37 Questions
What is the purpose of the self-check questions at the end of each section in the digital course book?
To help check understanding of the concepts in each section.
What percentage of questions must be answered correctly in the knowledge tests for each unit?
80%
Completing the evaluation is mandatory before registering for the final assessment. (True/False)
True
The course book may not be reproduced or electronically edited without written permission by IU Internationale Hochschule GmbH to protect its ______________.
copyright
What is the primary focus of the scientific discipline of organizational behavior?
Human behavior within the organization construct of a company.
What are the three levels at which organizational behavior looks at human behavior?
All of the above
Which disciplines contribute to the study of organizational behavior according to the content?
All of the above
Organizational behavior is a purely empirical science.
False
Who are some of the examples mentioned in the text in relation to organizational behavior?
Jacob Moreno, Burrhus Frederic Skinner, Fred Fiedler, Frederick Herzberg
Which theory has created a common basis for consolidation in the research community?
Contingency theory
Behavior was initially seen as a reaction to environmental stimuli alone. (True/False)
True
Behavior becomes a function of the person and the environment, with the person being explained by their basic _________ structures.
personality
According to the basic model of organizational behavior, what is the intervening variable that serves as the direct bridge to human resource management?
employee management
What are some of the financial targets mentioned in the context?
Profitability
Who established four principles of scientific management, promising higher wages to employees? Frederick W. _____
Taylor
Mary Parker Follett believed that organizations can be viewed only from an individual perspective.
False
What are the three determinants of behavior addressed by organizational behavior?
Perception, individual learning, motivation
Which of the following is NOT one of the determinants influencing behavior at an individual level?
Demographics
_______ is considered an important factor influencing motivation according to the basic model of organizational behavior.
Personality
Match the following with the correct description:
Extraversion = Talkative, energetic, and assertive versus quiet, reserved, and shy Conscientiousness = Organized, responsible, and cautious versus carefree, reckless, and irresponsible Neuroticism = Stable, calm, and content versus anxious, unstable, and moody
How is the question of optimal group size often answered?
as large as necessary and as small as possible
According to organizational psychology, what is considered the optimal group size?
Five
What does Machiavellianism focus on in the pursuit of power?
Emotional detachment
Define self-monitoring.
Self-monitoring describes the ability to independently adapt to external situational factors.
Emotions are subjective responses to external stimuli.
True
_______ is defined as a person's self-perception of how well they can deal with new situations.
Self-efficacy
Match the following emotional intelligence components with their descriptions:
Self-perception = Self-assessment of emotions Empathy = Understanding others' emotions Social skills = Interacting with others effectively Motivation = Driving oneself towards goals
According to the content, what is the central factor influencing group events and group success?
Group structure
Informal groups in organizations are difficult to prevent.
True
Define a 'group' according to Wienert (1998).
A 'group' consists of two or more people who interact with each other over a given period of time, are psychologically aware of each other, and are interdependent in behavior and work performance.
Formal groups are given tasks and objectives by the ________ of the organization.
management
Match the following group classifications with their descriptions:
Formal groups = Intentionally formed for specific tasks with assigned leaders Informal groups = Arise by chance, based on situation and interests, challenging to control Temporary groups = Exist for a limited duration Closed groups = Restrict entering and leaving Open groups = Allow entering and leaving
What is the working man in 2030, as described by futurologist Horst W. Opaschowski, characterized by?
The desire for self-fulfillment through work will continue to grow in importance as a basic motive.
What are the new divisions of labor as described by Horst W. Opaschowski in 2009?
Work for money
Attitudes are basic behavioral patterns that do not manifest in concrete expressions.
False
According to the theory of planned behavior, the explanation of the behavioral objective takes place through three behavioral intentions: subjective attitude towards their own behavior, social norm towards the planned behavior, and subjectively perceived ____________ control.
behavioral
Match the attitude formation process with its description:
Cognitive processes = Establish attitudes through conscious reflection Emotion-dependent processes = Create attitudes through associations such as classical conditioning and operant conditioning Behavioral processes = Derive attitudes from one's own behavior
Study Notes
Introduction to Human Resource Management II
- This course book focuses on the core content of Human Resource Management II, divided into 5 units.
- The course aims to increase the effectiveness of an organization by applying knowledge about human behavior in organizations.
Learning Objectives
- Understanding the concept of organizational behavior as a research field with an interdisciplinary approach.
- Recognizing the basic model of organizational behavior.
- Understanding the lines of development of organizational behavior.
- Understanding the basic assumptions of organizational behavior.
Organizational Behavior
- Organizational behavior is a field of research that studies the effects of individuals, groups, and structures on behavior in organizations to increase an organization's effectiveness.
- The goal of organizational behavior is to increase the effectiveness of the organization, which directly supports the pursuit of the company's goals in terms of performance, finances, and results.
- Organizational behavior is an interdisciplinary approach that draws on neighboring sciences, including economics, psychology, sociology, social psychology, anthropology, and political sciences.
Basic Model of Organizational Behavior
- The basic model of organizational behavior focuses on three levels of observation: individual, group, and organization.
- The individual level examines biographical characteristics, personality, needs, and emotions.
- The group level examines dynamic processes, norms, standards, cohesion, and roles.
- The organization level examines work- and structure-related design variables.
Interdisciplinarity
- Organizational behavior integrates findings from other sciences to explain, systematize, and predict human behavior in organizations.
- The study of behavior in organizations draws on contributions from psychology, sociology, social psychology, anthropology, and political sciences, among others.
Understanding Human Behavior
-
Human behavior is always an interpretation, and it is possible to predict human behavior based on empirical observations and robust models.
-
The goal of predicting human behavior is achievable based on an interdisciplinary approach that integrates findings from other sciences.
-
Irrational behavior can be explained by perceptual distortions or processing errors in information utilization.### Organizational Behavior
-
Organizational behavior is an interdisciplinary field that studies human behavior in organizations, considering various disciplines such as psychology, sociology, anthropology, and political science.
Three Levels of Organizational Behavior
- Individual behavior: focuses on individual characteristics, abilities, and personalities.
- Group behavior: examines communication, group structure, leadership, and decision-making processes.
- Organizational behavior: looks at the impact of individual and group behavior on the organization as a whole.
Dependent and Independent Variables
- Dependent variables: outcomes exhibited by the organization, such as performance, financial, and outcome goals.
- Independent variables: variables at the individual, group, and organizational levels that influence the dependent variables.
Basic Model of Organizational Behavior
- Input: factors such as human resources, leadership, and organizational structure.
- Process: interactions between individuals, groups, and the organization.
- Output: performance, financial, and outcome goals.
Development of Organizational Behavior
- Scientific Management (1900s-1930s): focused on improving efficiency and productivity through scientific analysis.
- Human Relations (1930s-1950s): emphasized the importance of employee satisfaction and motivation.
- Humanistic Approaches (1950s-present): focused on individual responsibility, self-control, and self-motivation.
Key Theorists
- Frederick Taylor: developed scientific management principles.
- Henri Fayol: identified five management functions and 14 general principles of management.
- Max Weber: described the ideal type of organizational form (bureaucracy).
- Mary Parker Follett: emphasized the importance of cooperation and coordination in organizations.
- Hugo Münsterberg: published the first work on industrial psychology.
Contingency Theory
- Refuses to make general statements about human behavior, recognizing that each situation is unique.
- Seeks to analyze interdependencies and identify starting points for management.
Fundamental Assumptions of Organizational Behavior
- Human behavior can be explained and influenced.
- Behavior is a function of the person and the environment.
- The S-O-R-C model: Stimuli (S) → Organism (O) → Reaction (R) → Consequences (C).### The Concept of "Man" in Organizational Behavior
- The concept of "man" is central to the psychology of work and organization, as it simplifies the complexity of individual attitudes, motives, and behaviors.
- The idea of man has both theoretical and practical significance, as managers' assumptions about people influence their leadership style and decision-making.
The Evolution of the Idea of Man
- Early 20th century: The "economic man" focused on profit maximization and was seen as a mere resource in scientific management.
- Example: Charlie Chaplin's Modern Times, illustrating the dehumanizing effects of industrialization.
- The Hawthorne studies introduced the "social man," emphasizing social contact and interpersonal relationships.
- The "self-actualizing man" (1950s) sought autonomy, control, and self-determination, leading to job enrichment and motivation.
- The "complex man" (1990s) incorporated diverse perspectives, recognizing the complexity and dynamics of human behavior.
- The "virtual man" represents the modern, networked individual with multiple options and flexibility.
Ideas of Man and Organizational Design
- Each idea of man influences organizational design, leadership, and management practices.
- The table below summarizes the different ideas of man and their implications for organizational design:
| Idea of Man | Organizational Design | Key Concepts |
|---|---|---|
| Economic Man | Centralized, bureaucratic | Efficiency, Profit |
| Social Man | Group organization | Satisfaction, Interpersonal relationships |
| Self-actualizing Man | Decentralized, socio-technical | Autonomy, Job enrichment |
| Complex Man | Differentiated, situational | Flexibility, Complexity |
| Virtual Man | Networked, flexible | Self-management, Multi-optionality |
Fundamentals of Individual Behavior
- Organizational behavior studies individual behavior and its effects on organizations.
- The three levels of individual, group, and organization are interconnected.
- Biographical characteristics, personality, emotions, values, and attitudes influence behavior.
Biographical Characteristics and Personality
- Biographical data (age, work experience, education) is readily available but lacks empirical evidence for predicting behavior and performance.
- Age: The connection between age and performance is complex, and the deficit model is less evident than assumed.
- Personality: Traits are relatively stable characteristics that enable the characterization of a person's personality.
- The Five Factor Model (Big Five) is a well-known model for assessing personality traits:
- Extraversion, Agreeableness, Conscientiousness, Neuroticism, and Openness to experience.
Locus of Control and Machiavellianism
- Locus of control: Internal orientation (believing in personal control) vs. external orientation (believing in external influences).
- Machiavellianism: The pursuit of power through pragmatism, emotional detachment, and an unconditional will to succeed.
These notes provide a concise overview of the concepts, highlighting key facts and relationships between ideas.
This course book covers the second part of Human Resource Management, focusing on key concepts and principles in the field.
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