Organizational Behavior In Education

Soalan 1
Sejauh manakah Integriti Model boleh menjelaskan tingkahlaku organisasi? Bincangkan Model OB yang berkaitan
dengan 2 perkara iaitu Performance dan Commitment dalam pendidikan
INTEGRATING MODEL OF ORGANIZATIOAL BEHAIOR
Organizational behavior (ob)
A field of study devolved to:
Understanding explaining improving altitude! and "ehavior of individual! and grou#! in organizations
Theorys+concepts in ob are dran from vierity of disciplines
~ !ob performance and individual characteristics"dran from industrial and organizational psychology
~ satisfaction# emotions and team processes drans from social psycology
~ team characteristics and organizational structure drans from sociology
~ organizational culture drans from anthopology
~ motivation# learning and decision ma$ing drans from economic models
integrative model of o" in education %
Ting$ahla$u organisasi (O&)
satu lapangan $a!ian untu$:
memahami $etinggian mening$at$an men!elas$an dan perila$u individu dan $elompo$ dalam organisasi
teori"teori + $onsep di ob diambil dari $epelbagaian disiplin
' prestasi $er!a dan $ara$teristi$ individu"diambil dari industri dan psi$ologi organisasi
' $epuasan# emosi dan $umpulan proses diambil dari psi$ologi sosial
' $ara$teristi$ $umpulan dan stru$tur organisasi diambil dari sosiologi
' budaya organisasi diambil dari anthopology
' motivasi# bela!ar dan pengambilan $eputusan drans dari model e$onomi
model integratif ob dalam pendidi$an%
Individual outco$e!:
The to primary outcomes in organizational behavior"employees ( managers"are
!ob performance
organizational commitment
)e$#lo%ee!: have to primary goals for or$ing lives*
to perform their !obs ell
to remain a member of the organizational that they respect
)$anager!: have to primary goals for their employees
to maximize !ob performance
to ensure that the employees stay ith tha organiation for a
significant length of time*
ORGANIZATIONAL
MECHANISM
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Individual $echani!$
"directly affect &o" #er'or$ance and organizational co$$it$ent*
)&o" !ati!'action"captures hat employees feel hen thin$ing about their !obs*
)!tre!!"reflects employees psychological responsesto !ob demands that tax or exceed their capacity*
)$otivation"captures the energetic forces that drive employees or$ effort*
)tru!t( &u!tice ) ethic!"the degree to hich employees feel their organization do business ith fiarness# honesty and
integrity*
)learning and de!icion $a*ing"deals ith ho employees gain !ob $noledge and ho they use it to ma$e accurate
!udgements on !ob*
Individual characteri!tic
To factors"characteristics of individual employees
)personality and cultural values
"reflects the various traits and tendencies that describe hoe people act"including*
: extraversion
: conscientiousness
: collectivism
"ho people behave at or$# tas$s interested# react to events that happen on the !ob*

)ability
"the cognitive abilities"emotional s$ills#a nd physical abilities*** That employees bring to a !ob*
"influences the $ind of tas$s that that employees are good at# or struggler to do*
.n educational organization settings%
Grou# $echani!$
"employees do not or$ alone"in or$ term led by formal and >or informal leaders*
"group mechanism shapes satisfaction# stress# motivation# trust and learning
)team characteristics"the ?ualities that team possess# such as norms# roles# and ays member depend on one
another*
)team processes"ho team behave"cooperation# conflict# communication
)leader poer and influence"the process by hich individuals attain authority over others
)leadership styles ( behaviors"capture the specific actions that leaders ta$e to influence others at or$
Organizational mechanism
~ larger organizations affect satisfaction# stress# motivation***that are related to!ob satisfaction and organizational
commitment
organizational structure
dictates ho the units ithin the organization lin$ to (communicate ith) other units
sometimes # structure are centralized around a decision"ma$ing authority
organizational culture
captures values that shape employee attitudes and behaviors
to primary outcomes in org* &ehavior are !ob perfomance and org*
commitment*discuss the factors affecting the t+o outcomes %
Soalan 2
Mengapa sesetengah ahli organisasi lebih komited daripada orang lain !Moti"asi#
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Soalan 3
Mengapa sebahagian daripada ahli organisasi mempercayai autoriti dalam organisasi? !$rust % &ustice#
Bagaimanakah unsur'unsur trust boleh menyebabkan pekerja yakin kepada organisasi?
WHY ARE SOME AUTHORITIES ARE WERE TRUSTED THAN OTHERS
~ IT IS OFTEN DIFFICULT TO ASSESS THE COMPETENCE, CHARACTER AND BENEVOLENCE OF AUTHORITY
ACCURATELY.
~ WHAT EMPLOYEES NEED IS SOME SORT OF OBSERVABLE EVIDENCE THAT AUTHORITY MIGHT BE
TRUSTWORTHY.
~ JUSTICE PROVIDES THAT SORT OF BEHAVIOR EVIDENCE, BECAUSE AUTHORITY WHO TREATS EMPLOYEES
MORE FAIRLY ARE USUALLY JUDGED TO BE MORE TRUSTWORTHY.
EMPLOYEES CAN JUDGE THE FAIRNESS OF AUTHORITYS DESICION MAKING ALONG FOUR DIMENSION.
: DISTRIBUTIVE JUSTICE
: PROCEDURAL JUSTICE
: INTERPERSONAL JUSTICE
: INFORMATIONAL JUSTICE
DISTRIBUTIVE JUSTICE
:REFLECTS THE PERCEIVED FAIRNESS OF DESICION-MAKING OUTCOMES.
~ PEOPLE GAUGE DISTRIBUTIVE JUSTICE BY ASKING WHETHER DESICION OUTCOMES- PAY, REWARDS,
EVALUATIONS AND WORK ASSIGNMENTS- ARE ALLOCATED USING PROPER NORMS- 1.4 EUITY, WITH MORE
OUTCOMES ALLOCATED TO THOSE WHO CONTRIBUTE MORE INPUTS.
PROCEDURAL JUSTICE
!REFLECTS THE PERCEIVED FAIRNESS OF DESICION-MAKING PROCESSES.
~ AUTHORITIES ADHERE TO RULES OF FAIR PROCESS.
~ ONE OF THESE RULES IS VOICE- WHICH CONCERNS GIVING EMPLOYEES A CHANCE TO EXPRESS THEIR
OPINION AND VIEWS DURING CAUSE OF DESICION , MAKING.
~ IT GIVES EMPLOYEES A SENSE OF OWNERSHIP OVER THE DESICIONS.
~ THE E"PRESSION OF OPINION IS A VALUED END, IN-AND-OF-ITSELF-AS LONG AS EMPLOYEES FEEL THEIR
OPINIONS ARE TRULLY CONSIDERED.
!PROCEDURAL JUSTICE IS FOSTERED WHEN AUTHORITIES ADHERE TO PAIR RULES:
: CONSISTENCY
: BIAS SUPPRESSION
JUSTICE
DISTRIBUTIVE JUSTICE
PROCEDURAL JUSTICE
INTERPERSONAL JUSTICE
INFORMATIONAL JUSTICE
ETHICS
MORAL AWARENESS
MORAL JUDGEMENT
MORAL INTENT
ETHICAL BEHAVIOR
TRUSTWORTHNESS
COMPETENCE
CHARACTER
BENEVOLENCE
FEELINGS TOWARD
TRUSTEE
TRUST PROPENSITY
TRUST
JUSTICE
: REPRESENTIVENESS
: ACCURACY RULES
TO ENSURE THAT PROCEDURES ARE NEUTRAL AND OBJECTIVE, AS OPPOSED TO BIASED AND
DISCRIMINATORY.
!WHEN OUTCOMES ARE BAD, PROCEDURAL JUSTICE BECOMES ENOURMOUSLY IMPORTANT.
!RESEARCH SHOWS THAT PROCEDURAL JUSTICE TENDS TO BE A STRENGER DRIVER OF REACTION TO
AUTHORITIEN THAN DISTRIBUTIVE JUSTICE.
INTERPERSONAL JUSTICE
: REFLECTS THE PERCHIVED FAIRNESS OF THE TREATMENT RECEIVED BY EMPLOYEES FROM
AUTHORITIES
: INTERPERSONAL JUSTICE IS FOSTERED WHEN AUTHORITIES ADHERE TO TWO PARTICULAR RULES:
: THE RESPECT RULE PERTAINS TO WHETHER AUTHORITIES TREAT EMPLOYEES IN A DIGNIFIED AND
SINCERE MANNER, AND
: THE PROPRIETY RULE REFLECTS WHEATHER AUTHORITIES REFRAIN FROM MAKING IMPROPER ARE
OFFENSIVE REMARKS.
INFORMATION JUSTICE
: REFLECT THE PERCIEVED FAIRNESS OF THE COMMUNICATIONS PROVIDED TO EMPLOYEES FROM
AUTHORITIES.
: INFORMATIONAL JUSTICE IS FOSTERED WHEN AUTHORITIES ADHERE TO TWO PARTICULAR RULES.
: THE JUSTIFICATION RULE MANDATES THAT AUTHORUTIES EXPLAIN DESICION-MAKING PROCEDURES
AND OUTCOMES IN COMPREHENSIVE AND REASONABLE MANNER, AND
: THE TRUTHFILNESS RULE REUIRES THAT THOSE COMMUNICATION BE HONEST AND CANDID.
SUMMARY
- TAKEN TOGETHER, DISTRIBUTIS, PROCEDURAL INTERPERSONAL, AND INFORMATIONAL JUSTICE CAN BE
USED TO DESCRIBE HOW FAIRLY EMPLOYEES ARE TREATED BY AUTHORITIES.
- WHEN AN AUTHORITIES ADHERES TO THE JUSTICES RULES, THE AUTHORITIES MIGHT BE TRUSTWORTHY.
- ALL FOUR JUSTICE FORMS HAVE STRONG CORRELATION WITH EMPLOYEES TRUST LEVELS
! WHEN ALL ELSE BEING EQUAL EMPLOYEES TRUST AUTHORITIES WHO ALLOCATE OUTCOMES FAIRLY;
MAKE DECISION IN A CONSISTENT, UNBIASED, AND ACCURATE WAY; AND COMMUNICATE DECISION-
MAKING DETAILS IN A RESPECFUL, COMPREHENSIVE, AND HONEST MANNER.
MORAL
~ RESEARCH FROM SOCIAL PSYCHOLOGY- SHOWN THE FOUR-COMPONENT MODEL OF ETHICAL DECISION
MAKING ARGUES THAT ETHICAL BEHAVIOURS RESULT FROM A MULTISTAGE SEQUENCE OF
MORAL AWAREMESS
MORAL JUDGMENT
MORAL INTENT
ETHICAL BEHAVIORS
MORAL AWARENESS
!OCCURS WHEN AN AUTHORITY RECOGNIES THAT A MORAL ISSUE EXISTS IN A SITUATION OR THAT AN
ETHICAL STANDARD OR PRINCIPAL IS RELEVANT TO THE CIRCUMSTANCE.
!MORAL AWARENESS DEPENDS IN PART ON THE CHARACTERISTIC OF THE AUTHORITY INVOLVED:
I# AN AUTORITYS ETHICAL SENSITIVITY REFLECTS THE ABILITY TO RECOGNIE THAT A PARTICULAR
DESICION HAS ETHICAL CONTENT.
II# MORAL AWARENESS ALSO DEPENDS ON THE CHARACTERISTIC OF THE ISSUE ITSELF.
MORAL INTENSITY CAPTURES THE DEGREE TO WISH THE ISSUE HAS ETHICAL URGENCY- DRIVEN BY !
FACTORS: $FACETS OF MORAL INTINSITY#
MORAL JUDGEMENT.
!WHEN THE AUTHORITY ACCURATELY IDENTIFIES THE MORALLY "RIGHT# COURSE OF ACTION.
!ONE FACTOR THAT AFFECTS MORAL JUDGEMENT IS, AS DESCRIBED BY KOHLBERG, THEORY OF
COGNITIVE MORAL DEVELOPMENT- THAT AS PEOPLE AGE AND MATURE, THEY MOVE THROUGH SEVERAL
STATUES OF MORAL DEVELOPMENT- EACH MORE MATURE AND SOPHISTICATED THAN THE PRIOR ONE.
MORAL INTENT
REFLECTS AN AUTHORITYS DEGREE OF COMMITMENT TO THE MORAL COURSE OF ACTION.
!HAVING A STRONG MORAL IDENTITY
$THE DEGREE TO WHICH A PERSON SEES HIM%HERSELF AS A MORAL PERSON# INCREASE ETHICAL
BEHAVIORS BECAUSE FAILING TO ACT MORALLY WILL TRIGGER A STRONG SENSE OF GUILT OR SHAME.
SUMMARY:
WHY ARE SOME AUTHORITIES MORE TRUSTED THAN OTHERS&
THE ANSWER REUIRES UNDERSTANDING THE DIFFERENT SOURCES IN WHICH TRUST CAN BE BASED,
INCLUDING DISPOSITIONS, COGNITIONS, AND AFFECT.
DISPOSITION- BASED TRUST IS ROOTED IN AN INDIVIDUALS TRUST PROPENSITY, WHEREAS AFFECT-
BASED TRUST IS ROOTED IN A FONDNESS FOR THE AUTHORITY.
COGNITION- BASED TRUST IS DRIVEN BY PERCEPTIONS OF TRUSTWORTHNESS,
AS EMPLOYEES ATTEMPT TO ASSESS THE COMPETENCE, CHARACTER, AND BENEVOLENCE OF
AUTHORITIES.
THESE BEHAVIORS MAY CENTER ON THE JUSTICE OF AUTHORITIES, WITH EMPLOYEES CONSIDERING THE
DISTRIBUTIVE.
PROCEDURAL, INTERPERSONAL, AND IMFORMATIONAL JUSTICE E"PERIENCED AT WORK.
- THE ETHICAL BEHAVIOR OF AUTHORITIES WHICH ARE DRIVEN BY THEIR MORAL AWARENESS, THEIR
MORAL JUDGEMENT, AND THEIR MORAL INTENT, ARE ALSO RELEVANT TO TRUSTWORTHNESS.
~ BASED ON COGNITION, WE DEVELOP TRUST TOWARD AUTHORITY AS OPPOSED TO OUR OWN
PERSONALITY... DRIVEN BY THE AUTHORITY 'TRACK RECORD(.
!RESEARCH SUGGESTS THAT WE GAUGE THE TRACK RECORD OF AN AUTHORITY ALONG THREE
DIMENSIONS:
: COMPETENCE
: CHARACTER
: BENEVOLENCE
COMPETENCE
: DEFINED AS THE SKILLS, ABILITIES, AND AREAS OF EXPERTISE THAT ENABLE AN AUTHORITY TO BE
SUCCESSFUL IN SOME SPECIFIC AREA.
CHARACTER
: DEFINED AS THE PERCEPTION THAT THE AUTHORITY ADHERES TO A SET OF VALUES AND PRINCIPALS
THAT THE TRUSTOR FIND ACCEPTABLE.
: WHEN AUTHORITIES ARE PERCEIVED TO BE OF SOUND CHARACTER, IT MEANS THAT THEY HAVE
INTEGRITY, THAT THEY HAVE HONEST MOTIVES AND INTENTIONS.
: A CHARACTER CONVEYS AN ALIGNMENT BETWEEN WORDS AND DEEDS- KEEPS THE PROMISES... WALK
THE TALK... DO WHAT THEY SAY THEY WILL DO.
BENEVOLENCE
: DEFINED AS THE BELIEF THAT THE AUTHORITY ONES TO DO GOOD FOR THE TRUSTOR, APART FROM
ANY SELFISH OR FROFIT- CENTERED MOTIVES.
: WHEN AUTHORITY IS PERCEIVED AS BENEVOLENT, IT MEANS THAT THEY CARE FOR EMPLOYEES, ARE
CONCERNED ABOUT THEIR WELL-BEING, AND FEEL A SENSE OF LOYALTY TO THEM .
~ CLEARLY BENEVOLENCE, ALONG WITH COMPETENCE AND CHARACTER, PROVIDES A SET OF GOOD
REASONS TO TRUST A PARTICULAR AUTHORITY.
!AFFECT-BASED TRUST IS MORE EMOTIONAL THAN RATIONAL-
- WE TRUST BECAUSE WE HAVE FEELINGS FOR THE PERSON.
- WE TRUST OTHERS%AUTHORITY BECAUSE WE LIKE THEM.
~ SUMMARY
!TAKEN TOGETHER, DISPOSITION-BASED TRUST, COGNITION-BASED TRUST AND
AFFECT-BASED TRUST PROVIDE THREE COMPLETELY DIFFERENT SOURCS OF
TRUSTBIN A PARTICULAR AUTHORITY.
TAKE NOTE
- TRUST IS THE WILLINGNESS TO BE VULNERABLE TO AN AUTHORITY BASED ON POSITIVE
EXPECTATIONS ABOUT THE AUTHORITY$S ACTIONS AND INTENTIONS.
AFFECT-BASED TRUST
- JUSTICE REFLECTS THE PERCEIVED FAIRNESS OF AN AUTHORITY$S DECISION MAKING AND CAN BE
USED TO E"PLAIN WHY EMPLOYEES JUDGE SOME AUTHORITIES AS MORE TRUSTWORTHY THAN OTHERS.
- ETHICS REFLECTS THE DEGREE TO WHICH THE BEHAVIORS OF AN AUTHORITY ARE IN ACCORDANCE
WITH GENERALLY ACCEPTED MORAL NORMS AND CAN BE USED TO E"PLAIN WHY AUTHORITIES CHOOSE
TO ACT IN A TRUSTWORTHY MANNER.
Soalan 4
Sejauh manakah keupayaan dapat dikaitkan dengan prestasi dan ilti(am Bagaimanakah ia membentuk
tingkahlaku kerjanya !)bility pekerja * indi"idu# + performance and commitment
,HAT ARE THE FA0TOR. THAT MA2E AN EM1LO3EE TO BE MORE 4ABLE5 THAN OTHER.6
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Soalan 5
Bagaimanakah karekteristik kumpulan mempengaruhi keberkesanan kumpulan? !$eam1ork#
5o do characteristics affect the effectiveness of the group%
WHAT CHARACTERISTICS CAN BE USED TO DESCRIBE TEAMS&
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