Management Part 1 (Ch. 1 & 2)

Long-Term Orientation

Reflects a focus on long-term planning, delivering on social obligations, and avoiding "losing face"

Individualism

Reflects the strength of the ties people tend to have with others in their community

People

Responsible for gaining and keeping an competitive advantage

Faultlines

Separation based on the existence and strength of subgroups due to the composition and alignments of different group member characteristics

Global Mindset

Set of individual attributes that enable you to influence individuals, groups, and organizations from diverse socio/cultural/institutional systems

Social Categorization Theory

Similarities and differences among people form the basis for sorting self and others into similar in-group members and dissimilar out-groups

Code of Conduct

Specifies expected and prohibited actions in the workplace, and gives examples of appropriate behavior

Ethics

Standards of behavior about how people ought to act in different situations

Relationship, Task

Surface-level diversity has been found to affect __________ conflict, while diversity in job-related characteristics such as education or tenure affect __________ conflict

Leveraging Diversity

Term that is about developing an organization that includes the contributions of all its members

Cultural Competence

The ability to interact effectively with people of different cultures

Ethnocentrism

The belief that one's own language, native country, and cultural rules and norms are superior to all others

Uncertainty Avoidance

The degree of anxiety members feel in uncertain or unfamiliar situations

Power Distance

The degree of inequality that exists and that is accepted among people with and without power

Context

The degree to which tradition and protocol dictate how communication should proceed

Inclusion

The sense of being safe, valued, and engaged in a group

Diversity

The variety of observable and unobservable similarities and differences among people

Globalization/Diversity Ethics Social Responsibility

Three modern managerial and organizational challenges relevant to OB:

Omission Remission Commission

Three types of systematic errors organizations often make that undermine their ethics efforts:

Superior value for their money

To have a competitive advantage, a company must ultimately be able to give customers...

Parochialism

Viewing the world solely through one's own eyes and perspective

Human Relations Movement

Views organizations as cooperative systems and treats workers' orientations, values, and feelings as important parts of organizational dynamics and performance

Social Integration

When members feel they are a core part of the group

Hawthorne Effect

When people improve some aspect of their behavior or performance simply because they are being assessed

Civil Rights Act of 1991 (Amendment)

Allows monetary damages in cases of intentional employment discrimination

Competitive Advantage

Anything that gives a firm an edge over rivals in attracting customers and defending itself against competition

Establishing and maintaining a system of communication Securing essential services from other members Formulating organizational purposes and objectives

Barnard's three core executive functions:

Scientific Management

Based on the belief that productivity is maximized when organizations are rationalized with precise sets of instructions based on time-and-motion studies

Token

Being in the numerical minority in a group based on some unique characteristic and being assumed to fully represent that minority group

Corporate Social Responsibility

Businesses living and working together for the common good and valuing human dignity

Organizational Behavior

Explains and predicts how people and groups interpret events, react, and behave in organizations; describes the role of organizational systems, structures, and processes in shaping behavior

A focus on quarterly earnings or other short-term targets The cost of implementation Difficulty in measuring/quantifying return on investments An unsupportive corporate culture

Four obstacles to successful execution of corporate responsibility programs

Masculinity

How much a society values and exhibits traditional male and female roles and expects them to be distinct

Deep-Level Diversity

Individual differences that cannot be seen directly, including goals, values, personalities, decision-making styles, knowledge, skills, abilities, and attitudes

Relationship Conflict

Interpersonal conflict including personality clashes

Reciprocal Monitoring

Matches senior employees with diverse junior employees to allow both people to learn more about a different group

Top Management Support

Most important element in effectively leveraging the positive potential of diversity

Surface-Level Diversity

Observable difference in people, including race, age, ethnicity, physical abilities, physical characteristics, and gender

Managers

Organizational members who are responsible for the attainment of organizational goals by planning, organizing, leading, and controlling the efforts of others in the organization

Organizational Networks

Patterns of task and personal relationships among employees that influence knowledge sharing, resource accessibility, and work opportunities

90

Percentage of new business that fail

Expatriate

Person temporarily or permanently living in a country other than that of legal residence

Remission Errors

Pressure by a manager or others to make unethical choices

Title VII of the Civil Rights Act of 1964

Prohibits (not only intentional, but also practices that have the effect) employment discrimination based on race, color, religion, sex, or national origin

Stereotype

A belief about an individual or a group based on the idea that everyone in a that particular group will behave the same way

"Like Me" Bias

A bias resulting from people's preference to associate with other people who they perceive to be like themselves

Information Processing

A change in the way groups integrate information and reconcile different perspectives

Code of Ethics

A decision-making guide that describes the highest values to which an organization aspires

Commission Errors

A failure to follow sound, established operational and ethical practices

Omission Errors

A lack of written rules

Relational Diversity

A single group member's similarities to and differences from other group members

Organizational Culture

A system of shared values, norms, and assumptions that guide members' attitudes and behaviors

Two-Way Communication

Communication if from worker to chief executive, as well as vice versa

Task Conflict

Conflict over task issues, such as goals, deadlines, or work processes

Organization

Consists of people with formally assigned roles working together to achieve common goals

Variety

Differences in a certain type or category, including group members' expertise, knowledge, or functional background

Separation

Differences in position or opinion among group members reflecting disagreement or opposition--dissimilarity in an attitude or value, for example, especially with regard to group goals or processes

Disparity

Differences in the concentration of valuable social assets or resources--dissimilarity in rank, pay, decision-making authority, or status, for example