CH. 1 - Making OB Work for Me
3-Step Approach to Problem Solving
1) Define the problem (Why is this a problem?) 2) Identify potential causes using OB concepts and theories (Why or how does this cause the problem?) 3) Make recommendations and (if appropriate) take action (Map recommendations onto causes)
Causes of Unethical Behavior at Work
1) Ill-conceived goals (encourages negative behaviors) 2) motivated blindness (I choose to remain ignorant) 3) indirect blindness (hold others less accountable when it's thru 3rd parties) 4) the slippery slope (gradual bad behavior) 5) overvaluing outcomes (give a pass to bad behavior if the outcome is good)
4 skills most valued by employers
1) critical thinking 2) problem solving 3) judgment and decision making 4) active listening
3 things to have a successful career
1) know who you are 2) know what you want 3) know how others perceive you
3 weaknesses of common sense
1) over-reliance on hindsight 2) lack of rigor 3) lack of objectivity
Basic Elements for Selecting an Effective Solution
1) selection criteria 2) consequences 3) choice process (you, third party, team)
Select the levels that OB distinguishes among
Organizational Individual Group/team
Select the areas of OB that have been shown to have a powerful influence on ethical conduct at work
Organizational culture Leader behavior Decision making
person factors
The infinite characteristics that give individuals their unique identities There are more person factors that affect processes than situation factors
Unethical does NOT mean illegal
Very few unethical acts are also illegal...should not rely on the legal system to manage or assure ethical conduct at work
Which of the following statements about constraints in selecting problem-solving solutions is true?
You should consider various constraints before making a decision
problem
a difference or gap between an actual and a desired state or outcome
problem solving
a systematic process for closing 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
interactional perspective
behavior is a function of interdependent person and situation factors
ethics
guides behavior by identifying right, wrong and the many shades of gray in between
soft skills
relate to human interactions and include both interpersonal skills and personal attributes
frameworks
simplifications of reality; they necessarily exclude information
ethical dilemmas
situations with two choices, neither of which resolves the situation in an ethically acceptable manner
portable skills
skills that are more or less relevant in every job, at every level, and throughout your career
knowing-doing gap
the difference between what people know and what they actually do
solving problems
the optimal or ideal response (brand new spare tire)
hard skills
the technical expertise and knowledge required to do a particular task or job function
contingency approach
calls for using the OB concepts and tools that best suit the situation, instead of trying to rely on "one best way"; considers factors that influence behavior and performance of individuals, groups and organizations
dissolving problems
changing or eliminating the situation in which the problem occurs (remove the need for cars altogether)
resolving problems
choose a satisfactory solution, one that works but is less than ideal (donut tire)
organizational behavior
describes an interdisciplinary field dedicated to understanding and managing people at work