1. Foundations of Behavior in Organizations
Chp 15
Foundations of Behavior in Organizations
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2. Leadership Skills For Solving People Problems
Diagnosing or gaining insight into the situation
Adapting individual behavior and resources to meet the needs of the situation
Communicating in a way that others can understand and accept

3. Organizational Behavior
Commonly called OB
An interdisciplinary field dedicated to the study of attitudes, behavior and performance

4. Attitude Components

5. Components of Attitudes
Cognitive component includes the beliefs, opinions, and information the person has about the object of the attitude
Affective component is the person’s emotions or feelings about the object of the attitude
Behavioral component of an attitude is the person’s intention to behave toward the object of the attitude in a certain way

6. Work Related Attitudes
Two attitudes that may relate to high performance are:
1. Job Satisfaction
2. Organizational Commitment
“ Union Pacific is committed to be a railroad where: our customers want to do business, our employees are proud to work, and shareholder value is created.”

7. Attitudes & Conflicts
Perception, Cognitive process used to make sense out of the environment
Three Step process:
1. Observe information
2. Screen data
3. Organize data
Perceptual Selectivity, process by which individuals screen and select objects.
Important points:
1. Primacy
2. Regency
Perceptual Distortions, errors in perceptual judgment arising from inaccuracies in the perceptual process.
Common Errors:
1. Stereotyping
2. Halo effect
3. Projection

8. External or Internal Attributions

9. Big Five Personality Factors

10. Emotional Intelligence (EQ) Basic Components
Self-awareness-basis for all of the other components, being aware of what you are feeling
Managing emotions-balance one’s moods so they do not cloud thinking
Motivating oneself-ability to be hopeful and the ability to persist
Empathy-recognize what others are feeling
Social skill-ability to connect to others

11. Locus of Control Defines whether one places primary responsibility within themselves or on the outside
Internal locus of control- your actions influence what happens to you
External locus of control- represents “pawns of fate”

12. Problem Solving Styles Carl Jung
Gathering and evaluating information are separate activities
Four functions:
Sensation
Intuition
Thinking
Feeling

13. Four Learning Styles
Diverger
Assimilator
Converger
Accommodator

14. The Stress Response (GAS)

15. Work Stress Four Categories: Demands Associated with Job Tasks
Physical Demands
Role Demand (Sets of expected behaviors)
Interpersonal Pressures and Conflicts