YELLOW IS FOR DEFINATION

GREEN IS FOR INFORMATIONAL

LIGHT BLUE IS FOR NEW FACTS

ORANGE IS FOR DETAILS EXPLATION

ORGANIZATIONAL BEHAVIOUR
Interpersonal

Figurehead Symbolic head; required to perform a number of routine duties of a legal or

social nature (CEO)

Leader Responsible for the motivation and direction of employees (manager)

Liaison Maintains a network of outside contacts who provide favors and information
(pr department)

Role Description
Interpersonal

Figurehead Symbolic head; required to perform a number of

routine duties of a legal or social nature
Leader Responsible for the motivation and direction of
employees
Liaison Maintains a network of outside contacts who provide
favors and information
Informational

Monitor Receives a wide variety of information; serves as

nerve center of internal and external information of
the organization
Disseminator Transmits information received from outsiders or
from other employees to members of the
organization
Spokesperson Transmits information to outsiders on organization’s
plans, policies, actions, and results; serves as expert
on organization’s industry
Decisional
Entrepreneur Searches organization and its environment for
opportunities and initiates projects to bring about
change
Disturbance handler Responsible for corrective action when organization
faces important, unexpected disturbances
Negotiator Responsible for representing the organization
at major negotiations
** There are 3 management skills.
1.Technical skills the ability to apply specialized knowledge or expertise.

2.Human skills the ability to work with, understand, and motivate other people, both individually and in
groups.

3. Conceptual skills the mental ability to analyze and diagnose complex situations.

i. organizational behavior (OB) A field of study that investigates the impact individuals,
groups, and structure have on behavior within organizations, for the purpose of
applying such knowledge toward improving an organization’s effectiveness.
ii. Luthans and his associates studied more than 450 managers. All engaged in four
managerial activities:
1. Traditional management. Decision making, planning, and controlling.
2. Communication. Exchanging routine information and processing paperwork.
3. Human resource management. Motivating, disciplining, managing conflict, staffing,
and training.
4. Networking. Socializing, politicking, and interacting with outsiders.
iii. The “average” manager spent 32 percent of his or her time in traditional management
activities, 29 percent communicating, 20 percent in human resource management
activities, and 19 percent networking.
iv. To sum up our definition, OB is the study of what people do in an organization and the
way their behavior affects the organization’s performance. Because OB is concerned
specifically with employment-related situations, it examines behavior in the context
of job satisfaction, absenteeism, employment turnover, productivity, human
performance, and management. Although debate exists about the relative
importance of each, OB includes these core topics:
• Motivation
• Leader behavior and power
• Interpersonal communication
• Group structure and processes
• Attitude development and perception
• Change processes
• Conflict and negotiation
• Work design1

Disciplines That Contribute to the OB Field

OB is an applied behavioral science built on contributions from a number of behavioral disciplines,

mainly psychology and social psychology, sociology, and anthropology. Psychology’s contributions have
been principally at the individual or micro level of analysis, while the other disciplines have contributed
to our understanding of macro concepts such as group processes and organization. Exhibit 1-3 is an
overview of the major contributions to the study of organizational behavior.

Psychology: psychology the science that seeks to measure, explain, and sometimes change the
behavior of humans and other animals.
social Psychology: social psychology an area of psychology that blends concepts from psychology and
sociology to focus on the influence of people on one another.

Sociology: sociology the study of people in relation to their social environment or culture.
Anthropology: Anthropology the study of societies to learn about human beings and their activities.
Workforce diversity

workforce diversity the concept that organizations are becoming more heterogeneous in terms of
gender, age, race, ethnicity, sexual orientation, and other characteristics.

Heterogeneous: consisting of dissimilar or diverse ingredients or constituents: mixed an ethnically

heterogeneous population.

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Discrimination: discrimination Noting of a difference between things; often we refer to unfair
discrimination, which means making judgments about individuals based on stereotypes regarding their
demographic group.

Stereotyping: Judging someone on the basis of our perception of the group to which that person
belongs.

stereotype threat the degree to which we internally agree with the generally negative stereotyped
perceptions of our group.

Discrimination in the Workplace

To review, rather than looking at individual characteristics, unfair discrimination assumes everyone in a
group is the same. This discrimination is often very harmful for employees, as we’ve just discussed, and
for organizations.

Stereotype threat describes the degree to which we internally agree with the generally negative
stereotyped perceptions of our groups. Along with that comes a fear of being judged when we are
identified with the negative connotations of that group. This can happen when we are a minority in a
situation. For instance, an older worker applying for a job in a predominately Millennial-age workforce
may assume the interviewer thinks he is out of touch with current trends. What creates a stereotype
threat is not whether the worker is or is not up to date with trends, but whether he internally agrees
that older workers (the group he identifies with) are out of date (the stereotype)

Ability:

ability is an individual’s capacity to perform the various tasks in a job. Overall abilities are essentially
made up of two sets of factors: intellectual and physical.

intellectual abilities;
intellectual abilities are the capacity to do mental activities—thinking, reasoning, and problem solving

Dimension Description job Example

Number aptitude
Verbal comprehension
Perceptual speed
Inductive reasoning
Deductive reasoning
Spatial visualization
Memory
Ability to do speedy and accurate
arithmetic.
Ability to understand what is
read or heard and the
relationship of words to each
other.
Ability to identify visual
similarities and differences
quickly and accurately.
Ability to identify a logical
sequence in a problem and then
solve the problem.
Ability to use logic and assess the
implications of an argument.
Ability to imagine how an object
would look if its position in space
were changed.
Ability to retain and recall past
experiences.
Accountant: Computing the sales
tax on a set of items.
Plant manager: Following
corporate policies on hiring.
Fire investigator: Identifying
clues to support a charge of
arson.
Market researcher: Forecasting
demand for a product in the next
time period.
Supervisor: Choosing between
two different suggestions offered
by employees.
Interior decorator: Redecorating
an office.
Salesperson: Remembering the
names of customers.

physical abilities:

physical abilities the capacity to do tasks that demand stamina, dexterity, strength, and similar
characteristics.

Nine Basic physical abilities:

Strength Factors

1. Dynamic strength Ability to exert muscular force repeatedly or

continuously over time
2. Trunk strength Ability to exert muscular strength using the trunk
(particularly abdominal) muscles
3. Static strength Ability to exert force against external objects

4. Explosive strength Ability to expend a maximum of energy in one or

a series of explosive acts
Flexibility Factors

5. Extent flexibility Ability to move the trunk and back muscles as far
as possible
6. Dynamic flexibility Ability to make rapid, repeated flexing
 movements
Other Factors

7. Body coordination Ability to coordinate the simultaneous actions of

different parts of the body
8. Balance Ability to maintain equilibrium despite forces
pulling off balance
9. Stamina Ability to continue maximum effort requiring
prolonged effort over time