ORGANIZATIONAL BEHAVIOR unit 1

Negative behavior traits

Traits that are generally considered undesirable or harmful in interpersonal interactions and work environments.

Conscientious behavior

Characterized by a strong sense of responsibility, carefulness, and a commitment to doing things right.

Managerial skills

Abilities and knowledge necessary for effective leadership, planning, organizing, and motivating others.

Positive Organizational Scholarship

A field of study focusing on the positive aspects of organizations and their impact on individuals.

Evidence-based management (EBM

Making decisions based on data, research, and objective evidence, rather than relying solely on intuition or personal experience.

Coping with Temporariness

The challenge of adapting to constantly changing job requirements and organizational structures in a dynamic environment.

Globalization's impact on organizational behavior

The increasing interconnectedness of businesses and cultures, requiring managers to understand and navigate diverse workforces and perspectives.

Ethical dilemmas for managers

Situations where a manager faces a conflict between ethical principles and organizational pressures, such as meeting performance targets.

Characteristics of today's workforce

The modern workforce is increasingly diverse, with more women, older workers, and ethnic and racial representation.

Deep-level diversity

Focuses on the unique skills, perspectives, and experiences that individuals bring to the workplace, which is considered more important in the long run than surface-level diversity

Discrimination in organizational behavior

The unfair treatment of individuals based on stereotypes or prejudice, rather than on their skills and abilities.

Biographical characteristics in organizational behavior

Factors such as age, gender, and personality that influence individual behavior and experiences in the workplace.

Age and performance

the changing demographics of the workforce are leading to increased focus on understanding the relationship between age and employee performance

Perceptions of women in male-dominated fields

Women in male-dominated fields often face stereotypes and biases, which may impact their career progression and opportunities for leadership.

Hidden disabilities

Disabilities that are not readily visible can present challenges in the workplace, such as employers not being aware of the need for accommodations.

Goal of diversity management

Creating a more inclusive and equitable work environment where everyone has equal opportunities for advancement and success.

Benefits of diversity in organizations

Diverse organizations tend to be more creative, innovative, and adaptable, while also offering greater opportunities for everyone.

Definition of attitudes

Evaluative judgments or opinions about objects, people, or events, which influence individual behavior and decision-making.

Cognitive component of attitudes

The beliefs, knowledge, and information that individuals have about an object or situation.

Cognitive dissonance

The discomfort that arises when an individual's beliefs or behaviors are inconsistent or contradict each other.

Moderating factors in cognitive dissonance

factors such as the importance of the conflicting elements and the individual's emotional intelligence influence the extent to which dissonance is experienced.

Examples of cognitive dissonance

Situations where an individual's actions or beliefs contradict their values, such as a smoker knowing smoking is harmful.

Key factor for overall job satisfaction

The work itself, which includes the tasks, responsibilities, and challenges involved, is a primary driver of job satisfaction.

Psychological empowerment

The belief that an individual has the ability to influence their work environment, contribute to decision-making, and achieve desired outcomes.

Job enlargement

Expanding the range of tasks an employee performs to increase job variety and reduce monotony, which can lead to increased job satisfaction.

Job empowerment

Providing employees with more autonomy, authority, and support to make decisions and take actions related to their work.

Understand the categories of employees discussed

Actively Disengaged, Disengaged, Engaged, Actively Engaged

Affect in organizational behavior

A broad range of feelings, including emotions and moods, that influence individual behavior and perceptions.

Emotions vs. moods

Emotions are typically triggered by specific events, more intense, and shorter-lived than moods.

Ingroup bias

The tendency to favor members of one's own group over members of other groups, often leading to prejudice or unfair treatment

Sources of emotions and moods

Factors such as personality traits, time of day, and events influence individual emotional responses.

Patterns in mood fluctuations

Moods tend to fluctuate throughout the day, with people often experiencing higher levels of happiness in the middle of the day.

Emotional labor

The effort and control required to manage and express organizationally desired emotions during work.

Emotional dissonance

The internal conflict that arises when individuals need to express emotions at work that are different from their true feelings.

Affective Events Theory (AET)

Explains how workplace events can trigger emotions, which in turn affect employee behavior, performance, and satisfaction.

Strategies for emotion regulation

Techniques for managing and controlling emotions include focusing on positive thoughts, distracting oneself from negative emotions, and engaging in relaxation techniques

Managers' role in influencing team mood

Managers can influence the mood of their team by using humor, expressing appreciation, and leading by example.