1. Fundamentals of Organizational Behavior
PowerPoint Presentation
to accompany
Fundamentals of Organizational
Behavior
Don Hellriegel and John W. Slocum, Jr.
Chapter 1—Organizational Behavior and Foundation Competencies
Prepared by
Argie Butler
Texas A&M University

2. Learning Objectives for Chapter 1
Describe the self competency.
Describe the communication competency.
Describe the diversity competency.
Describe the ethics competency.
Describe the across cultures competency.
Describe the teams competency.
Describe the change competency.
Explain the framework for learning about organizational behavior to enhance individual, team, and organizational effectiveness.
Chapter 1: PowerPoint 1.1

3. Team and Organizational Effectiveness
Foundation Competencies for Effectiveness (Figure 1.1)
Self
Start
Change
Teams
Communication
Diversity
Across Cultures
Ethics
Individual,
Team and Organizational Effectiveness
Chapter 1: PowerPoint 1.2

4. Self Competency
The overall 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.
Chapter 1: PowerPoint 1.3

5. Foundation Abilities in the Self Competency
Understanding personality and attitudes
Perceiving, appraising, and interpreting accurately
Understanding work-related motivations and emotions
Assessing and establishing developmental, life-related, and work-related goals
Taking responsibility for managing yourself and your career
Chapter 1: PowerPoint 1.4

6. Five Aspects of a Career
Career success or failure is best determined by the individual
No absolute standards exist for evaluating a career
Examine a career subjectively and objectively
Make decisions about occupation and activities to attain career goals
Consider cultural factors
Chapter 1: PowerPoint 1.5

7. Communication Competency
The overall ability to use all the modes of transmitting, understanding, and receiving ideas, thoughts, and feelings—verbal, listening, nonverbal, written, electronic, and the like—for accurately transferring and exchanging information and emotions
Chapter 1: PowerPoint 1.6

8. Foundation Abilities in the Communication Competency
Conveying information, ideas and emotions to others
Providing constructive feedback to others
Engaging in active listening
Using and interpreting nonverbal communication
Engaging in verbal communication effectively
Engaging in written communication effectively
Using a variety of computer-based information resources
Chapter 1: PowerPoint 1.7

9. Diversity Competency
The overall ability to value unique individual and group characteristics, embrace such characteristics as potential sources of organizational strength, and appreciate the uniqueness of each individual. Also involves the ability to help people work effectively together even though their interests and backgrounds may be quite diverse
Chapter 1: PowerPoint 1.8

10. Foundation Abilities in Diversity Competency
Fostering an environment of inclusion
Learning from others’ differences
Supporting diversity
Working with others because of their talents and contributions
Providing leadership in addressing diversity
Applying diversity laws, regulations, and policies
Chapter 1: PowerPoint 1.9

11. Primary and Secondary Categories of Diversity (Figure 1.2)
Primary categories:
Age, race, ethnicity, gender, physical abilities and qualities, and sexual and affectional orientation
Secondary categories:
Education, work experience, income, marital status, religious beliefs, geographic location, parental status, and personal style
Chapter 1: PowerPoint 1.10

12. Ethics Competency
The overall ability to incorporate values and principles that distinguish right from wrong in making decisions and choosing behaviors
Chapter 1: PowerPoint 1.11

13. Foundation Abilities in the Ethics Competency
Identifying and describing ethical principles
Assessing the importance of ethical issues
Applying laws, regulations, and rules in making decisions and taking action
Demonstrating dignity and respect for others
Being honest and open in communication
Chapter 1: PowerPoint 1.12

14. Raytheon’s ACTION Model for Ethical Decision Making
ct Responsibly C
onsider our Ethical Principles T
rust your judgment I
dentify Impact on Stakeholders O
bey the Rules N
otify Appropriate Persons
Chapter 1: PowerPoint 1.13

15. Across Cultures Competency
The overall 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
Chapter 1: PowerPoint 1.14

16. Foundation Abilities of the Across Cultures Competency
Understanding, appreciating, and unique cultural characteristics
Appreciating influence of work-related values
Understanding and motivating employees with different values and attitudes
Communicating in the local language
Effectively working with those from foreign countries
Utilizing a global mindset
Chapter 1: PowerPoint 1.15

17. Influence of Culturally Based Work-Related Values (Figure 1.4)
Individualism-Collectivism
Behaviors
and
Decisions
Long-term Orientation
Power Distance
Gender
role
Orientation
Uncertainty Avoidance
Chapter 1: PowerPoint 1.16

18. Three Characteristics of Collectivism-Individualism
Emotional dependence of individual on organizations and institutions
Emphasis on belonging to organization; membership ideal
Private life is invaded by organizations and clans to which one belongs; opinions are predetermined
Emotional independence of individual from organizations and institutions
Emphasis on individual initiative and achievement; leadership ideal
Everybody has a right to a private life and opinion
Adapted from G. Hofstede and G.J. Hofstede. Cultures and Organizations: Software of the Mind. New York: McGraw-Hill, 2005.
Chapter 1: PowerPoint 1.17

19. Three Characteristics of Power Distance
LOW (SMALL)
POWER DISTANCE
HIGH (LARGE)
POWER DISTANCE
Inequality in society should be minimized.
All should have equal rights.
People at both high and low power levels feel less threatened and more prepared to trust people.
There should be an order of equality in this world in which everybody has his/her rightful place; high and low are protected by this order.
Power holders are entitled to privileges.
Other people are a potential threat to one’s power and can rarely be trusted.
Adapted from G. Hofstede and G.J. Hofstede. Cultures and Organizations: Software of the Mind. New York: McGraw-Hill, 2005.
Chapter 1: PowerPoint 1.18

20. Three Characteristics of Uncertainty Avoidance
LOW (WEAK)
UNCERTAINTY AVOIDANCE
HIGH (STRONG)
UNCERTAINTY AVOIDANCE
The uncertainty inherent in life is more easily accepted and each day is taken as it comes.
Conflict and competition can be contained on the level of fair play and used constructively.
More acceptance of dissent
The uncertainty inherent in life is felt as a continuous threat that must be fought.
Conflict and competition can unleash aggression and should therefore be avoided.
Strong need for consensus
Adapted from G. Hofstede and G.J. Hofstede. Cultures and Organizations: Software of the Mind. New York: McGraw-Hill, 2005.
Chapter 1: PowerPoint 1.19

21. Three Characteristics of Gender Role Orientation
“FEMININITY”
TRADITIONAL “MASCULIINITY”
People orientation
Men need not be assertive, and can also assume nurturing roles
Sex roles in society should be fluid
Money and things orientation
Men should behave assertively, and women should be nurturing
Sex roles in society should be clearly differentiated
Adapted from G. Hofstede and G.J. Hofstede. Cultures and Organizations: Software of the Mind. New York: McGraw-Hill, 2005.
Chapter 1: PowerPoint 1.20

22. Three Characteristics of Short Versus Long-Term Orientation
Short-Term
Long-Term
Respect for traditions
Efforts should produce quick results
Concern with status and social obligations
Respect for circumstances
Perseverance, sustained efforts toward results over time
Willingness to subordinate oneself for a broader purpose
Adapted from G. Hofstede and G.J. Hofstede. Cultures and Organizations: Software of the Mind. New York: McGraw-Hill, 2005.
Chapter 1: PowerPoint 1.21

23. Teams Competency
The overall ability to develop, support, facilitate, or lead groups to achieve organizational goals
Chapter 1: PowerPoint 1.22

24. Foundation Abilities in the Teams Competency
Determining use and “fit” of teams
Setting clear performance goals
Defining responsibilities and tasks
Demonstrating accountability for goal achievement
Applying appropriate decision-making methods
Resolving conflicts
Assessing performance and taking corrective action as needed
Chapter 1: PowerPoint 1.23

25. Change Competency
The overall ability to recognize and implement needed adaptations or entirely new transformations in the people, tasks, strategies, structures, or technologies in the person’s area of responsibility
Chapter 1: PowerPoint 1.24

26. Foundation Abilities in the Change Competency
Applying the other six competencies in pursuit of needed changes
Providing leadership of planned change
Diagnosing pressures for and resistance to change
Applying the systems model and other processes to facilitate change
Dealing with new knowledge to facilitate change
Chapter 1: PowerPoint 1.25

27. Learning Framework for Enhanced Individual, Team and Organizational Effectiveness
The Organization
Itself
Leadership and Team Behaviors
Individuals in Organizations
Individuals in Organizations
Understanding Individual Differences (Chapter 2)
Perceptions and Attributions (Chapter 3)
Learning and Reinforcement (Chapter 4)
Fundamentals of Motivation (Chapter 5)
Motivating Individuals for High Performance (Chapter 6)
Workplace Stress and Aggression (Chapter 7)
Understanding Individual Differences (Chapter 11)
Perceptions and Attributions (Chapter 12)
Learning and Reinforcement (Chapter 13)
Fundamentals of Motivation (Chapter 14)
Motivating Through Goal Setting & Reward Systems (Chapter 15)
Managing Stress and Aggressive Behavior (Chapter 16)
Managerial and Ethical Decision Making (Chapter 2)
Designing Organizations (Chapter 3)
Cultivating Organizational Cultures (Chapter 4)
Guiding Organizational Change (Chapter 5)
Leading Effectively: Foundations (Chapter 6)
Leading Effectively: Contemporary Developments (Chapter 7)
Developing and Leading Teams (Chapter 8)
Managing Conflict and Negotiating Effectively (Chapter 9)
Fostering Organizational Communication (Chapter 10)
Foundation Competencies
Self
Communication
Diversity
Ethics
Across Cultures
Teams
Change
Chapter 1: PowerPoint 1.26