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142 Cards in this Set
- Front
- Back
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The actions of individuals and groups in an org context
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organizational behavior
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Actions focused on acquiring, developing, and applying the knowledge and skills of people.
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managing organizational behavior
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organizing and managing the people’s knowledge and skills effectively, implementing strategy, and gaining a competitive advantage.
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strategic approach to OB
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senior managers activities
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Talk with insiders and outsiders about
Vision Strategy Other major issues Help middle managers Define and redefine their roles Manage conflict Create and maintain the organization’s culture |
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middle managers activities
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Champion’ strategic ideas
Help firm to remain adaptive Process data and information for use by other individuals Deliver strategic initiatives to lower-level managers |
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lower level managers activities
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Coaching firm’s associates (workers)
Removing obstacles for associates Deal with personal problems of associates Design jobs, teams structures and reward systems |
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behavioral science disciplines
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Psychology
Social psychology Sociology Economics Cultural anthropology |
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Focuses on behaviors and processes that help to create competitive advantages and financial success
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strategic approach to OB
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Common Features of Organizations
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Network of individuals
System Coordinated activities Division of labor Goal orientation Continuity over time, regardless of change in individual membership |
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collective brainpower, shared knowledge, and attributes of a workforce that can be used to create value
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human capital
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the ability of an org to perform some work better than competitors consistently over the long term in a competitive situation
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competitive advantage
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Associates are capable of performing the basic work of the organization
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human capital value
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Skills and talents of associates are unique in the industry
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human capital rareness
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Skills and talents of associates cannot be copied by other organizations
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human capital imitability
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Large pools of applicants are built through advertising, word of mouth, and internal recommendations. Applicants are evaluated rigorously using multiple interviews, tests, and other selection tools. Applicants are selected on the basis of not only skills but also fit with culture and mission.
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selective hiring
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New associates and managers are thoroughly trained for job skills through dedicated training exercises as well as on-the-job training. They also participate in structured discussions of culture and mission. Existing associates and managers are expected or required to enhance their skills each year through in-house or outside training and development. Often, existing associates and managers are rotated into different jobs for the purpose of acquiring additional skills
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extensive training
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Associates are given authority to make decisions affecting their work and performance. Associates handle only those issues about which they have proper knowledge. Lower-level managers shift from closely supervising work to coaching associates. In addition to having authority to make certain decisions, associates participate in decisions made by lower-level and even middle managers.
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decision power
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Associates are given information concerning a broad variety of operational and strategic issues. Information is provided through bulletin boards, company intranets, meetings, posted performance displays, and newsletters.
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information sharing
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Associates are compensated partly on the basis of performance. Individual performance, team performance, and business performance all may be considered.
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incentive compensation
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high involvment managers (5 tasks)
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Delegate responsibility when appropriate
Manage through encouragement and commitment (not fear and threats) Respect and value associate’s skills and knowledge Empower people when appropriate Build and maintain trust |
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rests on the premise that people are the foundation of an organizations competitive advantages
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strategic OB approach
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refers to the output of individuals and groups
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productivity
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relates to the feelings that individuals and groups have about their work and the work place
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satisfaction
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defined in terms of competitive advantage and ultimately financial performance
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organizational success
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in recent times, senior managers have commonly been referred to as
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strategic leaders
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the workers who carry out the basic tasks
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associates
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the goal of the OB approach
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to improve the outcomes of organizations
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organization is characterized by these features
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network of individuals
system coordinated activities division of labor goal orientation continuity over time, regardless of change in individual membership |
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a collection of individuals whose members may change over time, forming a coordinated system of specialized activities for the purpose of achieving certain goals over some extended period of time
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organization
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involves carefully selecting and training associates and giving them significant decision-making power, information, and incentive compensation
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high-involvement management
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key characteristics of high-involvement management
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selective hiring
extensive training decision power information sharing incentive compensation |
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the formal system of work roles and authority relationships that govern how associates and managers interact with one another
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organizational structure
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involves shared values and norms that influence behavior
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organizational culture
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refers to the number of levels in the organization from the CEO to the lower-level associates
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height
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the tangible, physical properties that determine the basic shape and appearance of an organizations hierarchy
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structural characteristics
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policies and approaches used to prescribe the behavior of managers and associates
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structuring characteristics
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the number of individuals a manager directly oversees
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span of control
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the grouping of human and other resources into units, typically based on functional areas or markets
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departmentation
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the degree to which authority for meaningful decisions is retained at the top of an organization
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centralization
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the degree to which rules and standard operating procedures govern behavior in an organization
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standardization
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the degree to which rules and operating procedures are documented on paper or in company intranets
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formalization
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the degree to which associates and managers have jobs with narrow scopes and limited variety
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specialization
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the overall approach an organization uses in interacting with its environment. the emphasis is placed on growth and diversification
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corporate strategy
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relates to increases in sales as well as associates and managers
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growth
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the number of different product lines or service areas in the organization
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diversification
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how a firm competes for success against other organizations in a particular market
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business strategy
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the degree to which an environment is complex and changing; uncertain environments are difficult to monitor and understand
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environmental uncertainty
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an integration technique whereby a department keeps more resources on hand than absolutely required in order to reduce the need for tight communication and coordination with other departments
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slack resources
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an integration technique whereby a department is given resources from other functional areas in order to reduce the need to coordinate with those areas
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self-contained tasks
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an overall set of tools based on microelectronic technology designed to provide data, documents, and commentary, as well as analysis support to individuals in an organization
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information technology
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a process through which an organization imparts its values to newcomers
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socialization
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a tool for assessing and understanding the culture of an organization
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cultural audit
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in the organizational context, groups that share values that differ from the main values of the organization
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subcultures
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a characteristic of a group of two or more people that refers to the differences among those people on any relevant dimension
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diversity
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an organization in which the organizational culture fosters and values cultural differences
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multicultural organization
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an organization that has diverse workforces and takes steps to be inclusive and respectful of people from diff cultural backgrounds and diversity is tolerated but not fostered
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plural organization
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an organization that is demographicaly and culturally homogeneous
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monolithic organization
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unfair negative attitudes we hold about people who belong to social or cultural groups other than our own
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prejudice
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behavior that results in unequal treatment of individuals based on group membership
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discrimination
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subtle forms of discrimination that occur because people know that it is wrong to be prejudiced against other racial groups and believe themselves not to be racists
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modern racism
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a generalized set of beliefs about the characteristics of a group of individuals
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stereotype
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a persons knowledge that he or she belongs to certain social groups where belonging to those groups has emotional significance
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social identity
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status and power that is assigned by cultural norms and depends on to what groups one belongs
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ascribed status
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a stable set of characteristics representing internal properties of an individual which are reflected in behavioral tendencies across a variety of situations
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personality
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the degree to which an individual is outgoing and derives energy from being around other people
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extraversion
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the degree to which an individual focuses on goals and works toward them in a disciplined way
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conscientiousness
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the degree to which an individual is easygoing and tolerant
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agreeableness
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the degree to which an individual easily handles stressful situations and heavy demands
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emotional stability
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the degree to which an individual seeks new experiences and thinks creatively about the future
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openness
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the degree to which an individual attributes control of events to self or external factors
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locus of control
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the degree to which an individual believes in conventional values, obedience to authority, and legitimacy of power differences in society
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authorizationism
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the degree to which an individual attempts to present the image he or she thinks others want to see in a given situation
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self-monitoring
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the degree to which an individual desires to perform in terms of a standard of excellences or to succeed in competitive situations
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achievement motivation
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the degree to which an individual is concerned about presenting him or her self in a socially desireable way in evaluative situations
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approval motivation
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general mental ability used in complex information processing
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intelligence
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a persistant tendency to feel and behave in a favorable or unfavorable way toward a specific person, object, or idea
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attitude
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an uneasy feeling produced when a person behaves in a manner inconsistent with an existing attitude
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cognitive dissonance
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abstract ideals related to proper life goals and methods for reaching those goals
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values
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shared set of assumptions, values, and behaviors
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culture
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list 3 characteristics of culture
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-what is accepted as successful
-passed on to newcomers -can evolve over time |
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where does organizational culture come from?
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the founder or leader determines the culture.
it can change as CEOs change there is a top-dowm influence |
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what is the impact of culture on the behavior of organization members?
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it influences how people percieve and interpret the business world around them
it can lead to different beliefs about "right" v "wrong" behavior (cracker barrel anti-gay hiring) |
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if members identify with the culture of a company...
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they will try harder to make it successful
(advantage of socializing new employees. make aware of what behavior is expected and rewarded) |
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how is culture used as a management tool?
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-it guides employee behavior without supervision
(show employees the ropes on the first day. supervisors trust that their subsequent behavior will be congruent) -managers must be careful with the cultural values they instill |
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visible manifestations of a culture (art, clothing, food, architecture, and customs)
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artifacts
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enduring beliefs that specific conduct is socially preferred to others
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values
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the beliefs about fundamental aspects of life lying below the surface, but supporting the culture
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assumptions
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cultural assumptions
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Certain cultural values and behaviors are only possible with certain underlying cultural assumptions
An understanding of assumptions is necessary to understand, change, or even create a new culture |
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cultural values
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Enduring beliefs that specific conduct or end states of existence are personally and socially preferred to others
Managerial values are enduring beliefs about specific ways of managing and conducting business that are deemed successful enough to be passed on |
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In modern organizations, important artifacts include
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Office arrangements (individual offices for all versus open offices with no walls)
Parking arrangements (reserved spaces for some versus open spaces for all) Clothing (individual suits versus uniforms) |
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The strength of cultures varies along what two dimensions
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The extent to which they are widely shared among group members
The extent to which they are deeply held |
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Cultural values are deeply held but not widely shared
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subculture
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A specific behavior that is
Widely shared Deeply held Difficult to change |
core value
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the ____ that professors at UNO, Tulane, Dillard, Delgado share is education.
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core value
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To create and reinforce a particular set of values or corporate culture
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Alignment between desired values and other systems in the organization needs to exist
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Five critical strategies to effectively manage organizational culture
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Selection
Socialization Performance Appraisal Reward and Compensation Stories and Symbols |
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the process of identifying and hiring desirable applicants to join the organization
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selection
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During the selection process, managers try to maximize ______.
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Person-Organization Fit. A poor fit may result in that person ultimately quitting their job or being fired.
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If a manager looks for similar things in the individuals that he/she hires, this process results in org members being ____
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homogeneous
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Advantages of homogeneous workforce:
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Creates, supports org culture (Shared values, attributes)
Easily socialize new employees Facilitates interpersonal relations |
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Disadvantages of homogeneous workforce:
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Creates rigidity in workers, less flexibility, willingness to change (diversity helps here)
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the process of familiarizing new employees with the values, beliefs, and expectations of the organization
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Socialization
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Employees may be socialized through
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Orientation (First day on the job meeting)
Training Arranged interactions with experienced organizational members |
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Clarify for new employees what the organization measures and evaluates in terms of one’s job performance
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Performance Appraisal
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Signal what the organization values by reinforcing desired behaviors in newcomers
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Rewards and Compensation
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____ communicate company values
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stories
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play a key role in the symbolic communication of an organization’s culture
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rituals
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the big breasted women of hooters is the company's
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symbol
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Western values
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individual freedom, achievement, prosperity, and autonomy
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eastern values
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interpersonal harmony and collective achievement and success
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Traditional Western Management in Large Organizations
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Bureaucracy: Prevailing system for organizing complex human activity in the West
Pyramidal structure: flat and fat at bottom Clear division of roles/responsibilities Top-down decision making Recruit/Hire/Reward/Promote based on merit Fill positions with most-skilled workers Offers job security and career ladder |
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Disadvantages of Bureaucratic Style
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Require constant vigilance to keep up with everyone and everything
Very rule-bound: can lead to permanent paralysis, inflexibility Can become so powerful, hard to control, much less change |
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Traditional Japanese Management in Large Organizations
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Pyramidal structure: Tall and skinny
Low inventory, “just-in-time” Manufacturing Promotion/Pay based on seniority, except at upper management levels Raises/Promotions given to employees at same point in career (1yr., 5yr.) Consensus decision making, bottom-up No unions! Extensive cross-training, no strict division of labor Job security with “lifetime employment” Hiring based on ability to learn, commitment to group, not merit Place employees in job tracks based on ability (fast or slow track) Minimize overt differences between management and labor (same uniform, no reserved parking spots) Holistic approach to workers’ lives |
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Disadvantages to Japanese Style of Management
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Discourages innovation, doing something different
Promotion based on seniority limits ability to compete |
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how does american style of auto assembly differ from japanese
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Highly Bureaucratic
Assembly Line Manufacturing not team-based |
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terry besser wrote "team toyota"
what did he discover |
Secretly studied JMS in Kentucky Toyota plant
“Team” is the central theme of Toyota culture Don’t apply for a specific job, rather a team membership Team becomes a family, holistic relats. Restriction: punishment for accidents |
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japanese management style in japan
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40% of Japanese workforce is female
Take time off to raise small children, but reenter workforce later Almost no women in management, < 1% Tracked into mostly clerical positions Beautiful female employees add to the prestige of organizations |
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what happened with the toyota management in kentucky?
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Too few restrooms to accommodate 1000 women
Same uniforms for men and women Same gender discrimination from American managers, just to a greater degree Ex. Tracking male employees into management |
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what worked with the transplant of toyota in america
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Holistic approach was well received
Successful at creating team-based work environment Employees had more input in decision making Intense organization culture: not just a workplace, but a community |
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what is the japanese influence on american organizational culture
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Movement toward team-based work
Adoption of Holistic Approach Just-in-Time Manufacturing |
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Differences among members of a group including gender, race, religion, attitude, opinion, sexual-orientation
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diversity
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3 characteristics of diverse groups
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Creative ideas
Consider different points of view More flexible |
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Civil Rights Act, Title VII (1991)
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Extended rights of CRA 1964
Legal recourse for discrimination based on race, sex, ethnicity, and national origin Obtain jury trials, recover compensatory and punitive damages Made Adverse Impact Unlawful When the use of an employment tool results in a disadvantage for members of protected groups Discrimination does not have to be intentional to be deemed unlawful 4/5ths rule Affirmative Action “Access, Equity, and Diversity” in Employment “Glass Ceiling Effect” still evident No protection for sexual-orientation |
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Age Discrimination Act (1967)
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protects workers 40 years old and up
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Americans with Disabilities Act (ADA, 1990)
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Disability: a physical or mental impairment that inhibits major life function(s)
Reasonable accommodations Disability services Physical Disabilities Mental Disabilities Learning Psychological/Behavioral |
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Important Demographic Characteristics for the Workplace
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Gender
Age Race Ethnicity Able-bodiedness |
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No consistent differences between men and women in:
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Problem-solving abilities
Analytical skills Competitive drive Motivation Learning ability Sociability |
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Compared to men, women
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Are more conforming
Have lower expectations of success Have higher absenteeism Have lower earnings Provide bulk of child care and suffer more work/family conflict |
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Older workers:
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Are often stereotyped as inflexible
May complain that their expertise and skills are not valued Have lower turnover Have fewer avoidable absences |
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most disabled persons
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-are unemployed
-are equally capable of working -want to work |
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Differences important in an employment context
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Cognitive Ability
Personality variables Past Experiences |
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A person’s capability of learning something
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Aptitude/Potential
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A person’s existing capacity to perform the various tasks needed for a given job
Includes job-relevant knowledge and skills |
ability
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3 Determinants of job performance
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Job-relevant Knowledge
Job-relevant Skills Motivation |
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Individual difference related to aptitude, capacity to learn, develop skills
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cognitive ability "g"
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Individual differences related to
One’s motivation Reactions to environment Interactions with others |
personality
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big 5 traits in personality
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Openness to New Experiences
Conscientiousness Extraversion (Interpersonal) Agreeableness (Interpersonal) Neuroticism |
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6 facets of openness to experience
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fantasy, aesthetics, feelings, actions, ideas, values
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6 facets of conscientiousness
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competence, order, dutifulness, achievement striving, self discipline, deliberation
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6 facets of extraversion
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warmth, gragariousness, assertiveness, activity, excitement-seeking, positive emotions
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6 facets of agreeableness
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trust
straightforwardness altruism modesty tender-mindedness compliance |
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6 facets of neuroticism
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anxiety
angry hostility depression self-consciousness impulsiveness vulnerability |
