Organizational Behavior - Assignment Example

Organizational Behavior Name Institution Chapter 1 Organizational Behavior In organizational behaviour, the behaviours of people in an organizational setting are studied, before their behaviours are linked to the organization. A productive organisational behaviour leads to higher turnover rates of quality employees, better financial performance, as well as highly productive employees. The three indicate the effectiveness of a manager. Essentially, once the organisation behaviour is understood, the managers’ effectiveness is understood. Overall, effective leadership makes effective decisions, allocate resources effectively, and directs activities of others to attain goals. Basically, the functions of management include controlling, leading, organising, and planning. These functions are consistent with Mintzberg’s Managerial Roles, such as interpersonal, informational, and decisional. The managers should use intuition, as well as evidence-based approaches when making decisions. Chapter 2 Emotions and Moods Emotions and moods potentially affect the quality of the work within the workplace. Essentially, the difference between positive emotions and moods may reduce absenteeism, turnover, as well as work stress. In particular, emotions determine whether the decisions made in the organisation are rational or irrational. The key sources of moods and emotions in an organisation include personality, day and time of the week, weather, stress, social activities, sleep, exercises, age and gender. These sources of emotions can be explained by the Affective Events Theory (AET), which states that the positive or negative emotions are shaped by the events of the workplace. Hence, organisations must ensure the positive emotions are sustained to promote effective job performance. Chapter 3 Emotional Intelligence The capability of an individual to identify and control personal emotions, as well as other people’s emotion is referred to as emotional intelligence. Within the organisational setting, a leader should control his emotions and the emotions of the subordinates constructively, instead of destructively. Essentially, emotional intelligence allows an individual to attain effective performance, while simultaneously inspiring others. For this reason, emotional intelligence shapes the organizational culture since a leader recognised the abilities to interface with others. The emotional intelligence is a combination of several qualities, including the efficient oral communication and the capacity to respond effectively to setbacks. The key domains of emotional intelligence include relationship management, self-management, social awareness and self-awareness. Chapter 4 Motivation Concepts Motivation refers to the external and internal factors that inspire desire and energy in individuals to be constantly interested and committed to achieving a goal or carry out a role or an undertaking. Therefore, motivation accounts for individual’s direction, persistence and intensity of effort toward attaining a goal. The aspects of motivation, therefore, include direction intensity, and persistence. The concept of motivation can be explained by old theories of motivation, such as McGregor’s Theory X and Theory Y, and Maslow’s Hierarchy of Needs Theory. It can further be explained by contemporary theories, such as the Theories of Motivation Cognitive Evaluation Theory, Goal-Setting Theory, Management by Objectives (MBO), Self-Efficacy Theory, as well as Social Cognitive Theory. Chapter 5 Motivation: From Concepts to Applications The two key concepts of the theory include Job Characteristics Model (JCM) and Motivating Potential Score (MPS). The Job Characteristics Model (JCM) can be described through five key job dimensions: skill variety, task identity, task significance, autonomy, and feedback. According to the JCM concept, the organization of these five elements in a job affects the workers’ satisfaction, motivation and performance. The Motivating Potential Score (MPS) suggests that when the five elements of the JCM concept are combined to make a single predictive motivation index, the employees are likely to become motivated, satisfied, and productive. These five elements shape the personal and work outcome variables instead of just influencing them in a direct manner. Chapter 6 Attitudes and Job Satisfaction Attitude is characterised by three key factors, mainly cognitive, behavioural, and affective elements. Employees often have differing attitudes or perspectives regarding a range of aspects of the workplace, their jobs, as well as the organization (Saari & Judge, 2004). In particular, attitude refers to an individual’s personal appraisal regarding the workplace, their jobs, as well as the organization. On the other hand, job satisfaction refers to the pleasant or positive emotional state that comes about due to the evaluation of an individual’s job or job experiences. To ensure stability at the workplace, the incompatibility between contradicting attitudes or attitudes and behaviour should be reduced. Chapter 7 Understanding Work Teams Work Group and work teams are unlike concepts. The work group is basically made of people who interact to share information, as well as make decisions in order to assist each group member to undertake his area of responsibility. On the other hand, the work team is a mode of people who depend on generating positive synergy based on their level of their coordinated effort. The main components of effective teams include the work context, team composition, work design and process variables. For the teams to be effective, there have to be enough resources provided, the tools for completing the job should be provided, and effective leadership. Chapter 8 Creativity Creativity can be described as the formulation of new ideas or concepts. Creativity is brought about by critical thinking. On the other hand, creative thinking is driven by the need to solve problems. Hence, it aims at producing a better outcome or improving a product. Creative behaviours possess the elements of newness, innovativeness, and uniqueness. Hence, it leads to innovation (Gomez, 2007). Creativity is viewed differently in many spheres while it is considered as “innovation” in the education sphere, it is considered as “entrepreneurship” in business. Still, the concept of entrepreneurship is fixated on capitalising an opportunity. It also requires some level of leadership. Chapter 9 Negotiation Negotiation assists in settling differences between two parties that are at variance. Through negotiation, an agreement is arrived at to resolve differences. The negotiation process evolves through three key elements: style, outcome and lastly, principles. In respect to the style, the three key negotiation styles include middle is compromise negotiation, quick style, and lastly deliberate negotiation. Regarding the element of the outcome, a negotiator needs to determine first the outcome through creativity before the start of the negotiation to gain better results. Regarding the element of principles, the negotiator has to remember there are no rules, create an agenda, request for the best deal, be innovative, and be confidence. References Gomez, J. (2007). What Do We Know About Creativity? The Journal of Effective Teaching 7(1), 31-43 Saari, L. & Judge, T. (2004). Employee Attitudes and Job Satisfaction. Human Resource Management, 43(4), 395–407 Read More