MGT 211 exam 1
barriers to change
-we feel anxious -we feel alone/isolated -the feeling that we have to give something up -we can only take so much change at one time -when the pressure to change is off, we revert back
economic forces
interest rates, inflation, unemployment, economic growth, and other factors that affect the general health and well-being of a nation or the regional economy of an organization
why study OB?
it can help you: -become a better employee -become a better manager -understand how people behave and why they do what they do
sociocultural forces
pressures emanating from the social structure of a country or society or from the national culture
conceptual (critical managerial skills)
the ability to think in the abstract, analyze and diagnose a situation
diagnostic (critical managerial skills)
the ability to understand cause-effect relationships and to recognize the optimal solutions to problems
managing diversity
-top management support is essential for successful diversity initiatives -the goal isn't to eliminate biases, but to acknowledge and control them
why attitudes change
-availability of new info -object of the attitude becomes less important -changes in the object of the attitude
change activation model
-awareness + motivation + ability to change = success or failure of change -if you are aware that you want to change and you are highly motivated: you will change -if you are not aware that you need to change and you are not motivated: you probably will not change
steps to eradicate sexual harassment
-develop and clearly communicate a sexual harassment policy endorsed by top management -use a fair complaint procedure to investigate charges of sexual harassment -when it has been determined that sexual harassment has taken place, take corrective action as soon as possible -provide sexual harassment education and training to all organizational members, including managers
practical decision model
-does my decision fall within the acceptable standards that apply to business today? -am i willing to see the decision communicated to all people and groups affected by it? -would the people with whom i have a significant personal relationship approve of the decision?
the 6 limbic levers
-emotional -visual -experiential -contrast -simplicity -egocentric
big 5 personality traits
-extraversion -negative affectivity -agreeableness -conscientiousness -openness to experience
coach
-facilitative or helping relationship with the purpose of achieving some type of change, learning, or new level of individual or organizational performance -a partnering with an individual or group in a thought-provoking and creative process that inspires them to maximize their personal and professional potential
the trust disconnectors
-fear -anxiety -stress
contemporary ethical issues
-financial abuses from rapid changes in business relationships -executive compensation: in 2016, median CEO compensation was $10.8M -environmental protection -working conditions in foreign factories -pricing policies -pressure to balance profits against costs
the organization (the changing environment of business)
-globalization -diversity -technology -ethics and corporate governance -employment relationships
global organizations
-in more than one country -uncertainty and unpredictability
organizational behavior framework
-individual -leadership -groups and teams -organizational characteristics -environment
suppliers
-individuals and organizations that provide an organization with the input resources that it needs to produce goods and services -changes in the nature, number, or types of suppliers produce opportunities and threats to which managers must respond
the elements of trust/building personal connection requires
-vulnerability -honesty -knowledge -authenticity -humility -skill -capability
why study management?
-individuals learn to understand the dynamic and complex nature of work and make decisions that are ethical and effective for an organization -understanding management helps the manager's employer to succeed -the economic benefits of becoming a good manager are impressive -learning management principles can help you make good decisions in non-work situations
sources of competitive advantage (the strategic context of OB)
-innovation -distribution -speed -convenience -first to market -cost -service -quality -branding
human relations movement (HRM)
-inspired by Hawthorne effect: 1920s & 1930s (people improve some aspect of their behavior or performance simply because they know they are being assessed -viewed organizations as cooperative systems -treated workers' orientations, values, and feelings as important parts of organizational dynamics and performance -created a new era of more humane, employee-centered management and highlights the importance of people to organizational success -but was hampered by unsound research methods -workers are more strongly motivated by informal things in that individuals have a deep psychological need to believe that their organization cares about them -understand and maximize human capital
emotions
-intense, short-term reactions -directed at something or someone
inputs (the systems approach to organizations)
-material inputs -human inputs -financial inputs -information inputs
managers and traits
-no single trait is right or wrong for being an effective manager -effectiveness is determined by a complex interaction between the characteristics of managers and the nature of the job and organization in which they are working
outputs (the systems approach to organizations)
-products/services -profits/losses -employee behaviors -new information
disability issues
-providing reasonable accommodations for individuals with disabilities -promoting a nondiscriminatory workplace environment -educating the organization about disabilites
managers
-responsible for using a company's financial capital and human resources to increase its performance and thus its stock price -they have the right to expect a good return or reward by investing their human capital to improve a company's performance -juggle multiple interests
challenges for management in a global environment
-rise of global organizations -building a competitive advantage -maintaining ethical and socially responsible standards -managing a diverse workforce -utilizing IT and E-Commerce
dimensions of emotional intelligence
-self-awareness: being aware of what you're feeling -self-motivation: persisting through obstacles, setbacks -self-management: managing your own emotions and impulses -empathy: sensing how others are feeling -social skills: effectively handling emotions of others
company
-stockholders -managers -customers -community, society, and nation-state -suppliers and distributors -employees
frederick taylor
-study the jobs of workers -break the jobs into small tasks -train working in "one best way" -pay based on the # of units produced
effectively managing diversity makes good business sense
-the diversity of organization members can be a source of competitive advantage -the recruiting of diverse employees must be followed up with ongoing effective management of diversity to retain those employees -many organizations insist that their suppliers support diversity -effective management of diversity is necessary to avoid costly lawsuits
the business case for diversity
-the diversity of organizational members can be a source of competitive advantage -the recruiting of diverse employees must be followed up with ongoing effective management of diversity to retain those employees -many organizations insist that their suppliers support diversity -effective management of diversity is necessary to avoid costly lawsuits
customers
-the most critical stakeholder -company must work to increase efficiency and effectiveness in order to create loyal customers and attract new ones
offshoring
-the practice of outsourcing workers to other countries to lower labor costs -results in loss of jobs in home country -controversial issues
unequal access to organizational networks
women and minorities are often excluded from organizational networks, which can be important to job performance and career opportunities
barriers to entry
factors that make it difficult and costly for the organization to enter a particular task environment or industry
organizational performance
a measure of how efficiently and effectively managers use available resources to satisfy customers and achieve organizational goals
self-esteem
feelings of self-worth and liking or disliking oneself
glass ceiling
a metaphor alluding to the invisible barrier that prevents minorities and women from being promoted to top corporate positions
attraction-selection-attrition framework
a model that explains how personality may influence organizational culture -founders of firms tend to hire employees whose personalities are similar to their own
leader
a person or thing that holds a dominant or superior position within its field, and is able to exercise a high degree of control or influence over others
attitudes
a person's complexes of beliefs and feelings about specific ideas, situations, other people
organizational commitment
a person's identification with and attachment to an organization
ethical dilemma
a type of quandary in which people have to decide if they should act in a way that might help another person or group even though doing so might go against their own self-interest
employee engagement
a heightened emotional and intellectual connection to the job that induces an employee to apply discretionary effort to the work
practical rule
an ethical decision should be one that a manager has no hesitation about communicating to people outside the company because they typical person in a society would think the decision is acceptable
justice rule
an ethical decision should distribute benefits and harm among people in a fair, equitable, and impartial manner
moral rights rule
an ethical decision should maintain and protect the fundamental rights and privileges of people
utilitarian rule
an ethical decision should produce the greatest good for the greatest number of people
ethics ombudsman
an ethics officer who monitors an organization's practices and procedures to be sure they are ethical
competitive advantage (the strategic context of OB)
an organization's edge over rivals in attracting customers and defending itself against competition
quid pro quo
asking for or forcing an employee to perform sexual favors in exchange for receiving some reward or avoiding negative consequences
stereotypes
beliefs about groups and individuals based on the idea that all group members are the same
external locus of control
believe that outside forces are responsible for what happens to and around them; they do not think their own actions make much of a difference. as such, they tend not to intervene to try to chance a situation or solve a problem, leaving it to someone else
internal locus of control
believe they themselves are responsible for their own fate; they see their own actions and behaviors as being major and decisive determinants for outcomes such as attaining levels of job performance, being promoted, or being turned down for a choice of job assignment
surface-level (types of diversity)
can be seen directly (e.g. race, gender)
deep-level (types of diversity)
can't be seen directly (e.g. goals, skills)
planning (functions of management)
choose appropriate organizational goals and courses of action to best achieve those goals
job satisfaction
collection of feelings and beliefs that managers have about their current jobs
organizations
collections of people who work together and coordinate their actions to achieve a wide variety of goals
employees
companies cam act toward employees by creating an occupational structure that fairly and equitably rewards employees for their contributions
general self-efficacy
confidence in one's ability to be successful
connection (personal trust) and credibility (professional trust)
critical to building high-quality relationships
disparity (types of diversity)
differences in concentration of valuable assets (e.g. authority, pay, status)
separation (types of diversity)
differences in position or opinion
federal legislation - title vii of the civil rights act of 1964
forbids discrimination on the basis of sex, race, color, religion, or national origin in all areas of the employment relationship
the myers-briggs framework
differentiation across 4 general dimensions -extraversion/introversion -sensing/intuition -thinking/feeling -judging/perceiving
adam smith
division of labor
negative affectivity
downbeat and pessimistic, seeing things in a negative way, seeming to be in a bad mood
specialization strategy (business strategies)
emphasizes customer loyalty: Starbucks -delivering unique and customizable products or services to meet customers' needs and increase customer loyalty
cost leadership strategy (business strategies)
emphasizes operational excellence: Walmart -maximizing the efficiency of the manufacturing or product development process to minimize costs
differentiation strategy (business strategies)
emphasizes product innovation: Volvo (safety), Tesla (electric) -developing new products or services
personality traits
enduring tendencies to feel, think, and act in certain ways -managers' personalities influence their behavior and approach to managing people and resources
controlling (functions of management)
establish accurate measuring and monitoring systems to evaluate how well the organization has achieved its goals
organizing (functions of management)
establish task and authority relationships that allow people to work together to achieve organizational goals
reputation
esteem or high repute that individuals or organizations gain when they behave ethically
tiered workforce
exists when one group of an organization's workforce has a contractual arrangement with the organization objectively different from another group performing the same jobs
suppliers
expect to be pair fairly and promptly for their inputs
distributors
expect to receive quality products at agreed-upon prices
perceived threat of loss
impeding diversity efforts to thwart a perceived threat to one's own career opportunities
trends in diversity: 2002-2050
in 2014, only 23% of the fortune 500 CEO's were minorities, and white people held 87% of total seats on corporate board of directors -population will become older -talent shortages will increase -women compose about 51.5% of the employees in managerial and professional positions, only 14.4% of executive officers in the 500 largest companies are women -women only hold 16.9% of board seats of fortune 500 companies
hofstedes model of national culture (dutch researcher)
individualism, collectivism, power distance, achievement orientation, nurturing orientation, uncertainty avoidance, long-term and short-term orientation
first formal study of organizational behavior (1890s)
industrial relations movement
retained in the membrane
lecture - 5% reading - 10% audiovisual - 20% demonstration - 30% discussion - 50% practice - 75% teach - 90%
organizational strategy
leverages the positive business potential of diversity by creating an inclusive environment with fair organizational policies that maximizes performance of all employees
high efficiency, high effectiveness
manager chooses the right goals to pursue and makes good use of resources to achieve these goals -result: a product that customers want at a quality and price that they can afford
low efficiency, low effectiveness
manager chooses the wrong goals to pursue and make poor use of resources -result: a low quality product that customers do not want
low efficiency, high effectiveness
manager chooses to the right goals to pursue, but does a poor job of using resources to achieve these goals. -result: a product that customers want, but that is too expensive for them to buy
high efficiency, low effectiveness
mangers chooses inappropriate goals, but makes good use of resources to pursue these goals -result: a high quality product that customers do not want
scientific management
maximize productivity -replace rule-of-thumb work methods based on scientifically studying the tasks using time-and-motion studies -scientifically select, train, and develop all workers rather than leaving them to passively train themselves -managers provide detailed instructions and supervision to workers to ensure that they are following the scientifically developed methods -divide work nearly equally between workers and managers. managers should apply scientific management principles to planning the work, and workers should actually perform the tasks
variety (types of diversity)
meaningful differences in a certain type or category (e.g. knowledge, functional background)
leading (functions of management)
motivate, coordinate, and energize individuals and groups to work together to achieve organizational goals
national association for female executives
of 607 women surveyed, 60% indicated that they had experienced some form of sexual harassment
distributors
organizations that help other organizations sell their goods and services to customers
potential competitors
organizations that presently are not in a task environment but could enter if they so choose
competitors
organizations that produce goods and services that are similar to a particular organization's goods and services
political and legal forces
outcomes of changes in laws and regulations, such as the deregulation of industries, the privatization of organizations, and an increased emphasis on environmental protection
demographic forces
outcomes of changes in or changing attitudes toward the characteristics of a population, such as age, gender, ethnic origin, race, sexual orientation, or social class
technological forces
outcomes of changes in the technology that managers use to design, produce, or distribute goods and services
prejudice
outright bigotry or intolerance for other groups
reverse mentoring (age diversity)
pairing a junior employee with a senior employee to transfer technical/computer skills from the junior employee to the senior one
reciprocal mentoring (age diversity)
pairing senior employees with diverse junior employees to allow both individuals to lean more about a different group
locus of control
people differ in their views about how much control they have over what happens to and around them
"like me" bias
people prefer to associate with others they perceive to be similar to themselves
individual ethics
personal values and standards that result from the influence of family, peers, upbringing, and involvement in significant social institutions
frank and lillian gilbreth
positive effects of precise instructions, goal setting, and rewards
terminal (types of values)
reflect long-term life goals such a prosperity, happiness, and a sense of accomplishment
instrumental (types of values)
reflect preferred means of achieving terminal values and preferred ways of behaving
executive order 11246 signed by president johnson in 1965
requires to government contractors to intentionally seem and hire qualifies employees from racial, gender, and ethnic groups that are underrepresented in the organization
task environment
set of forces and conditions that originate with suppliers, distributors, customers, and competitors and affect an organization's ability to obtain inputs and dispose of its outputs because they influence managers daily
global environment
set of global forces and conditions that operate beyond an organization's boundaries but affect a manager's ability to acquire and utilize resources
national culture
set of values that a society considers important and the norms of behavior that are approved or sanctioned in that society
organizational culture
shared set of beliefs, expectations, values, norms, and work routines that influence how members of an organization relate to one another and cooperate to achieve organizational goals -values of the founder -ceremonies and rites -socialization -stories and language
moods
short-term emotional states that are not directed toward anything in particular
technical (critical managerial skills)
skills necessary to accomplish specific tasks within the organization
interpersonal (critical managerial skills)
skills used to communicate with, understand, and motivate individuals and groups
organization's code of ethics derives from
societal ethics, individual ethics, and professional ethics
the enemy of personal growth
status quo - it's easier to stay the same
transformation (the systems approach to organizations)
technology (including manufacturing, operations, and service processes)
hostile work environment
telling lewd jokes, displaying pornography, making sexually oriented remarks about someone's personal appearance, and other sex-related actions that make the work environment unpleasant
conscientiousness
tendency to be careful, scrupulous, and persevering
openness to experience
tendency to be original, have broad interests, be open to a wide range of stimuli, be daring, and take risks
negative affectivity
tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others
extraversion
tendency to experience positive emotions and moods and feel good about oneself and the rest of the world
agreeableness
tendency to get along well with others
the limbic system
the "feeling" brain -memory -sociability -feelings/emotions -trust -visualization
the root brain
the "instinctive" brain -breathing -hunger/thirst -balance -avoidance -survival -safety
the neocortex
the "thinking" brain -logic and analysis -rational thought -language -skepticism -judgment
emotional intelligence (EI)
the ability to perceive and express emotions, to understand and use them, and to manage emotions in oneself and other people
cognitive dissonance
the anxiety a person experiences when there is an incompatibility or conflict between behavior and an attitude or between two different attitudes
ethnocentrism
the belief that one' own language, country, and culture are superior to all others
technology
the combination of skills and equipment that managers use in designing, producing, and distributing goods and services
job satisfaction
the extent to which a person is gratified or fulfilled by his or her work
ethics
the inner-guiding moral principles, values, and beliefs that people use to analyze or interpret a situation and then decide what is the "right" or appropriate way to behave
the change brain
the neocortex, limbic system, and the root brain combined
stakeholders
the people and groups that supply a company with its productive resources and so have a claim on and a stake in the company
managers
the people responsible for supervising the use of an organization's resources to meet its goals resources: people, skills, know-how, experience, computers and IT, financial capital, patents, loyal customers and employees
management
the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently
outsourcing
the practice of hiring other firms to do work previously performed by tje organization itself
global outsourcing
the purchase or production of inputs or final products from overseas suppliers to lower costs and improve product quality or design
cortisol
the stress hormone (because it's secreted in higher levels during the body's 'fight or flight' response to stress) -known more formally as hydrocorisone -stress isn't the only reason that cortisol is secreted into the bloodstream -it aids in focus but can also lead to distress -a certain amount of stress allows you to focus (ex: exam week) -with the right amount of oxytocin and stress, you will change faster
organizational behavior (OB)
the study of: -human behavior in organizational settings -the interface between human behavior and the organization at multiple levels ~individual ~groups ~teams ~organization ~environment
affectivity
the tendency to experience a particular mood or to react to things with certain emotions
social structure
the traditional system of relationships established between people and groups in a society
oxytocin
the trust chemical and bonding hormone -recent studies have investigated _________ role in various behaviors, including arousal, social recognition, pair bonding, anxiety, and maternal behaviors. -care and empathy -bonding chemical between a mother and the child
societal ethics
the values and standards embodied in a society's laws, customs, practices, and norms and values
professional ethics
the values and standards that groups of managers and workers use to decide how to behave appropriately
diveristy
the variety of observable and unobservable similarities and differences among people
general environment
the wide-ranging global, economic, technological, socio-cultural, demographic, political, and legal forces that affect an organization and its task environment
why should managers behave ethically?
trust and reputation
positive affectivity
upbeat and optimistic, overall sense of well-being, seeing things in a positive light
myers-briggs type indicator (MBTI)
used to assess personality types -communication styles -interaction preferences
values
ways of behaving or end-states that are desirable to a person or to a group
workforce in 2020
white-63% hispanics-19% blacks-12% asians-6%
trust
willingness of one person or group to have faith or confidence in another person's goodwill, even though this puts them at risk
temp and contingency workers
work for an organization on something other than a permanent or full-time bases as independent contractors, on-call workers, temporary employees (usually hired through outside agencies), and contract and leased employees
