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ORGANIZATIONAL BEHAVIOR
REFERENCES ^Hatch, M. & Cunliffe, A., 2006 ^ Lillian Margaret Simms, Sylvia Anderson Price, Naomi E. Ervin (1994). The professional practice of nursing administration. p.121. ^ Fredric M. Jablin, Linda Putnam (2000). The new handbook of organizational communication: advances in theory. p.146. ^ Michael I. Reed (1985). Redirections in organizational analysis. p.108. ^ Taylor, S. & Hansen, H. (2005) ‘Finding form: looking at the field of organizational aesthetics’ Journal of Management Studies 42 (6): 1211–1231 ^ Strati, A. (1999) Organization and Aesthetics. London: Sage ^ Harrison, Lin, Carroll, & Carley, 2007 ^ Hughes, H. P. N., Clegg, C. W., Robinson, M. A., & Crowder, R. M. (2012). Agent-based modelling and simulation: The potential contribution to organizational psychology. Journal of Occupational and Organizational Psychology. ^ Crowder, R. M., Robinson, M. A., Hughes, H. P. N., & Sim, Y. W. (2012). The development of an agent-based modeling framework for simulating engineering team work. IEEE Transactions on Systems, Man, and Cybernetics – Part A: Systems and Humans. ^ ROBBINS, S. P. (2009). Organisational behaviour : global and Southern African perspectives. Cape Town, Pearson io,Education South Africa. ^ Baron, Robert A., and Greenberg, Jerald. Behavior in organizations – 9th edition. Pearson Education Inc., New Jersey: p.248
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ORGANIZATIONAL BEHAVIOR
Is a field of study that investigates the impact that individuals, groups and structures have on behavior within an organization It is an interdisciplinary field that includes sociology, psychology, communication, and management It complements the academic studies of Organizational theory (which is focused on organizational and intra-organizational topics) Human resource studies (which is more applied and business-oriented) It may also be referred to as organizational studies or organizational science. The field has its roots in industrial and organizational psychology.
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ORGANIZATIONAL BEHAVIOR MODELS
INDIVIDUALS kepribadian, nilai, sikap, emosi & mood, motivasi GROUPS komunikasi, kekuasaan dan politik, dinamika kelompok, konflik & negosiasi, kepemimpinan STRUCTURES organizational culture, kebijakan & praktek msdm, perubahan organisasi, manajemen stress
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MANAGEMENT ROLES INPUTS OUTPUTS CONTROLLING PRODUCTION MARKETING
ORGANIZING EXTERNAL ENVIRONMENT OF BUSINESS EVOLUTION OF MANAGEMENT THOUGHT PLANNING TRANSFORMATION ADMINISTRATION SERVICES HUMAN RESOURCES DIRECTING NATURE OF MANAGERIAL TASK NATIONAL AND INTERNATIONAL INPUTS PEOPLE MONEY MATERIALS INFORMATION OUTPUTS PRODUCTS SERVICES PROFITS BENEFITS
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INDIVIDUALS Biographical Characteristic Ability BEHAVIOR Learning
Cognitive Component Affective Component Behavioral Component Environment Leadership Job Content Benefit BEHAVIOR ATTITUDE JOB SATIFACTION
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PERSONALITY Personality Values Perception Decision MOTIVATION Maslow Theory X and Y Theory ERG (Existence, Relatedness, Growth) Theory Equity Theory McClelland Theory Cognitive Evaluation Theory Goal-Setting Theory Reinforcement Theory Expectancy Theory
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GROUP Formal Group Informal Group GROUP Command Group Task Group
Interest Group Forming Storming Norming Performing Adjourning GROUP PROCESS
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TEAM Problem Solving Team Self Managed Team Cross Functional Team Virtual Team COMMUNICATION Interpersonal Communication Organizational Communication Communication Barrier LEADERSHIP Charismatic Transactional Transformational
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POWER CONFLICT Potential opposition or incompatibility
Legitimate Reward Coercive Referent Expert Information Ecological CONFLICT Potential opposition or incompatibility Cognition and personalization Intentions Behavior Outcomes
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Increased group performance Decreased group performance
Stage I Potential opposition or incompatibility Stage II Cognition and personalization Stage III Intentions CONFLICT PROCESS Robbins and Judge 2009 Stage IV Behavior Outcomes Perceived conflict Conflict handling intentions Competing Collaborating Compromising Avoiding Accommodating Increased group performance Antecedent conditions Communication Structure Personal variables Overt conflict Party’s behavior Other’s reaction Perceived conflict Decreased group performance Competing Collaborating Compromising Avoiding Accommodating Unassertive Assertive Assertiveness Uncooperative Cooperative Cooperativeness CONFLICT RESPONS Robbins and Judge 2009
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STRUCTURES Strategy SYSTEM Technology Competences Environment Capacity
Work Specialization Departmentalization Chain of Command Span of Control Centralization Formalization SYSTEM ELEMENT
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FORM Functional Product Matrix ORGANIZATION CULTURE Artifacts Espoused value Basic assumption HUMAN RESOURCES Selection Training Performance Appraisal
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ORGANIZATION CHANGE Unfreeze Movement Refreeze STRESS MANAGEMENT Selection and Placement Training Redesigning Job Goal Setting Communication Employee Involvement
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