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