Positive Psychology Approach to OB: Review Notes

Positive Psychology

The aim of positive psychology is to use scientific methodology to discover and promote the factors that allow individuals, groups, organizations, and communities to thrive. The subject area is concerned with psychological concepts that promote optimal human functions or improved human functioning instead of pathologies in human functioning.

The factors or aspects identified in this branch of psychology include:

Hope, optimism, flow, happiness, capacity for love, capacity for vocation, courage, interpersonal skills,aesthetic sensibility, perseverance, forgiveness, originality, future mindedness, spirituality, high talent, wisdom, responsibility, nurturance, altruism, civility, moderation, tolerance, work ethic etc.

From the above list three categories are identified by Seligman and Cslkzentmihalyi.

Valued subjective experiences.

Positive individual traits

Civic virtues

We can study of  the above concepts in positive psychology chapter of Luthans' Book.

Optimism

Psychology treats optimism as a cognitive characteristic in terms of generalized positive outcome expectancy and/or a positive causal attribution.

Optimists make external attribution (it is not their fault), unstable attribution (it is only a temporary set back) and specific attribution (the failure is only in this specific instance).

Martin Seligman suggests optimistic people try to distance themselves from past negative outcomes.

Hope

Martin Seligman "Whether or not we have hope depends on two dimensions of our explanatory style:pervasiveness and performance. Finding temporary and specific causes for misfortune is the art of hope."

C. Rick Snyder "Hope not only reflects the individual's determination that goals can be achieved, but also the person's belief that successful plans can be formulated and pathways identified in order to attain goals."

Snyder along with others has developed a hope scale and conducted number of research studies. These studies find a positive link between hope scale scores and goal expectancies, perceived control, self esteem, positive emotions, coping and achievement.

Subjective Well-Being (SWB) (Happiness)

In psychological theory and research, the term subjective well-being or simply SWB is preferred to the term happiness. The terms may be used by many interchangeably but SWB is considered more broader.

Ed Diener is the psychologist closely associated with SWB.

Separate components of SWB identified

1. Life satisfaction

2. Satisfaction with important domains

3. Positive affect - A feeling of experience of many pleasant emotions and moods

4. Low levels of negative affect - The feeling of experience of few unpleasant emotions and moods.

Diener and other researchers have developed a number of valid measures of SWB components.

Emotional Intelligence

Positive primary emotions are Love/affection, happiness/joy and surprise. Negative emotions are fear, sadness, anger, disgust, and shame.

Salovey and Mayor defined emotional intelligence as "the subset of social intelligence that involves the ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking actions."

Daniel Goleman explains emotional intelligence as "the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships."

Goleman classified this emotional intelligence and skill into two components: one component is related to self and the other component is related to dealing with others.

In the component dealing with self, the stages are self-awareness,self-management and self motivation.

In the component dealing with others the stages are empathy and social skills.

Self Efficacy

Albert Bandura  "personal judgment or belief of how well one can execute courses of action required to deal with prospective situations."

Stajkovic and Luthans "Self-efficacy refers to an individual's conviction (or confidence) about his or her abilities to mobilize the motivation, cognitive resources, and courses of action needed to successfully execute a specific task within a given context."

For more details on self-efficacy

Wisdom

Baltes and Kunzmann write on the most general level we have defined wisdom as expert knowledge and judgement about important, difficult and uncertain questions associated with the meaning and conduct of life. Wisdom-related knowledge deals with matters of utmost personal and social significance.

References

Fred Luthans, Organizational Behavior, Ninth Ed., McGraw Hill, 2002

The concepts, hope, optimism and self efficacy along with another concept resilience are now made part of construct "psychological capital (PsyCap)". Read more about psychological capital in Psychological Capital https://nraomtr.blogspot.com/2014/07/psychological-capital.html



Using Positive Psychology in Managing People in Organizations

Practicing executives revise their organizational behavior knowledge to know the procedures of using various OB principles in the practice to create effective/productive and satisfying work environment. I shall focus on providing such content in my future updates. In the case of positive psychology, for the topic emotional intelligence, Goleman became a popular author and he wrote Social and Emotional Intelligence for Effective Leadership.

Leadership: Social Intelligence is Essential
http://www.danielgoleman.info/leadership-social-intelligent-is-essential/

Outstanding leadership requires a combination of self-mastery and social intelligence. Self-mastery refers to handling oneself through self-awareness and self-control in dealing with material things and living beings.

The leadership competencies apart from self-mastery are self-confidence, the drive to improve performance, staying calm under pressure, and a positive outlook with regard to others and their performance. Because, all these abilities are present in outstanding individual performers as far as their own performance is concerned.. When it comes to leaders, effectiveness in helping others to perform is required.  Solo stars are promoted to leadership positions,  flounder for lack of people skills. I created the 4Ps for Management Paradigm. Providing for Value, Purchase of input, Processing Inputs into Outputs and People Skills.

Several new studies now  confirm that social intelligence apart self-mastery is a must for leadership effectiveness. Goleman said the studies were based on the Emotional and Social Competence Inventory (ESCI), which Goleman and Richard Boyatzis designed.

More References

Paul B. Baltes and Utekunzmann, http://www.baltes-paul.de/Baltes&Kunzmann.pdf

Full Book on Positive Organizational Behavior
by Debra Nelson and Gary L. Cooper,
Pine Forge Press, 2007
Google Book Link with Preview Facility

Handbook of Hope: Theory, Measures, and Applications

C. Richard Snyder
Academic Press, 07-Jun-2000 - Psychology - 440 pages

In psychology. new research has shown that hope is closely related to optimism, feelings of control, and motivation toward achieving one's goals. The Handbook of Hope presents a comprehensive overview of the psychological inquiry into hope, including its measurement, its development in children, how its loss is associated with specific clinical disorders, and therapeutic approaches that can help instill hope in those who have lost theirs.

• A final section discusses hope in occupational applications: how the use of hope can make one a better coach, teacher, or parent.
• Defines hope as a construct and describes development of hope through the lifespan
• Provides multiple instruments for measuring hope
• Guides professionals in how to assess hope levels & implement hope as part of therapy
• Relates hope to all portions of the population
• Includes case studies, figures, and tables to aid understanding of research findings and concepts; discusses the importance of hope to relationships, achieving goals, and success at work

https://books.google.co.in/books/about/Handbook_of_Hope.html?id=2KHRRaqqxTMC



July - Management Knowledge Revision

Related Knols

Emotional Intelligence

The Nature of Emotional Intelligence

Emotional Intelligence - Information and Discussion Board

Social and Emotional Intelligence for Effective Leadership

Emotional Intelligence - Daniel Goleman - Book Information and Review

Emotions and Emotional Intelligence - Research, Researchers, Philosophers and Writers

Improving Emotional Intelligence of Stock Traders and Stock Dealers

Spirituality and Religion in Business Organizations

Wisdom

Wisdom - Research Papers and Articles

Introduction to Organizational Behavior - Online Book

May - Management Knowledge Revision - Cost and Management Accounting and Organizational Behavior

Bibliography

http://nraombakc.blogspot.com/2012/03/positive-psychology-factors-and.html

http://wapedia.mobi/en/Positive_psychology

Reference to concept knol

Positive Psychology

Updated 19.5.2022,  9 May 2019,   10 April 2017,  21 May 2015, 14 July 2014,
First published: 4.2.2011

Diversity and Ethics Issues - Relevance to Organizational Behavior

Organizational Behavior – Theoretical Frameworks

Social Cognitive theory say behavior, personal factors and social factors reciprocally influence each other. Attention to diversity and ethics by organizations is part of social factors that reciprocally influences personal factors and behavior. Hence the study of diversity and ethics  as important trend in organizational change dimensions is done in OB.

Specific characteristics of diversity

Age

In USA, work force is getting progressively older. Now with no mandatory retirement age, number of age discrimination complaints are increasing.

Gender

Women are entering employment in record numbers. By end of century, that by end of 2000, in USA women are likely to make up half the workforce.

Ethnicity

According to census projections by 2050 US population will increase to 392 million, and Latinos will emerge as the nation's largest minority overtaking African Americans.

Education

Educational level of the US workforce is increasing.

In addition to the above language also may become diversity issue.


Organizational behavior recognizes the increasing diversity in the society and workforce and therefore is advocating development of multicultural organizations.

Some featues of multicultural organizations

1. They reflect the contributions and interests of diverse cultural and social groups in their mission, operations, and product or services.
2. Acts on a commitment to eradicate social oppression in all forms within the organization.
3. Includes the members of diverse cultural and social groups as full participants, especially in decisions that shape the organization.
4.Supports efforts in society and in other organizations efforts to eliminate all forms of social oppression.

Managers have to learn about personal values of various constituent groups and how the individuals would like to be treated. They also have to practice empathy. They have put themselves in the place of others and see things from their point of view to know their challenges.

Organizational Approaches to Managing Diversity

Testing: Test conducted for recruitment were modified to prevent culturally bias that leads to handicap for certain groups.

Mentoring: Mentors used to remove handicaps faced by disadvantaged groups.

Work/Family Programs: To take care of gender diversity,  very innovative family-friendly programs are emerging.

Ethics and Ethical Behavior in Organizations

Ethics involves moral issues and deals with right and wrong behavior.

What is morality? (https://plato.stanford.edu/entries/morality-definition/)

Some psychologist, take morality to include concern with, at least, all three of the triad of (1) harm, (2) purity, and (3) loyalty. Most societies have moralities that are concerned with, at least, all three members of this triad. Concern with harm appears in the form of enforceable rules against killing, causing pain, mutilating, etc. Some may appeal to religion, others to tradition, and others to rational human nature in declaring morals and moral behavior. Descriptive moralities are morals of a specific societies or tribes. The descriptive moralities are put forward by an  individual or a group, usually a society, and  they provide a guide for the behavior of the people in that group or society.

While morals and morality are not academic subjects, ethics is the name of a subject. In the subjects of ethics, morals is the subject matter. It is like chemistry having chemicals as the subject matter. Ethics has morals as the subject matter. Various issues or attributes related to morals are studied in the Ethics subject. Ethical behavior refers to moral behavior. (See for more Business Ethics – Introduction)

Cultural , organizational and external environment determine ethical behavior. Cultural influences on ethical behavior come from family, friends, neighbors, education, religion, and the media. Organizational influences come from ethical codes, role models, policies and practices, and reward and punishment systems. The external forces (forces external to an organization) that impact ethical behavior include religious, political, legal, economic, and international developments.

Luthans indicated that ethics is a recent addition to OB textbooks.  Alexander Stajkovic and Fred Luthans authored "Business Ethics across Cultures: A Social Cognitive Model," Journal of World Business, Spring 1997, pp. 17-34. The paper may provide the background for introduction of ethics content in OB textbooks.

Luthans indicated that in the area of ethical behavior, issues related to sexual harassment, discrimination in pay and promotion, and the right to privacy are especially relevant to the study of organizational behavior.

Sexual harassment: Sexual harassment in the workplace can be defined as unwelcome sexual advances, requests for sexual favors, or other verbal or physical conduct of a sexual nature. Employers have to uphold the rights of employees to a work environment free of sexual harassment.

One of the important organizational mechanism is to create a state of the art policy.

Pay and Promotion discrimination

Organizations must design and implement programs that systematically attack discrimination and segregation at multiple levels of the structure.

Employee Privacy Issues

The Electronic Communication Privacy Act (ECPA) makes employers potentially liable for invading employees' email or stored communications.

Introduction to Organizational Behavior - Online Book

May - Management Knowledge Revision - Cost and Management Accounting and Organizational Behavior





Updated 15 May 2019,  13 May 2019,    9.7.2014, 24.2.2014

Introduction to Organizational Behavior

Organizational Behavior Revision Article Series

Based on Organizational Behavior by Fred Luthans

Luthans says "I am more convinced than ever of the importance of organizational behavior theory, research and application for high performance and competitive advantage."

Organization behavior can be defined as the understanding, prediction, and management of human behavior in organizations. (Luthans).
______________________________________________________________

Managing the people, or the human resources of an organization is a major challenge in managing organizations. People are the key to working of an organization. Today human resources are recognized as capital by the terms human capital and intellectual capital.

The academic field or subject of organizational behavior may be only 30 years old. But the problems of organizing people existed for a long time. The Old Testament (Exodus 18:13-27) describes the predicament of Moses and the solution given by Jethro his father-in-law regarding resolving day-to-day problems and strategic problems of people through an organizational set up. Day-to-day problems are solved by certain people and Moses is expected to handle environment, set policy for solving day-to-day problems.

Management is considered to have three major dimensions - technical, conceptual and human. Organizational behavior is a subject that examines behavior of human beings in organizations.

Douglas McGregor identified that certain managers assume a set of assumptions regarding people in their work situations. These assumptions include the ideas that employers were basically lazy, are interested in earning money only and if you could make them happy through giving money they would be high performers. But McGregor also found that they are managers who follow different set of assumptions. Employees under those managers were more happy and committed and also more productive. This set of assumptions are called as Theory Y. Organizational behavior, a subject developed out of Hawthorne studies, now has outlined high performance work practices of organizations in the area of human resources. But only one eighth of organizations of are using these practices.

Stanford Professor Jeff Pfeffer, gave the opinion that only half of the managers really believe that human resources are important and they have to be taken proper care of. Only about half of who believe about the importance of human resources take practical steps to implement their concern. And then only half of the managers who start implementing the organizational behavior prescriptions manage the implementation adequately and stick with the practices for a long time and institutionalize them. Thus only about one-eighth of managers are practising high performance human resource related work practices.

Organizational behavior is related to subjects titled as Organization Theory (OT), Organization Development (OD), and Human Resource Management (HRD).

Organization behavior can be defined as the understanding, prediction, and management of human behavior in organizations. (Luthans).

All managers, regardless of their technical function, are human resource managers as they will deal with humans and human behavior in organizations. All managers need to have an understanding of theories of organizational behavior.

Organizational behavior represents the human side of management and there are other sides to running an organization. Processes of production and marketing, information systems etc. are some of them. All the behavioral sciences (anthropology, sociology, and especially psychology) make a significant contribution to the discipline. But organizational psychology and organizational behavior are two different subjects. Organizational structure and management processes are not part of organizational psychology.

The texts on organizational behavior attempt to provide the specific, necessary background, and skills to make the managers effective with human dimension of management.

But it is important to emphasize that every manager has to use the learning of Organizational Behavior to first improve his behavior. Self awareness of own behavior and cognitions that impact organizational performance, climate, and human relations is very important for managers and during learning the subject of Organizational Behavior, they have to continuously reflect on the aspects of self-behavior modification or management.

You can read more in Modifying Self-Behavior - Organizational Behavior Learning Objective


Organizational Behavior – Theoretical Frameworks

Reference

Fred Luthans, Organizational Behavior, McGraw-Hill, 10th Edition.

Introduction to Organizational Behavior - Online Book

May - Management Knowledge Revision - Cost and Management Accounting and Organizational Behavior


Article originally posted in
http://knol.google.com/k/narayana-rao/introduction-to-organizational-behavior/ 2utb2lsm2k7a/ 1203
2000+ page views on it (2011). Now Top 100 post on this blog.

Updated on 12 May 2019, 19 February 2014

May - Management Knowledge Revision with Links

First Week  1 May to 5 May 2016


Cost Information for Pricing Decisions
Cost Behavior Analysis and Relevant Costs

Costing for Strategic Profitability Analysis
Cost Information for Customer Profitability Analysis

Costing for Spoilage, Rework and Scrap
http://nraomtr.blogspot.com/2011/12/costing-for-spoilage-rework-and-scrap.html
Costing for Quality, Time and the Theory of Constraints
http://nraomtr.blogspot.com/2011/12/costing-for-quality-time-and-theory-of.html


Costing for Inventory Management, JIT and Backflush
Cost Information and Analysis for Capital Budgeting

Cost Information for Management Control and Performance Control
Cost Information for Transfer Pricing

Second Week 8 May to 12 May 2016


Managerial Accounting or Management Accounting - Review Notes
Relevant Information and Decision Making - Marketing Decisions

Relevant Information and Decision Making - Production
Relevant Information and Decision Making - HR

The Master Budget - Accounting Information
Flexible Budgets and Variance Analysis - Review Notes

Responsibility Accounting for Management Control
http://nraomtr.blogspot.com/2011/12/responsibility-accounting-for.html
Accounting Information for Management Control in Divisionalized Companies
http://nraomtr.blogspot.com/2011/12/accounting-information-for-management.html

Capital Budgeting - Accounting and Cost Information

Revision of Organizational Behavior

________________

________________




Introduction to Organizational Behavior
http://nraomtr.blogspot.com/2011/12/introduction-to-organizational-behavior_06.html

Third Week   15 May to 19 May

Environmental context: Information Technology and Globalization
 Environmental context: Diversity and Ethics

 Organizational Context: Design and Culture
Organizational Context:: Reward Systems

Perception and Attribution
http://nraomtr.blogspot.com/2011/12/perception-and-attribution-review-notes.html
Personality and Attitudes
http://nraomtr.blogspot.com/2011/12/personality-and-attitudes-review-notes.html

Motivational Needs and Processes
http://nraomtr.blogspot.com/2011/12/motivational-needs-and-processes-review.html
Positive Psychology Approach to OB
http://nraomtr.blogspot.com/2011/12/positive-psychology-approach-to-ob.html


Communication
http://nraomtr.blogspot.com/2011/12/communication-review-notes.html
Decision Making
http://nraomtr.blogspot.com/2011/12/decision-making-review-notes.html

Fourth Week  22 May to 26 May 2015

Stress and Conflict
http://nraomtr.blogspot.com/2011/12/stress-and-conflict-review-notes.html
Power and Politics
http://nraomtr.blogspot.com/2011/12/power-and-politics-review-notes.html

Groups and Teams
http://nraomtr.blogspot.in/2011/12/groups-and-teams-review-notes.html
Managing Performance through Job Design and Goal Setting
http://nraomtr.blogspot.in/2011/12/managing-and-leading-for-high.html

Behavioral Performance Management
http://nraomtr.blogspot.in/2011/12/behavioral-performance-management.html
Effective Leadership Process
http://nraomtr.blogspot.in/2011/12/effective-leadership-processes-revision.html


Great Leaders: Styles, Activities, and Skills
http://nraomtr.blogspot.in/2011/12/great-leaders-styles-activities-and.html
Principles of Innovation
http://nraomtr.blogspot.in/2014/11/the-ten-principles-of-innovation.html

Innovation - Strategic Issues and Methodology
http://nraomtr.blogspot.com/2014/11/innovation-strategic-issues-and.html
Idea Generation in Organizations
http://nraomtr.blogspot.com/2014/11/idea-generation-in-organizations.html


28 & 29 May

To June - Management Knowledge Revision

May Month - Birthdays of Management Scholars and Business and Industry Magnates and Accomplished Professionals - Biographies

1
2
3 - Sidney S. Alexander (1916)
4
5 - Jerry A. Hausman (1946)
6 - Sigmund Freud (1856), Kenneth Blanchard (1939)
7
8 - Benjamin Graham (1894)  [Graham - Rao Method]
9
10 - Daniel Bell (1919), William James Reddin (1930),  Ikujiro Nonaka (1935)
11 - Morris Llewellyn Cooke (1872)
12 - Thomas H. Carroll II (1914)
13
14 - William R. Spriegel (1893), Mark Zuckerberg (1984) [Zuckerberg - Narayana Rao Reading Challenge 2015]
15 - Paul Samuelson (1915)
16 - Edward T. Hall (1914), Merton Miller (1923), Robert Butler Wilson Jr. (1937),  Catherine Tucker (1977)
17
18
19 - Harold Koontz (1908) Biography: http://mtrrp.blogspot.com/2014/05/prof-dr-harold-koontz-biography-and.html
20 - Henry Gantt (1861), Edwin C. Nevis (1926)
21
22
23 - Michael Porter (1947)
24 - Lilian Gilbreth (1878),
25 - Paul Cootner (1930)
26
27 - Philip Kotler (1931)
28
29
30
31

One Year MBA Knowledge Revision Plan

January  - February  - March  - April  - May   -   June

July  - August     - September  - October  - November  - December

_____________________________________________________

Old Plan
To be Removed



Opportunities or Areas for Innovation

Product Design Efficiency Engineering

Project Management - Introduction - Revision Article



Selling Process – Prospecting

Sales Process – Call Planning



Approaching the Prospect

Interacting with the Prospect



Prospect Objections During Sales Presentations

Trial Close



Sales Closing Techniques

Service to Customer: Follow Up After The Sale

Second Week


Risk Premium

Safety Stock Determination



Scanning of Environment for Marketing Ideas

Scientific Approach, Engineering Approach, Management Approach



SHAREHOLDER VALUE MANAGEMENT THEORY REVIEW

Software Cost Management



Statistics - Introduction

Stock Market Efficiency Theory and Implications for Financial Management



Supervision - Introduction - Public Administration

Supply Chain Cost Reduction

Third Week






Suppy Behavior/Decisions of Firm in Competitive Markets

System Design Principles



Talent Management

Target Costing and Target Cost Management



Total Improvement Management

Total Industrial Engineering - H. Yamashina



Valuation and Verification of Closing Stock - Auditing

Valuation of Bonds and Equity Shares

Fourth Week



Variance Analysis, Flexible Budget and Management Control





What is Strategy in Simple Terms?

Who is a Knowledge Worker?



Communities of Practice

Audit Report - Auditing



Political Strategies in Use for Acquiring and Using Power

Personal Power and Social Power



Soft Power - Hard Power

Power - The Concept and Theory in Organizational Behavior

Organizational Design and Culture - Review Notes

There are two parts in this chapter by Luthans

One is Organization Theory and Design. Two is  Organizational Culture

Organization Theory

Introduction

Chester Barnard defined a formal organization as a system of consciously coordinated activities of two or more persons. Barnard gave the opinion that authority really should come from the bottom up, rather than top-down bureaucratic approach.  It was Barnard's contention that the existence of a cooperative system is contingent on the human participant's ability to communicate,  come out with a common purpose, and their willingness to serve and strive toward a common purpose. The human beings play the most important role in the creation and perpetuation of formal organizations.

Apart from the role of the people in forming organizations and in working toward common goals as members of the organization, there is a division of labor in the organizations and therefore an organization is viewed as a system made of interacting parts. Open systems concept of organizations bring into picture the effect of environment on organizations. Organizations need information processing ability to take proper decisions that have less uncertainty.  Contingency approach to organization argues that organizations have to change in response to internal changes as well as external environment changes to adjust and survive.

In contrast to contingency approach, ecological approach to organization survival contends that there are drastic changes in external environment and only those organization fit to survive in the changed state of nature survive and other organizations die.



Culture

Every organization has a culture.  What is culture? It is behavior exhibited by members of an organization. The culture is shaped by values (ideas,which are presently actively promoted in the organization) and beliefs (presently not actively promoted - but are in the memory of the members of the organization). Defined this way, an organization may not have a uniform culture. There can be subcultures. An organization's culture is strong when more people display similar behavior.

Luthans gives the following six as important characteristics agreed by many scholars

1. Observed behavioral regularities.
2. Norms
3. Dominant values
4. Philosophy
5. Rules
6. Organizational climate

Organizational culture is the outcome of a system of shared meaning held by members that distinguishes the organization from other organizations. The system of shared meaning is a set of characteristics. According to the existing research, there are seven primary characteristics that, in aggregate capture the essence of an organization's culture.

1. Innovation and risk taking: The degree to which employees are encouraged to be innovative and take risks.
2. Attention to detail: The degree to which employees are expected to exhibit precision, analysis, and attention to detail.
3. Outcome orientation: The degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve those outcomes.
4. People orientation: The degree to which management decisions take into consideration the effect of outcomes on people within the organization.
5. Team orientation: The degree to which work activities are organized around teams rather than individuals.
6. Aggressiveness:The degree to which people are aggressive and competitive rather than easygoing.
7. Stability: The degree to which organizational activities emphasize maintaining status quo in contrast to growth.
(Reference for the 7 item model: C.A. O'Reilly III, J. Chatman, and D.F. Caldwell, "People and Organizational Culture: A Profile Comparison Approach to Assessing Person-Organization Fit," Academy of Management Journal, September 1991, pp. 487-516.

J.A. Chatman and K.A. Jehn, "Assessing the Relationship between Industry Characteristics and Organizational Culture: How Different Can You Be?" Academy of Management Journal, June 1994, pp. 522-553)

Organizational culture is conceptualized to have three components. One is the behavior. This the same behavior that we are studying in this subject of organizational behavior. While this behavior is the result of cognitive aspects (Perception and attribution, personality and attitudes,  Motivational needs and activities, positive psychology related aspects), dynamic aspects (communication, decision making processes, conflict management,  use of power and political activities, and group behavior) and management practices (job design, goal setting, supervision and control). The culture perspective advocates that values and belief lead to behavior in a more stable way.

Values are explicitly stated by organizations. But, members of an organization assess the organization's value by the behavior exhibited by leaders of the organization. Organization members have an understanding of the organization's values and this can be captured by talking to members. Then the organization members have an aspirational values which they feel their organization must espouse.  Beliefs are formed in people due to long period of living, education and experience. They also have an effect on behavior. Managers of an organization try to communicate new value system that is required to attain the goals of the organization and then try to demonstrate appropriate behavior so that many in the organization accept the values as relevant and also being practiced by the top leaders. As more members of the organization accept the relevance as well as adherence to new values by the top leaders, the values become shared values and influence the organization's behavior. Then the climate in the organization changes. Organizational climate is the perception of outsiders regarding their encounters with the organization and its members. Change in values, change in behavior and its results are likely to change beliefs over a period of time.

Updated  1 April 2017.  15 May 2016,  9 July 2014, 5 June 2014, 4 December 2011

May 3rd Week - MBA Management Knowledge Management Revision

Introduction to Organizational Behavior

Third Week   15 May to 19 May

Environmental context: Information Technology and Globalization
Environmental context: Diversity and Ethics

Organizational Context: Design and Culture
Organizational Context:: Reward Systems

Perception and Attribution
Personality and Attitudes

Motivational Needs and Processes
Positive Psychology Approach to OB

Communication
Decision Making

May - Management Knowledge Revision