In 2-3 paragraphs, respond to the following. Your initial post should be substantive and be supported by course concepts. Your initial post is due by Wednesday to allow other students to respond.
Why is important to study organizational behavior?
1.4 A Model of Organizational Behavior and Management - Organizational Behavior | OpenStax Skip to Content Organizational Behavior1.4 A Model of Organizational Behavior and Management Organizational Behavior1.4 A Model of Organizational Behavior and Management Table of contents My highlights Print Table of contents Preface 1 Management and Organizational Behavior Introduction 1.1 The Nature of Work 1.2 The Changing Workplace 1.3 The Nature of Management 1.4 A Model of Organizational Behavior and Management Key Terms Summary of Learning Outcomes Chapter Review Questions Critical Thinking Case 2 Individual and Cultural Differences Introduction 2.1 Individual and Cultural Factors in Employee Performance 2.2 Employee Abilities and Skills 2.3 Personality: An Introduction 2.4 Personality and Work Behavior 2.5 Personality and Organization: A Basic Conflict? 2.6 Personal Values and Ethics 2.7 Cultural Differences Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 3 Perception and Job Attitudes Introduction 3.1 The Perceptual Process 3.2 Barriers to Accurate Social Perception 3.3 Attributions: Interpreting the Causes of Behavior 3.4 Attitudes and Behavior 3.5 Work-Related Attitudes Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 4 Learning and Reinforcement Introduction 4.1 Basic Models of Learning 4.2 Reinforcement and Behavioral Change 4.3 Behavior Modification in Organizations 4.4 Behavioral Self-Management Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 5 Diversity in Organizations Introduction 5.1 An Introduction to Workplace Diversity 5.2 Diversity and the Workforce 5.3 Diversity and Its Impact on Companies 5.4 Challenges of Diversity 5.5 Key Diversity Theories 5.6 Benefits and Challenges of Workplace Diversity 5.7 Recommendations for Managing Diversity Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 6 Perception and Managerial Decision Making Introduction 6.1 Overview of Managerial Decision-Making 6.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems 6.3 Programmed and Nonprogrammed Decisions 6.4 Barriers to Effective Decision-Making 6.5 Improving the Quality of Decision-Making 6.6 Group Decision-Making Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 7 Work Motivation for Performance Introduction 7.1 Motivation: Direction and Intensity 7.2 Content Theories of Motivation 7.3 Process Theories of Motivation 7.4 Recent Research on Motivation Theories Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 8 Performance Appraisal and Rewards Introduction 8.1 Performance Appraisal Systems 8.2 Techniques of Performance Appraisal 8.3 Feedback 8.4 Reward Systems in Organizations 8.5 Individual and Group Incentive Plans Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 9 Group and Intergroup Relations Introduction 9.1 Work Groups: Basic Considerations 9.2 Work Group Structure 9.3 Managing Effective Work Groups 9.4 Intergroup Behavior and Performance Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 10 Understanding and Managing Work Teams Introduction 10.1 Teamwork in the Workplace 10.2 Team Development Over Time 10.3 Things to Consider When Managing Teams 10.4 Opportunities and Challenges to Team Building 10.5 Team Diversity 10.6 Multicultural Teams Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 11 Communication Introduction 11.1 The Process of Managerial Communication 11.2 Types of Communications in Organizations 11.3 Factors Affecting Communications and the Roles of Managers 11.4 Managerial Communication and Corporate Reputation 11.5 The Major Channels of Management Communication Are Talking, Listening, Reading, and Writing Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 12 Leadership Introduction 12.1 The Nature of Leadership 12.2 The Leadership Process 12.3 Leader Emergence 12.4 The Trait Approach to Leadership 12.5 Behavioral Approaches to Leadership 12.6 Situational (Contingency) Approaches to Leadership 12.7 Substitutes for and Neutralizers of Leadership 12.8 Transformational, Visionary, and Charismatic Leadership 12.9 Leadership Needs in the 21st Century Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 13 Organizational Power and Politics Introduction 13.1 Power in Interpersonal Relations 13.2 Uses of Power 13.3 Political Behavior in Organizations 13.4 Limiting the Influence of Political Behavior Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 14 Conflict and Negotiations Introduction 14.1 Conflict in Organizations: Basic Considerations 14.2 Causes of Conflict in Organizations 14.3 Resolving Conflict in Organizations 14.4 Negotiation Behavior Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 15 External and Internal Organizational Environments and Corporate Culture Introduction 15.1 The Organization's External Environment 15.2 External Environments and Industries 15.3 Organizational Designs and Structures 15.4 The Internal Organization and External Environments 15.5 Corporate Cultures 15.6 Organizing for Change in the 21st Century Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 16 Organizational Structure and Change Introduction 16.1 Organizational Structures and Design 16.2 Organizational Change 16.3 Managing Change Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 17 Human Resource Management Introduction 17.1 An Introduction to Human Resource Management 17.2 Human Resource Management and Compliance 17.3 Performance Management 17.4 Influencing Employee Performance and Motivation 17.5 Building an Organization for the Future 17.6 Talent Development and Succession Planning Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 18 Stress and Well Being Introduction 18.1 Problems of Work Adjustment 18.2 Organizational Influences on Stress 18.3 Buffering Effects of Work related Stress 18.4 Coping with Work related Stress Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Critical Thinking Case 19 Entrepreneurship Introduction 19.1 Overview of Entrepreneurship 19.2 Characteristics of Successful Entrepreneurs 19.3 Business Model Canvas 19.4 New Venture Financing 19.5 Design Thinking 19.6 Optimal Support for Entrepreneurship Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case A | Scientific Method in Organizational Research B | Scoring Keys for Self-Assessment Exercises References Index What is the role of the behavioral sciences in management and organizations? A major responsibility—perhaps the major responsibility—of managers is to make organizations operate effectively. Bringing about effective performance, however, is no easy task. As Nadler and Tushman note: Understanding one individual’s behavior is challenging in and of itself; understanding a group that’s made up of different individuals and comprehending the many relationships among those individuals is even more complex. Imagine, then, the mind-boggling complexity of a large organization made up of thousands of individuals and hundreds of groups with myriad relationships among these individuals and groups.11 Despite this difficulty, however, organizations must be managed. Nadler and Tushman continue: Ultimately the organization’s work gets done through people, individually or collectively, on their own or in collaboration with technology. Therefore, the management of organizational behavior is central to the management task—a task that involves the capacity to understand the behavior patterns of individuals, groups, and organizations, to predict what behavioral responses will be elicited by various managerial actions, and finally to use this understanding and these predictions to achieve control.12 The work of society is accomplished largely through organizations, and the role of management is to see to it that organizations perform this work. Without it, the wheels of society would soon grind to a halt. What Is Organizational Behavior? The study of the behavior of people in organizations is typically referred to as organizational behavior. Here, the focus is on applying what we can learn from the social and behavioral sciences so we can better understand and predict human behavior at work. We examine such behavior on three levels—the individual, the group, and the organization as a whole. In all three cases, we seek to learn more about what causes people—individually or collectively—to behave as they do in organizational settings. What motivates people? What makes some employees leaders and others not? Why do groups often work in opposition to their employer? How do organizations respond to changes in their external environments? How do people communicate and make decisions? Questions such as these constitute the domain of organizational behavior and are the focus of this course. To a large extent, we can apply what has been learned from psychology, sociology, and cultural anthropology. In addition, we can learn from economics and political science. All of these disciplines have something to say about life in organizations. However, what sets organizational behavior apart is its particular focus on the organization (not the discipline) in organizational analysis (see Exhibit 1.8). Thus, if we wish to examine a problem of employee motivation, for example, we can draw upon economic theories of wage structures in the workplace. At the same time, we can also draw on the psychological theories of motivation and incentives as they relate to work. We can bring in sociological treatments of social forces on behavior, and we can make use of anthropological studies of cultural influences on individual performance. It is this conceptual richness that establishes organizational behavior as a unique applied discipline. And throughout our analyses, we are continually concerned with the implications of what we learn for the quality of working life and organizational performance. We always look for management implications so the managers of the future can develop more humane and more competitive organizations for the future. Exhibit 1.8 Origins of Organizational Behavior (Attribution: Copyright Rice University, OpenStax, under CC BY-NC-SA 4.0 license) For convenience, we often differentiate between micro- and macro-organizational behavior. Micro-organizational behavior is primarily concerned with the behavior of individuals and groups, while macro-organizational behavior (also referred to as organization theory) is concerned with organization-wide issues, such as organization design and the relations between an organization and its environment. Although there are times when this distinction is helpful, it is always important to remember that in most instances we learn the most when we take a comprehensive view of organizational behavior and integrate these two perspectives. That is, issues such as organization structure can influence employee motivation. Hence, by keeping these two realms separate we lose valuable information that can help us better understand how to manage organizations. Exhibit 1.9 Invo new Hire Xinyu Liu was hired as the studio as a designer at Invo, a Massachusetts-based firm. Prior to joining Invo, she was a user experience researcher at Samsung, where she investigated how to apply future technologies in everyday living. Changing behavior for good was a key component of the R&D work, leveraging invisible sensing tech, devising emotional effects, and crafting just-in-time graphic communication. Her wide-ranging skills, from analyzing social behavior to 3D modeling to electronics to UI design, are well-suited for the