Reading [01] Clawson - A Leaders Guide to Why People Behave the Way They Do

Reading [02] : Drucker - Managing Oneself[HBR R0501K]

Reading [03] Goleman - What Makes a Leader [HBR R0401H]
Reading [04] HBS Note - Understanding Communication in One-on-One Relationship [HBS 9-476-075]
FIRO Exercise
Reading [05] HBS Note - Building Effective On-on-One Relationship [HBS 9-497-028]

Bab 2 Bab 3 Buku Behavioral Organization

Wednesday, June 10

Reading [06] HBS Note - Managing your team [HBS 9-494-081]

Reading [07] Brett, Behfar& Kern - Managing Multicultural Teams [HBR R0611D]
Reading [08] Cialdini-HarnessingThe Science of Persuasion [HBR 7915]
Reading [09] Cliffe - The Uses and Abuses of Influence - Interview with Cialdini [HBR R1207F]
Reading [10] Cohen & Bradford - Influence Without Authority [book summary]
Reading [11] HBS Note - Power Dynamics In Organizations [HBS 9-494-083
Monday, June 15th
Reading [12] Fairholm - Defining Leadership - A Review of Past, Present, and Future Ideas
Reading [13] Kouzes& Posner - The Leadership Challenge - Part I (Ch 1&2)
Reading [14] Christensen - What is an Organizational Culture [ HBS 9-399-104]
Reading [15] Cameron - A Process for Changing Organizational Culture
Jurnal PT KAI in transformation

Chapter 2 Summary
Individual behavior is influenced by motivation, ability, role perceptions, and situational factors
(MARS). Motivation consists of internal forces that affect the direction, intensity, and persistence of a
persons voluntary choice of behavior. Ability includes both the natural aptitudes and learned
capabilities to perform a task. Role perceptions are a persons beliefs about what behaviors are
appropriate or necessary in a particular situation. Situational factors are environmental conditions that
constrain or facilitate employee behavior and performance. These four factors influence various types
of behavior, including joining the organization, remaining with the organization, maintaining work
attendance, performing required job duties, and exhibiting organizational citizenship.
Learning is a relatively permanent change in behavior (or behavior tendency) that occurs as a result of
a persons interaction with the environment. Learning influences ability, role perceptions, and
motivation in the MARS model of individual performance. The four main perspectives of learning in
organizations are behavior modification (reinforcement), feedback, social learning, and direct
experience.
The behavior modification perspective of learning states that behavior change occurs by altering its
antecedents and consequences. Antecedents are environmental stimuli that provoke (not necessarily
cause) behavior. Consequences are events following behavior that influence its future occurrence.
Consequences include positive reinforcement, negative reinforcement, punishment, and extinction.
The schedules of reinforcement also influence behavior.
Feedback is any information that people receive about the consequences of their behavior. It affects
role perceptions, learning (through corrective feedback), and employee motivation. Employees prefer
nonsocial sources of feedback to learn about their goal progress. They prefer positive feedback from
social sources to improve their self-image. Effective feedback is specific, frequent, timely, credible, and
relevant. Employees seek out feedback, rather than just passively receive it. Although employee
monitoring is usually necessary for feedback, it raises ethical concerns.
Social learning theory states that much learning occurs by observing others and then modeling those
behaviors that seem to lead to favorable outcomes and avoiding behaviors that lead to punishing
consequences. It also recognizes that we often engage in self-reinforcement. Behavioral modeling is
effective because it transfers tacit knowledge and enhances the observers self-efficacy.
Many companies now use experiential learning because employees do not acquire tacit knowledge
through formal classroom instruction. Kolbs experiential learning model is a cyclical four-stage
process that includes concrete experience, reflective observation, abstract conceptualization, and
active experimentation. Action learning refers to a variety of experiential learning activities in which
employee solve problems or opportunities, usually in teams, with immediate relevance to the.
Organization.

Chapter 3 Summary
Perception involves selecting, organizing, and interpreting information to make sense of the world.
Selective attention is influenced by characteristics of the target, the targets setting, and the perceiver.
Perceptual grouping principles organize incoming information. This is also influenced by our emotions,
expectations, and mental models.
According to social identity theory, people perceive themselves by their unique characteristics and
membership in various groups. They also develop homogeneous, and usually positive, images of
people in their own groups, and usually less positive homogeneous images of people in other groups.
This leads to overgeneralizations and stereotypes.
Stereotyping is the process of assigning traits to people based on their membership in a social
category. Stereotyping economizes mental effort and fills in missing information, but it often results in
incorrect perceptions about others. These misperceptions may lead to prejudice, more subtle forms of
employment discrimination, and sexual harassment.
The attribution process involves deciding whether the behavior or event is largely due to the situation
(external attributions) or personal characteristics (internal attributions). Two attribution errors are
fundamental attribution error and self-serving bias.
Self-fulfilling prophecy occurs when our expectations about another person cause that person to act in
a way that is consistent with those expectations. Leaders can create positive self-fulfilling prophecies
by providing feedback and support, creating a learning orientation, and building the employees selfefficacy.
We can improve our perceptions in organizational settings through diversity initiatives (including
outreach recruitment, reasonable accommodation, and diversity awareness programs) as well as by
empathizing with others, postponing our impression of others, comparing our perceptions with others,
and becoming more aware of our values, beliefs, and prejudices.
Personality refers to the relatively stable pattern of behaviors and consistent internal states that
explain a persons behavioral tendencies. It is shaped by both heredity and environmental factors.
Personality traits are important for some job design activities, championing organizational change, and
matching people to jobs. However, some concerns remain about relying too heavily on personality
traits to understand and predict behavior in organizations.
Most personality traits are represented within the Big Five personality dimensions: extroversion,
agreeableness, conscientiousness, emotional stability, and openness to experience. Based on Jungs
theory of psychological types, the Myers-Briggs Type Indicator measures how people prefer to focus
their attention, collect information, process and evaluate information, and orient themselves to the
outer world. Locus of control and self-monitoring are two other traits that influence organizational
behavior.