Clecture 1 (

Chp 1

* Importance of
Interpersonal Skills 3
→ Interpersonal skills helps
organization to generate
superior financial
performance
->

It also help us to organizations to

attract & keep high-performing
employees
→ It helps to create strong
association blur the quality sh
workplace relationships & employee jub
satisfication, stress, and turnover.
of

✩ Organizational x
Behaviour 8
-Managers
8
They get things done through
other people. They make decisions
allocate resources & direct activities to
attain goals. -Organization:
of
others

Social unit composed of two or

more people that works together to
achieve a
 common
goal.
& Activities x of x
Manager :
1
Planning
!
Planning emcompasses
defining an organization's
goals. establishing strategy for
achieving those goals, & make set
of plans to integrate & coordinate
activities.
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3
Organizing!
This includes
determining who will dome
task, how the tasks are to be
grouped, who to whom & where
decisions are to be made. 3)
Leading +
effect
ive
This includes motivating
employees, direct th achvities,
resolve conflicts & select the
most communication channels. Ly
Controlling
1.
and
 This includes monitoring,
comparing. potential
corecting the activities.
* Management &
Roles:
1 Interpersonal
& Skills:

-
-

Figurehe
ad 8
Symbolic head required to
perform a number routines
duties of a legal or social
nature.
Leaders
of

Responsible for the

motivation & direction
‫א‬

employe
es
Liaison :- Marilains outside
contacts who provide
fav
or
&
 informatio
n.
3 Informational:
wh

repor
te
 -

of
of

Monitor:
It serves as nerve center of
internal & external information of the
organization.
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be who
reports

I
t
heir
chue

xd
Disseminators
01
 from
Transmits information recieved from
outsiders of other employees to
members. of
the organization
Spokesperson 8
It serves as expert on
organization's industry ~ It
transmits information to outsider's on
organization
plans, policies actions &
results.
31 Decisional
8

Entrepreneu
rs
I He seeks every opportunities &
 initiates projects to bring about
change
Disturbance x Handly!
.
-
-

Respo
nsible
Resource x
Allocators.

for handling
 unexpected
disturbances
Makes or approves significant
organizational
decisions
.
Negotiato
r8
• Responsible for
representing the organization
at major negotiations
* Management
& Skills:.
Each
1 Technical
Skills:
manager to be well-
rounded Ef effective

expertise
.
These skills are
important for a

The ability to apply

specialized knowledge or

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 9 Human
Skills
1
X

The ability to work with,

understand motivate
other people, both both
individually 3 Conceptual &
Skills -
The merital ability to
analyze El diagnose
६

complex
situations.
→

* Complementing.
Intuition. With,
Systomake. Std
→ It means to prediction with
the help of systematic
study.
Systematic,
Study -
Looking at relationships,
attempting to attribute causes
& effects, & drawing
conclusions based on scientific
study. -

Evidence-Based
Management (EBM) &
It complement systematic
study by bersing managerial
 decisions on the best available
scientific evidence.
1

Intuition 8
୦

in

n
gre
 An instinctive feeling not
necessarily supported

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by
research.
we
tend
t
Relaying on intuitians is made
worse because overestimate the
accuracy of what we think
we know.
and
 ‫‪५६‬‬

‫ريا‬

‫‪18‬‬
↓
Stud
ys
matic

ribute
In
in
g
rant ghose a
*

1-4, Disciplines that Contribute

to OB &

→ OB is an applied behavioural
science built on
contributions from a number of
behavioural disciplanes.
‫ال‬
1
Psycholog
y:
The science that seeks to measure,
explain, & some time changes the
behaviour of humans & animals. 3
Social Psychology 8
An area of psychology that mix
concepts of psycholgy
&
sociology to focus on influence
of people
on one another.
31
Sociology
:
 The study of people in
relation to their social environment or
culture. 4 Anthropology:
The study
of their
activities.
being
s
Challenges &
Opportunities
Economic
Pressure:
X

Managing employees well

when times are tough is I just as hard
as when times are good.
→ In good times, understanding
how to reward, satisfy, and
retain employees is at
a premium.
→ In bad times, issues like stress,
decision making, and
copying come to the
forefront.
&
societies to learn about
human.

(1-6)
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3 Continuing.
Globalization :
引

manager's
anticipate &
adapt their
approaches to
the
The world has become
a global village. process,
the manager's job has
changed. Effective
global
issues.
Increased foreign
Assignments &
You can be sent to
another country for
foreign
5J

Ply
-

assignment so you need

to understand
workforce...
Working with People from
Different x Cultures:
You will find peoples of
different cultures
I have to
understant their
culture,
in

your
workplace,
so
E adapt a style that jit any
differences.
 A

- Overs eeing. Movement, of

Jobs, to, Countries, with, Low-
Cost of In a global economy,
jobs are created where loba" cost
is low, that's why managers face
difficult tasks balancing the
interests of their organizations
with their responsibilities:
of

Adopting to. Diferent,

Cultural & Regulatory
Norms :
To be effective managers
need to know the cultural norms
of the workplace force in country
what they do business
a

3J. Workforce,
Demographics"
P

The workforce has always

adapted to variations in
economics, longevity & birthrates,
socio-economic conditions, and
other changes that have
widespread impact

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h
1
 6)

4
C

the

the by
Workforce
Diversity:

1
sigh
1
A

Management needs to create a

customer, responsive culture in which
& service employees can interact
with organization customers.
6 people. Skills Networked &
Organization.
It allow people to communicate
Ee work together even they sitting
in different places
even

→ In N・O managers have to

motivate to lead people. Ep
make decisions online. Es it requires
different techniques. Social Media
The concept that betrogeneous in
 terms of gender, age, race,
ethnicity
organizations
are becoming
becoming
more sexual orientation & other
characteristics. SJ Customer Service!

b
1J
x

many organizations struggle

with employees use of social media
in the workplace.
 Can

→ Social media can suddenly

change the mood
which will affect the performance
of that employee. 8 Employee
Well-Beingx at Work:
Managers need to consider
well-being of employees
otherwise they can find other
job that will gue them flexibility in
their work schedule. 9. Positive & Work,
Environment
*

of an
employe
 Also known as "Positive
Organization Scholarships"
OB research that studie's how develop
human strengths, resilience &
unlock potential.
An area
of
organizati
on's

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In an

My Ethical &
Behaviour:
can
 peel
• arganization,
employees
(
expectatio
n, go to cut comers, breaks rules
due to increasing productivity Et
tough competition They
increasingly face ethical
dilemmas &
Shi
ck
the
str
 rk
500

->

* OBX Madal
8
The model illustrates. That
inputs leads to
which lead to outcomes.
-

Pl
Inpuls :
and ali
Variables like personality,
group structure and
organizational culture that leads
to processes
Processes 8

Actions that indivisuals,

 groups & organizations in as a
result of inputs that leads to
outcomes
*- Outcomes :

x
lar

process
es,
 Key factors that are
affected by other
variables.
11
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VC

englig
i TV

C
1 Stress &
Attitude 8
C

Stress is
a

psychological
process that occurs in, response
to environmental processes
pressures.
Attitudes have behavioral
consequences on organization,
effectiveness. & Task Performance :
 Combination of
effectiveness &
of effectiveness &
eficiency all
doriy
E
care job
tasks.
- Task
Task performances of employees is
the most importan! contribution to
organizational effectiveness.
ressure
d

lation
s of
 Organizational & Citizenshipx
Behaviour (OCB) 8
*

The discretionary behaviour (extra

hardwork) that Contributes to the
psychological Ep social
environment of the
(OLB) Successful
organizations have employees
who do more than their usual job
duties. Withdrawal x Behaviour 8
is

The set of activities / actions that

employees takes lo seperate
themselves from organization.
• Tornaver High rate of turnover and
 absenteeism have a direct impact on any
organizations efficiency & effectiveness
;) Group Cobesion 8
x

The extent to which

members of a group support &
validate each other while at work.
thical

sses,

д
е
96, There is ample evidence
showing that cohesive groups
are more effective.
6) Crapx
functioning 8
The quality of a group's
work output.
>

› Croup functioning in organizations is

more than the sum
q indvisual task
performance.
3
Productivity
8
I's Same as task
performance.
7
› An organization is productive if
it achieves its goals by
transforming impuls into outputs
at the lower cost. Productivity
requires both effectiveness &
effectiveness &
efficiency.
organization is
able to exist.
. The degree to
which an
grow over long term Drganization
survival depend on how well if fits
with its environ
œ

ment.

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1-81⁄2
Empayability,
Skills &
1 Critical.
Thinking
&

thinking
used
I involves purposeful & goal-
directed to define & solve
problems & to make
 decisions → I involves
cognitive metacognitue &
dispositional
be applied to
differently in speci cor
components that may
zopl
Car
Combats.
C
3
Communication
:
It is defined as effective
use of oral, written and
for mu
multiple
purposes & non-verbal communication
skills (to
inform, instruct, motivate,
persuade & share ideas) 3
Collaboration:
indivisuals
can actively
A skill in which indivisuals can
together on a task, as a
group through diabgue and
that results in a final
product reflective of
negotiation that results in a the
interdependant actions. us
Kinowledge. Applications &
Analysis &
The ability to learn a
concept & then applying
knowledge appropriately to
achieve a higher
of
3.1
1
 3

51 Social
Responsibility 8
It include skills related to both
business ethics &
corporate
social responsibility
Business
Ethics:

Sets of guiding principles

that influence the way
indivisuals & organization
behave within society. -
Corporate Social
Responsibility:
Organization has to eliminate
unethical economic, environmental
En social behaviours
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31
 work

i
St

‫يا‬

‫ال‬
J

31
ed
3-11
Attitudes 8
Evaluative statements or judgements
about objects, seople or events.
 They reflect how we feel about
something fir・ Components of.
Attitude :
Chp #t: 3 Attitude & Job
Satisfication"

rk
1

1) Cognitive,
Comparent 8
The opinion or belief
segment of an attitude.
2 Affective &
Component &
X

The emotional or feeling

segment of an Behavioral x
Components
3,
An intention to behave in a
certain Someone or something.
* 3-21 Attitudes &
Behaviour 8
 Cognitive
Dissonance 8
X

Contradiction or incompatibility
between twar or more attitudes or
between attitude Ɛe behaviour.
→ It causes an uncomfortable situation
& indivisual try to
reduce ER minimize
it.
Desire to remove Dissonanace
8
X

an
altitude
 X

way
toward

1 Importance of the elements

creating dissonance.
3 Hafluente Degree of Influence we believe
we have over the
elements.
3) Reward of dissonance (
dissonance is less distressing if
accompanied by
something good.)
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· Moderators, of Attude -
-
Behaviour Relationship -
λ

Comes

9
is Importances
of attitude.
Accessibility all
when something
when something
 contineaus ly in our mind, it
can affect our attestu
attitudes toulay.
I outside with
friends & air,
3, Social
Pressures :
f
we want to
go
father is not allowing us, so it
will create dissonance orgar 4
Direct Experience with attitude.
• 3-31 Jab Attitudes
8
X
 an evolution
a Job, Involvement &
mplo
y
enthi
Perc

1) Job
Satisfication &
x

A positive feeling about

one's job resulting pam 3
of it's
characteristic
 s.
r
‫االت کے‬
3T

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A degree to which a
 person loves his job, how..
much energy he is putting in &
conside important to self-worth.
perform
anu
A

3. Psychological,
empowerment 8
Employees belief in the
degree to which they affect their work
environment, their competence,
the=" meaning julness of their job. y
Organizational x Commitments
‫ال‬
 employee is
commited
The degree to which an to
it's organization & it's goals &
wishes to maintain membership in
the organization.
nes

ards it
y
Our

хе
X

Employee
Engagement &
An employee's involvement with
satisfication with, I enthusiasm for the
work he or she does:
 Perceived
Organizational &
Support :
J

The degree to which employees

believe that the organization value their
contributions & cares about their well-
being.

*
^

→ People perceive their organizations as

supportive when.. 1 Rewards are deemed
 fair
3 Employees have a voice in
decisions.
3 They see their supervisors
supportive.
3-4 Job
Satisfication 8
Measuring. Job.
Satispications
Two approaches are popular to
measure jub satisfication. 1 Global Writing
Rating 8
X

It is a response to one question

"All things considera how satisfied
are you with your job"? Respondents
circle a
number between I & 5. 34
Summation, of Job,
facets &
o
X

It identives key elements in job

such as supervision. present pay,
promotion opportunities, & relationship
with co-workers. Respondants rate
these on standardized scale.
•
ha
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8

3-5 What Causes, Job.

Satisfication &
6)
support,
Jo
Job conditions like
independance, social

social interactions Ep
supervision are important
predidors"
1 Job Satis
Conditions&
X

of
satisficatio
n
2
Personality -
It also plays
important role -Core
self-evalution (CSE) 8
competen
ciper

Locus of
Contral:

Feeling of being blessed

everytime, even why cu
they are fis caos, difficulties.
3 Newtroticisms
-
Component
s:
‫ال‬

• job
 satisficatio
n.
Believing in one's inner
worth & basic

3 Self.
Eficacys
Beleiving 4
Self
Esteems
X

Capability of
 controlling emotions.
in one's own
capabilities
Beli Feelings of being
perfect person
3 Pay 8
Pay do is important
aspect of job satisfication 4
Corporate Social Responsibility
(CSR) 2
An organization's self
regulated actions to benefit
Society or the environment
beyoud what is required by
law
 ! ΟΥ

effe

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 ‫انا‬
‫ہے‬
၂ဝ

-U
27

ocial
support
nt
predictor
s
ation.

competent perform more

than their normal
expectations.
).

-6) Outcomes of Job,

Satisfications
Job x
Performance:
Incluisuals with higher job satis
fication perform better, I organizations
with more satisfied employees tend to be
more effective.
Organizational Citizenship
Behaviour & (OB
Indivisuals with higher jub
satisfication will
Customer
Satisfication:
Satisfed employees & managers
can increase customer satisfication
 El loyality. 1) Life & Satisfication -
For most of indivisuals, work is an
important part of "lize, and therefore their
overall happiness depends job
satisfication.
on their
J

even
wher

3-7) Impact, of, Job

Satisfication &
g

! Exit.
The exit response directs behaviour
towards leaving the organization. & Voice
8

It inclurles attempting to
improve conditions discussing
problems with superiors. 3) Loyality &
It includes passively waiting for
conditions to improve 4 Neglect 8
It includes allowing
conditions to worsen
8
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head @ 5 6 &
Thoad
Temp

5j Counterx Productive, Work,

Behaviour &- KWB)
Actions that actively
clamage the
organization. - including
stealing, behaving
aggressively towards co-
workers or being
being late or absent.
Absenteeisms
:)

When numerous
 alternative jobs are
available. A dissatisfied
employees have high absence
rates
↑

Turnover:
!

The relationship between

turnover & job satisfication I is
much stronger than absenteeism
& job satisfication
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(‫؟‬
nization
towards

úl
able les
Chp # 4 / Emotions
& Mood)

∙1) Diff btw (motions &

Moods :
Auects
17 broad range of feelings that
people experience it includes both
emotions & moods.
disticati
on
atisficati
on
.

Emotions:

Intense, discrete, & short-lived

feeling experiences. that are often
caused by a specific event. 1 Moads :
Moods are longer- lived & less
intensive feelings than emotions
and often arise without a specific
event.
Emotions
Moods

Caused by Specivic event? *

Mause is often general
or

unclear
Longer- lived feelings * More
general two main
 dimension * positive
affect.- Happiness feeling
blessed, elation
Negative appect.
Sadness, anger
-

Usually accompanied by
Cenerally not indicated by
✩

distinct facial
expressions.
Action criented
in nature. * Emotions
can be fleeing
distinct
expressions.
Cognitive in
 nature.
moods can be
endure.
Short-lived
feelings Specific &
numerous in
nature (such as
anger, fear,
sadness,
happiness etc)}
*

A
*
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A Moral Emotions
8

→
X

Emotions that have

moral implication.
t
o
Some y

some
chill
uhell,

Ep they are created when

we see hear
heartbreaking news,
or witness
They
motivational & ethical
acts
Example
s:
Sympathy for the suffering
of others, Iour own immoral
behaviour, anger about;
done to others.

are also created when

we witness in peri
See or ✓
me
 Sarr

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sitii
π
 guill
disitu
injustu
Fur

Moral emotions are developed

during childhood, Err childrens
learn moral norms, & standards
on the situation
emotions depend
1

In
SO M
217
 -[

The Basic Moods: Positive

& Negative Aguil:-"
Affe
ct:
Positive
Anjects
er

A mood dimension that

consists on specific post.
emotions such as exciment enthusiasm
& elation.
Negative
Ajeet;
A mood dimension that consists
of emotions. as nervousness,
 stress & annuely at high
negatis
→ When we group emotions
into positive & negatu?
categoryes, they
become mood states:
‫د‬
stication d

or

time to
har some ie

unell
itress sorr
sit
i
xperiencin
g

ositivityx
Offset -
guill
The tendency of most indivisuals
to experience a mildly
• ositive mood at zero I when nothing in
particular is going on).
injustic
some people are so emotional &
intense that is because bey may
experience quite a bit high positive
or sigh negative affect.
Moods &
Emotions:
Goo
d
as Emotions can be critical to an
effectively functioning workplace. ›
Indivisuals with positive mood can have
positive job Lattitudes.
95
Sa M

X
 -

Do emotions makes us
Irrational?
→ Rationality Ep emotion
are in cont!
→ No, but emotions make us rational
because our emotions provide important
information about how we understand
the world around us & they help
guide t
our behaviours.
Functions of
Emations
약
 Do Emotions Make us
Ethical :
Suy

→ Numerous studies suggest that

moral judgements are largely based on
feelings, rather,
→ Our beliefs are shaped by the
groups we belong to, which influence
our perceptions of the ethicality of
certain situations.
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4-2/

1
Personality:

Some peoples have

natural tendencies to
experience, moods & emotions
more frequently than others do. -
Affect, Intensity
intensity
Sources xOfx
(motions"

"Indivisual The degree to

which peoples
experience,
emotions is called their affect
intensity.
4 Weathers
fre

3 Time of Day
Moods can vary by the time of the
day → Levels of postive affect
tend to peak in early morning.,

Mary peoples beleive that their

mood is tied to the
Te
weather.
-illusoryx
correlation -
1

3 Day of
weak
For positive affect. Sunday is
enjoyable as a day off whi Monday
is the highest negative-affect day
accross most
cultures.
SI!
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The tendency of people to

associate two events when reality
there is no connection.
pareno do

Tent

Stres
s
Stress can worsen ar moods as
we experience more ・gative emotions
"Social
Activites⋅

Slee
p
For most people social achuites
increase a positive mood have little
effect on a
regalue
mond
creativity,
performance.
Sp
Increased
skip
enhances
 carcer success

Exercise
Research consistently shows
that exercise enhances people's
positive moods.
Age:
J

Wh

Many studies shows that older

adults and to gius en moje
positivity than younger adults. ast,
Gender:
on
リ

more
 intensively.
Generally, womens experience
emotions more than men & display
more frequent expressions of both
positive & negative emotions
4-3)
Emotional.
Labours
->

> A situation in which an employe,

expresses organizatimall
desired emotions during
interpersonal transactions at Felt,
Emotions
work
 An indivisuals actual
emotions.
-Displayed ·
Emotions
Emotions that are
organizationally required &
considered! appropriate in a goven
job
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15

Surface,
Acting :
Phiding one's feelings Ex
emotions in response
on

modify one's the

feelings based
X

display
rules.
Deep
Acting!~
"Trying
les. display
• Daily surface acting
can lead to emotional
exhaustin decrease job
satisfication, absenteeism
& insomnia
- Emotional
Dissonance :
X

Inconsistencies between
the emotions people
feel
the emotions
they project.
4-4/ Ayective
Events & Theorys
X

A model suggesting that

workplace events cause
emoti reactions on the part of
employees, which then
influenc workplace attitudes &
behaufours.
 Work
environment

Job
Characteristic
s
Job Demands Need for
Emotional lab

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