1. 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

2. 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.

3. 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

4. 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

5. INDIVIDUALS Biographical Characteristic Ability BEHAVIOR Learning
Cognitive Component
Affective Component
Behavioral Component
Environment
Leadership
Job Content
Benefit
BEHAVIOR
ATTITUDE
JOB SATIFACTION

6. 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

7. GROUP Formal Group Informal Group GROUP Command Group Task Group
Interest Group
Forming
Storming
Norming
Performing
Adjourning
GROUP
PROCESS

8. TEAM
Problem Solving Team
Self Managed Team
Cross Functional Team
Virtual Team
COMMUNICATION
Interpersonal Communication
Organizational Communication
Communication Barrier
LEADERSHIP
Charismatic
Transactional
Transformational

9. POWER CONFLICT Potential opposition or incompatibility
Legitimate
Reward
Coercive
Referent
Expert
Information
Ecological
CONFLICT
Potential opposition or incompatibility
Cognition and personalization
Intentions
Behavior
Outcomes

10. 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

11. STRUCTURES Strategy SYSTEM Technology Competences Environment Capacity
Work Specialization
Departmentalization
Chain of Command
Span of Control
Centralization
Formalization
SYSTEM
ELEMENT

12. FORM
Functional
Product
Matrix
ORGANIZATION CULTURE
Artifacts
Espoused value
Basic assumption
HUMAN RESOURCES
Selection
Training
Performance Appraisal

13. ORGANIZATION CHANGE
Unfreeze
Movement
Refreeze
STRESS MANAGEMENT
Selection and Placement
Training
Redesigning Job
Goal Setting
Communication
Employee Involvement