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Presentation Slides to Accompany Organizational Behavior 10th Edition Don Hellriegel and John W. Slocum, Jr.

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Title: Presentation Slides to Accompany Organizational Behavior 10th Edition Don Hellriegel and John W. Slocum, Jr.


1
Presentation Slidesto AccompanyOrganizational
Behavior 10th EditionDon Hellriegel and John W.
Slocum, Jr.
Chapter 1Learning About Organizational Behavior
  • Prepared by
  • Michael K. McCuddy
  • Valparaiso University

2
Objectives for Learning AboutOrganizational
Behavior
  • Describe the following competencies
  • Managing self
  • Managing communication
  • Managing diversity
  • Managing ethics
  • Managing across cultures
  • Managing teams
  • Managing change
  • Explain the framework for learning about
    organizational behavior

3
The Managing Self Competency
  • The overall ability to assess your own strengths
    and weaknesses, set and pursue professional and
    personal goals, balance work and personal life,
    and engage in new learningincluding new or
    modified skills, behaviors, and attitudes

4
Core Abilities in theManaging Self Competency
  • Understanding personality and attitudes
  • Perceiving, appraising, and interpreting
    accurately
  • Understanding work-related motivations and
    emotions
  • Assessing and establishing developmental,
    life-related, and work-related goals
  • Taking responsibility for managing yourself and
    your career

5
Five Aspects of a Career
  • Career success or failure is best determined by
    the individual
  • No absolute career evaluation standards exist
  • Examine a career subjectively and objectively
  • Make decisions about occupation and activities to
    attain career goals
  • Consider cultural factors

6
The Managing Communication Competency
  • The overall ability to use all the modes of
    transmitting, understanding, and receiving ideas,
    thoughts, and feelingsverbal, listening,
    nonverbal, written, electronic, and the likefor
    accurately transferring and exchanging
    information and emotions

7
Core Abilities in the Managing Communication
Competency
  • Conveying information, ideas, and emotions to
    others
  • Providing constructive feedback to others
  • Engaging in active listening
  • Using and interpreting nonverbal communication
  • Engaging in verbal communication
  • Engaging in written communication
  • Using a variety of computer-based information
    resources

8
The Managing Diversity Competency
  • The overall ability to value unique individual
    and group characteristics, embrace such
    characteristics as potential sources of
    organizational strength, and appreciate the
    uniqueness of each individual as well as the
    ability to help people work effectively together
    even though their interests and backgrounds may
    be quite diverse

9
Core Abilities in theManaging Diversity
Competency
  • Fostering an environment of inclusion
  • Learning from others differences
  • Supporting diversity
  • Working with others because of their talents and
    contributions
  • Providing leadership in addressing diversity
  • Applying diversity laws, regulations, and policies

10
Primary and SecondaryCategories of Diversity
  • Primary categories
  • Age, race, ethnicity, gender, physical abilities
    and qualities, and sexual and affectional
    orientation
  • Secondary categories
  • Education, work experience, income, marital
    status, religious beliefs, geographic location,
    parental status, and personal style

Source Adapted from Bradford, S. Fourteen
dimensions of diversity Understanding and
appreciating differences in the work place. In
J. W. Pfeiffer, 1996 Annual Volume 2 Consulting.
San Diego Pfeiffer and Associates, 1996, 9-17.
11
The Managing Ethics Competency
  • The overall ability to incorporate values and
    principles that distinguish right from wrong in
    making decisions and choosing behaviors

12
Core Abilities in the ManagingEthics Competency
  • Identifying and describing ethical principles
  • Assessing the importance of ethical issues
  • Applying laws, regulations, and rules in making
    decisions and taking action
  • Demonstrating dignity and respect for others
  • Demonstrating honest and open communication

13
The Managing AcrossCultures Competency
  • The overall ability to recognize and embrace
    similarities and differences among nations and
    cultures and then approach key organizational and
    strategic issues with an open and curious mind

14
Core Abilities of the ManagingAcross Cultures
Competency
  • Embracing cultural factors that can affect
    behavior
  • Appreciating influence of work-related values
  • Dealing with differences in employees values and
    attitudes
  • Communicating in the local language
  • Dealing with extreme conditions
  • Utilizing a global mindset

15
Work-Related Values Pertaining to Managing
Across Cultures
  • Individualism versus collectivism
  • Low versus high power distance
  • Low versus high uncertainty avoidance

16
The Managing Teams Competency
  • The overall ability to develop, support,
    facilitate, or lead groups to achieve
    organizational goals

17
Core Abilities in the ManagingTeams Competency
  • Determining use and fit of teams
  • Setting clear performance goals
  • Defining responsibilities and tasks
  • Demonstrating accountability for goal achievement
  • Applying appropriate decision-making methods
  • Resolving conflicts
  • Assessing performance and taking corrective
    action as needed

18
The Managing Change Competency
  • The overall ability to recognize and implement
    needed adaptations or entirely new
    transformations in the people, tasks, strategies,
    structures, or technologies in the persons area
    of responsibility

19
Core Abilities in the ManagingChange Competency
  • Applying the other six competencies in pursuit of
    needed changes
  • Providing leadership of planned change
  • Diagnosing pressures for and resistance to change
  • Applying the systems model and other processes to
    facilitate change
  • Dealing with new knowledge to facilitate change
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