Chapter 1

1.3 APPLYING OB TO SOLVING PROBLEMS

-A problem is a difference or gap between a current and a desired outcome or state. -Problem solving is a systematic means for closing such differences or gaps. -The 3-Step Problem Solving Approach defines the problem, uses OB concepts and theories to understand the causes of the problem, and makes recommendations and action plans to solve the problem.

1.4 STRUCTURE AND RIGOR IN SOLVING PROBLEMS

-The person-situation distinction is a fundamental way to organize, understand, and apply OB concepts. -Person factors are the many characteristics that give individuals their unique identities. -Situation factors consist of all the elements outside ourselves that influence what we do, the way we do it, and the ultimate results of our actions. -Workplace behavior occurs at three levels individual, group or team, and organizational.

Lack of objectivity

Common sense can be overly subjective and lack a basis in science. In such cases we are not always able to explain or justify our reasoning to others, which is a sign that common sense lacks objectivity.

Overreliance on hindsight

Common sense works best in well-known or stable situations with predictable outcomes—what worked before should work again. But modern business situations are complex and uncertain and require adapting to change. Common sense is especially weak in responding to the unknown or unexpected. And because it focuses on the past, common sense lacks vision for the future.

FOUR SKILLS MOST DESIRED BY EMPLOYERS

Critical thinking Problem solving Judgment and decision making Active listening

Organizing Framework for Understanding and Applying OB

Inputs: -personal factors -situation factors Processes: -individual area -grp/team level -organizational level Outcomes: -individual area -grp/team level -organizational level

Lack of rigor

People comfortable with common-sense responses may not apply the effort required to appropriately analyze and solve problems. If you lack rigor, then you are unlikely to define the problem accurately, identify the true causes, or recommend the right courses of action.

Portable skills

Relevant in every job, at every level, and throughout your career

Here are the three steps in our applied approach to problem solving.

Step 1: Define the problem. Step 2: Identify potential causes using OB concepts and theories. Step 3: Make recommendations and (if appropriate) take action.

Situation factors

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

(NACE) survey revealed the three skills most valued by employers

critical thinking, problem solving, and teamwork

organizational behavior

describes an interdisciplinary field dedicated to understanding and managing people at work

Why does performance matter?

gives you credibility with your peers and those you may manage will need to know how to: Apply different motivational tools Provide constructive feedback Develop and lead productive teams Understand and manage organizational culture and change

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 influence others and conduct business. -Unethical behavior also reduces cooperation, loyalty, and contribution, which hurts the performance of individuals, teams, and organizations.

OB distinguishes among three levels at work

individual, group/team, and organizational

A problem

is a difference or gap between an actual and a desired state or outcome

problem solving

is a systematic process for closing these gaps.

Common sense

is often based on experience or logic, both of which have limits, and it suffers three major weaknesses you need to be aware of and avoid: Overreliance on hindsight Lack of rigor

knowing-doing gap

is the difference between what people know and what they actually do.

Soft Skills

relate to human interactions and include both interpersonal skills and personal attributes

Ethical dilemmas

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

1.2 RIGHT VS. WRONG-ETHICS AND MY PERFORMANC

-Ethics is concerned with behavior—right, wrong, and the many shades of gray in between. Unethical behavior thus has many forms and causes. -The vast majority of unethical conduct at work is not illegal. -Unethical conduct negatively affects the individual targets, the perpetrators, coworkers, and entire organizations. -Employees often encounter ethical dilemmas, or situations in which none of the potential solutions are ethically acceptable. -Whistle-blowers are rarely protected and often suffer substantial emotional and professional costs.

1.5 THE ORGANIZING FRAMEWORK FOR UNDERSTANDING AND APPLYING OB

-The Organizing Framework is a tool that helps you to organize, understand, and apply your knowledge to solve problems. -The systems approach—inputs, processes, outcomes—is the basis of the Organizing Framework. Person and environment factors are inputs, and the processes and outcomes are organized into individual, group/team, and organizational levels. -The Organizing Framework is extremely valuable when applied to the 3-Step Problem-Solving Approach. It helps you define problems, identify their causes, and generate recommendations.

Person factors

are the infinite characteristics that give individuals their unique identities.

Hard Skills

are the technical expertise and knowledge required to do a particular task or job function, such as financial analysis, accounting, or operations.

Organizing Framework

is a systems model wherein inputs influence outcomes through processes. The person and situation factors are inputs. We've organized processes and outcomes into the three levels of OB—individual, group/team, and organizational. **This framework implies that person and situation factors are the initial drivers of all outcomes that managers want to achieve. This is the case because inputs affect processes, and processes affect outcomes. And because events are dynamic and ongoing, many outcomes will in turn affect inputs and processes.

interactional perspective

states that behavior is a function of interdependent person and situation factors

A contingency approach

calls for using the OB concepts and tools that best suit the situation, instead of trying to rely on "one best way." -is no single best way to manage people, teams, or organizations

1.1 THE VALUE OF OB TO MY JOB AND CAREER

-OB is an interdisciplinary and applied field that involves managing the behaviors of individuals, groups/teams, and organizations. -The practical benefits of OB are based on the contingency approach, which says that the best or most effective approach requires us to apply the knowledge and tools appropriate to a given situation, rather than relying on one best way across all situations. -Self-awareness is critically important to both applying the contingency approach and achieving short- and long-term success at work and school. -OB helps you enhance your attractiveness to employers, who want employees with both hard and soft skills. -OB is far more than common sense. Common sense has limits and inherent pitfalls that OB knowledge and tools help you avoid and overcome.

Applied Approaches to Selecting a Solution

-Resolving problems is arguably the most common action managers take and simply means choosing a satisfactory solution, one that works but is less than ideal. Putting on a "doughnut" or temporary spare tire fixes a flat, but it certainly is not ideal and is unlikely to last. -Solving problems is the optimal or ideal response. For instance, you could buy a new, high-quality, full-size spare to keep in your trunk (not the typical doughnut or the "run-flats" that manufacturers frequently provide). -Dissolving problems requires changing or eliminating the situation in which the problem occurs. Keeping with our example, the city you live in could build and utilize effective public transportation and thus remove the necessity of having cars (and tires) altogether. ***After deciding whether to resolve, solve, or dissolve your identified problem, you need to select the most effective solution

1.6 PREVIEW AND APPLICATION OF WHAT YOU WILL LEARN

-The 3-Step Problem-Solving Approach is a simple and effective way to apply your growing knowledge of OB concepts and tools. -The fully populated Organizing Framework is an excellent preview of the breadth, depth, and practical knowledge you will gain during this course. -A hypothetical scenario illustrates how rigorous and structured problem solving generates greater accuracy and success.

three common elements that will help you qualify the best solution:

1)Selection criteria. Identify the criteria for the decision you must make, such as its effect on: -Bottom-line profits. -You and classmates or coworkers. -Your organization's reputation with customers or the community. -Your own values. -The ethical implications. 2)Consequences. Consider the consequences of each alternative, especially trade-offs between the pros and the cons, such as: -Who wins and who loses. -Ideal vs. practical options. -Perfection vs. excellence. -Superior vs. satisfactory results. 3)Choice process. Decide who will participate in choosing the solution. (If more than one person, agree on the method. Will you vote? Will the vote be public or secret? Unanimous or simple majority?): -You -Third party -Team