Organizational Behavior

Organizational Behavior

Chapter 1 Study Questions • What is a high-performance organization? • What is multiculturalism, and how can workforce diversity be managed? • How do ethics and social responsibility influence human behavior in organizations? • What are key OB transitions in the new workplace?

Study Question 1: What is a high-performance organization? • High-performance organizations. • Value and empower people, and respect diversity. • Mobilize the talents of self-directed work teams. • Use cutting-edge technologies to achieve success. • Thrive on learning and enable members to grow and develop. • Are achievement-, quality-, and customer-oriented, as well as being sensitive to the external environment.

Study Question 1: What is a high-performance organization? • Stakeholders. • The individuals, groups, and other organizations affected by an organization’s performance. • Value creation. • The extent to which an organization satisfies the needs of strategic constituencies.

Study Question 1: What is a high-performance organization? Organizational Behavior: Chapter 2

Study Question 1: What is a high-performance organization? • Total quality management (TQM). • A total commitment to: • High-quality results. • Continuous improvement. • Customer satisfaction. • Meeting customers’ needs. • Doing all tasks right the first time. • Continuous improvement focuses on two questions: • Is it necessary? • If so, can it be done better?

Study Question 1: What is a high-performance organization? • Human capital. • The economic value of people with job-relevant abilities, knowledge, ideas, energies, and commitments. • Knowledge workers. • People whose minds rather than physical capabilities create value for the organization. • Intellectual capital. • The performance potential of the expertise, competencies, creativity, and commitment within an organization’s workforce.

Study Question 1: What is a high-performance organization? • Empowerment. • Allows people, individually and in groups, to use their talents and knowledge to make decisions that affect their work. • Social capital. • The performance potential represented in the relationships maintained among people at work.

Study Question 1: What is a high-performance organization? • Learning and high-performance cultures. • Uncertainty highlights the importance of organizational learning. • High-performance organizations are designed for organizational learning. • A learning organization has a culture that values human capital and invigorates learning for performance enhancement.

Study Question 1: What is a high-performance organization?

Study Question 2: What is multi-culturalism, and how can workforce diversity be managed? • Workforce diversity. • Describes differences among people with respect to age, race, ethnicity, gender, physical ability, and sexual orientation. • Multiculturalism. • Refers to pluralism and respect for diversity and individual differences in the workplace. • Inclusivity. • The degree to which the organization’s culture respects and values diversity.

Study Question 2: What is multi-culturalism, and how can workforce diversity be managed? • Diversity biases in the workplace. • Prejudice. • Discrimination. • The glass ceiling effect. • Sexual harassment. • Verbal abuse. • Pay discrimination.

Study Question 2: What is multi-culturalism, and how can workforce diversity be managed?

Study Question 2: What is multi-culturalism, and how can workforce diversity be managed? • Managing diversity. • Developing a work environment and organizational culture that allows all organization members to reach their full potential. • A diversity mature organization is created when: • Managers ensure the effective and efficient utilization of employees in pursuit of the corporate mission. • Managers consider how their behaviors affect diversity. • Well-managed workforce diversity increases human capital.

Study question 3: How do ethics and social responsibility influence human behavior in organizations? • Ethical behavior. • “Good” or “right” as opposed to “bad” or “wrong” in a particular setting. • The public demands that people in organizations act according to high moral standards.

Study question 3: How do ethics and social responsibility influence human behavior in organizations? • Immoral managers. • Do not subscribe to any ethical principles; pursuit of self-interest. • Amoral managers. • Ethics is simply not on this manager’s “radar screen.” • Moral managers. • Incorporate ethical principles and goals into their personal behavior .

Study question 3: How do ethics and social responsibility influence human behavior in organizations?

Study question 3: How do ethics and social responsibility influence human behavior in organizations? • Ways of thinking about ethical behavior. • Utilitarian view –– the greatest good for the greatest number of people. • Individualism view –– best serving long-term self-interests. • Moral-rights view –– respects and protects the fundamental rights of all human beings. • Justice view –– fair and impartial in the treatment of all people.

Study question 3: How do ethics and social responsibility influence human behavior in organizations? • Different types of justice. • Procedural justice –– properly following rules and procedures in all cases. • Distributive justice –– treating people the same under a policy, regardless of demographic differences. • Interactional justice –– treating people affected by a decision with dignity and respect.

Study question 3: How do ethics and social responsibility influence human behavior in organizations? • Ethical dilemmas. • Occur when someone must choose whether or not to pursue a course of action that, although offering the potential of personal or organizational benefit or both, may be considered unethical.

Study question 3: How do ethics and social responsibility influence human behavior in organizations? • Rationalizations for unethical behavior. • Pretending the behavior is not really unethical or illegal. • Saying the behavior is really in the organization’s or person’s best interest. • Assuming the behavior is acceptable if others don’t find out about it. • Presuming that superiors will support and protect you.

Study question 3: How do ethics and social responsibility influence human behavior in organizations? • Organizational social responsibility. • The obligation of organizations to behave in ethical and moral ways as institutions of the broader society. • Managers should commit organizations to: • Pursuit of high productivity. • Corporate social responsibility. • A whistleblower exposes others’ wrongdoings in order to preserve high ethical standards.

Study question 4: What are key OB transitions in the new workplace? • Corporate governance and ethics leadership. • Society expects and demands ethical decisions and actions from businesses and other social institutions. • Corporate governance. • The active oversight of management decisions, corporate strategy, and financial reporting by Boards of Directors.

Study question 4: What are key OB transitions in the new workplace? • Corporate governance and ethics leadership (cont.). • Ethics leadership. • Making business and organizational decisions with high moral standards that meet the ethical test of being “good” and not “bad,” and of being “right” and not “wrong.” . • Integrity. • Acting in ways that are always honest, credible, and consistent in putting one’s values into practice.

Study question 4: What are key OB transitions in the new workplace? • Positive organizational behavior. • Quality of work life. • The overall quality of human experience in the workplace. • Commitment to quality of work life is an important value within organizational behavior. • Theory Y provides the theoretical underpinnings for contemporary quality of work life concepts.

Study question 4: What are key OB transitions in the new workplace? • Positive organizational behavior (cont.). • Positive organizational behavior focuses on practices that value human capacities and encourage their full utilization. • Positive organizational behavior is based on the core capacities of: • Confidence. • Hope. • Optimism. • Resilience.

Study question 4: What are key OB transitions in the new workplace? • Globalization, job migration, and organizational transformation. • Globalization. • The worldwide interdependence of resource flows, product markets, and business competition. • Job migration. • The shifting of jobs from one nation to another.

Study question 4: What are key OB transitions in the new workplace? • Globalization, job migration, and organizational transformation (cont.). • Global outsourcing. • Involves employers cutting back on domestic jobs and replacing them with contract workers in other nations. • Job migration and global outsourcing have contributed to organizations redesigning themselves for high performance in a changed world.

Study question 4: What are key OB transitions in the new workplace? • Personal management and career planning. • Shamrock organizations. • Relatively small core group of permanent, full-time employees with critical skills. • Outside operators contracting to core group to perform essential daily activities. • Part-timers hired by core group on an as-needed basis.

Study question 4: What are key OB transitions in the new workplace? • Personal management and career planning (cont.). • Personal management. • Understand one’s self, exercising initiative, accepting responsibility, working well with others, and continually learning from experience. • Self-monitoring. • Observing and reflecting on one’s own behavior and acting in ways that adapt to the situation.

Organizational Behavior