Chapter 1 Learning About Organizational Behavior - PowerPoint PPT Presentation

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Chapter 1 Learning About Organizational Behavior

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Title: Chapter 1 Learning About Organizational Behavior


1
Chapter 1Learning About Organizational Behavior
  • What is Organizational Behavior?
  • Seven Foundation Competencies
  • Managing Self
  • Managing Communication
  • Managing Diversity
  • Managing Ethics
  • Managing Across Cultures
  • Managing Teams
  • Managing Change
  • Organizations as Open Systems Not in Text
  • Case Discussion Robert Princeton at Falls Video

2
Robert Princeton Case Procedure
  • Brief lecture review of chapter slides
  • 10 minutes in teams to prepare a team response to
    the assigned team question
  • Spokesperson presents teams response
    (maximum time of 1-2 minutes each)
  • Instructors comments

3
Questions for the Princeton Case
  1. To what extent could Roberts experience at Falls
    video be considered a career success or failure?
    Slides 8, 9
  2. In what ways do specific categories of diversity
    appear to be relevant in the Princeton case?
    Slide 14
  3. In what ways are ethical issues manifest in the
    Princeton case? Slides 16, 17
  4. Which of the core competencies seem to be present
    or absent in Mario? Slide 1
  5. Which of the core competencies seem to be present
    or absent in Robert? Slide 1
  6. Identify the external forces and stakeholders
    potentially influencing Falls Video during the
    late 1980s. Slide 26

4
What is Organizational Behavior?
  • Definition The study of human behavior,
    attitudes, and performance in organizations.
  • Value of OB Helps people attain the competencies
    needed to become effective employees, team
    leaders/members, or managers
  • Competency an interrelated set of abilities,
    behaviors, attitudes, and knowledge needed by an
    individual to be effective in most professional
    and managerial positions

5
Seven Foundation Competencies
  • Logically integrated set of competencies required
    for managerial and professional effectiveness in
    the 21st century
  • This model developed by Hellriegel, Slocum, and
    Woodman for this textbook
  • Other models of such competencies have been
    developed by other authors

6
Definition of the Managing Self Competency
  • Involves the ability to assess your own strengths
    and weaknesses, set and pursue professional and
    personal goals, balance work and personal life,
    and engage in new learning (including new or
    modified skills, behaviors, and attitudes)

7
Core Abilities of the Managing Self Competency
  • Understand the personality and attitudes of
    yourself and others
  • Perceive, appraise, and interpret accurately
    yourself, others, and the immediate environment
  • Understand and act on your own and others
    work-related motivations and emotions
  • Assess and establish developmental,
    personal/life-related, and work-related goals
  • Take responsibility for managing yourself and
    your career

8
Career Development
  • A career is a sequence of work-related positions
    occupied by a person during a lifetime.
  • Career development involves making decisions
    about an occupation and engaging in activities to
    attain career goals.
  • A career plan is an individuals choice of
    occupation, organization, and career path.

9
Five Aspects of a Career
  • Career success or failure is best determined by
    the individual, in terms of his/her personal goal
    achievement
  • No absolute career evaluation standards exist
  • Examine a career subjectively (e.g., values and
    personality fit) and objectively (e.g., job
    choices, competencies needed)
  • Make decisions about occupation and pursue
    activities to attain career goals throughout your
    lifetime
  • Consider cultural factors as they impact
    performance and career opportunities

10
Definition of the Managing Communication
Competency
  • Involves the ability to use all the modes of
    transmitting, understanding, and receiving ideas,
    thoughts, and feelings, (verbal, listening,
    nonverbal, written, electronic, etc.) for
    accurately transferring and exchanging
    information and emotions

11
Core Abilities of the Managing Communication
Competency
  • Convey information, ideas, and emotions so they
    are received as intended
  • Provide constructive feedback
  • Engage in active listening
  • Use and interpret nonverbal communication
    effectively
  • Engage in effective verbal communication
  • Engage in effective written communication
  • Effectively use electronic communication resources

12
Definition of the Managing Diversity Competency
  • Involves the ability to value unique individual
    and group characteristics, embrace such
    characteristics as potential sources of
    organizational strength, and appreciate the
    uniqueness of each individual

13
Core Abilities of the Managing Diversity
Competency
  • Foster an environment of inclusion for all
  • Learn from others with different characteristics,
    experiences, perspectives, and backgrounds
  • Embrace and support diversity
  • Work with others because of their talents and
    contributions, rather than personal attributes
  • Provide leadership in addressing diversity-based
    conflicts
  • Apply diversity laws, regulations, and
    organizational policies related to your position

14
Selected Categories of Diversity
  • Primary Categories Genetic characteristics that
    affect a persons self-image and socialization,
    appear to be unlearned and are difficult to
    modify
  • Age, race, ethnicity, gender, physical abilities
    and qualities, and sexual and affectional
    orientation
  • Secondary categories Learned characteristics
    that a person acquires and modifies throughout
    life
  • Education, work experience, income, marital
    status, religious beliefs, geographic location,
    parental status, behavioral style

15
Definition of the Managing Ethics Competency
  • Involves the ability to incorporate values and
    principles that distinguish right from wrong in
    making decisions and choosing behaviors

16
Ethics
  • Definition Values and principles that
    distinguish right from wrong. NOT IN TEXT
    Ethics are often based upon laws, organizational
    policies, social norms, family, religion, and/or
    personal needs, and may be subject to differing
    interpretations with problems in proving truth
  • Ethical Dilemma A situation in which an
    individual or team must make a decision that
    involves multiple values.

17
Core Abilities of the Managing Ethics Competency
  • Identify and describe the principles of ethical
    decision making and behavior
  • Assess the importance of ethical issues in
    actions
  • Apply laws, regulations, and organizational rules
    in making decisions and taking action
  • Demonstrate dignity and respect for others
  • Demonstrate honest and open communication limited
    only by legal, privacy, and competitive
    considerations

18
Definition of the Managing Across Cultures
Competency
  • Involves the 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
  • Culture the dominant pattern of living,
    thinking, and believing that is developed and
    transmitted by people, consciously or
    unconsciously, to subsequent generations
  • Cultural values those consciously and
    subconsciously deeply held beliefs that specify
    general preferences, behaviors, and define what
    is right and wrong.

19
Core Abilities of the Managing Across Cultures
Competency
  • Understand, appreciate, and use cultural factors
    that can affect behavior
  • Appreciate the influence of work-related values
    on decisions, preferences, and practices
  • Understand and motivate employees with different
    values and attitudes
  • Communicate in the local language
  • Deal effectively with extreme conditions in
    foreign countries
  • Utilize a global mindset (use a worldwide
    perspective to constantly assess threats or
    opportunities)

20
Individualism as a Work-Related Value
  • Individualism the tendency of people to look
    after themselves and their immediate family,
    which implies a loosely integrated society
  • In cultures that emphasize individualism, people
    view themselves as independent, unique, and
    special value individual goals over group goals
    value personal identity, personal achievement,
    pleasure, and competition accept interpersonal
    confrontation and are less likely to conform to
    others expectations
  • Such cultures include the United States,
    Australia, New Zealand and the United Kingdom
  • Example Stand on your own two feet!

21
Collectivism as a Work-Related Value
  • Collectivism the tendency of people to
    emphasize their belonging to groups and to look
    after each other in exchange for loyalty
  • Cultures that emphasize collectivism are
    characterized by a tight social framework,
    concern for the common welfare, emotional
    dependence of individuals on larger social units,
    a sense of belonging, a desire for harmony, with
    group goals being viewed as more important than
    individual goals, and a concern for face-saving
  • Such cultures include Japan, China, Venezuela,
    and Indonesia
  • Example The nail that sticks up gets hammered
    down!

22
Definition of the Managing Teams Competency
  • Involves the ability to develop, support,
    facilitate, and lead groups to achieve
    organizational goals

23
Core Abilities of the Managing Teams Competency
  • Determine when and how to use teams
  • Set clear performance goals directly or
    participatively
  • Define responsibilities and tasks directly or
    participatively
  • Show accountability for goal achievement
  • Use appropriate decision-making methods
  • Effectively manage conflicts
  • Assess performance and take corrective action as
    needed

24
Definition of the Managing Change Competency
  • Involves the ability to recognize and implement
    needed adaptations or entirely new
    transformations in the people, tasks, strategies,
    structures, or technologies in a persons area of
    responsibility

25
Core Abilities of the Managing Change Competency
  • Apply the other six competencies in pursuit of
    needed changes
  • Provide leadership in planned change
  • Diagnose pressures for and resistance to change
  • Use the systems model and relevant processes to
    facilitate change
  • Seek out, learn, share, and apply new knowledge
    in the pursuit of constant improvement

26
Organizations as Open SystemsNot in Text
  • Note that organizations are open systems, such
    that their long term effectiveness is determined
    by their ability to anticipate, manage, and
    respond to changes in their environment, with
    such changes resulting from external forces
    and/or stakeholders
  • External forces include the labor force, the
    natural environment, the economy, and different
    cultures, while stakeholders include
    shareholders, customers, competitors, suppliers,
    creditors, governmental agencies and their
    regulations
  • Note the impact of these environmental influences
    on individual, interpersonal, team, and
    organizational processes organizations that do
    not effectively adapt to environmental change
    will fail
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