3.4 Inflation and the spectrum of primordial perturbations
3.4.4 Primordial spectrum from slow–roll
41 Write separate accounts of three organizational problems experienced by you, your family, or friends. For each account, use one of the headings listed below.
Getting Hired
Being Trained
Being Motivated
Being Poorly Led
Performing the Work
Dealing with Clients/Customers
Dealing with Colleagues/Co-workers
Dealing with Your Boss/Supervisor
Being Treated Unfairly
Experiencing or Witnessing Improper Behavior.
1.15 Notes
1.
Taylor, F.W. (1911). The Principles of Scientific Management.
New York: Harper.
2.
Reported in Roethlisberger, F.J. and Dickson, W.J. (1930).
Management and the Worker. Cambridge, MA: Harvard University Press.
3.
Mayo, E. (1933). The Human Problems of Industrial Civilization. Cambridge, MA: Harvard University Press.
4.
Herzberg, F. (1966). Work and the Nature of Man. Cleveland:
World.
41 5.
Lewin, K., Lippitt, R. and White, R.K. (1939). Patterns of Aggressive Behavior in Experimentally Created Social Climates. Journal of Social Psychology,10, 271and—301.
6.
French, J.R.P. and Raven, B. (1959). The Bases of Social Power. In D. Cartwright (Ed.), Studies in Social Power . Ann Arbor, MI: Institute of Social Research.
7.
Stogdill, R.M. (1974). Handbook of Leadership: A survey of theory and research. New York: Free Press.
8.
Fiedler, F.E. (1967). A Theory of Leader Effectiveness. New York: McGraw-Hill.
9.
Adams, J.S. (1965). Inequity in Social Exchange. In L.
Berkowitz (Ed.), Advances in Experimental Social Psychology . New York: Academic Press.
10.
Vroom, V.H. (1964). Work and Motivation. New York: Wiley.
11.
Fayol, H. (1949). General and Industrial Management.
London: Pitman.
42 12.
Lewin, K. (1958). Group Decision and Social change. In E.E.
Maccoby, T.M. Newcomb, and E.L. Hartley (Eds.), Readings in Social Psychology. New York: Holt, Rinehart andamp;
Winston.
13.
Lazarus, R.S. and Folkman, S. (1984). Stress, Appraisal and Coping. New York: Springer Verlag.
14.
Blake, R.R. and Mounton, J. (1984). Solving Organizational Conflicts. San Francisco: Jossey- Bass.
15.
Weber, M. (1946). Bureaucracy. In H. Gerth and C.W. Mills (Eds.), In Max Weber: Essays in sociology . New York:
Oxford University Press.
16.
Cannon, W. (1929). Bodily Changes in Pain, Hunger, Fear, and Rage. New York: Appleton- Century-Crofts.
17.
Maslow, A.H. (1943). A Theory of Human Motivation.
Psychological Review, 50, 370and—;396.
18.
McGregor, D.M. (1957). The Human Side of Enterprise:
Adventure in thought and action. In Proceedings of the Fifth
43 Anniversary Convocation of the School of Industrial
Management, M.I.T. Cambridge, MA: MIT Press.
19.
Selye, H. (1956). The Stress of Life. New York: McGraw-Hill.
20.
Rotter, J.B. (1966). Generalized expectancies for internal versus external control of reinforcement. Psychological Monographs , 80, 609.
21.
Friedman, M. and Rosenman, R. (1974). Type A Behavior and Your Heart. New York: Knopf.
22.
Simon, H. (1976). Administrative Behavior (3rd ed.). New York: Free Press.
23.
French and Raven. The bases of social power.
24.
House, R. (1971). A path-goal theory of leader effectiveness.
Administrative Science Quarterly, 16, 321and—;339.
25.
Porter M. (1980). Competitive Strategy: Techniques for analyzing industries and competitors. New York: Free Press.
44 26.
Kolb, D.A. (1984). Experiential Learning: Experience as a source for learning and development. New Jersey: Prentice Hall.
27.
Bass, B. (1985). Leadership and Performance Beyond Expectations. New York: Free Press.
28.
Mintzberg, H. (1979). The Structuring of Organizations: A synthesis of the research. Englewood Cliffs, NJ: Prentice-Hall; and (2005). Strategy Bites Back: It is far more, and less, than you ever imagined. Englewood Cliffs, NJ: Prentice-Hall.
Senge, P. et. al. (1990). The Fifth Discipline: The art and practice of the learning organization. New York: Doubleday.
29.
De Bono E. (1990). Lateral Thinking for Management: A handbook. London. Penguin.
30.
Goleman, D. (1995). Emotional Intelligence: Why it can matter more than IQ. New York: Bantam books.
31.
45 Hamel G. (2000). Leading the Revolution. Boston, MA:
Harvard Business school Press.
32.
Covey S. (2004). Seven Habits of Highly Effective People.
New York: Simon andamp; Schuster.
33.
Pfeffer J., O'Reilly C.A. (2000). Hidden Value: How great companies achieve extraordinary results with ordinary people . Boston, MA: Harvard Business School Press.
46
Chapter 2: Understanding Individual Behavior in Organizations
2.1 Learning Objectives
After reading this chapter, you should be able to:
Define "personality" and discuss its relevance to organizational behavior
Identify the primary sources of personality differences
Describe seven personality traits that influence employee behavior
Describe three personality traits that are associated with political behavior in organizations
Define "attitudes" and identify their three components
Describe particular attitudes and their effect on organizational behavior
Suggest ways of modifying negative employee attitudes
Define "social perception" and describe the perceptual process
Describe the attribution process
Describe five common perceptual barriers and four common perceptual errors found in the interview process
Define Experiential Learning
Describe different learning styles
2.2 Introduction
Organizational successes and failures are due to people, whether managers or other employees. In this chapter, we look at some of the psychological and cognitive factors that determine organizational behavior. We begin with a discussion of personality and the personality traits that influence employee behavior. We then examine the impact of attitudes on employee behavior, and suggest techniques for modifying negative attitudes. Finally we discuss
Experiential Learning Theory and explain the four basic learning preferences and how to develop learning flexibility. In the concluding section of the chapter, we address questions of how and why people perceive each other as they do; here we focus on attribution theory and on barriers to accurate perceptions.
2.3 The Concept of Personality
All of us have a "personality." Yours is as basic to your existence as your heart or your brain. Yet, although you have probably been using the term
personality since you were young, you may not have tried to define this common word.
47 Most of us refer to personality when attempting to understand our own
actions or those of another person. Personality is an important concept in organizational behavior because of its fundamental connection with behavior in the workplace. From the perspective of organizational behavior, personality can be defined as a set of relatively stable characteristics that influences a person's behavior. This definition suggests that each of us has personality traits that distinguish us from other people and that cause us to behave in a generally consistent manner across a wide variety of situations.
The question of where personality comes from is a subject of continuing debate among psychologists. Research indicates that a complex array of factors contribute to the development of personality. Chief among these factors are heredity and childhood environment, culture, family, group membership, and life experiences.