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Introduction to Organizational Behavior What’s OB? Organizational Behavior Defined • Organizational Behavior (OB) ▫ The study of what people think, feel and do in and around organizations • Organizations ▫ Groups of people who work interdependently toward some purpose Structured patterns of interactions Coordinated tasks Work toward some purpose 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 Organizational Behavior in Context Organizational Behavior (Micro) (Meso) Organizational Theory (Macro) Value System Personality Emotions Behavior Perceptions Motivation Learning Styles Physical Attributes Cognitions Teams Conflict Stress Leadership Structure Culture Organizational Development Industry Environment Organizational Change Why Study Organizational Behavior Understand organizational events Influence organizational events Organizational Behavior Research Predict organizational events Organizational Behavior Anchors Multidisciplinary Anchor Organizational Behavior Anchors Multidisciplinary Anchor Traditional Disciplines Psychology Sociology Anthropology Economics Industrial engineering Relevance to OB Topics Drives, perception, attitudes, personality, stress, conflict, emotions, leadership Teams, roles, socialization, communication, power, structures Culture, structure, intergroup conflict, coalition formation, power and politics, decision-making, organizational environments Decision-making, negotiation, power Job design, productivity, work measurement Emerging Disciplines Communications Information systems Marketing Woman’s studies Knowledge management, e-mail, socialization Team dynamics, decision-making, knowledge management Knowledge management, creativity, decision-making Power, perceptions, diversity Contributing Disciplines to the OB Field Psychology The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals. Contributing Disciplines to the OB Field (cont’d) Sociology The study of people in relation to their fellow human beings. Contributing Disciplines to the OB Field (cont’d) Social Psychology An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another. Contributing Disciplines to the OB Field (cont’d) Anthropology The study of societies to learn about human beings and their activities. Organizational Behavior Anchors Multidisciplinary Anchor Organizational Behavior Anchors Systematic Research Anchor Systematic Research Anchor • Scientific Method ▫ ▫ ▫ ▫ ▫ Understand, predict and control Provide precise and operational definitions Use reliable and valid measures Follow systematic methods Ensure results are cumulative Organizational Behavior Anchors Multidisciplinary Anchor Organizational Behavior Anchors Systematic Research Anchor Contingency Anchor Contingency Anchor • “It depends” factors ▫ Idea that a particular action may have different consequences in different situations and with different individuals • Discovering ▫ Which “conditions” apply to understand behavior and organizational events Organizational Behavior Anchors Multidisciplinary Anchor Organizational Behavior Anchors Multiple Levels of Analysis Anchor Systematic Research Anchor Contingency Anchor Multiple Levels of Analysis Anchor Organizational processes Team processes Individual processes Organizational Behavior Anchors Multidisciplinary Anchor Open Systems Anchor Organizational Behavior Anchors Multiple Levels of Analysis Anchor Systematic Research Anchor Contingency Anchor Open Systems Anchor • Open systems ▫ Organizations that take their sustenance from the environment and, in turn, affect that environment through their output Open Systems Anchor of OB Need to monitor and adapt to environment External environment -- natural and social conditions outside the organization Receive inputs from environment; transform them into outputs back to the environment Stakeholders – anyone with a vested interest in the organization Organizations consist of interdependent parts (subsystems) that need to coordinate Open Systems Anchor of OB Feedback Feedback Feedback Feedback Knowledge Management Defined Any structured activity that improves an organization’s capacity to acquire, share, and use knowledge for its survival and success Intellectual Capital Human Capital Knowledge that people possess and generate Structural Capital Knowledge captured in systems and structures Relationship Capital Value derived from satisfied customers, reliable suppliers, etc. Knowledge Management Processes Knowledge acquisition Knowledge sharing Knowledge use • Hiring talent • Communication • Awareness • Acquiring firms • Communities of practice • Freedom to apply • Individual learning • Experimentation Seven Foundation Competencies of OB Managing Self Managing Communication Managing Diversity Managing Ethics Managing Across Cultures Managing Teams Managing Change 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) 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 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 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 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 Major Workforce Diversity Categories Gender National Origin Disability Age Non-Hindu Race Domestic Partners Changing Workforce and Diversity First language Life Workforce has increasing experiences Religion Occupation Ethnicity diversity along several Geographic dimensions Race location Marital status Sexual orientation Parental status Gender Work style Primary categories Mental/ gender, Behavioral age, ethnicity, etc. physical ability style Secondary categories some control over (e.g. Age Education education, marital status) Income Work experience 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 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 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 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. 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 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. 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) 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!” 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!” Definition of the Managing Teams Competency • Involves the ability to develop, support, facilitate, and lead groups to achieve organizational goals 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 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 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 Purpose of OB: Intellectual Capital • Human Capital ▫ KSAOs of employees (e.g., knowledge, education, experience, skill, abilities) • Social Capital ▫ Relationships of employees (e.g., networks, connections, friends) • Structural Capital ▫ Knowledge captured and retained in organizational systems and structures Trends in Organizational Behavior Trends in OB • Globalization • Information Technology • Changing Workforce • Emerging Employment Relationships • Workplace Values and Ethics Globalization • Defined ▫ Economic, social, and cultural connectivity with people in other parts of the world • Effects of globalization ▫ ▫ ▫ ▫ New organizational structures Different forms of communication More diverse workforce. More competition, mergers, work intensification and demands for work flexibility Changing Workforce • U.S. Descriptive Statistics within 50 years ▫ 14% African American ▫ 1 of 4 employees will be Hispanic ▫ 8% Asian American • 50% of paid workforce = women • Age issues Older staying, younger coming in Clash of generational ties! Changing Workforce Implications • Leverage diversity advantage • Adjust to the new workforce Employment Relationships Work-life balance Contingent work Number one indicator of career success Priority for many young people looking for new jobs No explicit or implicit contract for long-term employment, or minimum hours of work can vary in a nonsystematic way Employability “New deal” employment relationship Continuously learn new skills Employability vs Job Security Job Security Employability • Lifetime job security • Limited job security • Jobs are permanent • Jobs are temporary • Company manages career • Career selfmanagement • Low emphasis on skill development • High emphasis on skill development Virtual Work Using information technology to perform one’s job away from the traditional physical workplace Telecommuting (telework) Working from home, usually internet connection to office Virtual teams Operate across space, time, and organizational boundaries with members who communicate mainly through electronic technologies Challenges and Opportunities for OB • Responding to Globalization ▫ ▫ ▫ ▫ Increased foreign assignments Working with people from different cultures Coping with anti-capitalism backlash Overseeing movement of jobs to countries with low-cost labor ▫ Managing people during the war on terror. • Managing Workforce Diversity ▫ Embracing diversity ▫ Changing U.S. demographics ▫ Implications for managers Recognizing and responding to differences Challenges and Opportunities for OB (cont’d) • Improving Quality and Productivity ▫ Quality management (QM) ▫ Process reengineering • Responding to the Labor Shortage ▫ Changing work force demographics ▫ Fewer skilled laborers ▫ Early retirements and older workers • Improving Customer Service ▫ Increased expectation of service quality ▫ Customer-responsive cultures Challenges and Opportunity for OB (cont’d) Improving People Skills Empowering People Stimulating Innovation and Change Coping with “Temporariness” Working in Networked Organizations Helping Employees Balance Work/Life Conflicts • Improving Ethical Behavior • Managing People during the War on Terrorism • • • • • • Basic OB Model, Stage I Model An abstraction of reality. A simplified representation of some real-world phenomenon. Basic OB Model, Stage II Thank you