MGMT-464: Chapter 1 - Making OB Work for Me

Contingency approach

Calls for using the OB concepts and tools that best suit the situation, instead of trying to rely on the "one best way."

Soft skills

Relate to human interactions and include both interpersonal skills and personal attributes.

Structure and Rigor in Solving Problems

The Person-Environment Distinction Person factors Situation factors • Individual behavior often results from the interaction of these interdependent factors. • We need to understand the interplay among both factors to be effective.

Dealing With Unethical Behavior

What you can do • It's business, treat it that way. • Accept that confronting ethical concerns is part of your job. • Challenge the rationale. • Use your lack of seniority or status as an asset. • Consider and explain long-term consequences. • Focus on solutions—not just complaints.

B - Interdependence of person ....

Which of the following is MOST IMPORTANT when using OB to solve problems? • person factors • interdependence of person factors and environmental characteristics • environmental characteristics • interdependence of person factors and changes on a group or team level • independence of person factors and environmental characteristics

Problem

A difference or gap between an actual and a desired state or outcome.

Problem solving

A systematic process for closing these gaps.

Situation factors

All the elements outside ourselves that influence what we do, the way we do it, and the ultimate results of our actions.

Organizational Behavior (OB)

An interdisciplinary field dedicated to understanding and managing people at work.

The Organizing Framework for Understanding and Applying OB

Figure 1.3 Organizing Framework for Understanding and Applying OB Inputs • Personal Factors • Situation Factors Processes • Individual Level • Group/Team Level • Organizational Level Outcomes • Individual Level • Group/Team Level • Organizational Level

Causes of Unethical Behavior

Ill-Conceived Goals --- Motivated Blindness --- Indirect Blindness • The slippery slope --- Overvaluing outcomes --- One's personal motivation to perform • Pressure from a supervisor --- Reward systems that incentivize bad behavior --- Employees perception of no consequences for crossing the line

The Three Levels in OB

In OB, we are concerned with three levels at work. Individual Group/Team Organization

Portable skills

More or less relevant in every job, at every level, and throughout your career.

Notes for Slide 4

OB distinguishes among three organizational levels: individual, group, and organizational. Understanding and considering levels increases a manager's problem-solving effectiveness and performance.

What Is OB?

OB draws upon multiple fields to enhance our understanding and managing of people in the workplace. OB attempts to overcome the pitfalls of relying on common sense by • Relying on a systematic science-based approach Based on a contingency perspective as • No one best way to manage people, teams, or organizations • The best course of action often will depend upon the interplay of multiple person and situational factors.

Applying OB to Solve Problems

Problems frequently arise and may be viewed as a gap between an actual and desired outcome. Closing the Gap: A Three-Step Approach Stop 1: Define The Problem. Stop 2: Identify OB Concepts to Solve the Problem. Stop 3: Make Recommendations and Take Action.

Ethical dilemmas

Situations with two choices, neither of which resolves the situation in an ethically acceptable manner.

The Value of OB to My Job and Career (1 of 2)

Soft skills are among the most valued skill by employers. In this course you will be exposed to numerous interpersonal (soft) skills. Personal Attributes • Attitude • Personality • Teamwork • Leadership Interpersonal Skills • Active listening • Positive attitudes • Effective communication

Ethics and My Performance

The Importance of Ethics • Employees are confronted with ethical challenges throughout their careers. • Unethical behavior can damage relationships, making it difficult to conduct business. • Unethical behavior reduces cooperation, loyalty, and performance. • The legal system cannot always be relied upon to assure work conduct that is ethical.

Knowing-doing gap

The difference between what people know and what they actually do.

Notes from Slide 17

The framework uses a systems approach for analyzing problems. Person and situation factors are inputs. Processes and outcomes are organized into individual, group/team, and organizational levels. The framework implies that person factors and situation characteristics are the initial drivers of all outcomes that managers want to achieve because inputs affect processes, and processes affect outcomes. Because events are dynamic and ongoing, many outcomes will in turn impact inputs and processes, as shown by the feedback loops in the framework. Determining the causal relationships between inputs, processes, and outcomes often depends on a particular point in time—an outcome at one point in time may be an input at another.

Person factors

The infinite characteristics that give individuals their unique identities.

E - All of these are correct

The organizing framework for understanding and applying OB is based upon • a systems approach. • using person and environmental factors as inputs. • processes including individual level, group or team level, and organizational level. • outcomes organized into individual level, group or team level, and organizational level. • All of these are correct.

Hard skills

The technical expertise and knowledge required to do a particular task or job functions, for example: financial analysis, accounting, and operations.

B - It is advisable ...

Which one of these is NOT true about defining a problem? • Managers usually do not spend enough time on defining the problem. • It is advisable to skip this stop and proceed to making recommendations. • After defining the problem, OB concepts or theories can be used to solve the problem. • People often make assumptions. • Once problems are defined, OB knowledge can produce better performance for an organization.

Notes for Slide 9

Ethical dilemmas: situations with two choices, neither of which resolves the situation in an ethically acceptable manner. Choosing among available options is not always a pure choice between right versus wrong.

Notes for Slide 8

Ethics guides behavior by identifying right, wrong, and the many shades of gray in between. Employees are confronted with ethical challenges at all levels of organizations and throughout their careers. Unethical behavior damages relationships, erodes trust, and thus makes it difficult to conduct business. Unethical behavior reduces cooperation, loyalty, and contribution, hurting the performance of individuals, teams, and organizations. OB topics such as reward systems, decision making, leader behavior, and organizational culture have a direct and substantial influence on the ethical conduct of individuals and organizations.

Ethics

Guides behavior by identifying right, wrong, and the many shades of gray in between.

Notes from Slide 15

OB concepts and theories can be classified into two broad categories: person factors and situation characteristics. Person factors: represent the infinite number of characteristics that give individuals their unique identities. Situation characteristics: all the elements outside of ourselves that influence what we do, how we do it, and the ultimate results of our actions. A potentially infinite number of situation factors can either help or hinder someone when trying to accomplish something. Many person-situation characteristics influence a host of important outcomes, such as job satisfaction, performance, and turnover.

Notes for Slide 5

OB distinguishes among three organizational levels: individual, group, and organizational. Understanding and considering levels increases a manager's problem-solving effectiveness and performance.

Notes for Slide 3

Organizational behavior (OB): interdisciplinary field dedicated to better understanding and managing people at work. OB draws upon a diverse array of disciplines including anthropology, economics, ethics, management, organization theory, political science, psychology, sociology, statistics, and vocational counseling. Knowledgeable application of OB is critical for success in all fields and across disciplines because people skills, such as the ability to influence, get along with, and manage others, are as important as technical skills. Contingency approach: calls for using OB concepts and tools as situationally appropriate, instead of trying to rely on "one best way." There is no single best way to manage people, teams, and organizations. The best or most effective course of action depends on the situation, making the contingency approach both pragmatic and demanding. The contingency approach allows effective managers to consider the many factors that influence behavior and performance within and among individuals, groups, and organizations.

Notes for Slide 11

People often have many excuses for not confronting unethical conduct at work. To avoid rationalizations for not confronting unethical conduct, people can: • Treat ethical issues as business issues by providing data to present a convincing case against the unethical conduct. • Accept that confronting ethical concerns is part of their job. • Challenge the rationale. • Use their lack of seniority or status as an asset. • Consider and explain long-term consequences. • Provide an alternative course or solution, not just a complaint.

Notes for Slide 10

Research by Bazerman and Tenbrunsel demonstrated that while criminally minded people exist in the workplace, most employees are in fact good people with good intentions. They contend that cognitive biases and organizational practices can blind managers to unethical behavior. Table 1.2 summarizes Bazerman and Tenbrunsel's findings, outlines causes of unethical behavior, and what can be done to address that behavior as employees and managers.

Using the Organizing Framework for Problem Solving

Select the most effective solution considering • Selection criteria • Consequences • Choice process • Necessary resources

Ethical Dilemmas...No Perfect Solution

Situations arise where no clear ethical resolution arises. • Not always a pure choice between right and wrong • Places people in an uncomfortable position

Interactional perspective

States that behavior is a function of interdependent person and situation factors.

Notes for Slide 13

Step 1: Define the Problem. People need to define the problem and determine the desired outcome. Problems should be defined in terms of desired outcomes or end states—the difference between what you want and what you have. Step 2: Identify Potential Causes Using OB Concepts and Theories. Many OB theories and concepts will be presented throughout the book that can be used as appropriate responses to problems. Test your causes by asking, "Why or how does this cause the problem?" Asking "why" multiple times and following the line of reasoning will lead you to define and identify problems and causes more accurately. Step 3: Make Recommendations and (if Appropriate) Take Action. Sometimes people will only make their recommendations to others, but often they are asked to implement the recommendations. Be certain your recommendations address the causes you identified in Step 2.

A - Relying on ...

The contingency approach to OB calls for all of the following EXCEPT • relying on one best way to manage situations. • using OB concepts and tools as situationally appropriate. • using a pragmatic approach. • not relying on simple common sense. • being systematic and scientific.

The Value of OB to My Job and Career (2 of 2)

What criteria determine which applicant is hired? Technical skills • Nuts and bolts of doing a job Ability to get the job done • Based on job or function specific knowledge What criteria determine which employee is promoted? • Ability to manage people • Strong team skills • Ability to build and manage relationships

Notes from Slide 18

When selecting the most effective solution, decision makers should consider selection criteria, consequences, and choice process. Selection criteria for a decision can be based on its effects on bottom-line profits, its impact on others, its impact on the reputation with customers or the community, the organization's values, and ethical implications. The consequences of each alternative should be considered, including the trade-offs between who wins and loses, ideal versus practical options, perfection versus excellence, and superior versus satisfactory results. The final choice process may be an individual, team, or third-party decision, and if more than one person is involved, the decision-making method must be determined. It is important to consider the necessary resources, including which people will be key sources of support for (and resistance to) the ultimate selection. The OB knowledge and tools presented in this book can help tremendously in selecting and implementing the "best" solution, given the situation.

C - If something is ...

Which of the following statement about ethics is NOT true? • Ethical dilemmas occur when neither of two choices ethically resolves a situation. • Most people working in organizations are good people with good intentions. • If something is unethical it is also illegal. • Our conduct is shaped by our environment. • Reward systems can cause unethical behavior.