organizational behavior michael k mcculdy

Study Question 2: What are organizations like as work settings?. How do ethics and social responsibility influence human behavior in organizations?. Study question 3: How do ethics and

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Chapter 1 Study Questions

What is organizational behavior and why is

it important?

What are organizations like as work

settings?

What is the nature of managerial work?

How do we learn about organizational

behavior?

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Study Question 1: What is organizational behavior and why is it important?

Workplace success depends on:

– Respect for people

– Understanding of human behavior in complex

– Understanding of human behavior in complex organizational systems

– Individual commitment to flexibility,

creativity, and learning

– Individual willingness to change

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Organizations and their members are

challenged to:

– Simultaneously achieve high performance and

– Simultaneously achieve high performance and high quality of life

– Embrace ethics and social responsibility

– Respect the vast potential of demographic and cultural diversity among people

– Recognize the impact of globalization

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Organizational behavior.

– Study of human behavior in

organizations

– A multidisciplinary field devoted to

understanding individual and group

behavior, interpersonal processes, and

organizational dynamics.

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Pick up Figure 1.1 from the textbook.

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Reasons for importance of scientific

thinking.

– The process of data collection is

controlled and systematic.

– Proposed explanations are carefully

tested.

– Only explanations that can be

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Contingency approach

– Tries to identify how different situations can

be best understood and handled

– Important contingency variables include:

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Modern workplace trends.

– Commitment to ethical behavior

– Importance of human capital

– Demise of “command and control.”

– Emphasis on teamwork

– Pervasive influence of information

technology

– Respect for new workforce expectations

– Changing definition of “jobs” and “career.”

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Study Question 2: What are organizations like as work settings?

An organization is a collection of people

working together in a division of labor to

achieve a common purpose.

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The core purpose of an organization is the creation of goods and services.

Missions and mission statements focus

attention on the core purpose.

Mission statements communicate:

– A clear sense of the domain in which the

organization’s products and services fit

– A vision and sense of future aspirations

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A strategy is a comprehensive plan that

guides organizations to operate in ways

that allow them to outperform their

competitors.

Key managerial responsibilities include

strategy formulation and implementation.

Knowledge of OB is essential to

effectively strategy implementation.

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Stakeholders

– People, groups, and institutions having an

interest in an organization’s performance

– Customers, owners, employees, suppliers,

regulators, and local communities are key

stakeholders

– Interests of multiple stakeholders sometimes conflict

– Executive leadership often focuses on

balancing multiple stakeholder expectations

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Organizational culture and diversity

– Organizational culture refers to the shared beliefs and values that influence the behavior of organizational

members

– Positive organizational cultures:

• Have a high-performance orientation.

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Organizational effectiveness approaches.

– Systems resource approach focuses on

inputs.

– Internal process approach focuses on the transformation process.

– Goal approach focuses on outputs.

– Strategic contingencies approach

focuses on impact on key stakeholders.

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Longitudinal views of organizational

effectiveness.

– Short-run emphasis on goal accomplishment,

– Short-run emphasis on goal accomplishment, resource utilization, and stakeholder

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Study Question 3: What is the nature

of managerial work?

Managers p erform jobs that involve

directly supporting the work efforts of others.

Managers a ssume roles such as

coordinator, coach, or team leader.

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The management process.

– An effective manager is one whose

organizational unit, group, or team

consistently achieves its goals while its

members remain capable, committed, and

enthusiastic

– Key results of effective management:

• Task performance.

• Job satisfaction.

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The nature of managerial work.

– Managers work long hours

– Managers are busy people

– Managers are often interrupted

– Managerial work is fragmented and variable

– Managers work mostly with other people

– Managers spend a lot of time communicating

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Managerial mind-sets

– Reflective mind-set — managing one’s self.

– Analytic mind-set — managing organizational

operations and decisions.

– Worldly mind-set — managing in a global context.

– Collaborative mind-set — managing relationships.

– Action mind-set — managing change.

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Managerial skills and competencies.

– A skill is an ability to translate knowledge into action that results in a desired performance

action that results in a desired performance

– Categories of skills

• Technical.

• Human.

• Conceptual.

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Study Question 4: How do we learn

about organizational behavior?

Learning is an enduring change in behavior that results from experience.

Organizational learning is the process of

acquiring knowledge and utilizing

information to adapt successfully to

changing circumstances.

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.

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Chapter 2 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?

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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

– 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.

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– The extent to which an organization

satisfies the needs of strategic

constituencies.

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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?

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Human capital

– The economic value of people with job-relevant

abilities, knowledge, ideas, energies, and

– The performance potential of the expertise,

competencies, creativity, and commitment within an

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Empowerment

– Allows people, individually and in groups, to use their talents and knowledge to make

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

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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

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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.

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Diversity biases in the workplace

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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

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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.

organizations act according to high

moral standards.

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S tudy question 3: How do ethics and

– Incorporate ethical principles and goals into

their personal behavior

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

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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

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Different types of justice.

– Procedural justice –– properly following rules and procedures in all cases

and procedures in all cases

– Distributive justice –– treating people the

same under a policy, regardless of

demographic differences

– Interactional justice –– treating people affected

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

whether or not to pursue a course of

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.

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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

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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.

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Study question 4: What are key OB

transitions in the new workplace?

Corporate governance and ethics

leadership.

– Society expects and demands ethical decisions

– 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

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Corporate governance and ethics

leadership (cont.).

– Ethics leadership

• Making business and organizational decisions with

• 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.

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Positive organizational behavior.

– Quality of work life

• The overall quality of human experience in the

• 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.

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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.

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Globalization, job migration, and

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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

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