Organizational Behavior Chapter 1 Study Questions What is

Organizational Behavior

Chapter 1 Study Questions Ø What is a high-performance organization? Ø What is multiculturalism, and how can workforce diversity be managed? Ø How do ethics and social responsibility influence human behavior in organizations? Ø What are key OB transitions in the new workplace? 2

Study Question 1: What is a highperformance organization? Ø 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. 3

Study Question 1: What is a highperformance organization? ØStakeholders. – The individuals, groups, and other organizations affected by an organization’s performance. ØValue creation. – The extent to which an organization satisfies the needs of strategic constituencies. 4

Study Question 1: What is a highperformance organization? Organizational Behavior: Chapter 2 5

Study Question 1: What is a highperformance organization? Ø 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? 6

Study Question 1: What is a highperformance organization? Ø Human capital. – The economic value of people with job-relevant abilities, knowledge, ideas, energies, and commitments. Ø Knowledge workers. – People whose minds rather than physical capabilities create value for the organization. Ø Intellectual capital. – The performance potential of the expertise, competencies, creativity, and commitment within an organization’s workforce. 7

Study Question 1: What is a highperformance organization? Ø Empowerment. – Allows people, individually and in groups, to use their talents and knowledge to make decisions that affect their work. Ø Social capital. – The performance potential represented in the relationships maintained among people at work. 8

Study Question 1: What is a highperformance organization? Ø 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. 9

Study Question 1: What is a highperformance organization? 10

Study Question 2: What is multi-culturalism, and how can workforce diversity be managed? Ø Workforce diversity. – Describes differences among people with respect to age, race, ethnicity, gender, physical ability, and sexual orientation. Ø Multiculturalism. – Refers to pluralism and respect for diversity and individual differences in the workplace. Ø Inclusivity. – The degree to which the organization’s culture respects and values diversity. 11

Study Question 2: What is multi-culturalism, and how can workforce diversity be managed? Ø Diversity biases in the workplace. – Prejudice. – Discrimination. – The glass ceiling effect. – Sexual harassment. – Verbal abuse. – Pay discrimination. 12

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

Study Question 2: What is multi-culturalism, and how can workforce diversity be managed? Ø Managing diversity. – Developing a work environment and organizational culture that allows all organization members to reach their full potential. Ø 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. Ø Well-managed workforce diversity increases human capital. 14

Study question 3: How do ethics and social responsibility influence human behavior in organizations? ØEthical behavior. – “Good” or “right” as opposed to “bad” or “wrong” in a particular setting. ØThe public demands that people in organizations act according to high moral standards. 15

Study question 3: How do ethics and social responsibility influence human behavior in organizations? Ø Immoral managers. – Do not subscribe to any ethical principles; pursuit of self-interest. Ø Amoral managers. – Ethics is simply not on this manager’s “radar screen. ” Ø Moral managers. – Incorporate ethical principles and goals into their personal behavior. 16

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

Study question 3: How do ethics and social responsibility influence human behavior in organizations? Ø 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. 18

Study question 3: How do ethics and social responsibility influence human behavior in organizations? Ø 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. 19

Study question 3: How do ethics and social responsibility influence human behavior in organizations? ØEthical 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. 20

Study question 3: How do ethics and social responsibility influence human behavior in organizations? Ø 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. 21

Study question 3: How do ethics and social responsibility influence human behavior in organizations? Ø 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. 22

Study question 4: What are key OB transitions in the new workplace? Ø 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. 23

Study question 4: What are key OB transitions in the new workplace? Ø 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. 24

Study question 4: What are key OB transitions in the new workplace? Ø 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 theoretical underpinnings for contemporary quality of work life concepts. 25

Study question 4: What are key OB transitions in the new workplace? Ø 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. 26

Study question 4: What are key OB transitions in the new workplace? Ø 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. 27

Study question 4: What are key OB transitions in the new workplace? Ø 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. 28

Study question 4: What are key OB transitions in the new workplace? Ø 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. 29

Study question 4: What are key OB transitions in the new workplace? Ø 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. 30