Ch. 1:
OB: field of study that investigates the impact of groups, individuals and structure
have on behavior within organizations to improve the effectiveness.
Topics: motivation, leader behavior and power, interpersonal communication,
group structure and processes, attitude development and perception, change
processes, conflict and negotiation, work design.
Systematic study: search for relationships.
Evidence-based management (EBM): complements systematic study by basing
managerial decisions on the best available scientific evidence.
Disciplines for OB field:
Psychology: explain/change behavior of humans and animals (individuals)
Social psychology
Sociology: on people in relation to the environment
Anthropology: learning about human beings and activities
Workforce diversity: workforce with men and women, races, ethnics etc.
Ch. 2
Surface-level diversity: diversity in things like race.
Deep-level diversity: diversity in e.g. personality and values.
Blz. 51
Blz. 52 physical abilities.
Ch. 3
Cognitive component= evaluation.
Affective component = feeling.
Behavioral component = action.
Cognitive dissonance:
Job attitudes:
- Job satisfaction.
- Job involvement.
- Organizational commitment.
- Perceived organizational support.
- Employee engagement.
Organizational citizenship behavior: behavior that is not part of an employee's
formal job requirement and that contributes to the psychological and social
environment of the workplace.
, Exit-voice-loyalty-neglect framework:
Exit response: behavior toward leaving the organization
Voice response: actively trying to improve conditions.
Loyalty response: passively but optimistically waiting for conditions to improve.
Neglect response: passively allows conditions to worsen and includes chronic
absenteeism or lateness.
Ch. 4:
Affect: emotions and moods;
Emotions Moods
Caused by specific event Cause is often general and unclear
Very brief in duration Last longer than emotions
Specific and numerous emotions in nature More general
Usually accompanied by distinct facial Generally not indicated by distinct expressions
expressions
Action orientated in nature Cognitive in nature
Positive and negative effects are moods.
Influences of Emotions and Moods: personality, day of the week, time of the day, weather, stress, social
activities, sleep, exercise, age, sex.
Emotional labor: an employee’s expression of organizationally desired emotions during interpersonal
transactions at work.
Felt emotions: actual emotions.
Displayed emotions: requires workers to show and considers appropriate in a given job.
Surface acting: hide real emotions and display emotions that are required.
Deep acting: modify inner feelings based on display rules.
Emotional intelligence: a person’s ability to perceive emotions in the self and other’s understand the
meaning of them and regulate one’s emotions accordingly in a cascading model.
Applications of Emotions and Moods(EI):
Selection: social interaction is necessary in most jobs, which is influenced by EI.
Decision making: positive moods and emotions seem to help making good decisions.
Creativity: good moods result in more creativity.
Motivation: Positive moods result in better motivated people.
Leadership: effective leaders rely on emotional appeals to help convey their messages.
Negotiation: displaying a negative emotion can be very effective, but feeling the opposite
Customer service: influenced by emotional state -> influences levels of repeat business and customer
satisfaction.
Job attitudes: good day at work -> good mood. Vice versa as well.
Deviant Workplace Behaviors: people often behave in ways that violated norms and threaten the
OB: field of study that investigates the impact of groups, individuals and structure
have on behavior within organizations to improve the effectiveness.
Topics: motivation, leader behavior and power, interpersonal communication,
group structure and processes, attitude development and perception, change
processes, conflict and negotiation, work design.
Systematic study: search for relationships.
Evidence-based management (EBM): complements systematic study by basing
managerial decisions on the best available scientific evidence.
Disciplines for OB field:
Psychology: explain/change behavior of humans and animals (individuals)
Social psychology
Sociology: on people in relation to the environment
Anthropology: learning about human beings and activities
Workforce diversity: workforce with men and women, races, ethnics etc.
Ch. 2
Surface-level diversity: diversity in things like race.
Deep-level diversity: diversity in e.g. personality and values.
Blz. 51
Blz. 52 physical abilities.
Ch. 3
Cognitive component= evaluation.
Affective component = feeling.
Behavioral component = action.
Cognitive dissonance:
Job attitudes:
- Job satisfaction.
- Job involvement.
- Organizational commitment.
- Perceived organizational support.
- Employee engagement.
Organizational citizenship behavior: behavior that is not part of an employee's
formal job requirement and that contributes to the psychological and social
environment of the workplace.
, Exit-voice-loyalty-neglect framework:
Exit response: behavior toward leaving the organization
Voice response: actively trying to improve conditions.
Loyalty response: passively but optimistically waiting for conditions to improve.
Neglect response: passively allows conditions to worsen and includes chronic
absenteeism or lateness.
Ch. 4:
Affect: emotions and moods;
Emotions Moods
Caused by specific event Cause is often general and unclear
Very brief in duration Last longer than emotions
Specific and numerous emotions in nature More general
Usually accompanied by distinct facial Generally not indicated by distinct expressions
expressions
Action orientated in nature Cognitive in nature
Positive and negative effects are moods.
Influences of Emotions and Moods: personality, day of the week, time of the day, weather, stress, social
activities, sleep, exercise, age, sex.
Emotional labor: an employee’s expression of organizationally desired emotions during interpersonal
transactions at work.
Felt emotions: actual emotions.
Displayed emotions: requires workers to show and considers appropriate in a given job.
Surface acting: hide real emotions and display emotions that are required.
Deep acting: modify inner feelings based on display rules.
Emotional intelligence: a person’s ability to perceive emotions in the self and other’s understand the
meaning of them and regulate one’s emotions accordingly in a cascading model.
Applications of Emotions and Moods(EI):
Selection: social interaction is necessary in most jobs, which is influenced by EI.
Decision making: positive moods and emotions seem to help making good decisions.
Creativity: good moods result in more creativity.
Motivation: Positive moods result in better motivated people.
Leadership: effective leaders rely on emotional appeals to help convey their messages.
Negotiation: displaying a negative emotion can be very effective, but feeling the opposite
Customer service: influenced by emotional state -> influences levels of repeat business and customer
satisfaction.
Job attitudes: good day at work -> good mood. Vice versa as well.
Deviant Workplace Behaviors: people often behave in ways that violated norms and threaten the
