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Eugen Bleuler, Swiss psychiatrist (1896) best known for refining Kraepelin's diagnosis of dementia praecox and giving itthe name "schizophrenia." Bleuler defended Lombroso. Bleuler maintained that [criminals] were set apart by"characterological attributes" such as "moral defects, a lack of inhibition, excessivedrives, etc." While Bleuler admitted that criminal psychopathology couldnot yet describe the different "classes" of criminals in all their forms, onesuch class could already be defined, namely those characterized by a "defect ofmoral sentiments.". . . . Bleulerexplained: What the born criminal is lacking is not the laws to be instilled, but the possibility of making use of them in the same way as honest people. This defect can be congenital. . . . Since it is primarily emotional resonance, not logical reasoning that determines our behavior, such people have to become criminals as a result of the congenitally defective organization of their brain, which does not allow for the development of ethical sentiments. . . . Those who conclude that there cannot be born criminals because morality is not inborn are guilty of the same fallacy as anyone trying to argue that because language is not inborn, no one can be born deaf. (Wetzell, 2000, p. 58).

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Organizational Behavior - Doctoral - Harvard Business School

Organizational behavior research paper topics Individual Assignment Organizational Behavior and Communication Paper

Organizational change is a time when managers are expected to behave ethically, because many moral dilemmas are likely to emerge when an organization is faced with change. One of the common issues occurs when organizational change takes the form of downsizing or rightsizing. Many organizations realize the human impact of downsizing on employees and prefer to deal with the rising cost of human resources in other ways. Retraining employees in different areas, early retirement programs, hiring freezes, and job sharing are all alternatives to downsizing. There are also ethical issues that arise when the decision to terminate some employees is made, such as whether employees are going to be given advance notice regarding the layoffs, if they will be allowed to return to their work stations and say good-bye to their colleagues, or if they will be escorted to the door by security. If the company takes precautions to soften the blow of layoffs, such downsizing is likely to be perceived as more ethical.

As a company matures, its cultural values are refined and strengthened. The early values of a company’s culture exert influence over its future values. It is possible to think of organizational culture as an organism that protects itself from external forces. Organizational culture determines what types of people are hired by an organization and what types are left out. Moreover, once new employees are hired, the company assimilates new employees and teaches them the way things are done in the organization. We call these processes attraction-selection-attrition and onboarding processes. We will also examine the role of leaders and reward systems in shaping and maintaining an organization’s culture. It is important to remember two points: The process of culture creation is in fact more complex and less clean than the name implies. Additionally, the influence of each factor on culture creation is reciprocal. For example, just as leaders may influence what type of values the company has, the culture may also determine what types of behaviors leaders demonstrate.

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A systematic way in which reinforcement theory principles are applied is called Organizational Behavior Modification (or A systematic application of reinforcement theory to modify employee behaviors in the workplace.).Luthans, F., & Stajkovic, A. D. (1999). Reinforce for performance: The need to go beyond pay and even rewards. Academy of Management Executive, 13, 49–57. This is a systematic application of reinforcement theory to modify employee behaviors in the workplace. The model consists of five stages. The process starts with identifying the behavior that will be modified. Let’s assume that we are interested in reducing absenteeism among employees. In step 2, we need to measure the baseline level of absenteeism. How many times a month is a particular employee absent? In step 3, the behavior’s antecedents and consequences are determined. Why is this employee absent? More importantly, what is happening when the employee is absent? If the behavior is being unintentionally rewarded (e.g., the person is still getting paid or is able to avoid unpleasant assignments because someone else is doing them), we may expect these positive consequences to reinforce the absenteeism. Instead, to reduce the frequency of absenteeism, it will be necessary to think of financial or social incentives to follow positive behavior and negative consequences to follow negative behavior. In step 4, an intervention is implemented. Removing the positive consequences of negative behavior may be an effective way of dealing with the situation, or, in persistent situations, punishments may be used. Finally, in step 5 the behavior is measured periodically and maintained.

May 14, 2011 · Relationship between organizational culture and leadership behavior

There are many trends within the workplace and around the globe that have and will continue to affect the workplace and your career. We are sure you have noticed many of these trends simply by reading newspaper headlines. We will highlight some of these trends along with the challenges and opportunities they present for students of organizational behavior.

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Chapter 1 What Is Organizational Behavior

A Proposed Model of Organizational Behavior Aspects …

Porter, S. (1996). Without conscience or without active conscience? The etiology of psychopathy revisited. (2), 179-189. doi:10.1016/1359-1789(95)00010-0 Despite an impressive body of research spanning seven decades, the causes of psychopathy and psychopathic violence remain enigmatic for mental health professionals and society as a whole. A keystone of the disorder is the absence of normal human emotional experience. In recent years, a predominant view has been that a genetic predisposition is essential to its formation while environmental factors determine the course of the disorder. The present paper proposes an alternate, less common pathway to psychopathy in which environmental factors are critical ("secondary psychopathy"). Clinical and empirical evidence is reviewed supporting the hypothesis that negative childhood experiences can profoundly affect emotional functioning in adulthood. Specifically, certain individuals who are severely traumatized or disillusioned by loved ones might over time learn to "turn off" their emotions as an effective coping mechanism, later emerging as psychopathic personality disorder. It is argued that, with continued validation of the hypothesis, secondary psychopathy should be considered a distinctive dissociative disorder based on this detachment of emotion and cognition/behavior. . . . distinguished between two variants of psychopathy based on different etiological pathways, one (primary) being predominantly congenital and the other (secondary) primarily environmental. . . . This article suggests the possibility that over time negative environmental experiences can sometimes contribute to deactivation or vitiation of normal human emotion and eventually lead to a type of secondary psychopathy - a dissociative disorder.. . . . Despite absence of empathy for others, the volition of secondary (and fundamental) psychopaths is presumably perfectly functional. If the secondary psychopathy category receives continued validation, the salient implications relate to intervention. These individuals might represent a population for which early intervention or treatment in adulthood might be beneficial for society.

Industrial and organizational psychology - Wikipedia

Patrick, C. J. (2007). Antisocial personality disorder and psychopathy. In W. T. O'Donohue, K. A. Fowler, & S.O. Lilienfeld, (Eds.). (pp. 109-166.) Thousand Oaks CA: Sage. Provides a comprehensive review of the concept in DSM. DSM-I was modeled loosely after the sixth revision of the International Classification of Diseases (ICD: World Health Organization, 1948), which for the first time included a section devoted to the classification of mental disorders. The initial edition of the DSM contains a category of mental disorders termed "sociopathic personality disturbance;" following earlier conceptualizations of psychopathy, this designation included a broad range of syndromes encompassing sexual deviation of various kinds, addictions, and delinquency. Included among the disorders in this category was a syndrome referred to as "sociopathic personality disturbance: antisocial reaction," intended to capture the aggressive, criminally deviant individual who repeatedly violates the norms and laws of society. (The use of the term "reactions" throughout DSM one is attributable to the lingering influence of Adolph Meyer, who viewed mental disorders as reactions of the personality to biological, social, and psychological factors.) The second edition of the DSM was developed to line even more closely with the version of the ICD in place at the time, ICD — 8. In DSM-II, the term "reaction" was eliminated as a descriptor for disorders. Sexual deviation, addictions, and delinquent personality types were grouped under a category entitled "personality disorders and certain other non-psychotic mental disorders." Within this category, the term antisocial personality was used for a syndrome corresponding to psychopathy. The diagnostic features of the syndrome closely resembled those proposed by Cleckley and included weak socialization, incapacity for loyalty, selfishness, callousness, irresponsibility, and absence of guilt. A serious limitation of DSM-II was that the basis for diagnostic classification consisted of prototypical descriptions of each disorder rather than specific, behavior-oriented diagnostic criteria. As a result, the reliability of clinical and research diagnostic classifications used in DSM-II was generally poor. . . . . the criteria for antisocial personality disorder in the DSM-III was strongly influenced by the works of Robins (1966), who conducted groundbreaking research on the development of "sociopathy" by following up a large sample of individuals (N = 524) seen as children in a treatment clinic for juvenile delinquents. Following Cleckley, Robins's initial criteria for sociopathy included items relating to lack of guilt, remorse, and shame, but (due in part to problems in assessing them reliably) these criteria failed to differentiate significantly between sociopaths and non-sociopaths in her study, and thus were discarded as indicators in the criterion sets developed subsequently by Feighner et al. and Spitzer et al. Consequently, the criteria for APD adopted within DSM-III focused exclusively on behavioral indicants of deviance in childhood and adulthood, including such things as truancy, delinquency, stealing, vandalism, irresponsibility, aggressiveness, impulsivity, recklessness, and lying. As a function of this change, the DSM-III diagnosis of antisocial personality proved to be highly reliable. Nevertheless, influential investigators in the area (e.g., Francis, 1980; Hare, 1983; Millon, 1981) were quick to challenge the diagnostic validity of the DSM-III criteria for APD on the grounds that they excluded many of the features Cleckley determined central to psychopathy, including superficial charm, absence of anxiety, lack of remorse or empathy, and general poverty of affect. Some effort was made to respond to these criticisms in the revised third edition of the DSM by the addition of lack of remorse (i.e. "feels justified in having hurt, mistreated, or stolen from another," p. 346) as an adult criterion for APD.

Performance management and organizational strategy…

Morgan, A. B., & Lilienfeld, S. O. (2000). A meta-analytic review of the relation between antisocial behaviour and neuropsychological measures of executive function. (1), 113-136. doi:10.1016/S0272-7358(98)00096-8 Previous narrative reviews of the relation between antisocial behavior (ASB) and neuropsychological tests of executive functioning (EF) have raised numerous methodological concerns and produced equivocal conclusions. By using meta-analytic procedures, this study attempts to remedy many of these concerns and quantifies the relation between ASB and performance on six reasonably well validated measures of EF. Thirty-nine studies yielding a total of 4,589 participants were included in the analysis. Overall, antisocial groups performed .62 standard deviations worse on EF tests than comparison groups; this effect size is in the medium to large range. Significant variation within this effect size estimate was found, some of which was accounted for by differences in the operationalizations of ASB (e.g., psychopathy vs. criminality) and measures of EF. Evidence for the specificity of EF deficits relative to deficits on other neuropsychological tasks was inconsistent. Unresolved conceptual problems regarding the association between ASB and EF tests, including the problem of localizing EF tests to specific brain regions, are discussed. . . . executive functioning (EF) is an umbrella term that refers to the cognitive processes that allow for future, goal oriented behavior. It is broadly defined as comprising the abilities needed to achieve and maintain a problem-solving set, and includes such processes as planning, organizational skills, selective attention and inhibitory control, and optimal cognitive-set maintenance. . . . The results of this meta-analysis indicate that there is a robust and statistically significant relation between ASB and EF deficits. . . . This meta-analysis yielded inconsistent findings regarding the specificity of ASB to EF deficits per se as opposed to generalized neuropsychological deficits.

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