1 / 30

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?

josephjames
Download Presentation

Organizational Behavior

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Organizational Behavior

  2. 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?

  3. 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.

  4. 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.

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

  6. 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?

  7. 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.

  8. 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.

  9. 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.

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

  11. 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.

  12. 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.

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

  14. 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.

  15. 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.

  16. 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 .

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

  18. 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.

  19. 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.

  20. 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.

  21. 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.

  22. 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.

  23. 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.

  24. 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.

  25. 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.

  26. 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.

  27. 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.

  28. 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.

  29. 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.

  30. 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.

More Related