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The document summarizes key concepts related to organizational behavior and human resources management. It covers topics such as internal social systems and groups within organizations, the role of structure and how it defines relationships, how technology provides resources for employees. It also discusses individual differences in people, how perceptions can differ, that organizations employ whole people. Additional topics covered include motivation, communication processes, management techniques like management by objectives and shaping behavior. It also defines important concepts like attitudes, job satisfaction, organizational commitment, and elements of research reliability and validity.

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Seth F. Donato
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26 views3 pages

Hbo Reviewer

The document summarizes key concepts related to organizational behavior and human resources management. It covers topics such as internal social systems and groups within organizations, the role of structure and how it defines relationships, how technology provides resources for employees. It also discusses individual differences in people, how perceptions can differ, that organizations employ whole people. Additional topics covered include motivation, communication processes, management techniques like management by objectives and shaping behavior. It also defines important concepts like attitudes, job satisfaction, organizational commitment, and elements of research reliability and validity.

Uploaded by

Seth F. Donato
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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MODULE 1:

KEY FORCES

People make up the internal social system of the organization. That system consists of individuals and
groups, and large groups as well as small ones. There are unofficial, informal groups and more official,
formal ones.
Structure defines the formal relationship and use of people in organizations. Different jobs are required
to accomplish all of an organization’s activities.
Technology provides the resources with which people work and affects the tasks that they perform. They
cannot accomplish much with their bare hands, so they construct buildings, design machines, create
work processes, and assemble resources.
Environment All organizations operate within an internal and an external environment. A single
organization does not exist alone. It is part of a larger system that contains many other elements, such as
government, the family, and other organizations.

NATURE OF PEOPLE

Individual Differences People have much in common (they become excited by an achievement; they are
grieved by the loss of a loved one), but each person in the world is also individually different (and we
expect that all who follow will be different!)
Perception People look at the world and see things differently. Even when presented with the same
object, two people may view it in two different ways. Their view of their objective environment is filtered
by perception, which is the unique way in which each person sees, organizes, and interprets things
A Whole Person Although some organizations may wish they could employ only a person’s skill or brain,
they actually employ a whole person rather than certain characteristics.
Motivated Behavior From psychology we learn that normal behavior has certain causes. These may
relate to a person’s needs or the consequences that result from acts.
Desire for Involvement Many employees today are actively seeking opportunities at work to become
involved in relevant decisions, thereby contributing their talents and ideas to the organization’s success.
Value of the Person People deserve to be treated differently from other factors of production (land,
capital, technology) because they are of a higher order in the universe.

STEPS IS COMMUNICATION PROCESS


Develop an Idea Step 1 is to develop an idea that the sender wishes to transmit.
Encode Step 2 is to encode (convert) the idea into suitable words, charts, or other symbols for
transmission. At this point the sender determines the method of transmission so that the words and
symbols may be organized in suitable fashion for the type of transmission.
Transmit When the message finally is developed, step 3 is to transmit it by the method chosen, such as
by memo, phone call, or personal visit.
Receive Transmission allows another person to receive a message, which is step 4. In this step the
initiative transfers to the receiver, who tunes in to receive the message
Decode Step 5 is to decode the message so that it can be understood. The sender wants the receiver to
understand the message exactly as it was sent
Accept Once the receiver has obtained and decoded a message, that person has the opportunity to
accept or reject it, which is step 6.
Use Step 7 in the communication process is for the receiver to use the information. T
Provide Feedback When the receiver acknowledges the message and responds to the sender, feedback
has occurred.

MODULE 2

4 Alternative Consequences

Shaping is a systematic and progressive application of positive reinforcement. It occurs when more
frequent, or more powerful, reinforcements are successively given as the employee comes closer to the
desired behavior.
Negative reinforcement occurs when behavior is accompanied by removal of an unfavorable
consequence; therefore, it is not the same as punishment, which normally adds something unfavorable
Punishment is the administration of an unfavorable consequence that discourages a certain behavior.
Extinction is the withholding of significant positive consequences that were previously provided for a
desirable behavior.

4 steps in Management by objectives


1. Objective setting—joint determination by manager and employee of appropriate levels of future
performance for the employee, within the context of overall unit goals and resources. These objectives
are often set for the next calendar year.
2. Action planning—participative or even independent planning by the employee as to how to reach
those objectives. Providing some autonomy to employees is invaluable; they are more likely to use their
ingenuity, as well as feel more committed to the plan’s success.
3. Periodic reviews—joint assessment of progress toward objectives by manager and employee,
performed informally and sometimes spontaneously.
4. Annual evaluation—more formal assessment of success in achieving the employee’s annual
objectives, coupled with a renewal of the planning cycle. Some MBO systems also use performance
appraisal to tie rewards for employees to the level of results attained

MODULE 3
MODULE 4

Attitudes are the feelings and beliefs that largely determine how employees will perceive their
environment, commit themselves to intended actions, and ultimately behave. Attitudes form a mental
set that affects how we view something else, much as a window provides a framework for our view into
or out of a building.

Nature of employee attitudes

Job satisfaction is a set of favorable or unfavorable feelings and emotions with which employees view
their work. Job satisfaction is an affective attitude—a feeling of relative like or dislike toward something
(for example, a satisfied employee may comment that “I enjoy having a variety of tasks to do”).

Job involvement is the degree to which employees immerse themselves in their jobs, invest time and
energy in them, and view work as a central part of their overall lives. Holding meaningful jobs and
performing them well are important inputs to their own self-images, which helps explain the traumatic
effects of job loss on their esteem needs

Organizational commitment, or employee loyalty, is the degree to which an employee identifies with the
organization and wants to continue actively participating in it. Like a strong magnetic force attracting one
metallic object to another, it is a measure of the employee’s willingness to remain with a firm in the
future.

Work Moods Employees also have feelings about their jobs that are highly dynamic; they can change
within a day, hour, or minute. These variable attitudes toward their jobs are called work moods.

ELEMENTS THAT SERVE AS BACKBONE OF ANY STUDY

Reliability is the capacity of a survey instrument to produce consistent results, regardless of who
administers it.

Validity, is the the capacity to measure what they claim to measure.

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