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Organizational Behavior, 8e Schermerhorn, Hunt, and Osborn Prepared by Michael K. McCuddy Valparaiso University John Wiley & Sons, Inc.

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Presentation on theme: "Organizational Behavior, 8e Schermerhorn, Hunt, and Osborn Prepared by Michael K. McCuddy Valparaiso University John Wiley & Sons, Inc."— Presentation transcript:

1 Organizational Behavior, 8e Schermerhorn, Hunt, and Osborn Prepared by Michael K. McCuddy Valparaiso University John Wiley & Sons, Inc.

2 Organizational Behavior: Chapter 12 COPYRIGHT Copyright 2003 © John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.

3 Organizational Behavior: Chapter 13 Chapter 1 Organizational Behavior Today  Study questions. – What is organizational behavior and why is it important? – How do we learn about organizational behavior? – What are organizations like as work settings? – What is the nature of managerial work? – How do ethics influence human behavior in organizations?

4 Organizational Behavior: Chapter 14 What is organizational behavior and why is it important?  Organizational behavior. – Study of individuals and groups in organizations. – Emphasizes high performance organizations. – Occurs in a global context. – Dimensions of individual and group behavior. – Nature of organizations. – Core processes.

5 Organizational Behavior: Chapter 15 What is organizational behavior and why is it important?  Shifting paradigms of organizational behavior. – Demise of “command-and-control.” – Emergence of new workplace expectations. – Critical role of information technologies. – Belief in empowerment. – Emphasis on teamwork. – Concern for work-life balance.

6 Organizational Behavior: Chapter 16 What is organizational behavior and why is it important?  Organizational behavior and diversity. – Workforce diversity is the presence of differences based on: Gender. Race and ethnicity. Age. Abel-bodiedness. Sexual orientation.

7 Organizational Behavior: Chapter 17 What is organizational behavior and why is it important?  Organizational behavior and diversity — cont. – Valuing diversity is a core OB theme. Interpersonal and cultural sensitivity. – Glass ceiling effect. Women and minorities as managers and executives. Earnings of women and minorities.

8 Organizational Behavior: Chapter 18 How do we learn about organizational behavior?  Organizational behavior and the learning imperative. – Organizational learning is the process of acquiring knowledge and utilizing information to adapt successfully to changing circumstances. – Necessity of life-long learning.

9 Organizational Behavior: Chapter 19 How do we learn about organizational behavior?  Scientific foundations of organizational behavior. – Interdisciplinary body of knowledge. – Use of scientific methods. – Focus on application. – Contingency thinking.

10 Organizational Behavior: Chapter 110 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.  Applies to: – A wide variety of clubs, institutions, agencies, businesses, and other organized entities.

11 Organizational Behavior: Chapter 111 What are organizations like as work settings?  Purpose, mission, and strategies. – Core purpose of an organization. – Mission and vision. – Mission statements.

12 Organizational Behavior: Chapter 112 What are organizations like as work settings?  People and work systems. – Intellectual capital The sum total of knowledge, expertise, and dedication of an organization’s workforce. – Human resources. – Material resources.

13 Organizational Behavior: Chapter 113 What are organizations like as work settings?  Organizations as open systems. – Organizations obtain resource inputs from the environment. – Organizations transform resource inputs. – Organizations return transformed inputs to the environment as outputs in the form of goods and services.

14 Organizational Behavior: Chapter 114 What is the nature of managerial work?  Managers: – Perform jobs that involve directly supporting the work efforts of others. – Help other people get important things done in timely, high-quality, and satisfying ways. – Assume roles such as coordinator, coach, or team leader.

15 Organizational Behavior: Chapter 115 What is the nature of managerial work?  The nature of managerial work. – Managers work long hours. – Managers are busy people. – Managers are often interrupted. – Managers work mostly with other people. – Managers are communicators.

16 Organizational Behavior: Chapter 116 What is the nature of managerial work?  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.

17 Organizational Behavior: Chapter 117 What is the nature of managerial work?  Functions of management. – Planning. Defining goals, setting specific performance objectives, and identifying the actions needed to achieve them. – Organizing. Creating work structures and systems, and arranging resources to accomplish goals and objectives.

18 Organizational Behavior: Chapter 118 What is the nature of managerial work?  Functions of management — cont. – Leading. Instilling enthusiasm by communicating with others, motivating them to work hard, and maintaining good interpersonal relations. – Controlling. Ensuring that things go well by monitoring performance and taking corrective action as necessary.

19 Organizational Behavior: Chapter 119 What is the nature of managerial work?  Managerial roles. – Interpersonal roles. Figurehead. Leader. Liaison. – Informational roles. Monitor. Disseminator. Spokesperson.

20 Organizational Behavior: Chapter 120 What is the nature of managerial work?  Managerial roles — cont. – Decisional roles. Entrepreneur. Disturbance handler. Resource allocator. Negotiator.

21 Organizational Behavior: Chapter 121 What is the nature of managerial work?  Managerial networks. – Task networks. Specific job-related contacts. – Career networks. Career guidance and opportunity resources. – Social networks. Trustworthy friends and peers.

22 Organizational Behavior: Chapter 122 What is the nature of managerial work?  Managerial skills and competencies. – A skill is an ability to translate knowledge into action that results in a desired performance. – Categories of skills: Technical. Human. Conceptual.

23 Organizational Behavior: Chapter 123 What is the nature of managerial work?  Managerial skills and competencies — cont. – Technical skills are relatively more important at entry levels. – Human skills are consistently important across all managerial levels. – Conceptual skills are relatively more important at top management levels.

24 Organizational Behavior: Chapter 124 What is the nature of managerial work?  Managerial skills and competencies— cont. – Technical skills. An ability to perform specialized tasks. Derives from knowledge of expertise gained from education or experience. Proficiency at using select methods, processes, and procedures to accomplish tasks.

25 Organizational Behavior: Chapter 125 What is the nature of managerial work?  Managerial skills and competencies — cont. – Human skills. An ability to work well with other people. Emerges as a spirit of trust, enthusiasm, and genuine involvement in interpersonal relationships. Self-awareness. Capacity for understanding and empathizing. Engages in persuasive communication. Deals successfully with conflicts.

26 Organizational Behavior: Chapter 126 What is the nature of managerial work?  Managerial skills and competencies — cont. – Conceptual skills. An ability to see and understand how the system works, and how the parts are interrelated. Used to: – Identify problems and opportunities. – Gather and interpret relevant information. – Make good problem-solving decisions.

27 Organizational Behavior: Chapter 127 How do ethics influence human behavior in organizations?  Ethical behavior. – “Good” and “right” as opposed to “bad” or “wrong” in a particular setting. – Ways of thinking about ethical behavior. Utilitarian view. Individualism view. Moral rights view. Justice view.

28 Organizational Behavior: Chapter 128 How do ethics influence human behavior in organizations?  Ethical dilemmas in the workplace. – Nature of an ethical dilemma. – Ethical dilemmas occur in relationships with: Superiors. Subordinates. Customers. Competitors. Suppliers. Regulators.

29 Organizational Behavior: Chapter 129 How do ethics influence human behavior in organizations?  Ethical dilemmas in the workplace — cont. – 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.

30 Organizational Behavior: Chapter 130 How do ethics 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.

31 Organizational Behavior: Chapter 131 How do ethics influence human behavior in organizations?  Work and the quality of life. – Quality of work life (QWL). The overall quality of human experience in the workplace. – QWL commitment reflects an endorsement of Theory Y assumptions. – Work-life balance. Job demands should fit personal life and nonwork responsibilities.


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