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Management - Orginizational Behavior - Chapter 3 and 4 Notes

by: Christopher Maisonneuve

Management - Orginizational Behavior - Chapter 3 and 4 Notes ECON 2010

Marketplace > Western Michigan University > Economcs > ECON 2010 > Management Orginizational Behavior Chapter 3 and 4 Notes
Christopher Maisonneuve
GPA 3.45

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About this Document

These comprehensive notes cover everything that you will need to know about chapters 3 and 4 Management 2500
Principles of Microeconomics
Class Notes
Management 2500 2500 Chapters 3 and 4 organizational behavior
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This 5 page Class Notes was uploaded by Christopher Maisonneuve on Sunday January 24, 2016. The Class Notes belongs to ECON 2010 at Western Michigan University taught by Kim in Fall 2015. Since its upload, it has received 21 views. For similar materials see Principles of Microeconomics in Economcs at Western Michigan University.


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Date Created: 01/24/16
Management Chapter 3 and 4 Chapter 3: Attitudes and Job Satisfaction  Attitudes are evaluative statements – they can be favorable or unfavorable Attitudes have three components  Cognitive – Evaluation – mental evaluation of how something is/ assigning something kind of belief to it  Affective – feeling – Ex. I don't like my supervisor  Behavioral – Action – Ex. I’m going to find another job Summarize the relationship between attitudes and Behavior  Early research says the attitudes that people can hold determine what they do.  Festinger said that there were cases of attitude following behavior that illustrates the effect of cognitive dissonance  Cognitive Dissonance - is an incompatibility an individual might perceive between two or more attitudes or between behaviors and Attitudes  Ex. If I go skiing then I will be terrible (I just assigned an attitude to something I have never done)  We call on other people's experiences to give of this predisposition of something Compare and contrast the Major Job Attitudes  Job satisfaction o Do I like my job?  Job Involvement o My sense of self worth with my job is correlated to my performance  Psychological Empowerment o Do I feel like I have an effect to change my job?  Organizational commitment Behavior (OCB) o Identifying with an organization and agree with their goals they have o Models propose employees will be more committed if they are satisfied  Perceived organizational support (POS) o Degree to which employees believe ordination values their contribution o A high POS is related to higher OCBs and performance  Ex. If you have to travel for a family emergency and your boss lets go home and figure it out. You will feel like they care about you  Employee Engagement o The degree of involvement, satisfaction with, and enthusiasm for the job o Engaged employees are passionate about their work and company  Are these job attitudes really all that distinct? o No, these attitudes are highly related; and while there is some distinction there is a lot of over that may and can cause confusion Chapter 4: Moods and Emotion Differentiate Between Emotions and Moods  In the past, emotions were ignored in OB  MYTH OF RATIONALITY o Managers worked to make emotion-free environments in the work place  Emotions were believe to be disruptive o Emotions interfered with productivity  We know now that emotions can’t be separated from workplace  EMOTIONS o Very specific o Caused by a specific event o Very brief  MOODS o The cause if very often general and unclear o Last much longer then moods o More general  Six essential universal emotions o Anger o Fear o Sadness o Happiness o Disgust o Surprise Identifying the Sources of Emotion and Moods  Personality o Moods and emotions have a trait component o Affect Intensity - how strongly people experience their emotions o Time of Day  There is a common pattern for all of us  Happier in the midpoint of the daily awake period  Day of the Week o Happier toward the end of the week  Weather o Illusory correlation – no effect  Stress o Low levels of constant stress can worsen moods  Social Activities o Physical activities  Sleep o Poor sleep increases negative affect  Exercise o Releases endorphins  Age o Older people experience fewer negative emotions  Gender o Women tend to be more emotionally Expressive, feel emotions more intensely Show the Impact Emotional Labor Has on Employees  Emotional Labor – An employees expression of organizationally desired emotions during interpersonal transactions at work  Emotional dissonance – Occurs when employees have to project one emotion while simultaneously feeling another o Can lead to burn out and can be damaging  Ropes of emotions o Felt- the individuals actual emotion o Displayed – required or appropriate emotions  Surface acting – Hiding one’s inner feeling and foregoing emotional expressions in response to display rules  Deep acting – Trying to modify one’s true inner feelings based of display rules Describe Affective Events Theory and Identify Its Application  Emotions carry over and accumulate  Affective Events Theory o Emotional events will accumulate over time o They shouldn't be ignored  Emotional Intelligence – o Perceive emotions in the self and others o Understand the meaning of these conditions o Regulate one’s emotions accordingly in a cascading model  EI is controversial and not fully accepted


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