Individual final paper(business)(pick a company)(prefer Chinese well known company)

Organizational Behavior

Instructor: Sandra Mashihi, Ph.D.

BSCI.631

Drescher Campus

Tuesdays: 6pm-10pm

Sandra Mashihi, Ph.D. is the Founder of Spectra Consulting and the Director of Coaching Services at Envisia Learning. She is also an Executive Lead Coach for the Center for Creative Leadership and has extensive experience in interpersonal skills coaching, and the development and implementation of behavioral assessments including 360-degree feedback tools. She coaches leaders to improve their behaviors in a way that leads to collaborative relationships in the workplace, tailored leadership practices, and a high degree of self-awareness and development.

She received her Master of Science and Doctorate in Organizational Psychology from the California School of Professional Psychology. She has further developed her coaching skills at the Coaches Training Institute. She is also a member of the American Society of Training and Development (ASTD)

Sandra is co-author of the recently published coaching book, Clueless: Coaching People Who Just Don’t Get It.

Getting to Know Each Other

Choose someone whom you do not know, take 10 minutes to interview each other. Get to know the following about the person. What’s your name?

¤  What do you do? (If you work)

¤  What do you want to get out of this course?

¤  What interests you about Organizational Behavior?

¤  How would you apply the material?

Course Objectives & Outcomes

¤  Can articulate the relationship between personal development and managerial effectiveness.

¤  Know how their patterns of behavior impact personal and professional goals

¤  Can describe interpersonal and small group behavior.

¤  Will improve communication effectiveness.

¤  Will enhance ethical reasoning.

¤  Can describe the implications of different cultures on organizational behavior.

¤  Will develop and practice collaborative skills with various team and group activities.

¤  Will develop an overall understanding of managing behavior in organizations.

Chapter 1: What Is Organizational Behavior?

Learning Objectives

After studying this chapter, you should be able to:

¤  Demonstrate the importance of interpersonal skills in the workplace.

¤  Describe the manager’s functions, roles, and skills.

¤  Define organizational behavior (OB).

¤  Show the value to OB of systematic study.

¤  Identify the major behavioral science disciplines that contribute to OB.

¤  Demonstrate why few absolutes apply to OB.

¤  Identify the challenges and opportunities managers have in applying OB concepts.

¤  Compare the three levels of analysis in this book’s OB model.

2012 USA Retention Driver Survey

Percentage (%) Retention Factor1

48.0 Exciting Work and Challenge

42.9 Career Growth, Learning and Development

42.0 Relationships/Working with Great People

31.8 Fair Pay

25.1 Supportive Management/Great Boss

23.0 Being Recognized, Valued and Respected

22.0 Benefits

17.0 Meaningful Work

16.5 Pride in Organization and Its Mission/Products

16.0 Great Work Environment/Culture

13.6 Flexibility

12.6 Autonomy/Sense of Control

10.5 Job Security/Stability

10.3 Location

7.7 Diverse and Changing Work Assignments 1Survey of over 15,670 employees in diverse industries by Career Systems International

What are the Key Retention Drivers for Talent in Most Organizations?

Retention Factors

¤ A McKinsey study of 13,000 executives at more than 120 companies and case studies of 27 leading companies, the authors discovered compelling evidence that better talent management leads to better performance

¤ On average, private sector companies that did a better job of attracting, developing, and retaining highly talented managers earned 22 percentage points higher return to shareholders

Michels, E., Habdfield-Jones, H & Axlerod, B. (2001). The War for Talent. Harvard Business Press

Demonstrate the Importance of Interpersonal Skills in the Workplace

Interpersonal skills are important because…

¤  Understanding OB helps determine manager effectiveness

¤  Leadership and communication skills are critical as a person progresses in his or her career

¤  Better interpersonal skills result in lower turnover of quality employees and higher quality applications for recruitment

¤  ‘Good places to work’ have better financial performance

LO 1 LO 1

¤ Manager: Someone who gets things done through other people in organizations. Ø  Organization: A consciously coordinated

social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals.

Ø  Planning, organizing, leading, and controlling.

¤  Mintzberg concluded that managers perform ten different, highly interrelated roles or sets of behaviors attributable to their jobs.

LO 2

Describe the Manager’s Functions, Roles, And Skills

Describe the Manager’s Functions, Roles, And Skills

Describe the Manager’s Functions, Roles, And Skills

¤ Management Skills ¤ Technical Skills – the ability to apply

specialized knowledge or expertise. All jobs require some specialized expertise, and many people develop their technical skills on the job.

¤ Human Skills – the ability to work with, understand, and motivate other people, both individually and in groups.

¤ Conceptual Skills – the mental ability to analyze and diagnose complex situations.

LO 2

Management Levels

Effective Versus Successful Managerial Activities

¤ Luthans and his associates found that all managers engage in four managerial activities: ¤ Traditional management: Decision

making, planning, controlling (32%) ¤ Communication: (29%) ¤ Human resource management: (20%) ¤ Networking: (19%)

LO 2

Effective Versus Successful Managerial Activities

LO 2

“Organizational Behavior” (OB)

¤ Organizational behavior (OB) is a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organization’s effectiveness.

LO 3

Show the Value to

OB of Systematic Study . ¤ Systematic Study of Behavior

¤ Behavior generally is predictable if we know how the person perceived the situation and what is important to him or her.

¤ Evidence-Based Management (EBM) ¤ Complements systematic study. ¤ Argues for managers to make decisions based

on evidence.

¤ Intuition ¤ Systematic study and EBM add to intuition, or

those “gut feelings” about “why I do what I do” and “what makes others tick.”

¤  If we make all decisions with intuition or gut instinct, we’re likely working with incomplete information.

LO 4

LO 5 Identify the Major Behavioral Science Disciplines That Contribute to OB

Demonstrate Why Few Absolutes Apply to OB

¤ There are few, if any, simple and universal principles that explain organizational behavior. ¤ Contingency variables — situational

factors are variables that moderate the relationship between the independent and dependent variables.

LO 6

Leading Today Is Confusing

OLD PARADIGMS

¤  Traditional Families

¤  Job Security

¤  Longitudinal Career Paths

¤  Job/Person Fit

¤  Work is Where You Go

¤  Hierarchical Structure

¤  Organizational Loyalty

¤  Career Success

¤  Academic Degree

¤  Position/Title

¤  Full-Time Employment

¤  Single Jobs/Careers

¤  Change in jobs based on fear

¤  Promotion tenure based

¤  Many Workers are Smarter

NEW PARADIGMS

¤  Non-Traditional Families

¤  Employability Security

¤  Alternate Career Paths

¤  Person/Organization Fit

¤  Work is What You Do

¤  Flat/Matrix Structure

¤  Job/Task Loyalty

¤  Work/Family Balance

¤  Continuous Relearning

¤  Competencies/Development

¤  Contract Employment

¤  Encore Careers

¤  Change in jobs based on growth

¤  Promotion performance based

¤  Many Workers are Different

Workforce 2020: Changing Career Paradigms

Identify the Challenges and Opportunities of OB Concepts

LO 7

Identify the Challenges and Opportunities of OB Concepts

¤  Responding to economic pressure ¤  In tough economic times, effective

management is an asset. ¤  In good times, understanding how to

reward, satisfy, and retain employees is at a premium.

¤  In bad times, issues like stress, decision making, and coping come to the forefront.

LO 7

Identify the Challenges and Opportunities of OB Concepts

¤  Responding to globalization ¤  Increased foreign assignments. ¤  Working with people from different

cultures. ¤  Overseeing movement of jobs to

countries with low-cost labor. ¤  Adapting to differing cultural and

regulatory norms.

LO 7

Identify the Challenges and Opportunities of OB Concepts

¤  Managing workforce diversity ¤  Workforce diversity – organizations are

becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and inclusion of other diverse groups.

LO 7

Definition

¤  http://www.youtube.com/watch?v=wwL3lwYwCno

¤  http://www.youtube.com/watch?v=-OrahKDT8jI)

¤  Did you know? (2012):

http://www.youtube.com/watch?v=YmwwrGV_aiE

Globalization can be defined as the development of greater economic interdependence and integration around the world, as well as the economic, political, social, cultural and environmental consequences of this process. (adapted from Osland, 2003)

Managers & Leaders: Are they Different (Zaleznik, 1992)

¤  What it takes to develop managers may inhibit developing leaders.

¤  Differences in Personality: ¤  A manager asks, “What problems have to be solved?” and “What are the best ways to achieve

those results so that people will continue to contribute to this organization?”

¤  Leaders…. ¤  tend to be active instead of reactive ¤  Tend to shape ideas instead of responding to them

¤  Managers need to coordinate and balance opposing views while Leaders develop fresh approaches to long-standing problems and open issues to new options.

¤  Leadership development stems from courses of life history: ¤  Development through socialization (how managers emerge) ¤  Development through personal mastery(how leaders emerge)

¤  Managers form widely distributed attachments, Leaders establish and break off one on one relationships

Identify the Challenges and Opportunities of OB Concepts

¤  Improving customer service ¤ Service employees have substantial

interaction with customers. ¤ Employee attitudes and behavior are

associated with customer satisfaction. ¤ Need a customer-responsive culture.

LO 7

Identify the Challenges and Opportunities of OB Concepts

¤  Improving people skills ¤  People skills are essential to managerial

effectiveness. ¤  OB provides the concepts and theories

that allow managers to predict employee behavior in given situations.

LO 7

Identify the Challenges and Opportunities of OB Concepts

¤  Working in networked organizations ¤  Networked organizations are becoming

more pronounced. ¤  A manager’s job is fundamentally

different in networked organizations. ¤  Challenges of motivating and leading

“online” require different techniques.

LO 7

Identify the Challenges and Opportunities of OB Concepts

¤  Enhancing employee well-being at work ¤  The creation of the global workforce

means work no longer sleeps. ¤  Communication technology has provided

a vehicle for working at any time or any place.

¤  Employees are working longer hours per week.

¤  The lifestyles of families have changed — creating conflict.

¤  Balancing work and life demands now surpasses job security as an employee priority.

LO 7

Identify the Challenges and Opportunities of OB Concepts

¤  Creating a positive work environment ¤ Creating a positive work environment can

be a competitive advantage. ¤ Positive organizational scholarship is

concerned with how organizations develop human strength, foster vitality and resilience, and unlock potential.

¤ This field of study focuses on employees’ strengths versus their limitations, as employees share situations in which they performed at their personal best.

LO 7

Identify the Challenges and Opportunities of OB Concepts

¤  Improving ethical behavior ¤ Ethical dilemmas and ethical choices are

situations in which an individual is required to define right and wrong conduct.

¤ Good ethical behavior is not so easily defined.

¤ Organizations distribute codes of ethics to guide employees through ethical dilemmas.

¤ Managers need to create an ethically healthy climate.

LO 7

Three Levels of Analysis in This Book’s OB Model

LO 8

Three Levels of Analysis in This Book’s OB Model

LO 8

Ø  Inputs Ø  Defined as the variables like

personality, group structure, and organizational culture that lead to processes.

Ø  Group structure, roles, and team responsibilities are typically assigned immediately before or after a group is formed.

Ø  Organizational structure and culture change over time.

Three Levels of Analysis in This Book’s OB Model

LO 8

Ø  Processes Ø  If inputs are like the nouns

in organizational behavior, processes are like verbs.

Ø  Defined as actions that individuals, groups, and organizations engage in as a result of inputs, and that lead to certain outcomes.

Outcome Variables ¤ Attitudes and stress ¤ Employee attitudes are the evaluations

employees make, ranging from positive to negative, about objects, people, or events.

¤ Stress is an unpleasant psychological process that occurs in response to environmental pressures.

LO 8

Outcome Variables ¤ Task performance ¤ The combination of effectiveness and

efficiency at doing your core job tasks is a reflection of your level of task performance.

LO 8

Outcome Variables

¤ Citizenship behavior ¤ The discretionary behavior that is not part

of an employee’s formal job requirements, and that contributes to the psychological and social environment of the workplace, is called citizenship behavior.

LO 8

Outcome Variables

¤ Withdrawal behavior ¤ Withdrawal behavior is the set of actions

that employees take to separate themselves from the organization.

LO 8

Outcome Variables

¤ Group cohesion ¤ Group cohesion is the extent to which

members of a group support and validate one another at work.

¤ Group functioning ¤ Group functioning refers to the quantity

and quality of a group’s work output.

LO 8

Outcome Variables ¤ Productivity ¤ An organization is productive if it

achieves its goals by transforming inputs into outputs at the lowest cost. This requires both effectiveness and efficiency.

¤ Survival ¤ The final outcome is organizational

survival, which is simply evidence that the organization is able to exist and grow over the long term.

LO 8

Outcome Variables LO 8

Implications for Managers

¤ Resist the inclination to rely on generalizations; some provide valid insights into human behavior, but many are erroneous.

¤ Use metrics and situational variables rather than “hunches” to explain cause-and-effect relationships.

¤ Work on your interpersonal skills to increase your leadership potential.

What Constitutes ‘CEO Pay’

The SEC defines “total compensation” for the last completed fiscal year under Item 402 of Regulation S-K. Annual total compensation, in general, includes:

¤  The sum of salary, bonus, stock awards, option awards, nonequity incentive plan compensation, change in pension value and nonqualified deferred compensation earnings, and all other compensation (e.g., perks, personal benefits and property with an aggregate amount exceeding $10,000).

¤  Tax gross-ups.

¤  Company contributions to defined contribution retirement plans.

¤  Preferential stock purchase discounts.

¤  Preferential life insurance premiums.

¤  Dividends or other earnings not factored into the fair value of equity awards.

Metrics to be Disclosed to SEC

¤   The annual total compensation of the chief executive officer. The annual total compensation for the CEO is currently available in the summary compensation table in SEC Form DEF 14A Filings (i.e., definitive proxy statements).

¤   The median annual total compensation for all employees (except the chief executive officer).

¤  A ratio of these two metrics: annual total compensation of the CEO divided by median annual total compensation for all employees (excluding the CEO)

¤  The median annual total compensation metric for all other employees and the CEO-to-employee pay disparity ratio are new requirements