This document discusses several topics related to organizational behavior including: 1. It introduces perspectives of organizational effectiveness such as open systems perspective and organizational learning perspective. 2. It discusses challenges for organizations like increasing work diversity and globalization. 3. It covers types of individual behavior like task performance, organizational citizenship behavior, and counterproductive work behavior.

1. Introductions
Perspectives of
Types of Individual Challenges for Anchors of OB
Definitions Organizational
Behavior organization knowledge
Effectiveness
Emerging
Open systems Increasing of work Multidisciplinary
Task Performance Globalization employment
Perspective diversity anchor
relationship
Organizational
Organizational Systematic
Learning Its consequences
Citizenship research anchor
Perspective.
High-Performance
Counterproductive Contingency
Work Practices
work behavior anchor
Perspective
Joining and staying
Stakeholder Multiple levels of
with the
Perspective analysis anchor
organization
Maintaining work
Attendance

2. Individual
Behavior, personalit
y and values
Personality in
MARS Model
Organizations
Personality
Employee 5-Factor Model of
Ability Determinants:
Motivation Personality (CANOE)
Nature/Nurture
Jungian Personality Myers-Briggs Type
Role perceptions Situational factor
Theory Indicator
Caveats about
Personality in
testing in
Organizations
Self Concept: The “I”
Self Verification
In OB.
Self evaluation Social Self
Self esteem Self efficacy
Locus of control
Values in the
Self concept and OB
workplace
Values and
Types of Values
Individual behavior
Value Congruence
Value Across Ethical values and
cultures behavior
Moral
intensity, ethical
Individualism and
Power distance 3 ethical principles sensitivity and
collectivism
situational
influences.
Achievement
Uncertainty Supporting ethical
nurturing
Avoidance behavior
orientation

3. Perception and
Learning Organization
Social Identify and Learning in
Perceptual process Attribution theory Self-fulfilling prophecy Other Perceptual Errors Improving effects
Stereotyping organizations
Perceptual Behavior modification:
Stereotyping in Contingencies of self- Awareness of
Organizations and Errors Halo effect Leaning through
Organizations fulfilling prophecy perceptual biases
interpretation Reinforcement
Problems with Improving self- A-B-Cs behavior Social Learning Theory: Learning through
Mental models Primary effect
stereotyping awareness modification Learning by Observing. experience
Contingencies of
Recency effect Meaningful interaction
reinforcement
Behavior modification
False-cinsensus effect
in practice

4. How emotions influence
Types of emotions
attitudes and behavior
Emotions in workplace
Emotions, attitudees, and
Cognitive dissonance
behavior
Emotional display norms
Emotions and personality
across cultures
Managing emotions at
work
Emotional dissonance
Improving emotional
Emotional intelligence
intelligence
Workplace emotions, attitudes
Job satisfaction and
performance
Job satisfaction and work
Job satisfaction
behavior (EVLN)
and stress.
Job satisfaction and
customer satisfaction
Consequences of Org
Commitment
Organizational
commitment
Building org. commitment
General adaptive syndrome
Consequences of distress Job burnout
Harassment and incivility
Stressors Work overload
Work-related stress and its
management
Individual of differences in
Low task control
stress
Remove the stressors
Withdraw from the
stressors
Managing work-related
Change stress perception
stress
Control stress consquences
Receive social support

5. Individual differences in
needs
Maslow’s needs
Limitations
hierarchy theory.
ERG theory nAch
Employee engagement.
Employee drives and nAff
needs. Learned Needs theory
nPow
Learning Needs
Its influences.
4-drives theory
Implications
Motivations.
Increasing E-to-P
expectancies
Expectancy theory of Increasing P-to-O
Practice of the theory.
motivation expectancies
Increasing outcome
Balanced Scorecard
valences
Feedback through
Characteristics of
strength based
effective feedback
coaching
Goal setting and
feedback Multisource feedback
Sources of feedback
Closing feedback
sources
Evaluating goal setting
and feedback
Inequity and employee
motivation
Individual differences
Equity theory
equity sensitivity
Organizational justice
Evaluating equity
Procedural justice
theory

6. Membership and seniority
based reward
Money in the workplace Job status based rewards
Financial Reward Competency based Link rewards to
Practices rewards performance
Performance-based Ensure that reward are
rewards relevant
Improving reward Use team rewards for
effectiveness interdependent jobs
Ensure that reward are
valued
Watch out for unintended
consequences
Scientific management
JD and work efficiency
Applied Performance
Problems with job
specifications
Practices
Core job characteristics
JD and work motivation Critical psychological state
Job design practices
Individual differences
Job rotation
JD practices that
Job enlargement
motivated
Supporting
Empowerment Practices Job enrichment
empowerment
Personal goal setting
Designing natural rewards
Self-leadership strategies
Self-monitoring
Self-leadership
Self-leadership Practices
effectiveness
Self-reinforcement
Self-leadership
contingency

7. Teams & Informal groups Informal Groups
Adv & Disadv. Of Teams Challenges
Model of Teams Organizational and Team
effectiveness Environment
Pooled
Team characteristics Sequential
Team design Elements Team size Reciprocal
Team composition
Forming -> Storming->
Norming-> Performing->
Team Dynamics
Adjourning.
Team development Team roles
Team norms
Team process
Influences
Team cohesion
Consequences
Team trust
Self direct teams Success factors
Virtual Teams Success Factors
Evaluation Apprehension
Pressure to conform
Constraints
Groupthink
Time constraints
Team decision making
Conflict
Brainstorming
Team structures to improve
DM
Electronic brainstorming
Nominal group technique

8. Importances
Model of Influences on effective
communication enc & dec.
Computer-mediated
Email & problems
communication
Communication
channels
Nonverbal
Emotional contagion
communication
Social acceptance
Choosing the best Evaluating media-
Media richness
communication channel richness theory
Communication
Communication in teams and
channels and persuasion
Perceptual processes
Organization
Filtering
Communication barriers Jargon
Language
Ambiguity of language
Information overload
Nonverbal differences
across cultures
Cross-cultural and cross-
gender communication
Gender differences in
comm.
Getting msg. across Sensing
Improving interpersonal
communication
Active listening Evaluating
Characteristics Responding
Communication through
grapevine
Benefits and limitations

9. Conflict and
negotiation in the
workplace
Conflict process Structural sources of Interpersonal conflict Structural approaches Resolving conflict
Bad or good conflict
model conflict in org. handling style to CM through negotiation
Problem
Past-present solving, forcing, avoidi Emphasizing Bargaining zone situational influences 3rd party conflict
Emerging view Incompatible goals Negotiator skills
perspective of conflict ng, yielding, comprom superordinate goals model of negotiations on negotiations resolution
ising.
Choosing the best Reducing
Conflict is bad Constructive Differentiation Location Preparation Arbitration
style differentiation
Improving
Cultural and gender
Optimal conflict Relationship conflict. Interdependence communication and Physical setting Info. Gather Inquisition
differences
understanding
Time passage and
Two types of conflict Separating Scarce resources Reducing task Comm. Effectively Mediation
deadlines
Audiences
Comm. Prob. Increasing resources Making concessions
characteristics
Clarifying rules and
procedures.

10. Leadership Context Shared leadership
Personality
Self-concept
Drive
Integrity
Categories
Competency Perspective of
Leadership motivation
leadership
Limitation
Knowledge of the business
Behavioral Perspective of
Task & People oriented.
Leadership
Cognitive and practical
intelligence
Leadership
Emotional intelligence
Styles
Path-Goal Theory
Contingencies
Situational Leadership
Contingency Perspective of Theory
Leadership
Fiedler’s Contingency
Other Contingency Theory
Model
Changing the situation to
Leadership Substitutes match the Leader’s Natural
style
Transformational vs.
Transactional Leadership
Create a strategic Vision
Transformational vs.
Charismatic leadership
Communicate with the
vision
Elements of
Transformational
Leadership
Transformational
Model the vision
Perspective of Leadership
Cross-cultural and gender Build commitment toward
issue. the vision
Prototypes of effective
leader
Evaluating the perspective
Romance of leadership

11. Content of org culture
Elements of org. culture
Organizational subcultures
Organizational and legends
Rituals and ceremonies
Deciphering organizational
culture through artifacts
Organizational language
Physical structures symbols
Culture content alignment with
environment
Contingencies & effectiveness Avoiding a corporate cult
Organizational culture
Importance of organizational
culture
Organizational culture and
Adaptive culture
business ethics
Assimilation
Bicultural audit
Merging organizational cultures Deculturation
Strategies for merging cultures
Intergration
Actions of founders and leaders
Separation
Aligning artifacts
Changing and strengthening
organizational culture
Introducing culturally consistent
rewards
Attracting, selecting, socializing
employees
Pre-employment socialization
Learning and adjustment process
Encounter
Stages
Role management
Organizational socializing
Outcomes
Improving the process Agents

12. Employees resistance
Lewin’s force field analysis
Restraining forces
model
The factors
Communication
Learning
Creating urgerncy for
change
Employee involvement
Unfreezing, changing and Reducing the restraining
refreezing force
Stress management
Change agents, strategic
Organizational changes
Refreezing the desired
visions and diffusing
conditions
changes
Negotiation
Coercion
Form client-consultant
relationship
Diagnose the need for
change
Action research approaches
Introduce intervention
Evaluate and stabilize
change
4 approaches Discovery
Cross cultural & ethical
Dreaming
issues in org. change
Appreciative inquiry 4D model of appreciation
approach inquiry
Org. behavior: the journey
Designing
continues.
Parallel learning structure
approach
Delivering