Slide 1'1 Foundation Competencies for Individual and Managerial Effectiveness

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Slide 1.1Foundation Competencies for
Individualand Managerial Effectiveness

• Managing self competency.
• Managing communications competency.
• Managing diversity competency.
• Managing ethics competency.
• Managing across cultures competency.
• Managing teams competency.
• Managing change competency.

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What will work be like in the near
future?(Fortune, May 17, 2000)

• Become smaller, employing fewer people.
• A variety of organizational forms. (The network
  of specialists)
• Technicians will replace manufacturing operatives
  as the worker elite.
• A horizontal division of labor.
• Shift from making a product to providing a
  service.
• Redefined work constant learning, higer-order
  thinking, less nine-to-five.

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Slide 1.2Learning Objectives forOrganizational
Behavior (OB)

• Explain the following competencies
• Managing self.
• Managing communications.
• Managing diversity.
• Managing ethics.
• Managing across cultures.
• Managing teams.
• Managing change.
• Outline the framework for learning and OB.

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Slide 1.3Core Components of theManaging Self
Competency

• Personality and attitudes.
• Perceiving, appraising, and interpreting
  accurately.
• Work-related motivations and emotions.
• Developmental, life-related, and work-related
  goals.
• Responsibility for managing yourself and your
  career.

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Slide 1.4Five 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.

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Slide 1.5Core Components of theManaging
Communication Competency

• Conveying information, ideas, and emotions.
• Providing constructive feedback.
• Active listening.
• Effective nonverbal communication.
• Effective verbal communication.
• Effective written communication.
• Effective use of computer-based resources.
• Related managerial roles

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Slide 1.6Core Components of theManaging
Diversity Competency

• Fostering 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.

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Slide 1.7Primary and Secondary Categories of
Diversity

• Primary Categories
• Age, race, ethnicity, gender, physical abilities
  and qualities, and sexual orientation.
• Secondary Ctegories
• 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.
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Slide 1.8Core Components of theManaging Ethics
Competency

• Identifying/describing ethical principles.
• Assessing the importance of ethical issues.
• Applying laws, regulations, and rules in making
  decisions and taking action.
• Having dignity and respect for others.
• Engaging in honest/open communication.
• Ethical dilemmas

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Slide 1.9Core Components of theManaging Across
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.
• Individualism vs. collectivism

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Slide 1.10Core Components of theManaging Teams
Competency

• Determining fit of team approach.
• Setting clear performance goals.
• Defining responsibilities and tasks.
• Showing accountability for goal achievement.
• Using appropriate decision-making methods.
• Dealing with conflicts.
• Assessing performance and taking corrective
  action as needed.
• Conflict in individual and team goals

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Slide 1.11 Core Components of theManaging
Change Competency

• Applying the other six competencies in pursuit of
  needed changes.
• Providing leadership of planned change.
• Diagnosing pressures for and resistance to
  change.
• Using models and processes to facilitate change.
• Dealing with new knowledge to facilitate change.
• Technical Changes

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The changing world of business(WSJ, May 24, 1999)

• Workforce demographics, technology, access to
  capital, balancing work lives with personal
  lives.
• Loyalty of employees to companies and companies
  to employees.

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Learning Framwork
Environmental Influences Shareholders,
customers, competitors, suppliers, creditors,
governments, economy, and national
culture..
Individual Processes Ch. 2 - 7
Group and Inter- personal Processes Ch. 8 - 13
Organizational Processes Ch. 14 - 18
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Tools and Techniques for Studying OB

• Scientific approach
• Core concepts
• Experimental design
• Types of research designs
• Data collection methods
• Psychometrics