Organization
A system of consciously coordinated activities or forces of two or more people.
Organizations are a social invention helping us to achieve things collectively that we could not achieve alone
Organizational Behavior (OB)
Interdisciplinary field dedicated to better understanding and managing people at work.
-Deals with how people act and react in organizations of all kinds.
-Research and application oriented
-3 Basic Levels: individual, group, organizational
OB-Related Skills (ticket to ride the virtuous career spiral)
Historical Perspective
The study of a subject in light of its earliest phases and subsequent evolution.
*The object is to sharpen one's vision of the present, not the past.
Human Relations Movement
Grew out of the Hawthorne studies; proposed that workers respond primarily to the social context of work including social conditioning, group norms and interpersonal dynamics; assumed that the managers concern for workers would lead to increased worker sa
McGregor's Theory X (Outdated)
McGregor's Theory Y (Modern)
Internet and Social Media Revolution
Because of _________ traditional media such as newspapers radio and television are less important for the younger generation
Principles of TQM
-Do it right the first time to eliminate costly rework and product recalls.
-Listen to and learn from customers and employees.
-Make continuous improvement an everyday matter.
-Build teamwork, trust, and mutual respect.
-The organization's culture is defi
Deming
85-15 rule.31 Specifically, when things go wrong, there is roughly an 85% chance the system (including management, machinery, and rules) is at fault. Only about 15% of the time is the individual employee at fault
e-business
using the Internet to facilitate every aspect of running a business, including the management of virtual teams
Human and Social Capital
HRM has become increasingly important as firms have come to realize the value of their human resources in improving productivity; its critical to the bottom line performance of the firm and the HR planning has become part of the strategic planning process
Human Capital
is the productive potential of an individual's knowledge and actions
Social Capital
productive potential resulting from strong relationships, goodwill, trust, and cooperative effort
Skills Exhibited by an Effective Manager
Management
the process of working with and through others to achieve organizational objectives, efficiently and ethically, in the face of constant change
-Dealing effectively with people is what management is all about.
-Managers with high skills mastery tend to hav
21st-Century Managers
-Teams are pushing aside the individual as the primary building block of organizations.
-Command-and-control management is giving way to participative management and empowerment.
-Ego-centered leaders are being replaced by customer-centered leaders.
-Empl
21st-Century Manager Evolution of
Contingency approach
calls for using management techniques in a situationally appropriate manner, instead of trying to rely on "one best way" or "one size fits all
Ethics
involves the study of moral issues and choices. It is concerned with right versus wrong, good versus bad, and the many shades of gray in supposedly black-and-white issues.
Corporate social responsibility (CSR)
The notion that corporations have an obligation to constituent groups in society other than stockholders and beyond that prescribed by law or union contract.
Carroll's Global Corporate Social Responsibility Pyramid
from the bottom up, advises organizations in the global economy to:
- Make a profit consistent with expectations for international businesses.
- Obey the law of host countries as well as international law.
- Be ethical in its practices, taking host-countr
Magnificent Seven: General Moral Principles for Managers
Whistle-blowing
occurs when an employee reports a perceived unethical and/or illegal activity to a third party such as government agencies, news media, or public-interest groups
morally attentive
meaning they faithfully consider the ethical implications of their actions and circumstances
A Topical Model for What Lies Ahead
meta-analysis
A statistical pooling technique that permits behavioral scientists to draw general conclusions about certain variables from many different studies.
It typically encompasses a vast number of subjects, often reaching the thousands.
Are instructive because t
Field Study
probes individual or group processes in an organizational setting. Because field studies involve real-life situations, their results often have immediate and practical relevance for managers.
Laboratory Study
variables are manipulated and measured in contrived situations. College students are commonly used as subjects.
Sample Survey
samples of people from specified populations respond to questionnaires. The researchers then draw conclusions about the relevant population. Generalizability of the results depends on the quality of the sampling and questioning techniques.
Case Study
an in-depth analysis of a single individual, group, or organization, Because of their limited scope, case studies yield realistic but not very generalizable results.
Diversity
-represents the multitude of individual differences and similarities that exist among people
-pertains to the host of individual differences that make all of us unique and different from others
Diversity Layers
Reasonable Religious Accommodation
any adjustment to the work environment that will allow the employee to practice his religion. Examples of reasonable accommodation include: flexible scheduling, voluntary substitutions or swaps, job reassignments and lateral transfers, and modification of
Discrimination
occurs when employment decisions about an individual are due to reasons not associated with performance or are not related to the job. For example, organizations cannot discriminate on the basis of race, color, religion, national origin, sex, age, physica
Affirmative Action
an artificial intervention aimed at giving management a chance to correct an imbalance, an injustice, a mistake, or outright discrimination that occurred in the past. Affirmative action does not legitimize quotas. Quotas are illegal. They can only be impo
Managing Diversity
-entails enabling people to perform up to their maximum potential
-focuses on changing an organization's culture and infrastructure such that people provide the highest productivity possible
Workforce demographics
-statistical profiles of the characteristics and composition of the adult working population,
-enable managers to anticipate and adjust for surpluses or shortages of appropriately skilled individuals.
Glass ceiling
represents an absolute barrier or solid roadblock that prevents women from advancing to higher-level positions
Percentage Change in US Population by Race
Unfortunately, three additional trends suggest that current-day minority groups are experiencing their own glass ceiling. First, minorities in general are advancing less in the managerial and professional ranks than whites. Second, the number of race-base
Generational Differences
Managing Age-Related
The following seven initiatives can help to keep older workers engaged and committed to working.50
-Provide challenging work assignments that make a difference to the firm.
-Give the employee considerable autonomy and latitude in completing a task.
-Provi
Social categorization theory
-holds that similarities and differences are used as a basis for categorizing self and others into groups, with ensuing categorizations distinguishing between one's own in-group and one or more out-groups.
-People tend to like and trust in-group members m
Demographic Fault Line
as "hypothetical dividing lines that may split a group into subgroups based on one or more attributes.
Information/decision-making theory
proposes that diverse groups should outperform homogeneous groups.
Demographic fault line
-"hypothetical dividing lines that may split a group into subgroups based on one or more attributes."
-Fault lines form when work-group members possess varying demographic characteristics and negative interpersonal processes occur when people align themse
Barriers to implementing successful diversity programs:
Inaccurate stereotypes and prejudice.
Ethnocentrism
Poor career planning
A negative diversity climate
An unsupportive and hostile working environment for diverse employees
Lack of political savvy on the part of diverse employees
Difficulty in balancing ca
Diversity - A Process Model of
Diversity climate
Employees' aggregate perceptions about an organization's policies, practices, and procedures pertaining to diversity
Include/Exclude
an outgrowth of affirmative action programs. Its primary goal is to either increase or decrease the number of diverse people at all levels of the organizations.
Deny
People using this option deny that differences exist. Denial may manifest itself in proclamations that all decisions are color, gender, and age blind and that success is solely determined by merit and performance.
Assimilate
The basic premise behind this alternative is that all diverse people will learn to fit in or become like the dominant group. It only takes time and reinforcement for people to see the light. Organizations initially assimilate employees through their recru
Suppress
Differences are squelched or discouraged when using this approach. This can be done by telling or reinforcing others to quit whining and complaining about issues. The old "you've got to pay your dues" line is another frequently used way to promote the sta
Isolate
This option maintains the current way of doing things by setting the diverse person off to the side. In this way the individual is unable to influence organizational change. Managers can isolate people by putting them on special projects. Entire work grou
Tolerate
Toleration entails acknowledging differences but not valuing or accepting them. It represents a live-and-let-live approach that superficially allows organizations to give lip service to the issue of managing diversity. Toleration is different from isolati
Build Relationships
This approach is based on the premise that good relationships can overcome differences. It addresses diversity by fostering quality relationships�characterized by acceptance and understanding�among diverse groups
Foster Mutual Adaptation
people are willing to adapt or change their views for the sake of creating positive relationships with others. This implies that employees and management alike must be willing to accept differences and, most important, agree that everyone and everything i
Organizational culture
set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about and reacts to its various environments
can impact employee motivation, satisfaction, and turnover
can be a source of competitive ad
Organizational Culture
The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.
-passed on to new employees through the process of socialization
-operates at differen
Organizational Culture - Conceptual Framework for Understanding
Organizational Culture Layers
Basic assumptions:
Constitute organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior
*Observable artifacts, espoused values, and basic assumptions
Organizational Culture Layers - Observable artifacts
-consist of the physical manifestation of an organization's culture. Organizational examples include acronyms, manner of dress, awards, myths and stories told about the organization, published lists of values, observable rituals and ceremonies, special pa
Organizational Culture Layers - Espoused Values
-Values possess five key components. "Values (1) are concepts or beliefs, (2) pertain to desirable end-states or behaviors, (3) transcend situations, (4) guide selection or evaluation of behavior and events, and (5) are ordered by relative importance."7 I
Organizational Culture Layers - Basic Assumptions
unobservable and represent the core of organizational culture. They constitute organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior. They thus are highly resistant to change
Sustainability
represents "a company's ability to make a profit without sacrificing the resources of its people, the community, and the planet
PE Fit
PE fit is defined "as the compatibility between an individual and a work environment that occurs when their characteristics are well matched.
first must conduct an evaluation of your strengths, weaknesses, and values. Next, do the same for the company or
Four Functions of Organizational Culture
Give members an organizational identity.
Facilitate collective commitment.
Promote social system stability.
Shape behavior by helping members make sense of their surroundings.
Competing Values Framework
provides a practical way for managers to understand, measure, and change organizational culture
One axis pertains to whether an organization focuses its attention and efforts on internal dynamics and employees or outward toward its external environment an
Clan Culture
-A clan culture has an internal focus and values flexibility rather than stability and control. It resembles a family-type organization in which effectiveness is achieved by encouraging collaboration between employees. This type of culture is very "employ
Adhocracy Culture
has an external focus and values flexibility. This type of culture fosters the creation of innovative products and services by being adaptable, creative, and fast to respond to changes in the marketplace. Adhocracy cultures do not rely on the type of cent
Market Culture
has a strong external focus and values stability and control. Organizations with this culture are driven by competition and a strong desire to deliver results and accomplish goals. Because this type of culture is focused on the external environment, custo
Hierarchy Culture
-Control is the driving force
-has an internal focus, which produces a more formalized and structured work environment, and values stability and control over flexibility.
-leads to the development of reliable internal processes, extensive measurement, and
Outcomes Associated with Organizational Culture
1 - Clearly related to measures of organizational effectiveness.
2 - Employees are more satisfied and committed to organizations with clan cultures.
3 - Innovation and quality can be increased by building characteristics associated with clan, adhocracy, a
Process of Culture Change
Organizational members teach each other about the organization's preferred values, beliefs, expectations, and behaviors
four caveats about culture change.
First, leaders are the architects and developers of organizational culture, and managing organizatio
Vision
represents a long-term goal that describes "what" an organization wants to become.
Strategic Plan
outlines an organization's long-term goals and the actions necessary to achieve these goals
Culture Change in Organization
accomplished by using one or more of the following mechanisms:
-Formal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection, and socialization.
-The design of physical space, work environments, and
Organizational Socialization
process by which a person learns the values, norms, and required behaviors which permit him to participate as a member of the organization
-turns outsiders into fully functioning insiders by promoting and reinforcing the organization's core values and bel
Phase 1: Anticipatory Socialization
occurs before an individual actually joins an organization. It is represented by the information people have learned about different careers, occupations, professions, and organizations. Anticipatory socialization information comes from many sources. An o
realistic job preview (RJP)
involves giving recruits a realistic idea of what lies ahead by presenting both positive and negative aspects of the job.
Phase 2: Encounter
This second phase begins when the employment contract has been signed. During the encounter phase employees come to learn what the organization is really like. It is a time for reconciling unmet expectations and making sense of a new work environment.
Onb
Onboarding
programs help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics and by clarifying work-role expectations and responsibilities.
Phase 3: Change and Acquisition
requires employees to master important tasks and roles and to adjust to their work group's values and norms. This will only occur when employees have a clear understanding about their roles
necessitates that employees have a clear understanding regarding
realistic job preview (RJP)
involves giving recruits a realistic idea of what lies ahead by presenting both positive and negative aspects of the job.
Socialization Mangement
five practical guidelines for managing organizational socialization
-effective onboarding programs resulted in increased retention, productivity, and rates of task completion for new hires.
- reinforce a culture that promotes ethical behavior. Managers ar
Socialization Tactics
Mentoring
the process of forming and maintaining developmental relationships between a mentor and a junior person
Mentoring can serve to embed an organization's culture when developers and the prot�g�/prot�g�e work in the same organization for two reasons. First, m
developmental relationships diversity of
reflects the variety of people within the network an individual uses for developmental assistance. There are two subcomponents associated with network diversity: (1) the number of different people the person is networked with and (2) the various social sy
Developmental relationship strength
reflects the quality of relationships among the individual and those involved in his or her developmental network
A receptive developmental network is composed of a few weak ties from one social system such as an employer or a professional association.
tr
developmental personal and organizational implications
five key personal implications to consider. First, it is important to foster a broad developmental network because the number and quality of your contacts will influence your career success. Second, job and career satisfaction are likely to be influenced
Societal culture
a set of beliefs and values about what is desirable and undesirable in a community of people, and a set of formal or informal practices to support the values
*Complex and multilayered
culture influences organizational behavior in two ways. Employees bring
Cultural Influences on Organizational Behavior
Societal culture is shaped by the various environmental factors listed in the left-hand side
Once inside the organization's sphere of influence, the individual is further affected by the organization's culture. Mixing of societal and organizational cultur
Ethnocentrism
belief that one's native country, culture, language, and behavior are superior to all others.
can effectively deal with ethnocentrism through education, greater cross-cultural awareness, international experience, and a conscious effort to value cultural d
Cultural intelligence
ability to interpret ambiguous cross-cultural situations correctly
the culturally intelligent person requires knowledge of culture and of the fundamental principles of cross-cultural interactions. This means knowing what culture is, how cultures vary, and
Contrasting High-Context and Low-Context Cultures
True to form, Germany has precise written rules for even the smallest details of daily life.39 In high-context cultures, agreements tend to be made on the basis of someone's word or a handshake, after a prolonged get-acquainted and trust-building period.
high-context cultures
Primary meaning derived from nonverbal situational cues
high-context cultures�including China, Korea, Japan, Vietnam, Mexico, and Arab cultures�rely heavily on situational cues for meaning when perceiving and communicating with others. Nonverbal cues such
low-context cultures
written and spoken words carry the burden of shared meanings. Low-context cultures include those found in Germany, Switzerland, Scandinavia, North America, and Great Britain
Avoiding cultural collisions
People on both sides of the context barrier must be trained to make adjustments.
A new employee should be greeted by a group consisting of his or her boss, several colleagues who have similar duties, and an individual located near the newcomer.
Background
GLOBE (Global Leadership and Organizational Behavior Effectiveness)
attempt to develop an empirically based theory to describe, understand, and predict the impact of specific cultural variables on leadership and organizational processes and the effectiveness of these processes
GLOBE Cultural Dimensions Rankings
The nine cultural dimensions from the GLOBE project are
Power distance. How much unequal distribution of power should there be in organizations and society?
Uncertainty avoidance. How much should people rely on social norms and rules to avoid uncertainty
Individualistic culture
characterized as "I" and "me" cultures, give priority to individual freedom and choice
emphasize personal responsibility for one's affairs. This is no small matter in an aging society:
Collectivist culture
oppositely called "we" and "us" cultures, rank shared goals higher than individual desires and goals
Collectivist cultures, oppositely called "we" and "us" cultures, rank shared goals higher than individual desires and goals. People in collectivist cultur
Monochronic time
revealed in the ordered, precise, schedule-driven use of public time that typifies and even caricatures efficient Northern Europeans and North Americans
Low-context cultures, such as in the United States, tend to run on monochronic time, while higher-cont
polychronic time
seen in the multiple and cyclical activities and concurrent involvement with different people in Mediterranean, Latin American, and especially Arab cultures
proxemics
the study of cultural expectations about interpersonal space
four interpersonal distance zones. Some call them space bubbles. They are intimate distance, personal distance, social distance, and public distance.
work-related value for each of five religious affiliations:
Catholic. Consideration ("Concern that employees be taken seriously, be kept informed, and that their judgments be used.")
Protestant. Employer effectiveness ("Desire to work for a company that is efficient, successful, and a technological leader.")
Buddh
Expatriate
refers to anyone living or working outside their home country.
Cross-cultural management
explains the behavior of people in organizations around the world and shows people how to work in organizations with employee and client populations from many different cultures."64 Historically, cross-cultural management research has focused almost exclu
Foreign Assignment Cycle
the first and last stages of the cycle occur at home. The middle two stages occur in the foreign or host country. Each stage hides an OB-related trouble spot that needs to be anticipated and neutralized. Otherwise, the bill for another failed foreign assi
Cross-cultural training
is any type of structured experience designed to help departing employees (and their families) adjust to a foreign culture. The trend is toward more such training in the United States.
Easiest. Predeparture training is limited to informational materials,
Cross-Cultural Competencies
Culture Shock
involves anxiety and doubt caused by an overload of unfamiliar expectations and social cues
The best defense against culture shock is comprehensive cross-cultural training, including intensive language study. Once again, the best way to pick up subtle�yet
organizational culture Outcomes associated with
1) Organizational culture is clearly related to measures of organizational effectiveness
2) Employees are more satisfied and committed to organizations with clan cultures
3) An organizations financial performance is not very strongly related to organizati