HBO-PAW CHAPTER 1-3 PDF - Organizational Behavior Overview

An Overview of Organizational Behavior  Learning Objectives Define organizational behavior Identify the functions that comprise the management process and relate them to organizational behavior Relate organizational behavior to basic managerial roles and skills Describe contemporary...

An Overview of Organizational Behavior  Learning Objectives Define organizational behavior Identify the functions that comprise the management process and relate them to organizational behavior Relate organizational behavior to basic managerial roles and skills Describe contemporary organizational behavior Discuss contextual perspectives on organizational behavior Describe the role of organizational behavior in managing for effectiveness Definition of Organizational Behavior A study of human behavior in organizational settings, of the interface between human behavior and the organization itself  Basic Managerial Functions PLANNING – determining desired future position and the best way to get there ORGANIZING – designing jobs, grouping jobs into units and establishing patterns LEADING – motivating members to work together CONTROLLING – monitoring and correcting actions  Basic Managerial Roles INTERPERSONAL ROLES – are the figurehead, the leader and the liaison (primarily social in nature) INFORMATIONAL ROLES – the monitor, the disseminator and the spokesperson DECISION-MAKING ROLES – the entrepreneur, the disturbance handler and the resource allocator and then negotiator  Critical Managerial Skills TECHNICAL SKILLS – skills necessary to accomplish tasks within the organization INTERPERSONAL SKILLS – used to communicate with, understand and motivate individuals and groups CONCEPTUAL SKILS – manager’s ability to think in the abstract DIAGNOSTIC SKILLS – understand the cause-and-effect relationships and to recognize the optimal solutions to problem Contemporary Organizational Behavior Characteristics of the Basic Concepts of the Field Field An Interdisciplinary Focus Individual Processes (C3-8) (Psychology, Sociology, Interpersonal Processes Anthropology, Political Science, (C9-15) Economics, Engineering and Organizational Processes and Medicine) Characteristics (C16-19) A Descriptive in Nature (2 or more behavioral variables) Note: for further discussion on the next chapters Contextual Perspectives on Organizational Behavior The Systems The Situational Perspective Perspective a set of interrelated elements suggests that in most functioning as a whole organizations situations and outcomes are influenced by other variables  Managing for Effectiveness INDIVIDUAL-LEVEL OUTCOMES – a person’s participation in an organization (individual behaviors and individual attitude and stress) GROUP-AND TEAM-LEVEL OUTCOMES – common and unique outcomes when considering the group levels ORGANIZATION-LEVEL OUTCOMES – a set of outcome variables exists at the organizational level “The strength of the team is each individual member. The strength of each member is the team” – Phil Jackson  CHAPTER 2 The Changing Environment of Organizations  Learning Objectives Discuss the emergence of international management and its impact on organizations. Describe the nature of diversity in organizations and identify and explain key dimensions of diversity. Discuss the changing nature of technology and its impact on business. Describe emerging perspective on ethics and corporate governance. Discuss the key issues in new employment relationships. The Growth of International Business Globalization - internationalization of business activities and the shift toward an integrated global economy Four Basic Reasons for Growth communication and businesses have expanded transportation have internationally to increase advanced dramatically over their markets the past several decades firms are moving into many organizations have international markets to become international in control costs, especially to response to competition reduce labor costs  Cross-Cultural Differences and Similarities General Observations behavior varies across culture culture itself is one major cause of variation managerial practices at a general level may Culture is the set of become more and more alike shared values, often taken for granted, same individual behaves differently in that help people in a group, organization, different cultural settings or society understand which actions are cultural diversity can be an important source considered acceptable of synergy and which are deemed unacceptable Cross-Cultural Differences and Similarities Specific Culture Issues Collectivism – tight social frameworks in which people tend to base their identities on the group or organization which they belong. Power Distance or Orientation to Authority – extent to which people accept as normal an unequal distribution of power Uncertainty Avoidance or Preference for Stability – extent to which people feel threatened by unknown situations and prefer to be clear and unambiguous  Managerial Behavior Across Cultures Masculinity or Assertiveness or Materialism – money and possessions as opposed to concern with people, relationships and overall quality of life Long-term values – focusing on the future, working on projects that have distant pay-off, persistence and thrift Short-term values – more oriented towards the past and the present and include respect for traditions and social obligations  Workforce Diversity refers to the similarities and Diversity and Business differences among members of the Primary Dimensions of Secondary Dimensions organization Diversity of Diversity Age Educational Race background Ethnicity Geographical location Gender Income Physical and Mental Marital status abilities Work experience Sexual Orientation Religious beliefs  The Value of Diversity Assimilation Valuing Diversity the process through means putting an which members of a end to the minority group are assumption that forced to learn the everyone who is not ways of the a member of the majority group dominant group must assimilate Technology and Business Technology refers to the methods used to create products, including both physical goods and intangible services growing use of mushrooming shift toward technology for change in service-based competitive information company advantage technology Ethics and Corporate Governance Ethics are a person’s beliefs regarding what is right or wrong in a given situation Ethical Issues in Ethical Issues in Contemporary the Corporate Information Ethical Issues Governance Technology Corporate Governance refers to the oversight of a public corporation by its board of directors New Employment Relationships Knowledge Workers Outsourcing are those employees practice of hiring who add value in an other firms to do work organization simply previously performed because of what they by the organization know itself; when this work is moved overseas it is often called offshoring  “The secret of change is to focus all of your energy, not on fighting the old, but on building the new.” - Socrates  CHAPTER 3 Foundations of Individual Behavior  Learning Objectives Explain the nature of the individual- organization relationship. Define personality and describe personality attributes that affect behavior in organizations. Discuss individual attitudes in organizations and how they affect behavior. Describe basic perceptual processes and the role of attributions in organizations. Explain how workplace behaviors can directly influence organizational effectiveness. PEOPLE IN THE ORGANIZATIONS Psychological Contract - a person’s set of expectations regarding what he or she will contribute to the organization and what the organization, in return, will provide to the individual Your Text Here You can simply impress your audience and add a Contributions from Inducements from unique zing and appeal to your Presentations. Individual Organization Effort Pay Ability Job security Skills Benefits Loyalty Career opportunities Your Text Here Time Status You can simply impress your audience and add a unique zing and appeal to your Presentations. Competencies Promotion opportunities PEOPLE IN THE ORGANIZATIONS Person-job fit the extent to which the contributions made by individual Your Text Here You can simply impress your audience and add a match the inducements offered unique zing and appeal to your Presentations. by the organization Individual Differences Your Text Here are personal attributes that vary You can simply impress your audience and add a unique zing and appeal to your Presentations. from one person to another PERSONALITY AND ORGANIZATIONS The “Big Five’’ Personality Traits 01 AGREEABLENESS - ability to get along with others 02 CONSCIENTIOUSNESS - the number of goals on which a person focuses 03 NEUROTISM - tendency to experience unpleasant emotions such as anger, anxiety, depression and feelings of vulnerability 04 EXTRAVERSION - quality of being comfortable with relationships (opposite of which is introversion) 05 OPENNESS - capacity to entertain new ideas and to change as a result of new information. Personality is the relatively stable set of psychological attributes that distinguish one person from another  EMOTIONAL INTELLEGENCE (EQ) DIMENSIONS Self-awareness allows a person to more effectively guide their own lives and behavior person’s capacity of being aware of how they are feeling Managing Emotions capacity to balance anxiety, fear and anger so that they don’t overly interfere with getting things accomplished Motivating Oneself ability to remain optimistic and to continue striving in the face of setbacks, barriers and failures Empathy ability to understand how others are feeling even without being explicitly told Social Skill ability to get along with others and to establish positive relationships EQ is the extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others and possess social skills  OTHER PERSONALITY TRAITS AT WORK Locus of Control extent to which a person believes his/her circumstances are a function of either own actions or external factors beyond his/her control Self-efficacy person’s beliefs about his or her capabilities to perform a task Authoritarianism belief that power and status differences are appropriate within hierarchical social systems such as organizations Machiavellianism behave to gain power and control the behavior of others named after Nicollo Machiavelli, a sixteenth-century author Self-esteem extent to which that person believes he or she is a worthwhile and deserving individual Risk Propensity the degree to which a person is willing to take chances and make risky decisions  ATTITUDES IN ORGANIZATIONS Personal Values Personalities Experiences Attitudes Attitudes are person’s complexes of beliefs and feelings about specific ideas, situations or other people  Attitude Structure Affect Cognitions –a – the Intention person’s knowledge a – guides a feeling person person toward presumes to behavior something have about something Cognitive Dissonance is the anxiety a person experiences when simultaneously possessing two sets of knowledge or perceptions that are contradictory or incongruent. PERCEPTION IN ORGANIZATION Perception – the set of processes by which an individual becomes aware of and interprets information about the environment Your Text Here Basic Perpetual Processes Perception You can simply and Attribution impress your audience and add a unique zing and appeal to your Presentations. 1. Selective Perception Attribution Theory suggests that managers attribute causes to - screening out information behavior based on observations that causes discomfort or that of certain characteristics of that contradicts beliefs behavior such as degrees of 2. Stereotyping consensus (behavior in same situation and same way), Your Text Here - categorizing or labeling You canconsistency (same simply impress your audienceway and addata people on the basis of a unique zing and appeal to your Presentations. different times) and single attribute or distinctiveness (same way in characteristic different situations).  Absenteeism Dysfunctional Behaviors – occurs when an individual does not – those that detract from, show up at work rather than contribute to, organizational behavior Turnover – occurs when people Types of Performance Behaviors quit their jobs Workplace – are set of work-related behaviors that the Behavior organization expects the individual to display Organizational Citizenship – entails behavior that make a positive overall contribution to the organization  “Every individual matters. Every individual has a role to play. Every individual makes a difference.” - Jane Goodall