Chapter 2: Perception, Personality, and Emotions
Perception the process by which individuals organize and interpret their
impressions in order to give meaning to their environment.
Perception is important in OB because behaviour is b
Chapter 3: Values, Attitudes, and Diversity in the Workplace
Values basic judgment that a specific mode of behavior or end-state of
existence is personally or socially preferable to an opposite mode of behavior
or end-state of existence.
Chapter 4: Theories of Motivation
What Is Motivation?
Motivation the intensity, direction, and persistence of effort a person shows in
reaching a goal.
o Intensity is concerned with how hard a person tries.
o Direction is how an individual channel the
COMM 292 Organizational Behaviour notes
Chapter 1: What is Organizational Behaviour?
Defining Organizational Behaviour
Organizational Behaviour (OB) a field of study that looks at the impact that
individuals, groups, and structure have on behaviour with
Chapter 5: Motivation in Action
From Theory to Practice: The Role of Money
Money is the most commonly used reward in organizations.
It is effective because it helps needs (of human basic necessity) to be met
For many people however, money is not the top
Bundles of Labor and Capital That Cost
the Firm $100
For each extra unit
of capital it uses,
the firm must use
two fewer units of
labor to hold its cost
Class 23: Externalities; Review
1. Assignments: Average over Sections 101-102 = 79.
2. Final Exam on Friday, December 18 at 8:30 am in SRC.
i. Dec. 15, 12:00 1:30 HA 234 (Suzanne)
ii. Dec. 16, 3:00 4:30 HA 295 (Sherry)
Commerce 295 Course
Course evaluations https:/eval.ctlt.ubc.ca/sauder,
THE UNIVERSITY OF BRITISH COLUMBIA
1. Final Exam on Friday, December 18 at 8:30 am in SRC.
2. I will announce extra office hours for me and for the TAs next
Perception vs. Reality
Perception: Process by which individuals
organize and interpret their impressions to
give meaning to their environment.
Perception is an active inference process:
We interpret and give meaning to
something from what we think we se
Punctuated Equilibrium Model
Group formation is not a linear process
Often characterized by conflict
Group Structure Determined by:
Beware: Teams Arent Always the Answer!
1.Hold on ( wait a minute)
hold it right there.
2. I hate his guts. I hate him guts. Guts
He doesnt have many guts. ut feeling
3. Nuts, He is nutsHe went nuts and
killed a guy.You are driving me nuts. a
tough nut to crack,
4. How is every
Culture is the soul of the organization the beliefs and
values, and how they are manifested. I think of the
structure as the skeleton, and as the flesh and blood.
And culture is the soul that holds the thing togeth
FOUNDERS INFLUENCE ON CULTURE
1) Founders hire employees
who think and feel like
2) Founders indoctrinate
employees in their way of
Conflict & Negotiation
The ability to influence one
or more people towards
the achievement of
What makes a good leader?
1) Is there a particular set of traits that makes
leaders different from non-leaders?
2) Are there particular behaviors that make
Power and Politics
Tactics (Using power)
(Power in action)
What is Power?
capacity that A
has to influence
the behavior of B,
so that B acts in
Bases of Power
1. Review the class/syllabus
2. Introduction to OB/HR
3. Get to know your classmates
Welcome to COMM 292
How will COMM 292 help you?
1-2 classes per topic
Youll learn the newest research
Organizational Targets for Change
Clarify or create mission
Clarify or create strategic
and operational plans
facilities or work flow
organizational structure: how would you arrange people
1. Elements Underlying Organizational Structure
2. Factors Influencing Organizational Structure
3. Types of Organizational Structures
Motivation in Action
If you won the lottery
tomorrow, would you quit
Sauder and never enter the
Motivation in Action
Extrinsic motivators: 1) Compensation
$ is the most common reward in organizations.
.But $ is only one type o
WHY COMMUNICATION MATTERS
People spend nearly 70 percent of their waking hours
communicatingwriting, reading, speaking, listening
But Many Are Not Good at Communication:
SOME KEY TERMS
Only 33% of middle managers believed their seniors were effective