Chapter 1
Learning About Organizational Behavior
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What is Organizational Behavior?
Seven Foundation Competencies
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Managing Self
Managing Communication
Managing Diversity
Managing Ethics
Managing Across Cultures
Managing Teams
Managing Change
Organizations as Open Systems [Not in Text]
Case Discussion: Robert Princeton at Falls Video
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Robert Princeton Case Procedure
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Brief lecture review of chapter slides
10 minutes in teams to prepare a team response to
the assigned team question
Spokesperson presents team’s response
(maximum time of 1-2 minutes each)
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Instructor’s comments
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Questions for the “Princeton” Case
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5.
6.
To what extent could Roberts’ experience at Falls video
be considered a career success or failure? [Slides 8, 9]
In what ways do specific categories of diversity appear to
be relevant in the Princeton case? [Slide 14]
In what ways are ethical issues manifest in the Princeton
case? [Slides 16, 17]
Which of the core competencies seem to be present or
absent in Mario? [Slide 1]
Which of the core competencies seem to be present or
absent in Robert? [Slide 1]
Identify the external forces and stakeholders potentially
influencing Falls Video during the late 1980s. [Slide 26]
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What is Organizational Behavior?
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Definition: The study of human behavior,
attitudes, and performance in organizations.
Value of OB: Helps people attain the
competencies needed to become effective
employees, team leaders/members, or managers
Competency = an interrelated set of abilities,
behaviors, attitudes, and knowledge needed by an
individual to be effective in most professional and
managerial positions
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Seven Foundation Competencies
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Logically integrated set of competencies required
for managerial and professional effectiveness in
the 21st century
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This model developed by Hellriegel, Slocum, and
Woodman for this textbook
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Other models of such competencies have been
developed by other authors
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Definition of the
Managing Self Competency
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Involves the 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)
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Core Abilities of the
Managing Self Competency
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Understand the personality and attitudes of yourself and
others
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Perceive, appraise, and interpret accurately yourself, others,
and the immediate environment
Understand and act on your own and others work-related
motivations and emotions
Assess and establish developmental, personal/life-related,
and work-related goals
Take responsibility for managing yourself and your career
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Career Development*
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A career is a sequence of work-related positions
occupied by a person during a lifetime.
Career development involves making decisions
about an occupation and engaging in activities to
attain career goals.
A career plan is an individual’s choice of
occupation, organization, and career path.
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Five Aspects of a Career*
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Career success or failure is best determined by the
individual, in terms of his/her personal goal achievement
No absolute career evaluation standards exist
Examine a career subjectively (e.g., values and personality
fit) and objectively (e.g., job choices, competencies needed)
Make decisions about occupation and pursue activities to
attain career goals throughout your lifetime
Consider cultural factors as they impact performance and
career opportunities
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Definition of the
Managing Communication Competency
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Involves the ability to use all the modes of
transmitting, understanding, and receiving ideas,
thoughts, and feelings, (verbal, listening,
nonverbal, written, electronic, etc.) for accurately
transferring and exchanging information and
emotions
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Core Abilities of the
Managing Communication Competency
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Convey information, ideas, and emotions so they are
received as intended
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Provide constructive feedback
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Engage in active listening
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Use and interpret nonverbal communication effectively
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Engage in effective verbal communication
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Engage in effective written communication
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Effectively use electronic communication resources
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Definition of the
Managing Diversity Competency
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Involves the ability to value unique individual and
group characteristics, embrace such characteristics
as potential sources of organizational strength, and
appreciate the uniqueness of each individual
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Core Abilities of the
Managing Diversity Competency
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Foster an environment of inclusion for all
Learn from others with different characteristics,
experiences, perspectives, and backgrounds
Embrace and support diversity
Work with others because of their talents and
contributions, rather than personal attributes
Provide leadership in addressing diversity-based
conflicts
Apply diversity laws, regulations, and organizational
policies related to your position
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Selected Categories of Diversity*
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Primary Categories:
Genetic characteristics that affect a
persons self-image and socialization, appear to be unlearned and are
difficult to modify
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Age, race, ethnicity, gender, physical abilities and
qualities, and sexual and affectional orientation
Secondary categories:
Learned characteristics that a
person acquires and modifies throughout life
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Education, work experience, income, marital status,
religious beliefs, geographic location, parental
status, behavioral style
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Definition of the
Managing Ethics Competency
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Involves the ability to incorporate values and
principles that distinguish right from wrong in
making decisions and choosing behaviors
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Ethics
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Definition: Values and principles that distinguish right
from wrong. NOT IN TEXT: Ethics are often based upon
laws, organizational policies, social norms, family, religion,
and/or personal needs, and may be subject to differing
interpretations with problems in proving “truth”
Ethical Dilemma*: A situation in which an individual or
team must make a decision that involves multiple values.
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Core Abilities of the
Managing Ethics Competency
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Identify and describe the principles of ethical decision
making and behavior
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Assess the importance of ethical issues in actions
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Apply laws, regulations, and organizational rules in
making decisions and taking action
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Demonstrate dignity and respect for others
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Demonstrate honest and open communication limited
only by legal, privacy, and competitive considerations
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Definition of the
Managing Across Cultures Competency
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Involves the 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
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Culture = the dominant pattern of living, thinking, and
believing that is developed and transmitted by people,
consciously or unconsciously, to subsequent generations
Cultural values = those consciously and
subconsciously deeply held beliefs that specify general
preferences, behaviors, and define what is right and
wrong.
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Core Abilities of the
Managing Across Cultures Competency
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Understand, appreciate, and use cultural factors that
can affect behavior
Appreciate the influence of work-related values on
decisions, preferences, and practices
Understand and motivate employees with different
values and attitudes
Communicate in the local language
Deal effectively with extreme conditions in foreign
countries
Utilize a global mindset (use a worldwide perspective to
constantly assess threats or opportunities)
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Individualism*
as a Work-Related Value
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Individualism = the tendency of people to look after
themselves and their immediate family, which implies a
loosely integrated society
In cultures that emphasize individualism, people view
themselves as independent, unique, and special; value
individual goals over group goals; value personal identity,
personal achievement, pleasure, and competition; accept
interpersonal confrontation; and are less likely to conform
to other’s expectations
Such cultures include the United States, Australia, New
Zealand and the United Kingdom
Example: “Stand on your own two feet!”
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Collectivism*
as a Work-Related Value
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Collectivism = the tendency of people to emphasize their
belonging to groups and to look after each other in
exchange for loyalty
Cultures that emphasize collectivism are characterized by a
tight social framework, concern for the common welfare,
emotional dependence of individuals on larger social units,
a sense of belonging, a desire for harmony, with group
goals being viewed as more important than individual
goals, and a concern for face-saving
Such cultures include Japan, China, Venezuela, and
Indonesia
Example: “The nail that sticks up gets hammered down!”
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Definition of the
Managing Teams Competency
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Involves the ability to develop, support, facilitate,
and lead groups to achieve organizational goals
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Core Abilities of the
Managing Teams Competency
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Determine when and how to use teams
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Set clear performance goals directly or participatively
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Define responsibilities and tasks directly or
participatively
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Show accountability for goal achievement
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Use appropriate decision-making methods
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Effectively manage conflicts
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Assess performance and take corrective action as
needed
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Definition of the
Managing Change Competency
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Involves the ability to recognize and implement
needed adaptations or entirely new transformations
in the people, tasks, strategies, structures, or
technologies in a person’s area of responsibility
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Core Abilities of the
Managing Change Competency
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Apply the other six competencies in pursuit of needed
changes
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Provide leadership in planned change
Diagnose pressures for and resistance to change
Use the systems model and relevant processes to
facilitate change
Seek out, learn, share, and apply new knowledge in the
pursuit of constant improvement
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Organizations as Open Systems*
[Not in Text]
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Note that organizations are “open systems,” such that their
long term effectiveness is determined by their ability to
anticipate, manage, and respond to changes in their
environment, with such changes resulting from external
forces and/or stakeholders
External forces include the labor force, the natural
environment, the economy, and different cultures, while
stakeholders include shareholders, customers, competitors,
suppliers, creditors, governmental agencies and their
regulations
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Note the impact of these environmental influences on individual,
interpersonal, team, and organizational processes; organizations that
do not effectively adapt to environmental change will fail
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