Organizational behavior chapter 1

Globalization

- economic, social, culture community with people in other parts of the work - lower costs/ greater access to knowledge/ innovation

Contemporary challenges for organizations (workforce diversity)

- emerging employment relationships - globalization - technological advances

anchors or OB knowledge

- multidisciplinary anchor -different field - contingency anchor- back up place, flex style based on employee - multiple levels of analysis anchor (3 perspectives) - individualism, team, organization - systematic research anchor: next class

Triple bottom line (people, planet, profit)

- social: maintain or improve conditions for society - environmental: maintain or improvement for environment - econimic: profitable in marketplace (Patagonia, Voormi: resolve utilization)

Anchors of OB knowledge: scientific method

1. Experimental Group: people that receive the "treatment" 2. Control Group: people that don't receive the "treatment" 3. Dependent Variable: outcomes/ behavior under study (#) 4. Independent Variable: presumed "cause" being manipulated 5. Laboratory experiments (3 different sents, three rooms one without sent) 6. Field Experiments 7. Filed Survery: Questions/ employees engagement without sent 8. Observational Research

Four perspectives of organizational effectiveness

1. Open systems- leadership/ organized change (job design) 2. Organizational learning- communication/ creativity 3. High performance work practices- team dynamics 4. Stakeholders- vales/ ethics/ decision making

Effect of Corporate Social Responsibility

Better financial performance, more loyal employees, better relations with customers job applications, other stakeholders

CSR

Corporate Social Responsibility

Corporate Social Responsibility

Organizational activities intended to benefit society, environment beyond the firm's immediate financial interests or legal obligations (must have stakeholders beyond stakeholders and customers)

PRIDE Values

Passion, Respect, Integrity, Innovation, Delivery, Empowerment

Ethics

Study of moral principles or values that determine the right thing to do (ethic behavior is driven by moral behavior)

organizational effectiveness

a broad concept represented by several perspectives, including the organization's fit with the external environment, internal subsystems configuration for high performance, emphasis on organizational learning, and an ability to satisfy the needs of key stakeholders

intellectual capital

a company's stock of knowledge, including human capital, structural capital, and relationship capital

high-performance work practices (HPWP)

a perspective that holds that effective organizations incorporate several workplace practices that leverage the potential of human capital

organizational learning

a perspective that holds that organizational effectiveness depends on the organization's capacity to acquire, share, use, and store valuable knowledge

open systems

a perspective that holds that organizations depend on the external environment for resources, affect that environment through their output, and consist of internal subsystems that transform inputs to outputs

deep- level diversity

differences in the psychological characteristics of employees, including personalities, beliefs, values, and attitudes

Benefits of diversity

diverse knowledge, better complex decisions, higher financial return (short run)

globalization

economic, social, and cultural connectivity with people in other parts of the world

organizations

groups of people who work interdependently towards some purpose

stakeholders

individuals, groups, and other entities that affect, or are affected by the organization;s objectives and actions

structural capital

knowledge embedded in an organization's systems and structures

organizational effectiveness

leadership/ quality of employees

Diversity challenges

longer to perform effectively, sources of conflict

corporate social responsibility

organizational activities intended to benefit society and the environment beyond the firm's immediate financial interests or legal obligations

values

relatively stable, evaluative beliefs that guide a person's preferences for outcomes or courses of action in a variety of situations

Values

relatively stable- evaluate beliefs that guide our preferences for outcomes or courses of action in a variety of situations (right/ wrong/good/bad)

Increasing workforce diversity

surface-level vs. deep level diversity

organizational efficiency

the amount of outputs relative to inputs in the organization's transformation process

work- life balance

the degree to which a person minimizes conflict between work and nonwork demands

work life balance

the degree to which a person minimizes conflicts between work and nonwork demands

surface- level diversity

the observable demographic or physiological differences in people, such as their race, ethnicity, gender, age, and physical disabilities

evidence-based management

the practice of making decisions and taking actions based on research evidence

human capital

the stock of knowledge, skills, and abilities among employees that provide economic value to the organization

ethics

the study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad

organizational behavior

the study of what people think, feel, and do in and around organizations

relationship capital

the value derived from an organization's relationships with customers, suppliers, and other

corporate social responsibility

triple bottom line (people, planet, profit)

ritual work

work performed away from the traditional physical workforce, using info technology

virtual work

work performed away from the traditional physical workplace, using information technology