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
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
Foundation Competencies for Effectiveness (Figure 1.1)
Start
Self
Change
Teams
Individual,
Team and
Organizational
Effectiveness
Across
Cultures
Chapter 1: PowerPoint 1.2
Communication
Diversity
Ethics
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
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, liferelated, and work-related goals
 Taking responsibility for managing yourself and
your career
Chapter 1: PowerPoint 1.4
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
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
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
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
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
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
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
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
Raytheon’s ACTION Model
for Ethical Decision Making
 A 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
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
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
Influence of Culturally Based Work-Related
Values (Figure 1.4)
IndividualismCollectivism
Long-term
Orientation
Behaviors
and
Decisions
Gender
role
Orientation
Chapter 1: PowerPoint 1.16
Power
Distance
Uncertainty
Avoidance
Three Characteristics of CollectivismIndividualism
Collectivism
Individualism
 Emotional dependence of
individual on organizations and
institutions
 Emotional independence of
individual from organizations and
institutions
 Emphasis on belonging to
organization; membership ideal
 Emphasis on individual initiative
and achievement; leadership ideal
 Private life is invaded by
 Everybody has a right to a private
organizations and clans to
life and opinion
which one belongs; opinions are
predetermined
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
Three Characteristics of Power Distance
LOW (SMALL)
POWER DISTANCE
HIGH (LARGE)
POWER DISTANCE
 Inequality in society should be
minimized.
 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.
 All should have equal rights.
 Power holders are entitled to
privileges.
 People at both high and low
 Other people are a potential threat
power levels feel less threatened
to one’s power and can rarely be
and more prepared to trust people. 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
Three Characteristics of Uncertainty Avoidance
LOW (WEAK)
UNCERTAINTY AVOIDANCE
HIGH (STRONG)
UNCERTAINTY AVOIDANCE
 The uncertainty inherent in life is  The uncertainty inherent in life is
more easily accepted and each
felt as a continuous threat that
day is taken as it comes.
must be fought.
 Conflict and competition can be  Conflict and competition can
contained on the level of fair play
unleash aggression and should
and used constructively.
therefore be avoided.
 More acceptance of dissent
 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
Three Characteristics of Gender Role
Orientation
“FEMININITY”
TRADITIONAL
“MASCULIINITY”
 People orientation
 Money and things orientation
 Men need not be assertive,
and can also assume
nurturing roles
 Men should behave assertively,
and women should be
nurturing
 Sex roles in society should
be fluid
 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
Three Characteristics of Short Versus
Long-Term Orientation
Short-Term
Long-Term
 Respect for traditions
 Respect for circumstances
 Efforts should produce
quick results
 Perseverance, sustained efforts
toward results over time
 Concern with status and
social obligations
 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
Teams Competency
The overall ability to develop,
support, facilitate, or lead groups
to achieve organizational goals
Chapter 1: PowerPoint 1.22
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
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
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
Learning Framework for Enhanced Individual, Team and
Organizational Effectiveness
The Organization
Itself
• Managerial and Ethical
Decision Making
(Chapter 2)
• Designing Organizations
(Chapter 3)
• Cultivating
Organizational Cultures
(Chapter 4)
• Guiding Organizational
Change (Chapter 5)
Leadership and Team
Behaviors
• 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)
Individuals in
in
Individuals
Organizations
Organizations
Understanding Individual
•• Understanding
Individual
Differences (Chapter
11)2)
Differences
(Chapter
Perceptions and
•• Perceptions
andAttributions
(Chapter 12)
Attributions (Chapter 3)
• Learning and Reinforcement
• Learning
and
(Chapter 13)
• Reinforcement
Fundamentals of (Chapter
Motivation4)
(Chapter 14) of
• Fundamentals
(Chapter
5)
• Motivation
Motivating Through
Goal
Setting & Reward
Systemsfor
• Motivating
Individuals
(Chapter 15)
High
Performance
• (Chapter
Managing6)
Stress and
Aggressive Behavior
• Workplace
(Chapter 16)Stress and
Aggression (Chapter 7)
Foundation Competencies
• Self
• Communication
• Across Cultures
• Teams
Chapter 1: PowerPoint 1.26
• Diversity
•Change
• Ethics