Chapter 1 Quiz - PSY 3113 Industrial Psychology PDF

PSY 3113 | INDUSTRIAL PSYCHOLOGY Reference Book: Cengage dupicated, or pasted lo a pubicly accessible websile, in whole or in part. Gin Philips, Organzational Behavior, 14th Edition. ® 2024 Cengage Leaming, Inc. All Rights Reserved. 13th edition (Alternative) : https://drive.google.com/drive/folder...

PSY 3113 | INDUSTRIAL PSYCHOLOGY Reference Book: Cengage dupicated, or pasted lo a pubicly accessible websile, in whole or in part. Gin Philips, Organzational Behavior, 14th Edition. ® 2024 Cengage Leaming, Inc. All Rights Reserved. 13th edition (Alternative) : https://drive.google.com/drive/folders/ 12aUOitDIjMUiCLN2V2jMYpBXQXWoWR6W Case Study Format: Statement of the Problem RCA (Root cause) Reccomendation APA Style Chapter 1 CHAPTER 1.1 | An Overview Organizational Behavior Group Case Study: Group Case Study Happy Hotel Workers at Hilton At the end of World War I, a young man named Conrad Hilton came home to Cisco, Texas money he'd saved up while serving in the U.S. Army Quartermaster Corps. Even though it was a meager $5,000, he was impatient to invest it rather than spend it, so when he saw the old Mobley hotel for sale, he bought it. In 1925, Conrad Hilton opened the rst Hilton Hotel in Dallas; in 1927, in Waco, Texas, he opened the rst hotel with air conditioning. In 1947, he opened the rst hotel with a television in every room. The corporate mission for Hilton Hotels still re ects the founder's original vision: "Our mission is to be the most hospitable company in the world, and you can't do that without great people, and you can't get great people without being a great workplace, "says Matt Schuyler, Hilton's chief human resources o cer. Over the years, though, Hilton strayed from this mission. For instance, Hilton was owned by a private equity rm from 2007 to 2013. During this period, the company focused primarily on nancial indicators like ROl, pro ts margins, and so forth, and paid scant attention to its employees. But in 2013, Hiton went public. One of the rst things the new CEO noticed after taking over was that service, employee turnover and morale at Hilton seemed to be worse than at competitors like Marriott and Hyatt. Management 5Ms - Machine, Money, Materials, woMen/Man 6Ms - Machine, Money, Materials, woMen/Man fi ffi fi fi fi fi fl fi fi  Group Activity: Individual - better contractual relationship - Employee’s E ort is equal to their salaried performance - Have monthly evaluation Organizational - one to two month training before being a regular employee - All employees must only do whats within their scope - Practice Employee of the month and have bonuses which re ects their performance Environmental - Strengthen Employer and Employee relations by normalizing Celebrations - Place boundaries in all aspects - Improve facilities that caters the employees for a better workplace CHAPTER 1.2 | Human Behavior in Organizations Why Study OB? Studying OB can help you: ◦ Become a better employee ◦ Become a better manager ◦ Understand how people behave and why they do what they do ◦ Help you focus on developing a global mindset Organizations that successfully implement OB principles have: ◦ Motivated, engaged employees whose goals align with business strategy ◦ Strong leadership and direction ◦ Better bottom lines The Nature of Organizational Behavior ◦ The eld of organizational behavior attempts to understand human behavior in organizational settings, the organization itself, and the individual-organization interface. As illustrated here, these areas are highly interrelated. Thus, although it is possible to focus on only one of these areas at a time, a complete understanding of organizational behavior requires knowledge of all three areas. ◦ Knowledge Check 1.1 ◦ What three elements make up the nature of organizational behavior, or what organizational behavior attempts to understand? ✦ a. Individuals, managers, and work environments ✦ b. Human behavior, organization behavior, and the environment surrounding the organization  fi ff fl  ✦ c. The organization, human behavior in organizational settings, and the individual- organization interface ✦ d. Comprehensive behavior, organization in uences, and me organization-environment interactions Basic Management Functions and Organizational Behavior Management functions ✦ Planning ✦ Organizing ✦ Leading ✦ Controlling Resources used by managers ✦ Human ✦ Financial ✦ Physical ✦ Information Basic Managerial Functions ◦ Managers engage in the four basic functions of planning, organizing, leading, and controlling. ◦ These functions are applied to human, nancial, physical, and information resources with the ultimate purpose of e ciently and e ectively attaining organizational goals. Functions of Management ◦ Planning ✦ Determining an organization's desired future position and the best means of getting there ◦ Organizing ✦ Designing jobs, grouping jobs into units, and establishing patterns of authority between jobs and units ◦ Leading ✦ Getting the organization's members to work together toward the organization's goals ◦ Controlling ✦ Monitoring and correcting the actions of the c its members to keep them directed toward their goals  ffi fi ff fl  CHAPTER 1.3 | THE STRATEGIC CONTEXT OF ORGANIZATIONAL BEHAVIOR Sources of Competitive Advantage Competitive advantage An organization's edge over rivals in attracting customers and defending itself against competition Sources of competitive advantage: - Innovation - Distribution - Speed - Convenience - Cost - Service - Quality - Branding - First to market Types of Business Strategies Cost leadership - Striving to be the lowest-cost producer for a particular level of product quality. ◦ Emphasizes operational excellence: maximizing the e ciency of the manufacturing or product development process to minimize costs. Di erentiation - Developing a product or service that has unique characteristics valued by customers. ◦ Emphasizes product innovation: developing new products or services. Specialization - Focusing on a narrow market segment or niche and pursuing either di erentiation or cost leadership within that segment. ◦ Emphasizes customer loyalty: delivering unique and customizable products or services to meet customers' needs and increase customer loyalty. Growth - Company expands organically or through mergerslacquisitions response to investor preference for rising earnin on nding the right numberltypes of employees to sustain growin. Knowledge Check 1.2 innovation of business strategy is most likely to emphasize product Cost leadership Di erentiation Specialization Growth Origins of Organizational Behavior (1 of 2) Scienti c management (Adam Smith, Gilbreths, Frederick Taylor) - First formal study of OB (1890s), abandoned after WWI - Maximized productivity; led to monotonous, dehumanizing conditions - Guiding principles ◦ Replace rule-of-thumb work with methods based on scienti cally studying the tasks using time-and-motion studies. ◦ Scienti cally select, train, and develop all workers. ff ff ff fi fi fi ffi fi  ◦ Managers provide detailed instructions and supervision to workers. ◦ Divide work nearly equally between workers and managers. Organizations as Open Systems System - An interrelated set of elements that function as a whole-inputs are combined/transformed by managers into outputs from the system Value of the systems perspective - Underscores the importance of an organization's environment - Conceptualizes the ow and interaction of various elements of the organization Figure 1.3 The Systems Approach to Organizations The systems approach provides a useful framework for understanding how elements of an organization interact among themselves and with their environment. Various inputs are transformed into di erent outputs, with important feedback from the environment. If managers do not understand these interrelations, they may tend to ignore their environment or overlook important interrelationships within their organizations. Situational Perspectives on Organizational Behavior The situational perspective - Recognizes that most organizational situations and outcomes are in uenced by other variables The universal model - Presumes a direct cause-and-e ect linkage between variables - Complexities of human behavior and organizational settings make universal conclusions virtually impossible CHAPTER 1.5 | MANAGING FOR EFFECTIVENESS note: ◦ CSR - Corporate Social Responsibility ◦ Father of Industrial Pscyhology - Hugo Munsterburg What is the di erence between E ciency vs E ectiveness E ciency: making a task easier and simpler E ectiveness : creating an impact and more about the end result rather than the process  ff ffi ff ff fl ff ffi ff fl  MANAGING FOR EFFECTIVENESS Managers' goals to achieve organizational e ectiveness ◦ Enhance behaviors and attitudes; boost performance and drive engagement ◦ Promote citizenship ◦ Minimize dysfunctional behaviors ◦ Drive strategic execution Enhancing Individual and Team Performance Behaviors Productivity ◦ Narrow measure of e ciency: number of products or services created per unit of input ✦ There is what we call a performance productivity in which it is a scale measuring one’s presence, tardiness, etc. Performance ◦ Broader concept made up of all work-related behaviors Commitment ◦ The degree to which an employee feels a true member of the organization, overlooks minor sources of dissatisfaction, and intends to stay with the organization Enhancing Employee Engagement and Commitment Employee engagement ◦ The extent to which employees understand and embrace their role in the organization Job satisfaction/dissatisfaction ◦ In uenced by personal factors (individual needs and aspirations) ana group and organizational factors (relationships with coworkers and working conditions) Organizational commitment ◦ Sense of organizational membership, overlooking minor dissatisfactions, with intent to remain with organization Promoting Organizational Citizenship Behaviors Organizational citizenship ◦ Behaviors that make a positive overall contribution to the organization ◦ Encompasses factors outside the strict requirements of the iob: ✦ Willingness to train new hires ✦ Works late/overtime ✦ Good attendance ✦ Represents the organization well ✦ Personal values consistent with the organization Minimizing Dysfunctional Behaviors Dysfunctional behaviors ◦ Behaviors that detract from, rather than contribute to, organizational performance: ✦ Absenteeism ✦ Turnover ✦ Theft, sabotage ✦ Harassment, bullying, violence ✦ Politicized behavior (spreading rumors, etc.) ✦ Incivility, rudeness ✦ Workplace violence Driving Strategic Execution Strategic execution ◦ The degree to which managers and their employees understand and carry out the actions needed to achieve strategic goals fl ffi ff  ◦ Assessed at the individual/group level, the organizational level, and in terms of nancial performance ◦ Often requires balancing seemingly contradictory outcomes For example, paying high salaries can enhance satisfaction and reduce turnover but ✦ detract from bottom-line performance. How Do We Know What We Know? Quality of information ◦ Common sense and intuition and are often wrong-one thing doesn't necessarily lead to the other Goals and con dence ✦ Satisfaction and productivity ✦ Rewards and motivation ✦ ◦ OB relies on the scienti c method Knowledge generation that relies on systematic studies that identify and replicate a ✦ result using a variety of methods, samples, and settings fi fi fi  CHAPTER 2.1 | DIVERSITY Types of Diversity Diversity - the variety of observable and unobservable similarities and di erences among people ◦ Surface-level diversity - observable di erences in people, including race, age, ethnicity, physical abilities, physical characteristics, and gender ◦ Deep-level diversity - individual di erences that cannot be seen directly, including goals, values, personalities, decision-making styles, knowledge, skills, abilities, and attitudes ◦ Intersectionality - simultaneous membership in more than one demographic category ◦ Separation diversity - di erences in position or opinion among group members re ecting disagreement or opposition-dissimilarity in an attitude or value, for example, especially with regard to group goals or processes ◦ Variety diversity - di erences in a certain type or category, including group members' expertise, knowledge, or functional background ◦ Disparity diversity - di erences in the concentration of valuable social assets or resources- dissimilarity in rank, pay, decision-making authority, or status Trends in Diversity By 2060, the total population is forecast to grow from 282.1 million in 2000 to 404 million. Changes in the workforce and the population in general are toward greater diversity. Talent shortages are forecast to rise globally. Population is aging; age diversity in workforce is increasing. ◦ May result in younger managers supervising older workers ◦ Reverse mentoring: pairing a junior employee with a senior employee to transfer technical/ computer skills from the junior employee to the senior one Generational Di erences Today's workforce is characterized in ve generational groups: ◦ silent generation (1928-1945) ◦ baby boomers (1946-1964) ◦ Generation X (1965-1980) ◦ Generation Y or Millennials (1981-1996) ◦ Generation Z (1997-2012) Older workers may have better job performance but need mentoring to adopt new technology. The Business Case for Diversity Diversity fosters greater creativity and innovation.  ff ff ff ff ff ff fi ff fl  Organizational performance increases when employees have a positive attitude toward diversity. Culturally diverse teams make better decisions over time than homogeneous ones. Women in top management results in more innovation. Title VII of the Civil Rights Act of 1964 prohibits employment discrimination based on race, color, religion, sex, or national origin. Managing Diversity, Equity, and Inclusion Top management support for diversity and for diversity initiatives Reciprocal mentoring: matches senior employees with diverse junior employees to allow both individuals to learn more about a di erent group Older adults may bene t from self-paced learning environments and con dence-boosting interventions. It is not realistic to claim or to pursue an "I'm totally unbiased" stance with regard to diversity. Knowledge Check 2.1 Di erences in the concentration of valuable social assets or resources, such as dissimilarity in rank, pay, decision-making authority, or status, is known as intersectionality. separation diversity. disparity diversity. surface-level diversity. CHAPTER 2.2 | GLOBALIZATION AND BUSINESS Trends in Globalization Globalization - the interationalization of business activities and the shift toward an integrated globall economy Factors increasing globalization: ◦ Advances in communication and transportation   ff fi ff fi