PA3

• how behavior is guided

  Organizational System
• about how people as individuals and as groups act and behave within the organizations

  Organizational Behavior
• systematic body of knowledge of why and how individuals in given organization behaves

  Behavioral sciences
• systematic process of gathering and interpreting relevant data

  Research
• person is a distinct individual

  Individual Differences
• apprehending by means of the senses or the mind

  Perception
• may be as a result of a normal behavior

  Motivated Behavior
• complex set of human relationships

  Social system
• Organizations exist for a social and humanistic purpose

  Mutual Interest
• system of moral principles

  Ethics
• growth and development of people

  Human Resources Approach
• "one best way" of managing

  Contingency Approach
• need to accomplish desirable results.

  Results-oriented Approach
• manager takes a holistic perspective

  Systems Approach
• depends on leadership instead of on power

  The Supportive Model
• people having a common purpose

  The Collegial Model
• workers do not talk back to their superiors

  The Custodial Model
• depends on power and authority

  The Autocratic Model
• one's attitude and emotion towards thing

  Values
• recognition that organizations have a significant influence

  Social responsibility
• predisposition to use one's culture as the criterion for judging others.

  Ethnocentrism
• range of difference between two social systems

  Cultural Distance
• feeling of surprise and disorientation

  Cultural Shock
• comes from the Latin word "movere" which means to move.

  Motivation
• affect the way people view their jobs

  Motivational Drives
• drive to relate people effectively

  Affiliation Motivation
• drive to accomplish objectives

  Achievement Motivation
• desire and aspiration of an individual

  Need for self-actualization
• free of any physical danger, threat

  Security or safety needs
• basic needs

  Physiological needs
• to be accepted by others

  Affiliation or acceptance needs
• satisfaction such as power, prestige

  Esteem needs
• achievement and responsibility are related

  Job Content and Context
• closely related to the preference-expectancy theory

  Reinforcement Theory
• Internal reward

  Intrinsic motivators
• external rewards

  Extrinsic motivators
• attempts to make a job more varied

  Job Enrichment
• possible for managers to control a number of worker behavior

  Law of Effect
• powerful motivational force

  Reward system
• variety of functions of central importance to employees

  Performance appraisal systems