OB May 2nd

1

• OB May 2nd 3rd
• Agenda
• Carter racing
• 2. Chapter 4
• Money autobiography
• 4. Page 129 case incident.
• 5. Internal and external equity

2

• OB May 2nd 3rd
• Agenda
• 4. Case study the well-paid receptionist
• 5. Chapter 12
• 6. Case study ODA

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Introduction

• Two quizzes (May 9th (chpts 14, 7, 4, 12, 3)
  June 4th 2004 (chpts 8, 9, 2, 5, 6, 11) 10
  each
• Participation (news paper articles, memos,
  presentations etc.)

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Carter Racing

• In the next 20 minutes
• Read the case carefully
• Make a race/not race decision
• Use any extra time to develop the logic of your
  decision
• No talking please

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Carter Racing(2)

• As a group, agree on your roles
• John Carter,
• Paul Edwards,
• Tom Burns
• Observer(s)
• Take 25 minutes to reach a group consensus about
  racing or not racing
• You will have 60 seconds to justify your decision
  to the class

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CHAPTER 4

• VALUES, ATTITUDES, AND WORK BEHAVIOUR

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VALUES

• A broad tendency to prefer certain states of
  affairs over others.

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OCCUPATIONAL DIFFERENCES IN VALUES IN DIFFERENT
CULTURES

• Occupational differences
• Values across cultures
• Work centrality

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WORK CENTRALITY ACROSS CULTURES
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HOFSTEDES DIMENSIONS OF WORK-RELATED VALUES AND
CULTURE

• Power distance The extent to which society
  members accept an unequal distribution of power.
• Uncertainty avoidance The extent to which
  people are uncomfortable with uncertain and
  ambiguous situations.

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• Masculinity/Femininity
• Masculine cultures differentiate gender roles,
  support the dominance of men and stress economic
  performance.
• Feminine cultures accept fluid gender roles,
  stress sexual equality and stress quality of life.

12

• Individualism/Collectivism
• Individualistic societies stress independence,
  individual initiative and privacy.
• Collective cultures favour interdependence and
  loyalty to family or clan.

13

• Long-term/Short-term orientation
• Cultures with a long-term orientation tend to
  stress persistence, perseverance, thrift and
  close attention to status.
• Cultures with a short-term orientation stress
  personal steadiness and stability, face-saving
  and social niceties.

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POWER DISTANCE AND INDIVIDUALISM
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IMPLICATIONS OF CULTURAL VARIATION

• Comparative look at legislation in six countries
• Canada
• Britain
• India
• Malaysia
• South Africa
• United States

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IMPLICATIONS OF CULTURAL VARIATION

• Human Recourses (HR) practices are the mechanisms
  through which fairness/equity/ee standards
  initiatives impact organizations.
• HR practices may include
• job analysis,
• recruitment and selection,
• training and development,
• performance appraisals,
• compensation.

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Organizing FrameworkContinuum of legislated
compliance.
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IMPLICATIONS OF CULTURAL VARIATION

• Malaysia/India public sector -- policies
  implemented in a top-down fashion in the form of
  strict requirements (e.g., quotas).
• Opposite endBritain--little reliance on
  legislation.

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IMPLICATIONS OF CULTURAL VARIATION

• Midpoint--United States, Canada and South
  African--believing that special legislation and
  regulatory bodies are necessary, but opting to
  shy away from the use of quotas.
• The vertical axis -- degree to which structured
  HR systems exist.

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IMPLICATIONS OF CULTURAL VARIATION

• Midpoint
• Sufficient legislative framework to encourage HR
  managers to be proactive in compliance with
  legislation.
• Voluntary equity policies
• Limited equity legislation or existing
  legislation is not enforced.
• Reduced risk of litigation.
• Considerable between-organization variation in
  use of structured HR practices.

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IMPLICATIONS OF CULTURAL VARIATION

• Strict legislative requirements
• HR outcomes are legislated
• Little need for structured HR practices aimed at
  generating fair decisions.

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ATTITUDES

• A fairly stable emotional tendency to respond
  consistently to some specific object, situation,
  person or category of people.

BEHAVIOUR
ATTITUDE
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COGNITIVE DISSONANCE

• A feeling of tension experienced when certain
  cognitions are contradictory or inconsistent with
  each other.

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MODELS OF ATTITUDE CHANGE
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WHAT IS JOB SATISFACTION?

• A collection of attitudes that workers have
  about their jobs.

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Commitment

• Procedural justice
• Psychological contract
• Psychological climate
• LMX
• Work-family conflict

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Overview What does commitment mean?

• A strong belief and acceptance of the
  organizations goals and values, a willingness to
  exert considerable effort on behalf of the
  organization and a definite desire to maintain
  organizational membership

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Three types of commitment

• Affective emotional attachment
• Normative a sense of obligation
• Continuance have to stay in government but want
  to change jobs

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Why does commitment matter?

• Performance
• Positive work attitudes
• Organizational citizenship
• Intent to quit

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How can we achieve good outcomes?

• Jobs e.g., redesign
• Work context e.g., dev. opportunities
• Psychological climate e.g., collegiality

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Job Design challenge and empowerment

• Skill variety
• Task identity
• Task significance
• Autonomy
• Feedback

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Work Context

• Development
• Pay
• Job security
• Coworker relationships
• Supervision

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Psychological climate

• Autonomy
• Trust (perceived fairness and transparency of the
  processes and organizational rules which control
  the reward distribution system)
• Cohesion

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Psychological climate

• Pressure
• Support
• Recognition
• Fairness
• Innovation

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• Distributive Fairness or Distributive Justice
• Fairness that occurs when people receive what
  they think they deserve from their jobs.

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EQUITY THEORY

• Job satisfaction stems from a comparison of
  the inputs one invests in a job and the outcomes
  one receives in comparison with the inputs and
  outcomes of another person or group.

My outcomes
Others outcomes

My inputs
Others inputs
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• Procedural Fairness or Procedural Justice
• Fairness that occurs when the process used to
  determine work outcomes is seen as reasonable.
• It is relevant to outcomes.

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• Disposition
• Underlying job satisfaction is the idea that some
  people are predisposed by virtue of their
  personalities to be more or less satisfied
  despite changes in discrepancy and fairness.

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CONSEQUENCES OF JOB SATISFACTION

• Mental health and off-the-job satisfaction
• Absence from work
• Turnover

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CONSEQUENCES OF JOB SATISFACTION

• Money autobiography
• Case incident page 129
• Answer the questions

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The Well-Paid Receptionist

• Take the perspective of a consultant to Harvey
  Finley
• Statement of the problem
• Analysis of the causes of the problem
• Decision criteria and alternatives
• Recommended solution, justification and
  implementation
• Role play a meeting with Cathy Brannen

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CHAPTER 12

• POWER, POLITICS,
• AND ETHICS

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WHAT IS POWER?

• The capacity to influence others who are in a
  state of dependence.

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THE BASES OF INDIVIDUAL POWER

• LEGITIMATE POWER is derived from a persons
  position or job in an organization.

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• REWARD POWER is derived from the ability to
  provide positive outcomes and prevent negative
  outcomes.

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• COERCIVE POWER is derived from the use of
  punishment and threat.

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• REFERENT POWER is derived from being well liked
  by others.
• EXPERT POWER is derived from having special
  information or expertise that is valued by an
  organization.

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EMPLOYEE RESPONSES TO BASES OF POWER
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Electronic Data Interchange and the Ontario
Dental Association
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Background to the Case

• Conflict good or bad?
• Resolution of problem do nothing?
• Competition/collaboration/compro-mise/avoidance/ac
  comodation?

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Reactions to conflict
Very High
Competition
Collaborate
Importance of the interaction to goal attainment
Compromise
Avoidance
Accommodate
Very Low
Very incompatible
Very compatible
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Background to the Case

• Collaboration - common goals high interaction
• Good negotiation?
• Plans/relationships/agreements/maintenance
• Power?
• Reward/Coercive/referent/expert?
  (position/personal)
• Political behaviour good or bad?
• Ambiguity of goals/change

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Background to the Case

• EDI - painful episode - never fully been resolved
• Subsequent conflicts
• Future?

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Case Synopsis

• Introduction of EDI
• Chair of the EDI Task Force - Dr. Steve Smith
• Perspectives of two proponents of EDI and two
  dissenters

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Statement of the Problem

• Which key person has responsibility for resolving
  these problems?
• What are the basic and immediate problems?
• What are the symptoms of these problems?
• What are the implications if these problems are
  unresolved?
• What is the root cause of the problems?
• What is the decision facing the key person?

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Analysis of the Causes of the Problems

• What are the major arguments advanced by
  proponents and opponents of EDI?
• Which theories and concepts help us to understand
  the major causes and contributing factors of
  these problems?
• Support your conclusions with reference to key
  points in the case.

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Decision Criteria

• What are the relevant quantitative and
  qualitative criteria?
• Consider the goals of the organization.
• Consider the goals of the decision-maker.

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Alternative Solutions

• Realistic alternatives
• Alternatives evaluated against the decision
  criteria

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Recommended Solution and Justification?

• Solves the problems
• Meets the decision criteria
• Consistent with relevant theory

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Action and Implementation Plan

• Describes who, what, when, where, and how
• Differentiate short, medium and long term actions
• Provides plans for all components of the
  recommended solution

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Contingency Plan

• Statement of downside risk
• Contingency plan