OB examen!!

8/8/2019 OB examen!!

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18.08.10Organizational Behavior: the search for people centered

organizations and ethical conduct.

People centered practices:

Job security Careful hiring Power to the people Generous pay for perfomance Lots of training Less emphasis on status Trust building

Organization: system to coordinate activities or forces of 2 or morepersons.OB : Interdisciplinary field dedicated to better understanding and managingpeople at work.

We studied because helps to interact more effectively with others inorganizations. Study of peoples behavior at work (individual-personality, motivation, perception)

The 3 basic levels of analysis in OB are:o Individualo Groupo Organizational.

Asset: activos (financial term) es lo que tienes en la compaa.

History of organizational behaviorHuman relations movement 1930, start to focus in

people. HawthorneLegacy. Claims aboutthe powerful effect thatindividuals needs,

supportive supervisionand group dynamicsapparently had on jobperformance. SATISFYPEOPLE PRODUCEMORE

The quality movement TQM1980 started in Japan. Buscaban la mejorade la calidad tomando en cuenta a la gente.En contra (against) de la teora X (castigo)TQM: organizational culture dedicate totraining, continuous improvement and

customer satisfaction.Principles:Do it right at the first time, listen and learnfrom employees and customers, makecontinuos improvement an everydaymatter, build team work and mutualrespect.


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Mayo & Follet. Mayoadvised managers toattend to employees

emotional needs workshould be fragmentedand specialize). Folletmotivate jobperformance instead ofmerely demand it;pull (motivate) dontpush (threat).strategy.

Mc Gregors Theory.

Theory X assumptionswere pessimistic andnegative how typicallymanagers perceivedemployees.(employeesdislike and avoid work,people requires closedirection, they tend toavoid responsibilities)

Theory Y has positiveassumptions about

people; (work is anatural activity, peoplehave selfdirection andself control)

Deming legacy: demand for:a) Emphasis in continuous process

improvements rather than onnumerical quotas.

b) Teamwork.

c) Elimination of barriers to goodworkmanship.

E-business revolutionRunning the entire businessvia internet. You have moreand a faster communicationwith others.

Human and social capitalHumancapital.- productive potential of anindividuals knowledge and actions.

Social capital.- productive potential

resulting from strong relationships, goodwill,trust and cooperative effort.

Management: process of working with and through others to achieveorganizational objectives, efficiently and ethically in the face of constantchange.


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Skills exhibited by an effective manager:1) Clarifies goals and objectives.2) Encourages participation.3) Plans and organizes of and orderly work.4) Technical and administrative expertise to answer questions.

5) Facilitates work through team building and training.6) Provides feedback.7) Keep things moving by relying on schedules.8) Control details.9) Apply pressure for goal accomplishment.10) Empowers and delegate.11) Recognizes good performance.

Managers with high skills mastery tend to have better subunit performancethan managers with low skills mastery.Effective managers DONT have significantly different skill profiles.

21 century managers: evolutionCultural orientation- now multicultural and multilanguagueInfluence- knowledge, before authorityView of people- now is the primary resourceDecision making style- before input for individual decision now, for jointdecisions.Ethical- after tough - forethought

Contingency approach: using management tools and techniques in asituational appropriate way, avoiding the one-best-way mentality.

Corporate social responsibility: corporations are expected to go aboveand beyond following the law and making a profit.

Triangulates 3 major trends:

Economic globalization

Expanding CSR expectations

The call for improved business ethics

Carols social responsibility pyramide.Philanthropic responsibility

Ethical responsibilityLegal responsibilityEconomic responsibility

That advises organizations in the global economy to: Make a profit


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Obey the law Be ethical in its practices Be a good corporate citizen

GeneralMoralPractices

The magnificent 7 emphasize their timeless and worldwide relevance.Notions of justice and care. The goal for managers should be to rely on moralprinciples so their decisions are principled, appropriate and defensible.

1. Dignity of human life2. Autonomy3. Honesty4. Loyalty5. Fairness6. Humaneness7. The common good

How to improve the orgs ethical climate: Behave ethically yourself Screen (filtrar) potential employees Develop a meaningful code of ethics Provide ethics training Reinforce ethical behavior Create positions, units and other structural mechanisms to deal with

ethics.

Create climate in which whistle-blowing becomes unnecessary.Whistle-blowing: reporting unethical/illegal acts to outside 3rd parties.

Morally attentive: faithfully considering the ethical implications of onesactions

Sources of OB Research Insights

Meta-analyses (resource on many studies)

Field study

Laboratory studies

Sample surveys (sample of people form specified populations respondto questionnaires)

Case studies

Stock-holder: accionista.Stakeholder: todos los que tienen un inters en la compaa.Screen: filtrar

25.08.10

Managing diversity: releasing every employees potential.


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Diversity: host of individual differences that make us similar and differentfrom each other.

Layers of diversity: factores de discriminacion., ser diferente a los demas.The goal is prevent discrimination.

Internal dimensions are difficult tochange.

Affirmative action: focused in achieving equality of opportunity in an org.Managing diversity: enables all people to perform up to their maximumpotential.Glass ceiling: invisible barrier blocking women and minorities from tip mgmtpositionsMaze: represent a laberynthEEOC.- equal employment (affirmation action and adverse impact)

opportunity commissionRace: provide meaningful mentoring relation to color-people

Women should follow the 7 recommendations:1- Being exceptionally competent and seek mentors2- Build social capital3- Working balance with family4- Improve negotiation skills5- Take credit for your accomplishments6- Create a partnership with the spouse7- Balance to be assertive and communal

Managing age related to diversity: provide challenging assignments, equalacces to training and learning opportunities, provide mentoring opportunitieswith sensitive and highquality supervision, etc.

Positive and negative effects of diverse:Social categorization theory: leads to liking and attraction


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Information/ decision- making theory: diversity leads to better task-relevant processes and decision making.Demographic faultline: based in 1 or more attributes.

Roosevelt generic actions options:

1- Include / exclude2- Deny3- Assimilate4- Suppress5- Isolate (aislar)6- Tolerate7- Build relationships8- Foster mutual adaptation

Chapter 3 Culture (dimensions of Hotfede pag. Internet)

Org culture: shared values and beliefs that underline a companys identity.4 functions:

Org. identity

Collective commitment

Social system stability

Sense-making device.

Layers of org. culture: values- enduring a belief in a conduct.Espoused values- values preferred by the organization. Are written in a

guideline. Los que dices que se debe hacer.Sustainability- meeting humanitys needs. Represents a companys ability tomake a profit without sacrifice the resources of its people, community andplanet.Enacted values- values preferred by the employees. Difference withspoused. The one that you really make. Real life. Cmo te comportas


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Competive values framework:Clan culture-collaborateinternal focus and values flexibility (employee focused)means: cohesion, participation, empowerment. Ends: people, morale.

Adhocracyculture- create.External focus and values flexibility (adaptable to changes in market)Means: Adaptability, creativity, agility. Ends: innovation, growth.

Marketculture- compete.external focus and values stability and control (rewards, productivity,customer satisfaction)means: customer focus, productivity. Ends: market, share, goals.

Hierarchyculture- control.

internal focus and values stability and control over flexibility (efficiency,timeliness reliability are measured)means: capable and controlled process. Ends: efficiency, timeliness.

Vision- what an org wants to becomeStrategicplan- plan to achieve desired resultsMentoring- process to forming and maintain developmental relationshipsbetween mentor and a junior person, functions: career and psychologicalfunctions.

Organizational culture (within a same country we have differentcultures)International culture (among countries)

Culture is like personality, values, beliefs, tradition, customs,assumptions people share.

Model of organization socialization:1- Anticipatory socialization: occurs before an individual joins an org

and involves the information people. Learning prior the joinging to theorg.

2- Encounter: employees learn what the org is really like and check withtheir expectations. The start to know values, skills and attitudes for theorg.

3- Change and acquisition: requires employees to master tasks androles to adjusting the work with the values. Recruit masters with theskills and roles specified.

Chapter 4


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Collectivism VS individualism

Culture: beliefs and values about how should you act.

Problems

o Ethnocentrism: belief that your country or culture is the best one-superior.o Malinchism: other cultures are better than yours.

Cultural intelligence: ability to interpret ambiguous cross-culturesituations.

Recognize the values

Understand meaning of actions.

High context culture: primary meaning derived from nonverbal situations.Lo que se dicedepende.

Low context culture: derived from written and spoken words.Lo que se dice.es.

Contrasting high context and low context.

High context: Establish social trust first Value personal relations and goodwill

Negotiations slowLow context:

Get down to business first Value expertise and performance

Negotiations as efficient

Cultural dimensions from GLOBE project. Power distance : difference between people and the top (el patron no

come con la servidumbre) Uncertainty avoidance : how afraid you are of changes. Institutional collectivism : How much the organization rewards being

loyal to the company. In-group collectivism : how loyal you are to your team. Gender egalitarianism : igualdad de gnero. Assertiveness : someone that said what he thinks, defends what he

thinks. Future orientation : how far in time are you planning. Performance orientation : how important is to get results. Human orientation : how important is people.


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Monochromictime: time is limited, one thing at the time.Polychromictime: time is flexible, more than one thing at the time.

Proxemics: term for the study of cultural expectations about interpersonal

space.Cross cultural mgmt: understanding and teaching behavioral patterns indifferent cultures.

Four cultural dimensions: Powerdistance. How much inequality does someone expect in social

situations? Individualism-collectivism. How closely is the person socially

bonded? Masculinity-femininity. Uncertainly avoidance. How the persona desire structured

situations?

Expatriate: anyone living or working in a foreign country.

Why do US expatriates fail on foreign assignments?

Personal and family adjustment problems

Homesickness

Patience, flexibility, etc.

American womens on foreign assignments.Insights:

The women should not be welcome in foreign cultures, primary barrierfor female expatriates.

Expatriate women are viewed first and foremost by their hosts asbeing foreigners

North American women have a very high success rate on foreignassignments.

Tips :

Be visible

State your desire for a foreign assignment

Polish your cross culture communication skills

Cross cultural training: Structured experiences to help people adjust to anew culture country.

The foreign assignment cycle:1. Selection and training unrealistic expectations2. Arrival and adjustment culture shock3. Settling in and acculturating lack of support


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4. Returning home reentry shock

Key croos-cutural competencies:

Building relationships

Listening and observation

Taking action and initiative Adaptability and flexibility

Managing stress

Chapter 5Big Five Personality Dimensions OCEAN

Locus of control

Self esteem: self evalutionSelf efficiency: belief in ones ability to do a task

Self monitoring: observing ones own behavior and adapting it to thesituation.

Six pillars of self esteem:

Live consciously

Be self accepting

Take personal responsibility

Be selfassertive

Live purposefully

Have personal integrity

The big five personality dimensions:1. Extraversion2. Agreeableness3. Conscientiousness4. Emotional stability (neurocticsm)5. Openness to experience

Proactivepersonality: naction oriented person who shows iniciative andperseveres to change things.

Internallocusofcontrol: believes that ones controls lifeExternallocusofcontrol: luck or fate

Performance: ability, effort, skill


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7 major mental abilities:1. verbal coprehension2. word fluency3. numerical

4. spatial5. memory6. perceptual speed7. inductive reasoning

Multiple intelligences (gardners conept) includes cognitive, socialand physical abilities and skills, like:

linguistic intelligence logical mathematical intelligence musical intelligence bodily kinesthesic intelligence spatial intelligence interpersonal intelligence intrapersonal intelligence naturalist intelligence

Positive and negative emotions:Negative emotions:AngerFright/anxietySadness

Envy/jealouslyDisgust

Positive emotions:HappinessPrideLove/affectionRelief

Emotional intelligence: ability to manage oneself and interact with others inmature and constructive ways

Lesson from OB.Psychological capitals: striving for success by developing ones self-efficacy, optimism, hope and resiliency.Deliberatepractice: a demanding, repetitive, and assisted program toimprove ones performance.LuckHumility: considering the contributions and others and good fortune


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Chapter 6

Individual differences influence our values, attitude, job satisfaction andtendency to exhibit counterproductive workplace behaviors.Values: desired ways of behaving or desired end-states.

Personalvalues: represent the things that have meaning to us in our lives;influence our behavior across different settings.Schwartzs value theory: values are motivational, they represent broadgoals that apply across contexts and time.

Relationship among Schwartzs values:

Stimulation, self-direction, security, benevolence, achievement,conformity/tradition, etc.

Value conflicts: there are 3 types that are related to an individuals

attitudes:

Intrapersonal value conflict: (conflict with ourselves) conflictand stress when personal values conflict with each other.

Inside the person. People are likely to experience inner conflict andstress when personal values conflict with each other.

Interpersonal value conflict: (conflict with another person: apartner, pair, etc.) personality conflicts.

Between people. The core of personality conflicts can negatively affect

ones career. Individual-organization value conflict: (conflict with the

organization values) individuals values and cultural system of anorganization.

Between people and organization. Companies seek to embed certainvalues into their corporate cultures, conflict can occur when valuesbreak with personal values.

Value congruence or person-culture fit: the similarity betweenpersonal values and organizational values.

A values-based model of work/family conflict: satisfaction tends to behigher for those who live according to their values.Value similarity: degree of consensus among family members about familyvalues.Value congruence: value agreement between employee and employer.


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Practical research insights about work/family conflict:

An employeers family-support philosophy is more importantthan specific programs.

Flexibility in work hours, make a balance.

Supportive bosses and spouses can help.

Attitude: learned predisposition toward a given object.Nature of attitudes: attitude propels us to act in a specific way in a specificcontext.

Values represent global beliefs thatinfluence our behavior across allsituations.

Attitudes relate only to behaviordirected toward specific objects,persons or situations.

There are 3 components:

1. Affective component: feelings or emotions one has about a givenobject or situation.

2. Cognitivecomponent: reflects the beliefs or ideas one has about anobject or situation.

3. Behavioral component: how one intends or expects to act towardsomeone or something.

LEON FESTINGERCognitive dissonance: psychological discomfortexperienced when attitudes and behavior are inconsistent.

People will seek to reduce the dissonance or psychological tension throughone of the 3 main methods:

Change your attitude or behavior, or both.

Belittle the importance of the inconsistent behavior.

Find consonant elements that outweigh dissonant ones. (rationalizing)

Stability of attitudes: General attitudes: are more susceptible to change during early and

late adulthood than during middle adulthood. The factors accountedfor middle-age attitude stability are: greater personal certainty,perceived abundance of knowledge and need for strong attitudes.

Because our cultural backgrounds and experiences vary, our attitudesand behavior vary.

Ajzens Theory of planned behavior: this model only predicts behaviorunder an individuals control not behavior due to circumstances beyondones control.


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Attitude toward the behavior: not enough (que me guste)Degree to which a person has a favorable or unfavorable evaluation orappraisal of the behavior in question.

Subjective norm: (que actitud tienen mis allegados hacia lomismo)Perceive social pressure to perform or not the behavior.

Perceived behavior control: (como nos percibimos, tenemos ono control sobre nosotros)Perceive of performing the behavior and it is assumed to reflect pastexperience as well as anticipated impediments and obstacles.

Intentions and behavior research lessons and implications:someones intention to engage in a given behavior is a strong predictor of

that behavior.

Key work attitudes. Are 2:Organizationalcommitment: extent to which an individual identifies withan organization and its goal.Committed individuals are expected to display a willingness to work harderto achieve organizational goals and a greater desire to stay employed at anorganization.

Model of organizational commitment. Is composed of 3 separate butrelated components:

a) Affective commitment: (you want)employees emotional attachment to identification with an involvementin the organization.

b) Continuancecommitment: (you need)awareness of the costs associated with leaving the organization.

c) Normative commitment: (you have to) obligacion moral,reciprocidad.feeling of obligation to continue employment.

Psychological contract: an individuals perception about the terms andconditions of a reciprocal exchange with another party. Employee-organization.

Job involvement: extent to which an individual is immersed in his or herpresent job.


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Employee engagement: individuals involvement, satisfaction andenthusiasm for work.

Job satisfaction: an effective or emotional response to ones job.

Causes of job satisfaction: Need fulfillment: satisfaction is determined by the extent to

which the characteristics of a job allow an individual to fulfill hisor her needs.

Discrepancies: satisfaction is a result of met expectations(which represent the difference between what an individualexpect to receive from a job & what actually receives).

Valueattainment: satisfaction results from the perception thata job allows for fulfillment of an individuals important workvalues.

Equity: satisfaction is a function of how fairly an individual is

treated at work. Dispositional/genetic components: job satisfaction is partly a

function of personal traits and genetic factors.

Key correlates of job satisfaction. Motivation: managers can enhance employees motivation through

various attempts to increase job satisfaction. Job involvement: managers are thus encouraged to foster satisfying

work environment in order to fuel employees job involvement.

Organizational citizenship behavior (OCBs): employee behaviors that

exceed work-role requirements. Is likely to create positive impressions aboutyou among your colleagues and manager; these impressions affect yourability to work with others. Absenteeism: as satisfaction increases, absenteeism should increase. Withdrawalcognitions: overall thoughts and feelings about quitting. Turnover: it disrupts organizational continuity and is very costly.

Costs of turnover fall into 2 categories separation costs andreplacement costs (hire).

Perceived stress: related to absenteeism, turnover, coronary heartdisease and viral infections.

Job performance: job satisfaction increase employees performance.

Counterproductive work behaviors: (CWBs) types of behavior that harmemployees and the organization as a whole.To prevent them you need to know the causes such as personality traits andjob conditionals.

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