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Organizational Behavior: Human Behavior at Work 14th Edition by John Newstrom
Edition 14ISBN: 978-0078112829Organizational Behavior: Human Behavior at Work 14th Edition by John Newstrom
Edition 14ISBN: 978-0078112829 Exercise 1
An insight is a new and clear perception of a phenomenon, or an acquired ability to "see" clearly something that you were unaware of previously. It is sometimes simply referred to as an "ah-ha! moment," in which you have a minirevelation or reach a straightforward conclusion about a topic or issue.
Insights need not necessarily be dramatic, for what is an insight to one person may be less important to another. The critical feature of insights is that they are relevant and memorable for you; they should represent new knowledge, new frameworks, or new ways of viewing things that you want to retain and remember over time.
Insights, then, are different from the information you find in the "Advice for Future Managers" boxes within the text. That advice is prescriptive and action-oriented; it indicates a recommended course of action.
A useful way to think of OB insights is to assume you are the only person who has read the current chapter. You have been given the assignment to highlight, in your own words, the major concepts (but not just summarize the whole chapter) that might stand out for a naive audience who has never heard of the topic before. What 10 insights would you share with them?
(Example) Astute managers need to study, appreciate, and use OB theory and research.
1. ___________________________________________________________________
2. ___________________________________________________________________
3. ___________________________________________________________________
4. ___________________________________________________________________
5. ___________________________________________________________________
6. ___________________________________________________________________
7. ___________________________________________________________________
8. ___________________________________________________________________
9. ___________________________________________________________________
10. ___________________________________________________________________
Insights need not necessarily be dramatic, for what is an insight to one person may be less important to another. The critical feature of insights is that they are relevant and memorable for you; they should represent new knowledge, new frameworks, or new ways of viewing things that you want to retain and remember over time.
Insights, then, are different from the information you find in the "Advice for Future Managers" boxes within the text. That advice is prescriptive and action-oriented; it indicates a recommended course of action.
A useful way to think of OB insights is to assume you are the only person who has read the current chapter. You have been given the assignment to highlight, in your own words, the major concepts (but not just summarize the whole chapter) that might stand out for a naive audience who has never heard of the topic before. What 10 insights would you share with them?
(Example) Astute managers need to study, appreciate, and use OB theory and research.
1. ___________________________________________________________________
2. ___________________________________________________________________
3. ___________________________________________________________________
4. ___________________________________________________________________
5. ___________________________________________________________________
6. ___________________________________________________________________
7. ___________________________________________________________________
8. ___________________________________________________________________
9. ___________________________________________________________________
10. ___________________________________________________________________
Explanation
Verified
Verified
Organizational Behaviour:
Organizational behaviour refers to the study of the behaviour of the employees when they interact within the organization. This concept aims at optimizing the employee interaction within the organization to improve their efficiency and effectivity so that they can attain organizational goals in the desired manner.
Organizational behaviour is a complex and vast topic which contains multiple concepts. Some of the major points in this chapter are as follows:
1. There are four major approaches to organizational behaviour, namely;
a. Human support
b. Contingency
c. System
d. Result-Oriented
2. Goals of organizational behaviour are to:
a. Describe the behaviour
b. Understand the behaviour
c. Predict behaviour
d. Control the behaviour
3. Organizations and their workings are mostly affected by the following forces:
a. People
b. Structure
c. Technology
d. Environment
4. Earlier management decisions regarding this concept were based on their own personal experience and judgements but nowadays the decisions are based on theories that are backed up by research and data.
5. The fundamental concept of organisational behaviour can be divided into two parts:
a. The nature of the people
b. The nature of the organization
6. Selective perception refers to the behaviour of people in which they observe the things and outcomes that only solidifies their beliefs
7. Organizational behaviour collects a lot of data about the employees within the organization. Usage of such data poses an ethical challenge to the managers and they should ensure that their actions don't create any ethical problem that goes against the company's problem and general perception of the people.
8. Open communication is the most effective way of reducing or eliminating the ethical issues that may arise in an organisation.
9. Many managers consider Organizational behaviour as a quick solution to their problems and assume that one size solution fits all problem. They need to consider all the factors to effectively solve an issue and not depend on a standard solution as the environment is much more dynamic today then it was a couple of years back.
10. Law of diminishing returns and behavioural bias both state that overutilization of a single resource will start causing negative results after it has crossed its equilibrium point.
Organizational behaviour refers to the study of the behaviour of the employees when they interact within the organization. This concept aims at optimizing the employee interaction within the organization to improve their efficiency and effectivity so that they can attain organizational goals in the desired manner.
Organizational behaviour is a complex and vast topic which contains multiple concepts. Some of the major points in this chapter are as follows:
1. There are four major approaches to organizational behaviour, namely;
a. Human support
b. Contingency
c. System
d. Result-Oriented
2. Goals of organizational behaviour are to:
a. Describe the behaviour
b. Understand the behaviour
c. Predict behaviour
d. Control the behaviour
3. Organizations and their workings are mostly affected by the following forces:
a. People
b. Structure
c. Technology
d. Environment
4. Earlier management decisions regarding this concept were based on their own personal experience and judgements but nowadays the decisions are based on theories that are backed up by research and data.
5. The fundamental concept of organisational behaviour can be divided into two parts:
a. The nature of the people
b. The nature of the organization
6. Selective perception refers to the behaviour of people in which they observe the things and outcomes that only solidifies their beliefs
7. Organizational behaviour collects a lot of data about the employees within the organization. Usage of such data poses an ethical challenge to the managers and they should ensure that their actions don't create any ethical problem that goes against the company's problem and general perception of the people.
8. Open communication is the most effective way of reducing or eliminating the ethical issues that may arise in an organisation.
9. Many managers consider Organizational behaviour as a quick solution to their problems and assume that one size solution fits all problem. They need to consider all the factors to effectively solve an issue and not depend on a standard solution as the environment is much more dynamic today then it was a couple of years back.
10. Law of diminishing returns and behavioural bias both state that overutilization of a single resource will start causing negative results after it has crossed its equilibrium point.
Organizational Behavior: Human Behavior at Work 14th Edition by John Newstrom
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