Organizational Behavior: Chapter 3 - Values, Attitudes, and Job Satisfaction

"Regardless of which studies you choose to look at, when American workers are asked if they are satisfied with their jobs, the results tend to be very similar: Between 70 and 80 percent report they're satisfied with their jobs" (p. 61).

"How does one explain these findings? …Because people are likely to seek jobs that provide a good person-job fit, reports of high satisfaction shouldn't be totally surprising. Second, based on our knowledge of cognitive dissonance theory (discussed in this chapter), we might expect employees to resolve inconsistencies between dissatisfaction with their jobs and their staying with those jobs by not reporting the dissatisfaction. So these positive findings might be tainted by efforts to reduce dissonance" (p. 61).

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Notes:

Red     = Indowebster

Green  = Ziddu

Yellow = Ubuntu One

Leadership Chapter 3 - Skill Approach

Like the trait approach we discussed in Chapter 2, the skills approach takes a leader-centered perspective on leadership. However, in the skills approach we shift our thinking from a focus on personality characteristics, which usually are viewed as innate and largely fixed, to an emphasis on skills and abilities that can be learned and developed. Although personality certainly plays an integral role in leadership, the skills approach suggests that knowledge and abilities are needed for effective leadership.

Researchers have studied leadership skills directly or indirectly for a number of years (see Bass, 1990, pp. 97–109). However, the impetus for research on skills was a classic article published by Robert Katz in the Harvard Business Review in 1955, titled “Skills of an Effective Administra-tor.” Katz’s article appeared at a time when researchers were trying to identify a definitive set of leadership traits. Katz’s approach was an attempt to transcend the trait problem by addressing leadership as a set of develop-able skills. More recently, a revitalized interest in the skills approach has emerged. Beginning in the early 1990s, a multitude of studies have been published that contend that a leader’s effectiveness depends on the leader’s ability to solve complex organizational problems. This research has resulted in a comprehensive skill-based model of leadership that was advanced by Mumford and his colleagues (Mumford, Zaccaro, Harding, Jacobs, & Fleishman, 2000; Yammarino, 2000).

In this chapter, our discussion of the skills approach is divided into two parts. First, we discuss the general ideas set forth by Katz regarding three basic administrative skills: technical, human, and conceptual. Second, we discuss the recent work of Mumford and colleagues that has resulted in a new skills-based model of organizational leadership.

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Red     = Indowebster

Green  = Ziddu

Yellow = Ubuntu One

Chapter 3 - Forecasting

Banyak pembeli mobil baru memiliki satu atau dua pemikiran yang sama. Saat mereka memutuskan untuk membeli mobil baru, mereka menginginkannya secepat mungkin. Mereka biasanya tidak ingin memesannya dan mereka harus menunggu pengiriman enam minggu bahkan lebih. Jika penjual mobil yang mereka datangi tidak memiliki mobil yang mereka mau, mereka akan mencari di tempat lain. Oleh karena itu, ini penting untuk sebuah penjual untuk mengantisipasi keinginan pembeli dan memiliki model tersebut, dengan opsi yang diperlukan, dalam persediaan. Penjual yang dapat memperkirakan kemauan konsumen dengan tepat, dan mobil yang mereka miliki tersedia, ini akan menjadi lebih sangat sukses dibanding kompetitor yang menebak daripada memperkirakan-dan tebakannya salah-dan menjadi buntu dengan mobil yang tidak diinginkan konsumen. Jadi bagaimana penjual tahu berapa banyak mobil yang disediakan dari setiap tipe mobil? Jawabannya adalah, penjual tidak mengetahui secara pasti, tetapi berdasarkan analisis dari pola pembelian sebelumnya, dan  mungkin kelonggaran untuk kondisi saat ini, penjual  dapat bangkit dengan  perkiraan beralasan dari apa yang pembeli mau.

Perencanaan adalah  bagian integral dari pekerjaan manajemen. Jika ketidakpastian memperkeruh suasana perencanaan, manajer akan menemukan kerumitan untuk rencana yang efektif.. Perkiraan membantu manajer dengan menurunkan beberapa ketidakpastian, sehingga memungkinkan mereka untuk mengembangkan rencana yang lebih berarti. Perkiraan adalah pernyataan tentang nilai masa depan dari suatu variabel seperti permintaan.
 Pada chapter ini memberikan survei dari peramalan bisnis. Ini memberikan gambaran unsur-unsur peramalan yang baik. , langkah-langkah yang diperlukan dalam mempersiapkan perkiraan, teknik peramalan dasar, dan bagaimana untuk memantau perkiraan.

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Notes:

Red     = Indowebster

Green  = Ziddu

Yellow = Ubuntu One