Organizational Behavior

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Organizational Behavior

• Tutorial 2-Chapter 3
• Xin Qing, March 2007

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Study Objectives

• 1.Why is the global context for organizational
  behavior???????????
• 2.What is culture and how can we understand
  cultural differences????????
• 3.How does cultural diversity affect people at
  work???????????????
• 4.What is a global view on organizational
  learning????????

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• Important regional alliances????.
• European Union (EU).??
• North American Free Trade Agreement (NAFTA).
  ????????
• Asia-Pacific Economic Co-operation Forum
  (APEC).??????

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2. OutsourcingOff shoring

• Outsourcing. ????
• Contracting out of work rather than accomplishing
  it with a full-time permanent workforce.????????,?
  ??????????????
• Off shoring. ??
• Contracting out work to persons in other
  countries.??????????????
• Job migration. ????
• Movement of jobs from one location or country to
  another.

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3. Culture

• The learned, shared way of doing things in a
  particular society.???????,????????????.
• The software of the mind.??????
• Helps define boundaries between different groups
  and affects how their members relate to one
  another.???????????,??????????????
• Cultural intelligence is the ability to identify,
  understand, and act with sensitivity and
  effectiveness in cross-cultural situations.
• ???????,??,????????????????

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4.Popular Dimensions of Culture???????

• Language??
• Time Orientation????
• Use of space
• Proxemics?????.
• The study of how people use space to communicate.
• Reveals important cultural differences
• Religion??

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5.Time Orientation

• Time orientation.
• Polychronic cultures?????.
• Circular view of time???.
• No pressure for immediate action or performance.
• Emphasis on the present????.
• Monochronic cultures?????.
• Linear view of time???.
• Create pressure for action and performance??.
• Long-range goals and planning are
  important???????.

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6.Language

• Perhaps the most visible aspect of culture.
• Whorfian hypothesis considers language as a
  major determinant of thinking.
• Low-context cultures ????? the message is
  conveyed by the words used??????.
• High-context cultures????? words convey only a
  limited part of the message????????.

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8.Values and NC

• Power distance????.
• The willingness of a culture to accept status and
  power differences among members.
• Respect for hierarchy and rank in organizations.
• Example of a high power distance culture
  Indonesia.
• Example of a low power distance culture Sweden.

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9. Values and NC

• Long-term/short-term orientation.
• The tendency of a culture to emphasize
  future-oriented values versus present-oriented
  values.
• Adoption of long-term or short-term performance
  horizons.
• Example of a long-term orientation culture
  South Korea.
• Example of a short-term orientation culture
  United States.

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10. Attitudes toward the Environment

• .
• Inner-directed cultures????.
• Members view themselves as separate from nature
  and believe they can control it.
• Outer-directed cultures????.
• Members view themselves as part of nature and
  believe they must go along with it.

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12.Cultural Relativism?????
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13 Individualism-collectivism?????????

• The cultural tendency to emphasize individual or
  group interests.
• Preferences for working individually or in
  groups.
• Example of an individualistic culture United
  States.
• Example of a collectivist culture Mexico

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14.
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16. Why is the individualism-collectivism
dimension of national culture important in OB?

• OB is defined as the study of individuals and
  groups in organizations. The dimension of
  individualism-collectivism reflects different
  cultural emphasis on them and it appears in both
  the Hofstede and Trompenaars frameworks. As
  pointed out by Hofstede, for example,
  individualistic cultures tend to emphasize
  individual reward systems, whereas collectivist
  cultures emphasize teamwork. OB should help us
  become more aware of how cultural difference may
  affect the management of individuals and groups
  in various settings.
•  

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17. How do power distance values affect
management practices across cultures?

• In high-power distance cultures managers are
  likely to be respected by subordinates and
  expected to exercise authority in their assigned
  roles. In low-power distance cultures the
  disctinction between manager and subordinate may
  be more casual, and subordinates will expect to
  be more involved in decisions affecting them and
  their work.

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18. What does the concept of ethnocentrism mean
to you?

• Ethnocentrism is a frame of mind that assumes
  that your culture is best. This type of attitude
  is problematic for managers who are in
  international business and/or managers that deal
  with a diverse workforce.

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19. An organization trying to operate with
Japanese management practices would do what?

• An organization operating with Theory Z
  management principles will share many
  characteristics in common with traditional
  Japanese management practices. Such
  organizations will emphasize long-term employment
  relationships, participative decision making
  opportunities, and well-planned career
  development that includes a lot of lateral moves
  and cross-functional responsibilities.

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  20. Stephen Bachand, the CEO of Canadian Tire,
wants to keep hi company ahead of the pack as
foreign retailers try to penetrate the Canadian
market. It used to be that American firms such
as Wal-Mart and Home Depot were the major
threats now he has learned that the Asian giant
Yaohan and the well-known Sainsburys from
Britain are considering operations in Canada.
Bachand has heard of your special consulting
expertise in global organizational learning.
He is on the telephone now and wants you to
explain how the concept can help him keep his
company a world-class competitor. With a large
consulting contract at stake, what do you tell
him about this concept?
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Any organization that wants to compete
successfully in the global economy as a
world-class player should embrace the concept
of global organizational learning. By this I
basically mean two this. First, the organization
must have the systems, processes, and people in
place to learn continuously from experience.
This means that the organizational leadership
builds a climate or culture in which change is
viewed positively and adaptability and
flexibility are important operating objectives.
Second, in todays global economy this concept
must be extended to include the ability to learn
continuously from the best management and
organizational practices that exist anywhere in
the world. This, Mr. Bachard, you cannot be
satisfied by being up to date on what the top
Canadian and American firms are doing. You must
broaden your scope and, importantly, you must
broaden the scope of your entire organization to
include awareness of what firms in other parts of
the world are doing, and doing very well. In
this case, you will not only be able to
anticipate competition from foreign retailers
such as Yaohan and Sainsburys, you can also take
advantage of their experience to update your
practices and systems in appropriate ways.
Global organizational learning means just what it
says. It is the ability to utilize the world at
large as the reference point for continuously
learning and adapting successfully to changing
environments.
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Chapter 4 Personality and Individual
Differences???????

• 1.What is personality???
• 2.How do personalities differ?
• 3.What are value?? and attitude?? differences
  among individuals, and why are they important?
• 4.What are individual differences????and how are
  they related to workforce diversity???????

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1. Workforce diversity??????

• The presence of individual human characteristics
  that make people different from one
  another?????,?????????????.
• Workforce diversity has increased in both the
  United States and Canada

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2.Stereotyping??

• Stereotyping occurs when one think of an
  individual as belonging to a group or category
  and characteristics commonly associated with the
  group or category are assigned to the individual
  in question?????????????????,??????????????

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3. Affirmative Action

• Workforce diversity?????
• The presence of individual human characteristics
  that make people different from one
  another????????,???????????.
• Affirmative Action
• A set of remedial??? actions designed to
  compensate?? for proven discrimination or correct
  for statistical imbalances??? in the labor force.

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4. Aptitude Ability

• 1.Aptitude????.
• A persons capability of learning
  something???????.
• 2.Ability????.
• A persons existing capacity to perform the
  various tasks needed for a given job????????????.
• Includes relevant knowledge and skills??????????.

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5. Big Five personality dimensions????

• Extraversion???
• Being outgoing????, sociable???, assertive???.
• Agreeableness??????.
• Being good-natured???, trusting??, cooperative??.
• Conscientiousness???.
• Being responsible???, dependable???,
  persistent.???
• Emotional stability?????.
• Being unworried????, secure????, relaxed???.
• Openness to experience????.
• Being imaginative??, curious??, broad-minded???.

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6.Personality Dynamics?????

• Self-esteem????,???
• Self-efficacy????,???????????????

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• 7.Values???Attitudes??
• Attitudes??
• Are influenced by values and are acquired from
  the same sources as values???????,??????.
• Are more specific and less stable than values.

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8. Workforce Diversity

• 1.Workforce diversity?????
• The presence of individual human characteristics
  that make people different from one
  another????????,???????????.
• 2. Challenge of workforce diversity????????.
• Respecting individuals perspectives and
  contributions and promoting a shared sense of
  organizational vision and identity??????????,?????
  ??????????.

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9.Social traits????

• Social traits
• Surface-level traits that reflect the way a
  person appears to others when interacting in
  various social settings?????????????????,?????????
  ??????.
• An important social trait is problem-solving
  style???????????????.
• The way a person goes about gathering and
  evaluating information in solving problems and
  making decisions.

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10. Locus of Control

• Locus of control.
• The extent to which a person feels able to
  control his/her own life????????????????.
• Externals????.
• More extraverted in their interpersonal
  relationships and more oriented toward the world
  around them.???????????????,???????????
• Internals????.
• More introverted and more oriented towards their
  own feelings and ideas???????????????,????????????
  ??.

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13. AttitudesValues

• Attitudes??
• Are influenced by values and are acquired from
  the same sources as values???????,??????.

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14. Demographic characteristics

• Demographic characteristics????????.
• The background characteristics that help shape
  what a person becomes??????????????.
• Important demographic characteristics for the
  workplace.
• Gender.
• Age.
• Able-bodiedness.
• Race.
• Ethnicity??

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16. What does managing diversity and individual
differences mean in the workplace?????????????????
?????

• Managing diversity and individual differences is
  concerned with matching organizational and job
  requirements with individual characteristics and
  with engaging in practices???????????????????????
  ???????
• to utilize an increasingly diverse workforce in
  mutually constructive ways??????????????????????so
  as to enhance organizational competitiveness and
  provide individual development.????????????????

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17. Why are diversity and individual differences
important in the workplace?

• Diversity and individual differences are
  important because they have a strong impact on an
  organizations performance and competitiveness????
  ??.

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18. In what ways are demographic
characteristics??????? important in the
workplace?

• Demographic characteristics are important for a
  number of reasons (1) they serve as the basis
  for managing diversity???????? (2) there are
  various nondiscrimination laws affecting them
  ???????(3) and they are often erroneously????
  used stereotypically???? to categorize??
  individuals.

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19. Why are personality characteristics important
in the workplace?

• Personality characteristics???? are important
  because of their predictable interplay
  ????????with an individuals behavior.

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•  
• 20. Your boss is trying to figure out how to get
  the kinds of people she needs for her
  organization to do well, while at the same time
  dealing appropriately with an increasing number
  of non-white female and male workers. She has
  asked you to respond to this concern. Prepare a
  short report with specific suggestions for your
  boss.

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Using selected demographic, aptitude and ability,
personality, and value and attitude
characteristics of individuals to help match
specific job and organizational requirements.
Using the kinds of accountability, development,
and recruitment practices designed to manage a
diverse, non-traditional workforce effectively.
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Chapter 5

• 1.What is the perception process?????
• 2.What are common perceptual distortions?????
• 3.How can perceptions be managed?
• 4.What is attribution theory?????

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1. Perception??

• The process by which people select, organize,
  interpret, retrieve, and respond to
  information????,??,????,????????????.
• People process information inputs into responses
  involving feeling and action???????????????????.
• The quality or accuracy of a persons perceptions
  has a major impact on responses???????????????????
  ??????

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2. Percept Process????
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3.Perceptual Distortion????
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5. Impression management????

• A persons systematic attempt to behave in ways
  that create and maintain desired impressions in
  others eyes.
• ????????,?????????????????

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• 7.Factors influencing internal and external
  attributions??.
• Distinctiveness??? consistency??? of a persons
  behavior across situations.
• Consensus?????? likelihood of others responding
  in a similar way.
• Consistency??? whether an individual responds
  the same way across time.

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8. Attribution Theory

• Fundamental attribution error??????.
• Applies to the evaluation of someones else
  behavior??????.
• Attributing success to the influence of
  situational factors??????????.
• Attributing failure to the influence of personal
  factors??????????.
• Self-serving bias????.
• Applies to the evaluation of our own
  behavior???????.
• Attributing success to the influence of personal
  factors??????????.
• Attributing failure to the influence of
  situational factors??????????.

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11.Stereotypes or prototypes??????

• Combines information based on the category or
  class to which a person, situation, or object
  belongs???,????????????????????.
• Individual differences are obscured????.
• Strong impact at the organization stage??????.

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• Fundamental attribution error.
• Applies to the evaluation of someones else
  behavior.
• Attributing success to the influence of
  situational factors.
• Attributing failure to the influence of personal
  factors.
• Self-serving bias.
• Applies to the evaluation of our own behavior.
• Attributing success to the influence of personal
  factors.
• Attributing failure to the influence of
  situational factors.

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14.Perceptual Distortion
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15. Factors Influencing Perception

• The Perceiver
• The setting
• The perceived

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16.Draw and briefly discuss the texts model of
the perceptual process
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17. Select two perceptional distortions, briefly
define them, and show how they influence the
perceptual process.
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18. What is the relation of attribution theory to
the perceptual process?????????????

• Attribution theory is most closely related to the
  interpretation stage of the perceptual
  process?????????
• and is concerned with how individuals try to
  understand causes, assign responsibility, and
  evaluate personal characteristics of people
  involved in events????,????,?????????.

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19.Briefly discuss the perceptual response
categories?????? and relate them to one OB topic
area.

• Perceptual response categories can be divided
  into thinking and feeling????? and action??.
  Thinking and feeling are related to such areas as
  attitudes and motivation?????, and motivation
  also crosses over into action.
• Decision making, negotiating, communication,
  and leadership are but some of the OB areas that
  may be mentioned.

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• 20. Your boss has recently heard a little about
  attribution theory and has asked you to explain
  it to him in more detail, focusing on its
  possible usefulness in managing his department.
  How do you address his request?

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Attribution theory involves assigning causes and
responsibility for various outcomes of events
occurring at work and evaluating the personal
characteristics of those involved, based on these
assignments of cause and responsibility. These
assignments can be divided into those under a
persons control (internal) and those outside a
persons control (external). These internal and
external attributions are influenced by
distinctiveness (behavioral consistency across
situations), consensus (whether all people in a
given situation perform similarly), and
consistency (whether a person responds the same
way across time). Then, briefly discuss the
fundamental attribution error and the
self-serving bias tendency and point out how
these influence internal and external
attributions. Finally, comment on some
implications of these internal and external
attributions in terms of dealing with employees
and others in your bosss department.