Organizational Behavior PDF

LESSON 1: CONCEPT OF ORGANIZATIONAL BEHAVIOR ORGANIZATIONAL BEHAVIOR - This is a field of study that investigates the impact of the three (3) determinants of behavior within organizations: individuals groups structures. MAJOR BEHAVIORAL SCIENCE DISCIPLINE : OB is an applied behavioral sc...

LESSON 1: CONCEPT OF ORGANIZATIONAL BEHAVIOR ORGANIZATIONAL BEHAVIOR - This is a field of study that investigates the impact of the three (3) determinants of behavior within organizations: individuals groups structures. MAJOR BEHAVIORAL SCIENCE DISCIPLINE : OB is an applied behavioral science built on contributions from a number of other behavioral science disciplines, mainly psychology, sociology, social psychology, and anthropology. Psychology - It seeks to measure, explain, and sometimes change the behavior of humans and other animals. Psychologists studied the problems of fatigue, boredom, and other working conditions that could impede efficient work performance. Sociology - this discipline studies people concerning their social environment or culture. Sociologists contributions include organizational culture, organizational structure, organizational technology, communications, power, and conflict. Social Psychology - As a branch of psychology, it blends concepts from both psychology and sociology to focus on people's influence on one another. Social psychologists contribute to measuring, understanding, and changing attitudes, identifying communication patterns, and building trust. Anthropology - It is the study of societies to learn about human beings and their activities. Anthropologists' work on cultures and environments has helped people understand differences in fundamental values, attitudes, and behavior among themselve. ORGANIZATIONAL CULTURE - This includes the organization’s vision, values, norms, systems, symbols, language, and beliefs. It is a system of shared meaning based on written and unwritten rules that have been developed over time. SEVEN (7) PRIMARY CHARACTERISTICS CAPTURE THE ESSENCE OF AN ORGANIZATION’S CULTURE 1. Innovative - This is the degree to which employees are encouraged to be pioneering, inventive, and take on possibilities. 2. Detail Oriented - This is the degree to which employees are expected to exhibit precision, focus, and thorough analysis to specifics. 3. Outcome Oriented - This is the degree to which management focuses on results rather than on the techniques and processes used to achieve them. 4. People Oriented - It is the degree to which management decisions take into consideration the effect of outcomes on people within the organization. 5. Team Oriented - It is the degree to which work activities are organized around groups rather than individuals. 6. Aggressive - This is the degree to which people are competitive rather than easygoing. 7. Stable - It is the degree to which organizational activities emphasize maintaining the status quo in contrast to growth. MULTICULTURAL DIVERSITY - This refers to the existence of a variety of cultural or ethnic groups within a society. It is the result of an organizational culture based on race, ethnicity, age, religion, or gender. Race - refers to a person's biological or physical characteristics, such as bone structure and skin, hair, or eye color. Ethnicity - refers to cultural factors, including one’s nationality, geographic culture, ancestry, and language. BENEFITS OF MULTICULTURAL DIVERSITY It increases people’s interpersonal skills It expands innovation and creativity. It provides a wider range of languages spoken. It grows a company’s credibility It increases productivity on complex tasks. CHALLENGES CONCERNING ORGANIZATIONAL BEHAVIOR Globalization - enhanced the diversity experienced in the hospitality and tourism industry because of its multicultural nature. Workforce Demographics - The workforce has always adapted to variations in the economy, longevity, birth rates, socioeconomic conditions, and other changes that have a widespread impact. Workforce Diversity - This trend is one of the most important challenges for organizations. Social media - This difficult issue on social media usage shows how today's organization managers are presented with both a challenge and an opportunity for OB. Employee Well-being - One of the biggest challenges to maintain employee well- being is the reality that many workers never get away from the virtual workplace Ethical Behavior - In an organizational world characterized by downturns, expectations of increasing productivity, and tough competition Lesson 2: Diversity in a Organizations Level of Diversity The multicultural perspective seeks to provide a conceptual framework that recognizes the complex diversity of a complex society while, at the same time, suggesting bridges of shared concern that bind culturally different persons to one another. Surface-Level Diversity This refers to the differences in easily perceived characteristics such as gender, race, ethnicity, age, or disability, that do not necessarily reflect the ways people think or feel but that may activate certain stereotypes. Deep-Level Diversity This pertains to the differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better. DISCRIMINATION Treating a person or particular group of people differently, especially in a worse way from the way in which you treat the other people because of their race, gender, sexuality and etc. Discrimination is the unfair or prejudicial treatment of people and groups based on characteristics such as race, gender, age, or sexual orientation.  Discrimination, the intended or accomplished differential treatment of persons or social groups for reasons of certain generalized traits. STEREOTYPE THREAT Stereotype threat describes the degree to which one internally agrees with the generally negative stereotyped perceptions of one’s group. Along with that comes a fear of being judged when identified with the negative connotations of that group. Stereotype threat has serious implications for the workplace. Employees who feel it may have lower performance, lower satisfaction, negative job attitudes, decreased engagement, decreased motivation, higher absenteeism, more health issues, and higher turnover intentions. Types of Workplace Discrimination Discriminatory Policies and Practices - These are actions taken by representatives of the organization that deny equal opportunity to perform or unequal rewards for performance. Sexual Harassment - This refers to unwanted sexual advances and other verbal or physical conduct of a sexual nature that create a hostile or offensive work environment. Intimidation - This refers to overt threat or bullying directed at members of specific groups of employees. Mockery and Insults - These refer to jokes or negative stereotypes; sometimes, the result of jokes are taken too far.  Exclusions - This pertains to the exclusion of certain people from job opportunities, social events, discussion, or informal mentoring, which may occur unintentionally. Incivility - This refers to disrespectful treatment, including behaving aggressively, interrupting the other person, or ignoring varying opinions. Differentiating Characteristics The following covers some important surface-level and deep-level characteristics that differentiate members of the global tourism and hospitality workforce. This is likely to be an issue of increasing importance during the next decade for many reasons. For one, the workforce is aging worldwide in most developed countries. Stereotypes of older workers as being behind the times, grumpy, and inflexible are changing. Surface Level Diversity - AGE In 2016, the Republic Act No. 10911, otherwise known as “The Anti-Age Discrimination in Employment Act”, was signed into law to promote equal opportunities in employment for everyone. In 2018, the Department of Labor and Employment (DOLE) had noticed the good development that sees fast food chains, restaurants, and private companies hiring more senior citizens and persons with disabilities (PWDs; discussed further below), but is reminding employers to treat them equally. Surface Level Diversity - SEX According to The ASEAN Post Team (2019), gender equality remains a top priority in the Philippines, with policies already in place to address the equal opportunity in careers, recruitment biases, and flexible work arrangements.  Convention on the Elimination of All Forms of Discrimination Against Women (CEDAW). Republic Act No. 9710 or the Magna Carta of Women (MCW) which was signed into law on August 14, 2009. Surface Level Diversity - RACE AND ETHNICITY These have been studied as they relate to employment outcomes such as hiring decisions, performance evaluations, pay, and workplace discrimination. Workplace policies, both official and circumstantial, regarding individuals with physical or mental disabilities, vary from country to country. Surface Level Diversity - DISABILITIES In the Philippines, Republic Act No. 10524 or the “Act Expanding the Positions Reserved for Persons with Disabilities (PWDs)” amended the Magna Carta for PWDs in 2016 and gave the PWDs more employment opportunities. Deep Level Diversity - RELIGION Not only do religious and nonreligious people question each other’s belief systems, often people of different religious faiths conflict with one another. Deep Level Diversity - SEXUAL ORIENTATION AND GENDER IDENTITY Sexual orientation describes a person’s inherent enduring physical, romantic, and/or emotional attraction to another person, while gender identity refers to one’s internal and personal sense of being a man or a woman, which can be the same or different from their sex assigned at birth. The Philippine Commission on Women (PCW), enacting on an anti-discrimination  based on sexual orientation and gender identity law. ABILITY - This is an individual’s current capacity to perform the various tasks of a job. Overall abilities are essentially made up of two (2) sets of factors: intellectual and physical. INTELLECTUAL ABILITIES - These refer to abilities needed to perform mental activities such as thinking, reasoning, and problem-solving. PHYSICAL ABILITIES - These refer to the capacity to do tasks that demand stamina, dexterity, strength, and similar characteristics. Diversity Strategies and Approaches - Discrimination, for any reason, leads to increased turnover, which is detrimental to overall organizational performance. While a better representation of all racial groups in organizations remains a goal. Diversity Management - involves the active process and programs by which organization managers make everyone more aware of and sensitive to the needs and differences of others. Effective, comprehensive workforce programs encouraging diversity have three (3) distinct components (Robbins & Judge, 2018). 1.They teach managers about the legal framework for an equal employment opportunity and encourage fair treatment of all people regardless of their demographic characteristics. 2.They teach managers how a diverse workforce will be better able to serve a diverse market of customers and clients. 3.They foster personal development practices that bring out the skills and abilities of all workers, acknowledging how differences in perspective can be a valuable way to improve performance for everyone. Effective approaches to managing cultural diversity at the workplace Adopt employee relationship management system - To integrate workers from different cultures into the workplace, managers should create a good relationship with them. Develop a diversity management training program - Training programs are another factor that ensures effective management of cultural diversity. Optimize cultural diversity training - The cultural diversity training involves understanding what it is, why it is important, understanding culture at all levels, from individual, national to organizational levels. Use language bank - It is a program that workers are available to interpret different languages for other workers who need translators. LESSON 3: ORGANIZATIONAL CULTURE Culture pertains to the customary beliefs, social forms, and material traits of a racial,religious, or social group. It also refers to a set of shared attitudes, values, goals, and practices that characterizes an institution. Culture is the socialglue that helps hold the organization together by providing standards for what employees should say and do. ORGANIZATIONAL CULTURE represents a perception that the organization’s members hold in common. The dominant culture expresses the core values (the primary or dominant values accepted throughout the organization) that gives the organization its distinct personality. Each organization’s dominant culture, subcultures (mini cultures within an organization, typically defined by department designations and geographical separation) tend to develop in large organizations in response to common problems or experiences a group of members faces in the same department or location. Service Culture - It is possible to differentiate between strong and weak cultures. If most employees (responding to surveys, for instance) have the same opinions about the organization’s mission and values,the culture is strong; if opinions vary widely, it is weak This culture anticipates guests’ needs and renders services accordingly before they  ask for it. Guest satisfaction must be the topmost priority for any tourism and hospitality professional. In a strong culture, the organization’s core values are both intensely held and widely shared. The more members who accept the core values and the greater their commitment, the stronger the culture and the greater its influence on member behavior. A weak culture exemplifies otherwise. The culture that should be existing in the tourism and hospitality industry is known as service culture. Functions of Culture It has a boundary- defining role: it creates distinctions between organizations. It conveys a sense of identity for organization members. It facilitates commitment to something larger than self-interest. It enhances the stability of the social system. A strong culture supported by formal rules and regulations ensures employees will act in a relatively uniform and predictable way. Strong leadership that fosters a strong culture by frequently communicating about common goals and priorities is necessary to make organizations more adaptive and  innovative in the tourism and hospitality industry. Climate Organizational - refers to the shared perceptions that organizational members have about their organization and work environment. Dimensions of Organizational Climate: innovation creativity, communication Cultural Categories and Dimensions In a study by Fons Trompenaars - he conceived culture as to how organizations resolved a range of universal problems that could be divided into three (3) categories: a) those that arise from relationships with other people, b) those that arise from the passing of time, and c) those related to the environment. PROBLEMS ARISING FROM RELATIONS HIP WITH OTHER PEOPLE In an individualistic culture, the individual puts their needs before those of the group. In a collectivist culture, a person’s identity depends on the individual’s role in the  group, whether the group is represented by the family, the team, work, and the like. Universalist cultures apply absolute concepts in certain situations independently of circumstances or particular situations. Particularist cultures have no absolute concepts, and the way the individuals behave depends on the circumstances.