Organization Behavior Notes

Establishes the foundational scope, models, and individual psychological dimensions of organizational behavior. Topics include defining organizational behavior (OB) as a multidisciplinary field drawing from psychology, sociology, and anthropology; OB models (autocratic, custodial, supportive, collegial, system models); personality determinants (heredity, environment, situation); major personality frameworks: the Big Five personality model (OCEAN dimensions and workplace implications), Myers-Briggs Type Indicator (MBTI preferences), locus of control (internal vs external), Machiavellianism, self-esteem, self-monitoring, and risk propensity; and attitudes, job satisfaction determinants, and organizational citizenship behavior (OCB).

Deconstructs perceptual processes, cognitive learning theories, and employee motivational frameworks. Perception covers the perceptual process, perceptual selectivity, perceptual shortcuts and distortions (halo effect, horn effect, selective perception, stereotyping, projection, contrast effects), and Harold Kelley's Attribution Theory (consensus, distinctiveness, consistency, fundamental attribution error, self-serving bias). Learning covers classical conditioning, operant conditioning (reinforcement schedules), and social learning theory. Motivation covers Content Theories: Abraham Maslow's hierarchy of needs, Frederick Herzberg's two-factor hygiene-motivator theory, Douglas McGregor's Theory X and Theory Y, and David McClelland's theory of needs (achievement, power, affiliation); and Process Theories: Victor Vroom's Expectancy Theory (Expectancy * Instrumentality * Valence), Stacy Adams' Equity Theory (input-outcome ratios), and Edwin Locke's Goal-Setting Theory.

Examines interpersonal behavior, small-group phenomena, and high-performance team development. Topics include defining groups; formal versus informal groups; reasons for joining groups; Bruce Tuckman's five-stage group development model (Forming, Storming, Norming, Performing, Adjourning); group properties: roles (role conflict, role ambiguity), norms, status, size, and cohesiveness; group decision-making: advantages and liabilities compared to individual decisions; group decision phenomena: Groupthink (symptoms, consequences, prevention) and Group Shift/Risky Shift; techniques for improving group decisions (brainstorming, Nominal Group Technique, Delphi technique); and building effective work teams (cross-functional, virtual, self-managed teams).

Analyzes executive leadership frameworks, managerial styles, and organizational power bases. Leadership covers definition and distinction between management and leadership; Trait Theory of leadership; Behavioral Theories: Ohio State University studies (initiating structure and consideration), University of Michigan studies (production-oriented vs employee-oriented), and Blake and Mouton's Managerial Grid (impoverished, country club, produce-or-perish, middle-of-the-road, team management styles); Contingency Theories: Fred Fiedler's contingency model (LPC scale, situational favorableness), Hersey and Blanchard's Situational Leadership Model (directing, coaching, supporting, delegating), and Robert House's Path-Goal Theory; and contemporary leadership paradigms: Transactional leadership, Transformational leadership (charisma, inspiration, intellectual stimulation), Servant leadership, and ethical leadership.

Addresses organizational friction, shared enterprise values, and strategic organizational transformation. Conflict Management covers views on conflict (traditional, human relations, interactionist view); sources and levels of conflict (interpersonal, intragroup, intergroup); conflict process stages; and conflict resolution styles under the Thomas-Kilmann model (competing, collaborating, compromising, avoiding, accommodating). Organizational Culture covers definition, functions, dominant culture vs subcultures, and institutionalization. Organizational Change covers forces for change (external and internal); resistance to change (individual and organizational sources) and overcoming resistance; and Kurt Lewin's Three-Step Change Model (Unfreezing, Moving/Changing, Refreezing) alongside organizational development (OD) interventions.