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Organizational behavior ppt @ bec doms
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Chapter 1: Introduction to Organizational Behavior
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
Chapter 1: Introduction to Organizational Behavior
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 team’s response (maximum
time of 1-2 minutes each)
Instructor’s comments
Chapter 1: Introduction to Organizational Behavior
Questions for the “Princeton” Case1. 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]
Chapter 1: Introduction to Organizational Behavior
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
Chapter 1: Introduction to Organizational Behavior
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
Chapter 1: Introduction to Organizational Behavior
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)
Chapter 1: Introduction to Organizational Behavior
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
Chapter 1: Introduction to Organizational Behavior
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 individual’s choice of occupation, organization, and career path.
Chapter 1: Introduction to Organizational Behavior
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
Chapter 1: Introduction to Organizational Behavior
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
Chapter 1: Introduction to Organizational Behavior
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
Chapter 1: Introduction to Organizational Behavior
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
Chapter 1: Introduction to Organizational Behavior
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
Chapter 1: Introduction to Organizational Behavior
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
Chapter 1: Introduction to Organizational Behavior
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
Chapter 1: Introduction to Organizational Behavior
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.
Chapter 1: Introduction to Organizational Behavior
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
Chapter 1: Introduction to Organizational Behavior
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.
Chapter 1: Introduction to Organizational Behavior
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)
Chapter 1: Introduction to Organizational Behavior
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 other’s expectations
Such cultures include the United States, Australia, New Zealand and the United Kingdom
Example: “Stand on your own two feet!”
Chapter 1: Introduction to Organizational Behavior
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!”
Chapter 1: Introduction to Organizational Behavior
Definition of the Managing Teams Competency
Involves the ability to develop, support, facilitate, and lead groups to achieve organizational goals
Chapter 1: Introduction to Organizational Behavior
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
Chapter 1: Introduction to Organizational Behavior
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 person’s area of responsibility
Chapter 1: Introduction to Organizational Behavior
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
Chapter 1: Introduction to Organizational Behavior
Organizations as Open Systems*[Not 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