Organizational behavior Essay Example for Free

Organizational behavior Essay Modern management is today gradually approaching to psychology and extrapolating psychological principles onto the framework of organizational dynamics. The paper is designed to define and discuss attitude and psychological contract between manager and subordinate. As Boddy states, attitude is a â€Å"position as indicating action, feeling, or mood† (Boddy, 2002, p. 235). Attitude are always influenced by one’s emotional evaluation of the certain object, event or person, thus it can be positive, negative or neutral. Organizational psychologists distinguish three constituents of attitude: affective response, or â€Å"a physiological response that expresses an individual’s preference for an entity† (Greenberg and Barling, 1999, p. 898) ; behavioral component includes â€Å" a verbal intention of an individual† (ibid); cognitive aspect contains one’s reflections upon the certain characteristics of the target( (Belbin, 1996). Attitude formation is a complex process, which includes both experience and the cognitive evaluation of the past events, as one can assume, attitudes within organization are shaped through the engagement into organizational dynamics. Psychological contract, as Coglister and Schriesheim (2000) hold, is an entity, consisting of the beliefs, perceptions and responsibilities shared among the manager and their subordinates. Shared knowledge (Belbin, 1996) is an important aspect of the contract, since it to great extent enhances and activates the other components: for instance, the knowledge about the nature of the job, which is common for both manager and employee, is a powerful basis for the division of obligations. Furthermore, cognitively processed (‘digested’) knowledge is a main prerequisite of the employee’s conscientiousness, since it allows projecting and drawing the logical relation between certain actions and their effects, or even outcomes – long-lasting influential results. Shared knowledge therefore provides solidarity between the executive and the employee and supports their integration into the team (Boddy, 2002).