARRIERS TO CHANGING ATTITUDES •PROVIDING NEW INFORMATION •USE OF FEAR •RESOLVING DISCREPANCIES •INFLUENCE OF FRIENDS OR PEERS •THE CO-OPTING APPROACH CHANGING ATTITUDES
- 28. INTERNAL LOCUS OF CONTROL ATTRIBUTING OUTCOMES TO ONE’S OWN ACTIONS. EXTERNAL LOCUS OF CONTROL ATTRIBUTING OUTCOMES TO CIRCUMSTANCES BEYOND ONE’S CONTROL.
- 29. ATTITUDE LEARNED PREDISPOSITION TOWARD A GIVEN OBJECT
- 30. LEARNED HELPLESSNESS DEBILITATING LACK OF FAITH IN ONE’S ABILITY TO CONTROL THE SITUATION
- 31. SELF-EFFICACY IMPLICATIONS FOR MANAGERS SELF-EFFICACY REQUIRES CONSTRUCTIVE ACTION IN EACH OF THE FOLLOWING MANAGERIAL AREAS: 1. RECRUITING/SELECTION/JOB ASSIGNMENTS 2. JOB DESIGN 3. TRAINING AND DEVELOPMENT 4. SELF-MANAGEMENT 5. GOAL SETTING AND QUALITY IMPROVEMENT 6. COACHING 7. LEADERSHIP 8. REWARDS.
- 32. THE BIG FIVE PERSONALITY DIMENSIONS PERSONALITY DIMENSION CHARACTERISTICS OF A PERSON SCORING POSITIVELY ON THE DIMENSION 1. EXTRAVERSION OUTGOING, TALKATIVE, SOCIABLE, ASSERTIVE 2. AGREEABLENESS TRUSTING, GOOD NATURED, COOPERATIVE, SOFT HEARTED 3. CONSCIENTIOUSNESS DEPENDABLE, RESPONSIBLE, ACHIEVEMENT ORIENTED, PERSISTENT 4. EMOTIONAL STABILITY RELAXED, SECURE, UNWORRIED 5. OPENNESS TO EXPERIENCE INTELLECTUAL, IMAGINATIVE, CURIOUS, BROAD MINDED SOURCE: ADAPTED FROM M R BARRICK AND M K MOUNT, “AUTONOMY AS A MODERATOR OF THE RELATIONSHIPS BETWEEN THE BIG FIVE PERSONALITY DIMENSIONS AND JOB PERFORMANCE,” JOURNAL OF APPLIED PSYCHOLOGY, FEBRUARY 1993, PP 111-18
- 33. Executives Union Members Activists Terminal Instrumental Terminal Instrumental Terminal Instrumental 1. Self- respect 1. Honest 1. Family Security 1. Responsible 1. Equality 1. Honest 2. Family security 2. Responsible 2. Freedom 2. Honest 2. A world of peace 2. Helpful 3. Freedom 3. Capable 3. Happiness 3. Courageous 3. Family security 3. Courageous 4. A sense of accomplishment 4. Ambitious 4. Self-respect 4. Independent 4. Self- respect 4. Responsible 5. Happiness 5. Independent 5. Mature love 5. Capable 5. Freedom 5. Capable Source: Based on W.C. Frederick and J. Weber, “The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications,” in W.C. Frederick and L. E. Preston (eds), Business Ethics: Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 123-44.
- 34. TERMINAL AND INSTRUMENTAL VALUES IN ROKEACH SURVEY TERMINAL VALUES INSTUMENTAL VALUES A COMFORTABLE LIFE (A PROSPEROUS LIFE) AMBITIOUS (HARDWORKING, ASPIRING) AN EXCITING LIFE (A STIMULATING, ACTIVE LIFE) BROAD-MINDED (OPEN- MINDED) A SENSE OF ACCOMPLISHMENT (LASTING CONTRIBUTION) CAPABLE (COMPETENT, EFFECTIVE) A WORLD AT PEACE (FREE OF WAR AND CONFLICT) CHEERFUL (LIGHT-HEARTED, JOYFUL) A WORLD OF BEAUTY (BEAUTY OF NATURE AND THE ARTS) CLEAN (NEAT, TIDY) EQUALITY (BROTHERHOOD, EQUAL OPPORTUNITY FOR ALL) COURAGEOUS (STANDING UP FOR YOUR BELIEFS) FAMILY SECURITY (TAKING CARE OF LOVED ONES) FORGIVING (WILLING TO PARDON OTHERS) FREEDOM (INDEPENDENCE, FREE CHOICE) HELPFUL (WORKING FOR THE WELFARE OF OTHERS) HAPPINESS (CONTENTEDNESS) HONEST (SINCERE, TRUTHFUL)
- 35. TERMINAL VALUES INSTUMENTAL VALUES MATURE LOVE (SEXUAL AND SPIRITUAL INTIMACY) INDEPENDENT (SELF- RELIANT, SELF-SUFFICIENT) NATIONAL SECURITY (PROTECTION FROM ATTACK) INTELLECTUAL (INTELLIGENT, REFLECTIVE) PLEASURE (AN ENJOYABLE, LEISURELY LIFE) LOGICAL (CONSISTENT, RATIONAL) SALVATION (SAVED, ETERNAL LIFE) LOVING (AFFECTIONATE, TENDER) SELF-RESPECT (SELF- ESTEEM) OBEDIENT (DUTIFUL, RESPECTFUL) SOCIAL RECOGNITION (RESPECT, ADMIRATION) POLITE (COURTEOUS, WELL MANNERED) TRUE FRIENDSHIP (CLOSE COMPANIONSHIP) RESPONSIBLE (DEPENDABLE, RELIABLE) WISDOM (A MATURE UNDERSTANDING OF LIFE) SELF-CONTROLLED (RESTRAINED, SELF- DISCIPLINED) Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).
- 36. MENTAL ABILITIES UNDERLYING PERFORMANCE ABILITY DESCRIPTION 1. VERBAL COMPREHENSION THE ABILITY TO UNDERSTAND WHAT WORDS MEAN AND TO READILY COMPREHEND WHAT IS READ. 2. WORD FLUENCY THE ABILITY TO PRODUCE ISOLATED WORDS THAT FULFILL SPECIFIC SYMBOLIC OR STRUCTURAL REQUIREMENTS (SUCH AS ALL WORDS THAT BEGIN WITH THE LETTER B AND HAVE TWO VOWELS). 3. NUMERICAL THE ABILITY TO MAKE QUICK AND ACCURATE ARITHMETIC COMPUTATIONS SUCH AS ADDING AND SUBTRACTING. 4. SPATIAL BEING ABLE TO PERCEIVE SPATIAL PATTERNS AND TO VISUALIZE HOW GEOMETRIC SHAPES WOULD LOOK IF TRANSFORMED IN SHAPE OR POSITION. 5. MEMORY HAVING GOOD ROTE MEMORY FOR PAIRED WORDS, SYMBOLS, LISTS OF NUMBERS, OR OTHER ASSOCIATED ITEMS. 6. PERCEPTUAL SPEED THE ABILITY TO PERCEIVE FIGURES, IDENTIFY SIMILARITIES AND DIFFERENCES, AND CARRY OUT TASKS INVOLVING VISUAL PERCEPTION. 7. INDUCTIVE REASONING THE ABILITY TO REASON FROM SPECIFICS TO GENERAL CONCLUSIONS. SOURCE: ADAPTED FROM M D DUNNETTE, “APTITUDES, ABILITIES, AND SKILLS,” IN HANDBOOK OF INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY, ED M D DUNNETTE (SKOKIE, IL: RAND MCNALLY, 1976), PP 478-83
- 37. Disgust Envy/ jealousy Sadness Guilt/ shame Fright/ anxiety Anger Happiness/joy Pride Love/affection Relief Negative Emotions (Goal incongruent) Positive Emotions (Goal congruent) Positive and Negative Emotions Source: Adapted from discussion in R S lazarus, Emotion and Adaptation (New York: Oxford University Press, 1991), Chs 6,7.
- 38. HOW TO MANAGE ANGER IN YOURSELF AND OTHERS REDUCING CHRONIC ANGER [IN YOURSELF] RESPONDING TO ANGRY PROVOCATION GUIDES FOR ACTION GUIDES FOR ACTION • APPRECIATE THE POTENTIALLY VALUABLE LESSONS FROM ANGER. • EXPECT ANGRY PEOPLE TO EXAGGERATE. • USE MISTAKES AND SLIGHTS TO LEARN • RECOGNIZE THE OTHER’S FRUSTRATIONS AND PRESSURES. • RECOGNIZE THAT YOU AND OTHERS CAN DO WELL ENOUGH WITHOUT BEING PERFECT. • USE THE PROVOCATION TO DEVELOP YOUR ABILITIES. • TRUST THAT MOST PEOPLE WANT TO BE CARING, HELPFUL FAMILY MEMBERS AND COLLEAGUES. • ALLOW THE OTHER TO LET OFF STEAM. • FORGIVE OTHERS AND YOURSELF. • BEGIN TO PROBLEM SOLVE WHEN THE ANGER IS AT MODERATE LEVELS. • CONFRONT UNREALISTIC, BLAME- ORIENTED ASSUMPTIONS. • CONGRATULATE YOURSELF ON TURNING AN OUTBURST INTO AN OPPORTUNITY TO FIND SOLUTIONS. • ADOPT CONSTRUCTIVE, LEARNING- ORIENTED ASSUMPTIONS. • SHARE SUCCESSES WITH PARTNERS. PITFALLS TO AVOID PITFALLS TO AVOID • ASSUME EVERY SLIGHT IS A PAINFUL WOUND. • TAKE EVERY WORD LITERALLY. • EQUATE NOT GETTING WHAT YOU WANT WITH CATASTROPHE. • DENOUNCE THE MOST EXTREME STATEMENTS AND IGNORE MORE MODERATE ONES. • SEE EVERY MISTAKE AND SLIP AS A TRANSGRESSION THAT MUST BE CORRECTED IMMEDIATELY. • DOUBT YOURSELF BECAUSE THE OTHER DOES. • ATTACK SOMEONE FOR YOUR GETTING ANGRY. • ATTACK BECAUSE YOU HAVE BEEN ATTACKED. • ATTACK YOURSELF FOR GETTING ANGRY. • FORGET THE EXPERIENCE WITHOUT LEARNING FROM IT. • TRY TO BE AND HAVE THINGS PERFECT. • SUSPECT PEOPLE’S MOTIVES UNLESS YOU HAVE INCONTESTABLE EVIDENCE THAT PEOPLE CAN BE TRUSTED. • ASSUME ANY ATTEMPT TO CHANGE YOURSELF IS AN ADMISSION OF FAILURE. • NEVER FORGIVE. SOURCE: EPRINTED WITH PERMISSION FROM D TIJOSVOLD, LEARNING TO MANAGE CONFLICT: GETTING PEOPLE TO WORK TOGETHER PRODUCTIVELY, PP 127-29 COPYRIGHT © 1993 DEAN TJOSVOLD. FIRST PUBLISHED BY LEXINGTON BOOKS. ALL RIGHTS RESERVED.
- 39. Personality traits Self-concept •Self-esteem •Self-efficacy •Self-monitoring Attitudes Abilities Emotions The Unique Individual Forms of Self-Expression A Conceptual Model for the Study of Individual Differences in OB