Knowing doing gap
The knowing doing gap identifies the gap between what people know and what they actually do. closing such gaps is an important element of your own success at school, work, and home.
What do employers look for?
Problem solving and critical thinking is what employers look for.
Organizational behavior
Describes an interdisciplinary field dedicated to understanding and managing people at work.
How OB fits into my curriculum and future success
Technical knowledge associated with any given job is important, but what makes the difference is your ability to influence, get along with, and manage others People Skills!
Contingency perspective- The contemporary foundation of OB
A contingency approach calls for using OB concepts and tools as situationally appropriate instead of trying to rely on "one best way".
Answers are not always black and white right or wrong but instead the best answer (behavior) depends on the situation.
Goal of OB
is to give you more than common sense and instead enhance your understanding of situations at work and guide your behaviors.
Common sense has three main weaknesses
Over reliance on hindsight- Common sense is especially weak in responding to the unknown or unexpected. And because it focuses on the past, common sense lacks vision for the future.
Lack of rigor- If we are comfortable with our common sense response, we m
Hard Skills
are technical expertise and knowledge to do a particular task or job function.
Soft skills
relate to our human interactions and include both interpersonal skills and personal attributes.
Soft skills are not job specific. they are portable skills, more or less relevant in every job, at every level, and throughout your career.
How OB fits into my career
OB is critical to your individual performance, your ability to work with and manage others and your caeer success (promotions, pay raises, increased opportunities)
Human and Social Capital as investments
In modern knowledge based on service oriented economy, the success of many firms has shifted from acqusition of tangible (physical) resources to accumulation of intangible (Human) resources.
Human capital
is the productive potential of an individual's knowledge, skills, and experiences
Social Capital
is the productive potential resulting from relationships, goodwill, trust, and cooperative effort.
How to build human and Social capital Figure 1.3 pg 11
Human capital- Training, work-based development opportunities, learning activities outside of work, career planning.
Social capital- internal and external
Ethics is concerned with behavior right versus wrong, good versus bad, and the many shades of gray in between
1. Employees are concerned with ethical challenges at all levels of organizations and throughout their careers.
2. Unethical behavior damages relationships, erodes trust, and thus makes it difficult to conduct business.
3. Unethical behavior also reduces
Research shows that sustainable businesses
Are led by CEOs who take a people centered, inclusive approach rather than controlling, target driven one.
Ethical dilemmas
involve situation with two choices, neither of which resolves the situation in an ethically acceptable manner.
The highlight the fact that choosing among available options is not always a pure choice between right versus wrong.
Bazerhan and Tenbrunsel on unethical
contend that cognitive bias (Chap4) and organizational practices "Blind managers to unethical behavior, whether it is their own or that of others.
Many potential reasons for unethical behavior at work exist:
1. One's personal motivation to perform ("I must be number 1")
2. Pressure from a supervisor Via unrealistic performance goals along with threats for underperforming.
3. Reward systems that incentivize bad behavior.
4. Employees perception of no consequen
Applying OB to solve problems
Problems arrive when our goals (desired outcomes) bare not being met (Actual situation).
Problem solving is a systematic process of closing these gaps.
Problem solving skills are increasingly important in today's world.
A 3-Stop Journey
Basics of 3- Stop application: Applied approach to problem solving proposes three activities of stops along the way.
Stop 1: Define the problem
Take time to find out what the problem is before making our decision.
Stop 2: Identify Potential causes using the OB concepts and Theories
The more options you have to choose from the more likely you will identify the appropriate causes and response.
Stop 3: Make Recommendations and (If appropriate) Take action
It is Necessary to define the problem appropriately and identify the likely causes.
The person-Environment distinction
OB concepts and theories can be classified into two broad categories person factors and environmental Characteristics.
Person factors
Represent the infinite number of characteristics that give individuals their unique identities.
Environmental characteristics
Consist of all the elements outside of ourselves that influence what we do, how we do it, and the ultimate results of our actions.
environments present various types of rewards and opportunities that people achieve or realize with diverse knowledge, skill
Interactional perspective
states that behavior is a function of interdependent person and environmental factors.
more person factors and environmental
People nor environments are static people change situations change and the two change each other.
Interplay between person and environmental
You need to understand the interplay between both person and environmental characteristics to be an effective employee, and especially an effective manager.
OB distinguishes among three levels
Another lens through which OB sees the world relies on an organizational levels.
Individual, Group, and Organizational
OB uses the systems approach as our foundation it includes inputs, process, and outcomes.
This framework implies that person factors and environmental characteristics are the initial drivers of all out comes that managers want to acheive.
Basic Elements for Selecting an effective solution
1. Selection criteria: Determine the basis (criteria) for the decision such as its effect on:
Bottom line profits
You and classmates or co workers
Reputation with customer or the community
your own values
the ethical implications
2. Consequences : Conside
values
are abstract ideals that guide one's thinking and behavior across all situations
Schwartz Value theory
Schwartz believes that values are motivational in that they "represent broad goals that apply across contexts and time".
10 Broad value guide behavior categorized around two bipolar dimensions
First Bipolar dimension
Self Enhancement
Concern for the welfare and interest of others: Universalism, benevolence.
Self Transcendence
Pursuit of one's own interests and relative success and dominance over others: power, Achievement.
Second Bipolar Dimension
Openness to change
Independence of thought, action, and feelings and readiness for change: self-direction, stimulation.
Conservation
Order, Self restriction, preservation of the past, and resistance to change: security, conformity, tradition.
workplace application of schwartz theory
Managers can better supervise workers by using schwartz model to understand their values and motivation.
The dynamic of Values
Values tend to vary across generations because they are influenced by events accruing during childhood.
Attitudes
Represent our feelings or opinions about people, places, and objects, and range from positive to negative.
Workplace Attitudes
Are an out come or various OB related process, including leadership.
Personal Attitudes
They represent my consistent beliefs and feelings about specific things.
Three components of Attitudes
1. The affective component "I Feel" of an attitude contains the feelings or emotions one has about a given object of situation.
2.The cognitive component "I Believe" of an attitude reflects the beliefs or ideas one has about an object or situation
3.The b
cognitive disonance
Represents the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions (Ideas, beliefs, values, or emotions).
Reduce cognitive dissonance in one or three ways
1.Change your attitude or behavior or both.
2.belittle the importance of the inconsistent behavior.
3. Find consonant elements that outweigh dissonant ones.
Determinants of Intentions: three key general motives predict or at least influence intention and behavior.
1. Attitude toward the behavior
2.subjective norm
3.perceived behavioral control
Saavy managers will track four key workplace attitudes
Organizational commitment
employee engagement
perceived organizational support
job satisfaction
commitment
OB defines commitment as a force that binds an individual to a cause of action of relevance to one or more targets
Organizational commitment
reflects the extent to which an individual identifies with an organization and commits to its goals.
committed individuals tend to display two outcomes
-likely continuation of their employment with the organization
-greater motivation toward pursuing organizational goals and decisions.
What drives organizational commitment
personal values- your personal values generally match the values that under grid a company's organizational culture.
Psychological contracts
Represent an individual's perception about the terms and conditions of a reciprocal exchange between him or herself and another party.
How can managers Increase employee's commitment?
-Hire people whose personal values align with the organization's.
-make sure that management does not breach it's psychological contracts.
-explicitly and conscientiously enhance the level of trust throughout the organization.
Employee engagement
as the harnessing of organization members' selves to their work roles; in egagement, people employ and express themselves physically, cognitively, and emotionally during role performance.
What contributes to Employee engagement?
Person factors,Environmental characteristics, Stressors
What motivates employee engagement at the organizational level?
-Career opportunities
-Managing performance
-Organization reputation
-Communication
-Recognition
Perceived Organizational Support (POS)
Reflects the extent to which employees believe their organization values their contributions and genuinely cares about their well-being.
Job satisfaction
Is an effective or emotional response toward various facts of one's job.
Five predominant models of job satisfaction
-Need fulfillment
-met expectations
-value attainment
-equity
-dispositional/genetic components
Needs
Are physiological or psychological deficiencies that arouse behavior.
Met expectations
Represent the difference between what an individual expects to receives from a job, such as good pay and promotional opportunities, and what she or he actually receives.
Value Attainment
Is that satisfaction results from the perception that a job follow for fulfillment of an individuals important values.
Motivation
Represents a psychological process that arouses our interest in doing something and it directs and guides our behavior.
eight key out comes correlate to job satisfaction four attitudinal and four behavioral
Attitudes: motivation, job withdrawal, withdrawal cognitions, perceived stress
Behavior: job performance, organizational citizenship(OCB), counter productive work (CWB), turnover
Job involvement
Represents the extent to which an individual is personally involved with his or her work role.
Withdrawal cognitions
Encapsulate this thought process by representing an individual's overall thoughts and feelings about quitting.
Organizational Citizenship Behavior (OCB)
Is defined as "Individual behavior that is discretionary, not directly, or explicitly recognized by the formal reward system and that in the aggregate promotes the effective functioning of the organization.
Counterproductive work behavior (CWB)
Represents behavior that harms other employees, the organization as a whole, or organizational stakeholders such as customer and shareholders.
Individual differences (IDs)
Is a broad catergory used to collectively describe the vast number of attributes : For example, traits and Behaviors, That describe you as a person.
Many effective managers and their employers
Select employees based on positive, job-relevant, but relatively stable IDs. This enables managers to capitalize on the personal strengths that someone brings to a job because these stable strengths affect behavior and performance in most every work situa
Intelligence
Represents an individual's capacity for constructive thinking, reasoning, and problem solving.
Multiple Intelligences (MI)
Eight different intelligences identified by Howard Gardner include mental abilities, social and physical abilities and skills.
Linguistic Intelligence
Potential to Learn and use spoken and written languages.
Logical Mathematical Intelligence
Potential for deductive reasoning, problem analysis, and mathematical calculation.
Musical Intelligence
Potential to appreciate, compose, and perform music.
Bodily-Kinetics intelligence
Potential to use mind and body to coordinate physical movement.
Spatial Intelligence
Potential to recognize and use patterns.
Interpersonal Intelligence
Potential to understand, connect with, and effectively work with others.
Intrapersonal intelligence
Potential to understand and regulate oneself.
Naturalist Intelligence
Potential to live in harmony with one's environment
Practical Intelligence
is the ability to solve everyday problems by utilizing knowledge gained from experience in order to purposely adapt to, shape, and select environments.
Personality
is defined as the combination of stable physical, behavioral, and mental characteristics that give individuals their unique identities.
Big Five dimensions
These are five basic dimensions that simplify more complex models of personality: extraversion, agreeableness, conscientiousness, emotional, stability, and openness to experience.
A person's score on the Big Five reveal a personality profile as unique as
Proactive personality
is someone who is relatively unconstrained by situational forces and who affects environmental change. Proactive people identify opportunities and act on them, show initiative, take action, and persevere until meaningful change occurs.
Core self evaluations (CSEs)
Represent a broad personality trait comprised of four narrower and positive individual traits: 1. Generalised self-efficacy, 2. Self Esteem, 3. Locus of control, and 4. Emotional stability.
Self Efficacy
Is a person's belief about his or her chances
Locus of Control
is a relatively stable personality characteristic that describes how much personal responsibility you take for your behavior and its consequences.
Locus of Control has two Fundamental forms- Internal and External
Internal- People who believe they control the events and consequences that affect their lives.
External-Those who believe their performance is the product of circumstances beyond their immediate control.
Emotional Stability
Individuals with high levels tend to be relaxed, secure, unworried, and less likely to experience negative emotions under pressure.
Emotional intelligence
is the ability to monitor your own emotions and those of others, to discriminate among them, and use this information to guide your thinking and actions.
Emotional intelligence is a mixture of personality and emotions and has four key components
1. Self awareness
2. self-management
3.social awareness
4.relationship management
Emotions
are complex, realatively brief responses aimed at a particular target, such as a person, information, experience, event, or nonevent. They also change psychological and/or physiological states.
Emotion display norms
or rules that dictate which types of emotions are expected and appropriate for their members to show.
Deliberate practice
Which is a demanding, repetitive, and assisted program to improve one's performance.
Perception
is a cognitive process that enables us to interpret and understand our surroundings.
Perception has 4 stages
Stage 1. Selective Attention/comprehension
Stage 2. Encoding and simplification
Stage 3. Storage and Retention
Stage 4. Retrieval and response
Selective Attention/Comprehensive
To avoid being overwhelmed people selectively perceive subsets of environmental stimuli this is where attention plays a role. Attention is the process of becoming consciously aware of something or someone.
Salient stimuli
Something is salient when it stands out.
Encoding
We use encoding to interpret and evaluate our environment, using schemata and cognitive categories. We also use encoding and schemata to help us organize and remember information.
Schema
Represents a person's mental picture or summary of a particular event of type of stimulus.
Simplication
Relying on encoding helps us to simplify what might be a bewildering range of inputs encoding and schemata make the world more manageable.
Long term memory
Similary consist of separate but related categories. In comprises three compartments (or wings)
Event memory
This compartment includes categories with information about both specific (relying on unique details) and general events (relying on schemata).
Semantic Memory
Semantic memory refers to general knowledge about the world, as a kind of mental dictionary of concepts.
Person Memory
Categories within this compartment supply information about a single individual (your professors) of groups of people (professors).
Implicit cognition
Represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness.
Stereotype
Is an individual's set of beliefs about the characteristics or attributes of a group.
Stereotyping is based on the following four-step process
1.Categorization
2. Inferences
3. Expectations
4. Maintenenance
Three ways to reduce the extent to which stereotypes influence decision making and interpersonal processes throughout the organization
1. Managers should educate people about stereotypes and how they can influence out behavior and decision making.
2. Managers should create opportunities for diverse employees to meet and work together in cooperative groups of equal status.
3. Managers sho
Attribution theory
is based on a simple premise: People infer causes for observed behavior.
Causal attributions
are suspected or inferred causes of behavior
Frittz heider Founder of Attribution theory
proposed the behavior can be attributed either to internal factors within a person (such as a ability) or to external factors with in the environment (such as a difficult task).
Harold Kelley
hypothesized that people make causal attributions by observing three dimensions of behavior.
Consensus
compares an individual's behavior with that of his or her peers.
Distinctiveness
Compares a person's behavior on one task with his or her behavior on other tasks.
Consistency
Judges the individual's performance on a given task is consistent over time.
Fundamental Attribution bias
Reflects one's tendency to attribute another person's behavior to his or her personal characteristics, as opposed to situational factors.
Self-serving bias
Represent one's tendency to take more personal responsibility for success than for failure.
Lee Gardenswartz and Anita Rowe a team of diversity experts identified four layers of diversity to help distinguish the important ways in which people differ
1.Organizational dimensions
2. External dimensions
3. Internal dimensions
4. Personality
Surface level characteristics
are those that are quickly apparent to interactions, such as race, gender, and age.
Deep level characteritics
are those that take time to emerge in interactions; such as attitudes, opinions, and values.
Access and legitamacy perspective on diversity
is based in recognition that the organization's markets and constituencies are culturally diverse.
Most common barries to implementing successful diversity programs
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Inaccurate stereotypes and prejudice
This barrier manifests itself in the belief that differences are viewed as weaknesses.
Ethnocenttrism
Represents the feeling that one's cultural rules and norms are superior or more appropriate than the rules and norms of another culture.
Poor career planning
is associated with the lack of opportunities for diverse employees to get the type of work assignments that qualify them for senior management positions.
A negative diversity climate
Diversity climate- is a sub component of an organizations overall climate and is defined as the employee's aggregate "perceptions about the organizations diversity related formal structure characteristics and informal values.
Psychological safety
Reflects the extent to which people feel safe to express their ideas and beliefs without fear of negative consequences.
An unemployment and hostile working environment for diverse employees
Sexual,racial, and age harassment are common examples of hostile work environments.
Lack of political savvy on the part of diverse employees
Diverse employees may not get promoted because they do not know how to "play the game" of getting along and getting ahead in an organization.
Difficulty in balancing career and family issues
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Fears of reverse discrimination
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Diversity is not seen as an organizational priority
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The need to revamp the organizations performance appraisal and reward system.
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Resistance to change
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Roosevelt Thomas Jr. identified eight generic action options that can be used to address any type of diversity issue
Option1: Include/Exclude
Option2: Deny
Option3: Assimilate
Option4: Suppress
Option5: Isolate
Option6: Tolerate
Option7: Build Relationships
Options8: Foster mutual adaption
Motivation
Refers to the physical process, "that underlie the direction, intensity, and persistence of behavior or thought".
Two types of motivation: Extrinsic motivation and intrinsic motivation
Extrinsic motivation: results from the potential or actual receipt or extrinsic rewards.
Intrinsic motivation: Occurs when an individual "Tuned in to one's work because of the positive internal feelings that are generated by doing well.
5 generic reasons why managers care about motivation
1. Join the organization
2. Stay with the organization
3. Be engaged at work
4. Perform organizational citizenship behaviors (OCBs)
5. Help others
Two general categories of motivation theories
Content theories of motivation: Focus on identifying internal factors such as needs and satisfaction that energize employee satisfaction.
Process theories of motivation: Focus on explaining the process by which internal characteristics influence employee
Most content theories of motivation
revolve around the notion that an employee's needs influence motivation.
McGregor's Theory X and Y
Theory X- is pessimistic view of employees: that they dislike work, must be monitored, and can only be motivated with rewards and punishment.
Theory Y- Is a modern and positive set of assumptions about people at work: That they are self-engaged, committed
Maslow's Need Hierarchy Theory: Five Levels of needs
Need hierarchy theory states that motivation is a function of five basic needs: physiological, safety, love, esteem, and self-actualization.
Maslow believed that the five needs are met sequentially and relate to each other in a prepotent hierarchy.
Acquired Needs Theory: Achievement, Affliation, and power
Acquired Need Theory states that three needs; achievement, affliation, and power are the key drivers of employee behavior.
Need for Achievement
the desire to excel, overcome obstacles, solve problems and rival and surpass others.
Need for affliliation
The desire to maintain social relationships, to be liked, and to join groups.
Need for power
The desire to influence, coach, teach, or encourage others to achieve.
Self Determination theory
Competence, autonomy, and relatedness. Assumes that three innate needs influence our behavior and well-being competence, autonomy, and relatedness.
The three innate needs: needs you are born with
competence needs-
I need to feel efficacious
Autonomy needs
I need to feel independent to influence my environment
Relatedness needs
I want to be connected with others
Heizberg's motivator-Hygiene Theory
Motivator Hygiene factor- which proposes that job satisfaction and dissatisfaction arise from two different sets of factors, satisfaction comes from motivating factors and dissatisfaction from hygiene factors.
He hypothesized that Hygiene factors includin
Herzberg proposed that individuals will experience an absence of job dissatisfaction when they have no grievances about hygiene factors
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what makes employees satisfied
Herzberg hypothesized that such motivating factors or motivators including achievement, recognition, characteristics of the work, responsibility, and advancement cause a person to move from state of no satisfaction to satisfaction.
Herzberg conceptualizes
Process theories of motivation
Attempt to describe how various person factors and environmental factors in the integrative framework affect motivation.
Equity Theory
is a model of motivation that explains how people strive for fairness and justice in social exchanges or give and take relationships
Based on cognitive dissonance key elements of equity theory out puts, in puts, and comparison of out puts to in puts.
Organizational Justice
Reflects the extent to which people perceive that they are treated fairly at work.
3 different components of organizational justice
Distribution Justice: Reflects the perceived fairness of how resources and rewards are distributed or allocated
Procedural Justice: is defined as the perceived fairness of the process and procedures used to make allocation decisions.
Interactional Justice
Vroom's expectancy theory
Holds that people are motivated to behave in ways that produce desired combinations of expected outcomes.
Three Key element of Vroom's Theory
Expectancy- "Can I achieve my desired level of performance?" an expectancy represents an individual's belief that a particular degree of effort will be followed by a particular level of performance.
Instrumentality- "What intrinsic and extrinsic rewards w
Edwin Locke and Gary Latham's Theory of Goal Setting
Goals are specific and difficult lead to higher performance than general goals like "do your best" or "improve performance."
Goal Specificity refers to the quantifiable of a goal.
Certain conditions are necessary for goal setting at work.
Performance feedback and participation in deciding how to achieve goals are necessary but not sufficient for goal setting at work.
Goal achievement leads to job satisfaction, which in turn reinforces employees to set and commit to even higher levels of pe
Four motivational mechanisms how goals affect performance
1. Goals Direct Attention
2. Goals Regulate Effort
3. Goals Increase persistence
4. Goals foster the development and application of task strategies and action plans
Job design
Also referred to as job redesign of work design, "refers to any set of activities that involve the alteration of specific jobs or interdependent systems of jobs with the intent of improving the quality of employee job experience and their on the job produ
Top down approaches: Five Approaches are
Scientific management: is "That kind of management which connects a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning."
Job Enlargement involves putting more variety into a work
The job characteristic model
is to promote high intrinsic motivation by designing jobs that possess the five core job characteristics.
Hackman and Oldham
proposed that intrinsic motivation is determined by three psychological states. in turn, these psychological states are fostered by the presence of five core job characteristics:
Skill variety, Task Identity, Task significance, Autonomy, feedback.
Hackman and Oldham
recognized that everyone does not want a job containing high amounts of the five core job characteristics they identified three person factors that affect or moderate how individuals respond to job enrichment:
Knowledge and skill, Growth need strength: re
Bottom up Approaches
job crafting is defined as "The physical and cognitive changes individuals make in the task or relational boundaries of their work.
3 forms of job crafting
Task boundaries, relational nature, cognitive crafting
Idiosyncratic Deals
Represent "Employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development.
Performance Management
is a set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations.
Performance management has multiple steps or components
Step1: Defining performance
Step2: Monitoring and evaluating performance
Step3: Reviewing performance
Step4: providing consequences
Most performance management process have three primary functions
1. Make employee-related decisions
2. Guide employee development
3. Send strong signals to employees
Two types of Goals
Performance goal targets a specific end result
Learning goal involves enhancing your knowledge or skill.
There are 4 general steps when implementing a goal setting program
Step A: Set goals. they should be "SMART". SMART applied to goals is an acronym for specific, measurable, attainable, results oriented, and time bound.
Step B: Promote goal commitment
Step C: Provide support and feedback
Step D: Create action plans
Monitoring performance involves measuring, tracking, or otherwise verifying progress and ultimate performance.
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four types of measures
timeliness, quantity, Quality, financial metrics
Evaluating performance is the process of comparing performance at some point in time to a previously established expectation or goal.
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360- degree feedback individuals compare perceptions of their own performance with behaviorally specific (and usually anonymous) performance information from their manager, subordinates, and peers.
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Feedback
is information about (individual or collective) performance shared with those in a position to improve the situation. 3 common sources of feedback is others, task, self.
Coaching is a customized process between two or more people with the intent of enhancing learning and motivating change.
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Three important components in organizational reward systems.
1. types of rewards
2. distribution criteria
3. desired outcomes
Total rewards encompass not only compensation and benefits, but also personal and professional growth opportunities and motivating work environment that includes recognition, job design and work-life balance.
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pay performance is the popular term for monetary incentives linking at least some portion of one's pay directly to results or accomplishments.
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laws of effect which says behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear.
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Respondent behavior
Unlearned reflexes of stimulus response connections.
Operant behavior
Behavior that is learned when one "Operates on" the environment to produce desired consequences. some call this the response stimulus (RS) model.
Contingent consequences, according to skinner's operant theory, control behavior by responding to a target behavior in one of four ways: positive reinforcement, negative reinforcement, punishment and extinction.
it is helpful for you to first think of the
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Positive OB (POB)
involve the study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today's workplace.
amplifying effect positive practices have an amplifying or escalating effect on positive outcomes because of their association with positive emotions and social capital.
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Prosocial behaviors are positive acts performed without expecting anything in return.
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psychological capital represents a set of personal characteristics that help us to flourish and be resilient in the face of adversity or challenging obstacles.
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Positive deviance
as "successful performance that dramatically exceeds the norm in a positive direction.
Conscious capitalism incorporate four key principles
1. Higher purpose (Beyond profit maximization)
2. Stakeholder interdependence (rather than shareholder centric).
3. Conscious leadership (instead of "carrots and sticks")
4. Conscious culture (Instead of bottom-line focused).
Positive emotions help you build social (eg relationships), Psychological (Eg well-being) and physical (eg lower stress and a healthy heart) resources that support your effort and effectiveness in all arenas of your life, school, work, and family.
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10 most common positive emotions: Joy, Gratitude, Serenity, Interest, Hope, pride, Amusement, Inspiration, Awe, Love.
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Upward Spiral of Positivity - Where your positive behaviors, feelings and attitudes feed your own and those of others in a continual, reinforcing process.
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Two key inhibitors of mindfulness
Attentional deficit- reflects the inability to focus vividly on an object.
Attentional hyperactivity- happens when our minds are racing or wandering, resulting in-compulsive daydreaming or fantasizing.
four benefits of mindfulness
- Increased physical, men tal and interpersonal effectiveness.
- more effective communications
- more balanced emotions
- personal effectiveness
Fred Luthans says that those with high levels of positive psychological capital (psycap) have high levels of hope, effiacy, resilience, and optimism (HERO)
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Organizational climate is defined as employee's perceptions "of formal and informal organizational policies, practices, procedures and routines.
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There are three global values that are essential for promoting positive OB
Restorative Justice- Reflects a shared beliefs in the importance of resolving conflict multilaterally through the inclusion of victims. offenders, and all other stakeholders.
Compassion- is a shared value that drives people to help others who are sufferin
Organizational practices refer to a host of procedures, policies, practices, routines, and rules that organizations use to get things done.
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Virtuousness represents "What individuals and organizations aspire to be when they are at their very best.
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