Organizational Behavior Chapter 1

Front 1

Organizational Behavior

Back 1

Interdisciplinary field dedicated to better understanding and managing people at work

Front 2

Human Relations Movement

Back 2

-Legalization of union-management collective bargaining

-Behavioral scientist called more attention to the human factor

-Elton Mayo - Western Electric Hawthorne study

Front 3

The Hawthorn Legacy

Back 3

- Interviews do not support initial conclusions about positive effect of supportive supervision

- Money, fear of unemployment, managerial discipline, and high quality raw materials were responsible for high output.

Front 4

McGregor's Theory X

Back 4

- Pessimistic and negative

- Typical of how managers traditionally percieved employees

Front 5

McGregor's Theory Y

Back 5

Believed managers could accomplish more through others by viewing them as:

-Self-energized

-Committed

-Responsible

-Creative

Front 6

McGregor's Theory X Assumptions

Back 6

1. Most people dislike work; they avoid it when they can.

2. Most people must be coerced and threatened with punishment before they will work. People require close direction when they are working.

3. Most people actually prefer to be directed. They tend to avoid responsibility and exhibit little ambition. They are interested only in security.

Front 7

McGregor's Theory Y Assumptions

Back 7

1. Work is a natural activity, like play or rest.

2. People are capable of self-direction and self-control if they are committed to objectives.

3. People generally become committed to organizational objectives if they are rewarded for doing so.

4. The typical employee can learn to accept and seek responsibility.

5. The typical member of the general population has imagination, ingenuity, and creativity.

Front 8

TQM

Back 8

Total Quality Management

- means that the organization's culture is defined by and supports the constant attainment of customer satisfaction through an integrated system of tools, techniques, and training.

- This involves the continuous improvement of organizational processes, resulting in high-quality products and services.

Front 9

Principles of TQM

Back 9

1. Do it right the first time to eliminate costly rework and product recalls.

2. Listen to and learn from customers and employees.

3. Make continuous improvement an everyday matter.

4. Build teamwork, trust, and mutual respect.

Front 10

e-business

Back 10

using the Internet to facilitate every aspect of running a business, including the management of virtual teams

Front 11

Another important shift in the Internet is _______ (i.e. Facebook, Twitter, LinkedIn)

Back 11

the growing importance of user-generated content

Front 12

Strategic assumption

Back 12

People, individually and collectively, are the key to organizational success.

Front 13

Individual human capital (list)

Back 13

-Intelligence/abilities/knowledge

-Visions/dreams/aspirations

-Technical and social skills

-Confidence/self-esteem

-Initiative/entrepreneurship

-Adaptability/flexability

-Readiness to learn

-Creativity

-Enthusiasm

-Motivation/commitment

-Persistence

-Ethical standards/courage

-Honesty

Emotional maturity

Front 14

Social capital

Back 14

-Shared visons/goals

-Shared values

-Trust

-Mutual respect/goodwill

-Friendship/support groups

-Mentoring/positive role modeling

-Participation/empowerement

-Connections/sources

-Networks/affiliations

-Cooperation/collaboration

-Teamwork

-Camaraderie

-Assertive (rather than aggressive) communication

-Functional (rather than dysfunctional) conflict

-Win-win negotiations

-Philanthropy/volunteering

Front 15

What is human capital?

Back 15

-The productive potential of one's knowledge and actions.

-A present or future employee with the right combination of knowledge, skills, and modivation to excel

Front 16

What is social capital?

Back 16

The productive potential of strong relationships, goodwill, trust, and cooperative effort

Front 17

Management

Back 17

The process of working with and and through others to achieve organizational objectives, efficiently and ethically, in the face of constant change

Front 18

Skills exhibited by an effective manager

Back 18

1. Clarifies goals and objectives for everyone involved.

2. Encourages participation, upward communication, and suggestions.

3. Plans and organizes for an orderly work flow.

4. Has technical and administrative expertise to answer organization-related questions.

5. Facilitates work through team building, training, coaching, and support.

6. Provides feedback honestly and constructively.

7. Keeps things moving by relying on schedules, deadlines, and helpful reminders.

8. Controls details without being overbearing.

9. Applies reasonable pressure for goal accomplishment.

10. Empowers and delegates key duties to others while maintaining goal clarity and commitment.

11. Recognizes good performance with rewards and positive reinforcement.

Front 19

______ leaders are being replaced by _______ leaders.

Back 19

Ego-centered, customer-centered

Front 20

Employees are increasingly being viewed as ___________.

Back 20

internal customers

Front 21

Contingency approach to management

Back 21

Using management concepts and techniques in a situationally appropriate manner, instead of trying to rely on 'one best way'

Front 22

Ethics is concerned with ____________

Back 22

right vs wrong, good vs bad, and the many shades of gray in-between supposedly black-and-white issues

Front 23

CSR

Back 23

Corporate social responsibility

- The notion that corporations have an obligation to constituent groups in society other than stockholders and beyond that prescribed by law or union contract

Front 24

Carroll's Global Corporate Social Repsonsibility Pyramid

Back 24

-Economic Responsibility

-Legal Responsibility

-Ethical Responsibility

-Philanthropic Responsibility

Front 25

Economic Responsibility

Back 25

Be profitable

-Do what is required by global capitalism

Front 26

Legal responsibility

Back 26

Obey the law

-Do what is required by global stakeholders

Front 27

Ethical responsibility

Back 27

Be ethical

-Do what is expected by global stakeholders

Front 28

Philanthropic responsibility

Back 28

Be a good global corporate citizen

-Do what is desired by global stakeholders

Front 29

The Magnificent 7

Back 29

1. Dignity of human life

2. Autonomy

3. Honesty

4. Loyalty

5. Fairness

6. Humaneness

7. The common good

Front 30

How to improve the organization's ethical climate

Back 30

1. Behave ethically yourself.

2. Screen potential employees

3. Develop a meaningful code of ethics

4. Provide ethics training

5. Reinforce ethical training

6. Create positions, units, and other structural mechanisms to deal with ethics