Chapter 1 Learning About Organizational Behavior

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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

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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

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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

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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

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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

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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)

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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.

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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

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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

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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

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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

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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

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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.

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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.

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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)

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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!

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Definition of the Managing Teams Competency

• Involves the ability to develop, support,
  facilitate, and lead groups to achieve
  organizational goals

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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

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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

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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