SAP PERILAKU ORGANISASI

FORMULIR

PEDOMAN PENGAJARAN

ISO  9001 :2000

Made By

Checked By

Approved By

Valid

Wiwin Agustian,SE.M.Si

DR.H.Lin Yan Syah,M.Si

No

Topic

Sub Topic

Reference

Notes

Defined Organization behavior

• Define organizational behavior (OB).
• Describe what managers do.
• Explain the value of the systematic study of OB.
• List the major challenges and opportunities for managers to use OB concepts.
• Identify the contributions made by major behavioral science disciplines to OB.
• Define organizational behavior (OB).
• Describe what managers do.
• Explain the value of the systematic study of OB.
• List the major challenges and opportunities for managers to use OB concepts.
• Identify the contributions made by major behavioral science disciplines to OB.

Gibson, James L, John M, Ivancevich & James,H. Donnelly

2

Foundation of individual  behavior

1. Define the key biographical characteristics.
2. Identify two types of ability.
3. Shape the behavior of others.
4. Distinguish between the four schedules of reinforcement.
5. Clarify the role of punishment in learning.
6. Practice self-management
7. Exhibit effective discipline skills.

Gibson, James L, John M, Ivancevich & James,H. Donnelly

3

Values, attitude an job satisfaction

1. Contrast terminal and instrumental values.
2. List the dominant values in today’s workforce.
3. Identify the five value dimensions of national culture.
4. Contrast the three components of an attitude.
5. Summarize the relationship between attitudes and behavior.
6. Identify the role consistency plays in attitudes.
7. State the relationship between job satisfaction and behavior.
8. Identify four employee responses to dissatisfaction

Gibson, James L, John M, Ivancevich & James,H. Donnelly

4

Personality and emotions

1. Explain the factors that determine an individual’s personality.
2. Describe the MBTI personality framework.
3. Identify the key traits in the Big Five personality model.
4. Explain the impact of job typology on the personality/job performance relationship.
5. Differentiate emotions from moods.
6. Contrast felt versus displayed emotions.
7. Read emotions.
8. Explain gender-differences in emotions.
9. Describe external constraints on emotions.

10. Apply concepts on emotions to OB issues.

Perception and individual decition making

1. Explain how two people can see the same thing and interpret it differently.
2. List three determinants of attribution.
3. Describe how shortcuts can assist in or distort our judgment of others.
4. Explain how perception affects the decision-making process.
5. Outline the six steps in the rational decision-making model.
6. Describe the action of a boundedly rational decision maker.
7. Identify the conditions in which individuals are most likely to use intuition in decision making.
8. Describe four styles of decision making.
9. Define heuristics and explain how they bias decisions.

10. Contrast the three ethical decision criteria.

Basic motivation concepts

1. Outline the motivation process.
2. Describe Maslow’s need hierarchy.
3. Contrast Theory X and Theory Y.
4. Differentiate motivators from hygiene factors.
5. List the characteristics that high achievers prefer in a job.
6. Summarize the types of goals that increase performance
7. State the impact of underrewarding employees.
8. Clarify key relationships in expectancy theory.
9. Explain how the contemporary theories of motivation complement each other.

Gibson, James L, John M, Ivancevich & James,H. Donnelly

Foundations of group behavior

1. Differentiate between formal and informal groups.
2. Compare two models of group development.
3. Explain how group interaction can be analyzed.
4. Identify the key factors in explaining group behavior.
5. Explain how role requirements change in different situations.
6. Describe how norms exert influence on an individual’s behavior.
7. Define social loafing and its effect on group performance.
8. Identify the benefits and disadvantages of cohesive groups.
9. List the strengths and weaknesses of group decision making.

10. Contrast the effectiveness of interacting, brainstorming, nominal and electronic meeting groups.

9

Understanding work teams

1. Explain the popularity of teams in organizations.
2. Contrast teams with groups.
3. Identify four types of teams.
4. Describe conditions when teams are preferred over individuals.
5. Specify the characteristics of effective teams.
6. Explain how organizations can create team players.
7. Describe the advantages and disadvantages of diversity for work teams.
8. Explain how management can keep teams from becoming stagnant and rigid.

Gibson, James L, John M, Ivancevich & James,H. Donnelly

10

Basic approaches to leadership

1. Contrast leadership and management.
2. Summarize the conclusions of trait theories.
3. Identify the limitations of behavioral theories.
4. Describe Fiedler’s contingency model.
5. Explain Hersey and Blanchard’s situational theory.
6. Summarize leader-member exchange theory.
7. Describe the path-goal theory.
8. Identify the situational variables in the leader-participation model.

Gibson, James L, John M, Ivancevich & James,H. Donnelly

11

Contemporary issue in leadership

1. Identify the five dimensions of trust.
2. Define the qualities of a charismatic leader.
3. Contrast transformational with transactional leadership.
4. Identify the skills that visionary leaders exhibit.
5. Explain how framing influences leadership effectiveness.
6. Identify four roles that team leaders perform.
7. Explain the role of a mentor.
8. Describe how on-line leadership differs from face-to-face leadership.
9. Identify when leadership may not be necessary.

10. Explain how to find and create effective leaders.

Gibson, James L, John M, Ivancevich & James,H. Donnelly

Power and politics

1. Contrast leadership and power.
2. Define the four bases of power.
3. Clarify what creates dependency in power relationships.
4. List seven power tactics and their contingencies.
5. Explain how sexual harassment is about the abuse of power.
6. Describe the importance of a political perspective.
7. List the individual and organizational factors that stimulate political behaviors.
8. Identify seven techniques for managing the impression one makes on others.
9. Explain how defensive behaviors can protect an individual’s self-interest.

10. List the three questions that can help determine if a political action is ethical.

Gibson, James L, John M, Ivancevich & James,H. Donnelly

conflict and negotiation

1. Define conflict.
2. Differentiate between the traditional, human relations, and interactionist views of conflict.
3. Contrast task, relationship, and process conflict.
4. Outline the conflict process.
5. Describe the five conflict-handling intentions.
6. Contrast distributive and integrative bargaining.
7. Identify the five steps in the negotiating process.
8. Describe cultural differences in negotiations.

Gibson, James L, John M, Ivancevich & James,H. Donnelly

14

Organizational culture

1. Describe institutionalization and its relationship to organizational culture.
2. Define the common characteristics making up organizational culture.
3. Contrast strong and weak cultures.
4. Identify the functional and dysfunctional effects of organizational culture on people and the organization.
5. Explain the factors determining an organization’s culture.
6. List the factors that maintain an organization’s culture.
7. Clarify how culture is transmitted to employees.
8. Outline the various socialization alternatives available to management.
9. Describe a customer-responsive culture.

10. Identify characteristics of a spiritual culture

Gibson, James L, John M, Ivancevich & James,H. Donnelly

Organizational change and stress management

1. Describe forces that act as stimulants to change.
2. Summarize the sources of individual and organizational resistance to change.
3. Summarize Lewin’s three-step change model.
4. Explain the values underlying most OD efforts.
5. Identify properties of innovative organizations.
6. List characteristics of a learning organization.
7. Define knowledge management and explain its importance.
8. Describe potential sources of stress.
9. Explain individual difference variables that moderate the stress–outcome relationship.