Organizational Behavior

• Organizational Behavior is a field of study to understand the behaviors of individuals and groups and their impact on the overall function and performance of the organization.
• Organizational Behavior is important to the employee as it helps in the evaluation of employees and organization structure.
• Organizational Behavior is important to the employer as it increases organizational performance.
• Organizational Behavior is important to the organization as it helps in being a more engaged organizational member.
• Organizational Behavior has three levels: Macro (Organizational) Level of Analysis, Meso (Group) Level of Analysis, and Micro (Individual) Level of Analysis.
• The Macro (Organizational) Level of Analysis in Organizational Behavior includes topics such as organizational structure, organizational culture, and organizational change.
• The Meso (Group) Level of Analysis in Organizational Behavior includes topics such as group dynamics, team building, and leadership.
• The Micro (Individual) Level of Analysis in Organizational Behavior includes topics such as diversity, job satisfaction, and personality.
• Diversity in the context of Organizational Behavior refers to personal characteristics such as age, skin color, sex, nationality, ethnicity, and non-biological characteristics like religion and gender orientation.
• The Micro Business Management and Application for Architecture includes a discussion of contemporary theories of motivation.
• Maslow's hierarchy of needs and Herzberg's two-factor theory are contemporary theories of motivation.
• Tuckman’s Stages of Group Development include Forming, Storming, Norming, Performing, and Adjourning.
• The Meso level of analysis in architecture includes the group level, which is formed by the organization’s management, and the informal level, which is formed based on the social needs of employees.
• Group decision-making can be inefficient due to not always optimal groupthinking, polarization, and idea evaluation.
• Groupthinking, polarization, invulnerability, rationalization, stereotypes, self-censorship, and illusion of unanimity are effects of groupthinking.
• Social comparison, persuasive arguments, social identity, informational influence, diffusion of responsibility, and causes of choice shift that lead to polarization are effects of groupthinking.
• Goal-Setting Theory, Conservation of Resources theory, and Reinforcement Theory are other contemporary theories of motivation.
• Self-Determination theory and Core Self-Evaluation theory are also contemporary theories of motivation.
• Equity Theory, Social Learning Theory, and Expectancy Theory are other contemporary theories of motivation.
• Job satisfaction and job engagement are important factors in a project.
• The perception of the decision maker is a crucial aspect of decision-making.
• Escalation of Commitment is the tendency to increase commitment to a decision in spite of evidence that is wrong.
• Randomness Error is the tendency to make decisions based on random events.
• Attribution theory, as outlined by Martinko in 1995, outlines how individuals judge others' behavior and attempt to determine whether it is caused by internal or external factors.
• Availability bias is the tendency to base judgments on readily available information, rather than considering a longer timeframe.
• Anchoring bias is the tendency to focus on the first information received, without adjusting for subsequent information.
• Behavior is based on a person's perception of reality, not necessarily the same as actual reality.
• Hindsight bias is the tendency to create meaning out of random events.
• Confirmation bias is the tendency to only use facts that support one's decision while ignoring contrary views.
• Overconfidence bias is the tendency to overestimate the correctness of a decision.
• Decisions are choices made from among alternatives developed from data perceived as relevant.
• Decision-making involves a perceived discrepancy between the current state of affairs and a desired state.
• Winner’s Curse is the tendency to pay too much due to value overestimation.
• Personality traits are considerations in Organizational Behavior.
• Employee values are important in the context of Organizational Behavior.
• Affect and emotion are factors in the context of Organizational Behavior.
• Emotional intelligence is a part of Organizational Behavior.
• Emotional labor is a challenge in the context of Organizational Behavior.
• The moods and emotions experienced by managers in response to workplace situations can affect organizational decision-making processes.
• Organizational culture creates an organizational climate, which is a surface-level indicator of the functioning of the employee/organizational environment relationship.