BANGKOK UNIVERSITY

Organizational Behavior
Theories and Concepts

Preference

The organization are undergoing the

unprecedented and revolutionary change
as they form the speed of decision making,
to tech and global competitive, to merger
and acquisitions, to the need to rethink
business processes and alliance. OB is a
central focus-to what student need to know
about organization as they enter
employment or continue their work lives.
The major goal for OB is they explain about
the fundemantel of theories and concept for
student personal lives and work lives

Table of contents

ACKNOWLEDGEMENT

AUTHORS BIOGRAPHY

READERS BIOGRAPHY

READERS ACCEPTANCE

READERS EVALUATION

LIST OF FIGURES
LIST OF TABLES

CHAPTER 1
Introduction to organizational
behavior

explanation
prediction

control

HISTORICAL OF OB
Scientific and classical management era (19101920)
Bureaucracy era (1920-1940)
Human resource and group dynamic era (19401950)
Decision making and leadership (1950-1960)
Sociotechnical and system theory (1960-1980)
Contigency theory era (1980-1990)
Global management, Customer Focus, Information
technology, Diversity, Bussiness Ethics (1990
present )

CHAPTER 2
PERSONALITY
The meaning of Personality : The selfconcepts

I.
II.

Self-Esteem
Self-Efficacy

DEVELOPMENT OF
PERSONALITY

Has two development

Adult Life Stages
Immaturity And Maturity
I.

II.

I.

II.
III.
IV.

V.

MAJOR DETERMINANTS OF
PERSONALITY

Bioligical contributions
Cultural contributions
Contributions from the Family
The sosialization process
More immediate situational
considerations

CHAPTER 3

PERCEPTION AND ATTRIBUTION

The definition and perceptual selection

Such as External and Internal factor
and also the perceptual organizational.
person perceptual has it own
characteristic of the person perceived
and perceiver also the situation and
impression of management

PERCEPTUAL ERROR
Accuracy of judgment in person
perception
Perceptual defenses
Stereotyping
Halo effect
Projection
Expectancy effect

I.
II.
III.
IV.
V.
VI.

ATTRIBUTION : PERCEIVING THE

CAUSE OF BEHAVIOR

I.

The Attribution process

Internal and External causes of the
behavior
Attribution of success and failure
summary

II.
III.

CHAPTER 4
Learning and Reinforcement
The theories of learning and
reinforcement

I.
II.
III.

Classical conditioning
Operant conditioning
Social cognitive theory

REINFORCEMENT CONTIGENCIES

I.
II.

III.
IV.
V.

VI.

Reinforcement
Positive reinforcement contingencies
Punishment contingencies
Escape contingencies
Avoidance contingencies
Extinction contingencies

REWARD SCHEDULES

Continuous reward schedules

Intermittent reinforcement schedules
Interval schedules
BEHAVIOR MODIFICATION
Behavior Event
Behavioral contingency management
Application of OB Mods
Critism of OB Mods
GOAL SETTING
Goal setting theory, attributes and criticisms setting
goal

CHAPTER 5

Motivation in the work setting

The nature of motivation in

organizations motivation : A definition
Motivation and the work ethic and need
theories

Maslows need hierarchy theory

- Alderfers ERG Theory

- Practical application of need theories

Goal setting theory

- Locke and lathams goal setting theory

- Practical conclusion of goal setting
research

EQUITY THEORY
Adams equity theory
Applying equity theory : some motivation tips
Expentency theory
Basic element of expentacy theory
Practical application of expentacy theory
Creating jobs that motivate
Job enlargement and job enrichment
The job characteristic model
Practical suggestions for applying the job
characteristic model

CHAPTER 6
Job stress
The nature of job stress, the dual nature of stress,
inevitability of stress, personal relations to stress
Sources of job stress
Job characteristic interpersonal relationship and
personal factor. Consequence of job stress such as
pyhsical health, pyschological well being,
performance and individual decision making. The
individual difference and stress is self-esteem,
tolerence for ambiguity, type A personality. Then,
coping with job stress in work-focused coping
strategies and organizational programs to manage
stress and other stressed.

CHAPTER 7
Group behavior
Stages of group development

- The five-stage model

- The punctuated-equilibrium model work
group behavior

EXTERNAL CONDITIONS IMPOSED

ON THE GROUP

I.

Organizational strategy
Authority structures
Formal regulations
Organizational resource
Human resource selection process
Performance evaluation and reward
system
Organizational culture and pyhsical work

II.

III.
IV.
V.

VI.
VII.

GROUP MEMBER RESOURCE

Abilities and personality characteristic
GROUP STRUCTURE

Formal leadership, Roles, Norms, Status,

Size, Composition, Cohesiveness, Group
process and Group task
GROUP DECISION MAKING
Group and individual, group think and
groupshift and group decision-making
techniques

CHAPTER 8
CONTRASTING LEADERSHIP AND
POWER
Base of power
Coercive power, reward power, legitimate
power, expert power, referent power
Dependency : The key to power
The general dependency postulate and
creating dependency
Power tactics
Power in group : Coalition

SEXUAL HARRASTMENT : Uniqual

in workplace

POLITICS : Power in action

The reality of politics, impressions

management and defensive behaviors

CHAPTER 9
CONFLICT AND NEGOTIATION
Transition in conflict thought

- The Traditional view

- The human relation view
- The Interactionist view

DIFFERENTIATING FUNCTIONAL FROM

DYSFUNCTIONAL CONFLICT
The conflict process (stage)
I.
Potentials opposition
II.
Cognition and personalization
III. Behavior
IV. Outcomes
NEGOTIATION
I.
Bargaining strategies
II. Issues in negotiation and toward improving
negotiation skills

CHAPTER 10
LEADERSHIP : FOUNDATION
The nature of leadership is
A definition of leadership
A Framework of leadership perspective
Early approach to leadership
Trait Approaches to leadership
Behavioral approaches to leadership

THE LPC THEORY LEADERSHIP

Task and relationship motivation
Situational favorableness
Evaluation and implication
THE PATH GOAL THEORY OF
LEADERSHIP
basic premises and evaluation and
implication to the leadership-member
exchange model

CHAPTER 11
LEADERSHIP : CONTEMPORARY
DEVELOPMENT
Influence-based approaches to
leadership
- Transformational leadership and
Charismatic leadership
Leadership Substitutes
- The nature of leadership substitutes
workplace substitutes and
superleadership

TRANSACTIONAL AND CHARASMATIC

LEADERSHIP MODELS
Transactional leadership model and
charismatic leadership model
TRANSFORMATION LEADERSHIP MODEL
Inspirational motivation, intellectual
stimulation, idealized influence, individualized
consideration and significance for leader

CHAPTER 12

INTERPERSONAL
COMMUNICATION

Nature of interpersonal communication

I. Communication objectives
II. One-way and two-way communication
III. Perception and communication
IV. Verbal and nonverbal communication
V. Overt and latent meaning
VI. Status and communication

Organizational communication
networks

Downward communication
upward communication
lateral communication
informal communication
network effectiveness

Task characteristic and communication

Laboratory research on communication net
Network analysis in field research
Communications problems and rumors
I.
II.
III.
IV.

Incomplete comprehension
Overloading
Insufficient upward communication
Insufficient downward
communication

CHAPTER 13
Rational choice models
Assumption about information
Assumption about preferences and
Phases of the decision process
Limits of rationality
Informational acquisition and
interpretation
Evaluation and choices

Satisfaction model
Bounded rationality
Incrementalisms
Janis and Mann decision model
Five coping pattern, effectiveness of the five
coping pattern, antecedent conditions
evoking each coping pattern and decisional
balance sheet organizational decision
making, optimizing, satisficing, political
decision model and organized-anarchy
models

Mitzbergs theory on organizational

decisions
Development , selection , and political
activity
Aids for improving decision making
Structured association techniques,
delphi forecasting techniques, outcome
psychodrama, decision trees and
mathematical models

CHAPTER 14
JOB DESIGN
Definition of job design
Relation to engineering
Coaporative framework
Common job design approaches
job rotation, job engineering, job
enlargement, job enrichment,
sociotechnical systems.

Job characteristic enrichment model

I. Basic framework
II. Job characteristic
III. Individual difference
IV. Job diagnose
V. Implementation approaches
VI. Technology and job
VII. Social information processing

Sociotechnical system models

Social system
Technology system
Moderator
Key principles
Organizational significance

CHAPTER 15
Organizational Design
Principles of organizing
Decentralization and centralization
Tall and flat structure
Unity and chain of command
The modern organizational design
Functional design
Product design
Hybrid design

CHAPTER 16
Organizational Culture
We have to know how culture
development and its transmitted with
sources and influence on organizational
culture
- Founder and Ceos
- National culture
- Regional culture
- Industrial determinant and organizational
culture

Organizational culture and

effectiveness
The strategic culture response
Organizational culture and ethnic
Employees loyalthy and whistle blowing
Multicultural and diverse organizational
A culture of value diversity :
implementing multicultural charateristic
managing intergroup conflict

Diagnosing culture change :

External adaption and internal
intergration

Internal integrations and culture

change process

CHAPTER 17

Organizational Change
the dynamic changes :
Force for change
-

Internal force
External force

Source of resistance to change

I.
Habits
II.
Resources limitations
III. Threats to power and influence
IV. Fear of the unknown
V. Defensive perception
Model for change in organizational
I.
Diagnose
II. Unfreezing
III. Movement
IV. Refreezing

THANK YOU