Management Part 1 (Ch. 1 & 2)
Long-Term Orientation
Reflects a focus on long-term planning, delivering on social obligations, and avoiding "losing face"
Individualism
Reflects the strength of the ties people tend to have with others in their community
People
Responsible for gaining and keeping an competitive advantage
Faultlines
Separation based on the existence and strength of subgroups due to the composition and alignments of different group member characteristics
Global Mindset
Set of individual attributes that enable you to influence individuals, groups, and organizations from diverse socio/cultural/institutional systems
Social Categorization Theory
Similarities and differences among people form the basis for sorting self and others into similar in-group members and dissimilar out-groups
Code of Conduct
Specifies expected and prohibited actions in the workplace, and gives examples of appropriate behavior
Ethics
Standards of behavior about how people ought to act in different situations
Relationship, Task
Surface-level diversity has been found to affect __________ conflict, while diversity in job-related characteristics such as education or tenure affect __________ conflict
Leveraging Diversity
Term that is about developing an organization that includes the contributions of all its members
Cultural Competence
The ability to interact effectively with people of different cultures
Ethnocentrism
The belief that one's own language, native country, and cultural rules and norms are superior to all others
Uncertainty Avoidance
The degree of anxiety members feel in uncertain or unfamiliar situations
Power Distance
The degree of inequality that exists and that is accepted among people with and without power
Context
The degree to which tradition and protocol dictate how communication should proceed
Inclusion
The sense of being safe, valued, and engaged in a group
Diversity
The variety of observable and unobservable similarities and differences among people
Globalization/Diversity Ethics Social Responsibility
Three modern managerial and organizational challenges relevant to OB:
Omission Remission Commission
Three types of systematic errors organizations often make that undermine their ethics efforts:
Superior value for their money
To have a competitive advantage, a company must ultimately be able to give customers...
Parochialism
Viewing the world solely through one's own eyes and perspective
Human Relations Movement
Views organizations as cooperative systems and treats workers' orientations, values, and feelings as important parts of organizational dynamics and performance
Social Integration
When members feel they are a core part of the group
Hawthorne Effect
When people improve some aspect of their behavior or performance simply because they are being assessed
Civil Rights Act of 1991 (Amendment)
Allows monetary damages in cases of intentional employment discrimination
Competitive Advantage
Anything that gives a firm an edge over rivals in attracting customers and defending itself against competition
Establishing and maintaining a system of communication Securing essential services from other members Formulating organizational purposes and objectives
Barnard's three core executive functions:
Scientific Management
Based on the belief that productivity is maximized when organizations are rationalized with precise sets of instructions based on time-and-motion studies
Token
Being in the numerical minority in a group based on some unique characteristic and being assumed to fully represent that minority group
Corporate Social Responsibility
Businesses living and working together for the common good and valuing human dignity
Organizational Behavior
Explains and predicts how people and groups interpret events, react, and behave in organizations; describes the role of organizational systems, structures, and processes in shaping behavior
A focus on quarterly earnings or other short-term targets The cost of implementation Difficulty in measuring/quantifying return on investments An unsupportive corporate culture
Four obstacles to successful execution of corporate responsibility programs
Masculinity
How much a society values and exhibits traditional male and female roles and expects them to be distinct
Deep-Level Diversity
Individual differences that cannot be seen directly, including goals, values, personalities, decision-making styles, knowledge, skills, abilities, and attitudes
Relationship Conflict
Interpersonal conflict including personality clashes
Reciprocal Monitoring
Matches senior employees with diverse junior employees to allow both people to learn more about a different group
Top Management Support
Most important element in effectively leveraging the positive potential of diversity
Surface-Level Diversity
Observable difference in people, including race, age, ethnicity, physical abilities, physical characteristics, and gender
Managers
Organizational members who are responsible for the attainment of organizational goals by planning, organizing, leading, and controlling the efforts of others in the organization
Organizational Networks
Patterns of task and personal relationships among employees that influence knowledge sharing, resource accessibility, and work opportunities
90
Percentage of new business that fail
Expatriate
Person temporarily or permanently living in a country other than that of legal residence
Remission Errors
Pressure by a manager or others to make unethical choices
Title VII of the Civil Rights Act of 1964
Prohibits (not only intentional, but also practices that have the effect) employment discrimination based on race, color, religion, sex, or national origin
Stereotype
A belief about an individual or a group based on the idea that everyone in a that particular group will behave the same way
"Like Me" Bias
A bias resulting from people's preference to associate with other people who they perceive to be like themselves
Information Processing
A change in the way groups integrate information and reconcile different perspectives
Code of Ethics
A decision-making guide that describes the highest values to which an organization aspires
Commission Errors
A failure to follow sound, established operational and ethical practices
Omission Errors
A lack of written rules
Relational Diversity
A single group member's similarities to and differences from other group members
Organizational Culture
A system of shared values, norms, and assumptions that guide members' attitudes and behaviors
Two-Way Communication
Communication if from worker to chief executive, as well as vice versa
Task Conflict
Conflict over task issues, such as goals, deadlines, or work processes
Organization
Consists of people with formally assigned roles working together to achieve common goals
Variety
Differences in a certain type or category, including group members' expertise, knowledge, or functional background
Separation
Differences in position or opinion among group members reflecting disagreement or opposition--dissimilarity in an attitude or value, for example, especially with regard to group goals or processes
Disparity
Differences in the concentration of valuable social assets or resources--dissimilarity in rank, pay, decision-making authority, or status, for example