2. The chapter discusses 5 major aspects of organizational behavior. Which of the following is NOT one of them: (1) Attitudes (2) Roles (3) Norms (4) Self-Concept (5) Perception (6) Communication

3. The Human Perspective

4. Why is this important to understand?  Every aspect of management involves people  Behavior is the most important—but also the most complex—input in the system How do people fit into a systems approach?  People are the basic unit of a system  People are comprised of important subsystems  People are influenced by external systems All these interdependencies makes for a complex system that if very difficult to understand

5. These are borrowed from Psychology & Sociology: (1) Attitudes (2) Roles (3) Self-Concept (4) Perception (5) Communication

6.  A constellation of beliefs, sentiments, and behavioral tendencies concerning some object Why are these important?  Attitudes are thought to affect behavior Evidence of this?  Yes, but not a direct one. How do attitudes fit into systems theory? How do attitudes fit into behavioral change?

7.  Engaging in accepted behavior according to individual perceptions  People engage in many roles Problem:  Some roles may be in conflict Police role: very powerful, and influences every aspect of officers’ lives (even when not @ work)  Managers should be keenly aware of varying police roles

8. A person’s image, either contemporary or ideal  Developed through interactions w/others How does this relate to policing?  People join b/c the job fits with either their current or ideal self concept Problem:  job can turn out to be much different than expected  Managers can aid employees by helping them achieve their self concept through accurate appraisals and goal-setting

9. Data from sensory organs  People’s perceptions of the same event can vary tremendously  Variation is due to differences in sensory capabilities, but also how people interpret sensory information through attitudes, roles, & (especially) self concepts. Problem:  People often assume other perceive things the way they do; Managers must combat this. How are perceptions changed?  Through feedback loops built into a system

10. Vehicle for learning/feedback; way in which info is exchanged; “the medium of management”  Can take many forms (oral, verbal, nonverbal)  Involves not only how things are expressed, but how they are received  Tends to be the scapegoat for problems  New issues: language, one-way communication  Key issue for a police manager is effective communication

11. The Human Perspective

12.  Groups tend to form their own cultures which serve to guide behavior  Group cultures or subcultures can exert powerful influences over people  Some occupations form very powerful cultures—the police are one of these.  Important for managers to understand occupational cultures and how they impact an organization

13. 3 basic aspects of group social systems: (1) Required system  Activities required for group survival (2) Personal system  Predispositions people bring with them (3) Emergent system  Activities not required for group survival  Invariably occurs when required and personal systems interact. Some are +, others -

14. Why is this important? Thought to have 3 important consequences: (1) Productivity: labor output (2) Satisfaction: how people feel about their work (3) Growth: how people change in their work (for the better)