What is Organizational Behavior?

What is Organizational Behavior?

Seven Foundation Competencies

Managing Self

Managing Communication

Managing Diversity

Managing Ethics

Managing Across Cultures

Managing Teams

Managing Change

Organizations as Open Systems

What is Organizational Behavior?

Definition: The study of human behavior, attitudes,

and performance in organizations.

Value of OB: Helps people attain the competencies

needed to become effective employees, team

leaders/members, or managers

Competency = an interrelated set of abilities,

behaviors, attitudes, and knowledge needed by an

individual to be effective in most professional and

managerial positions

Seven Foundation Competencies

Logically integrated set of competencies required

for managerial and professional effectiveness in

the 21st century

This model developed by Hellriegel, Slocum, and

Woodman

Other models of such competencies have been

developed by other authors

1. Managing Self Competency

Involves the ability to assess your own strengths

and weaknesses

set and pursue professional and personal goals

balance work and personal life, and

engage in new learning (including new or

modified skills, behaviors, and attitudes)

Core Abilities of the

Managing Self Competency

Understand the personality and attitudes of yourself and

others

Perceive, appraise, and interpret accurately yourself, others,

and the immediate environment

Understand and act on your own and others work-related

motivations and emotions

Assess and establish developmental, personal/life-related,

and work-related goals

Take responsibility for managing yourself and your career

Career Development*

A career is a sequence of work-related positions

occupied by a person during a lifetime.

Career development involves making decisions

about an occupation and engaging in activities to

attain career goals.

A career plan is an individual’s choice of

occupation, organization, and career path.

Five Aspects of a Career*

Career success or failure is best determined by the

individual, in terms of his/her personal goal achievement

No absolute career evaluation standards exist

Examine a career subjectively (e.g., values and personality

fit) and objectively (e.g., job choices, competencies needed)

Make decisions about occupation and pursue activities to

attain career goals throughout your lifetime

Consider cultural factors as they impact performance and

career opportunities

2. Managing Communication

Competency

Involves the ability to use all the modes of

transmitting

understanding and

receiving ideas, thoughts, and feelings,

(verbal, listening, nonverbal, written, electronic,

etc.)

for accurately transferring and

exchanging information and emotions

Core Abilities of the

Managing Communication Competency

Convey information, ideas, and emotions so they are

received as intended

Provide constructive feedback

Engage in active listening

Use and interpret nonverbal communication effectively

Engage in effective verbal communication

Engage in effective written communication

Effectively use electronic communication resources

Filters to

Communication

Preoccupation

Mind wandering

Past experiences

Self-esteem

Status in a group

Emotional state

Bias / prejudice / stereotype

Filters to

Communication

Physical state

Volume of voice

Articulateness

Charisma

Language differences

Amount of information

Culture

3. Managing Diversity Competency

Involves the ability to value unique individual

and group characteristics

embrace such characteristics as potential

sources of organizational strength, and

appreciate the uniqueness of each individual

Core Abilities of the

Managing Diversity Competency

Foster an environment of inclusion for all

Learn from others with different characteristics, experiences, perspectives, and backgrounds

Embrace and support diversity

Work with others because of their talents and contributions, rather than personal attributes

Provide leadership in addressing diversity-based conflicts

Apply diversity laws, regulations, and organizational policies related to your position

Selected Categories of Diversity*

Primary Categories: Genetic characteristics that affect a

persons self-image and socialization, appear to be unlearned and are

difficult to modify

Age, race, ethnicity, gender, physical abilities and

qualities, and sexual and affectional orientation

Secondary categories: Learned characteristics that a

person acquires and modifies throughout life

Education, work experience, income, marital status,

religious beliefs, geographic location, parental

status, behavioral style

4. Managing Ethics Competency

Involves the ability to incorporate values and

principles

that distinguish right from wrong

in making decisions and choosing behaviors

Ethics

Definition: Values and principles that distinguish right

from wrong. NOT IN TEXT: Ethics are often based upon

laws, organizational policies, social norms, family, religion,

and/or personal needs, and may be subject to differing

interpretations with problems in proving “truth”

Ethical Dilemma*: A situation in which an individual or

team must make a decision that involves multiple values.

Core Abilities of the

Managing Ethics Competency

Identify and describe the principles of ethical decision

making and behavior

Assess the importance of ethical issues in actions

Apply laws, regulations, and organizational rules in

making decisions and taking action

Demonstrate dignity and respect for others

Demonstrate honest and open communication limited

only by legal, privacy, and competitive considerations

Managing Anger

What Does Not Work

Verbal aggression that provokes the other

Cathartic expression against a superior

Reciting grievances to a 3rd party who encourages your

anger

Expression that makes a stressful situation worse

Keeping the emotion in that allows a stressful situation

to continue

Managing Anger

What Works

Physiological relaxation exercises

Anger will simmer down if you wait long enough – count

1 to 10

Reinterpret a supposed provocation – disputation

process

Humor – transform “injustice” into absurdity

Calm, non-aggressive feedback about your anger - use

“I messages”

Managing Anger

What Works

Assertiveness training

Ventilating anger is “cathartic” only if it

Restores your “sense of control”

Reduces your belief that you are “helpless,”

“powerless’

Go for therapy to bring into consciousness

psychological traumas, embedded in the

unconscious, which makes one vulnerable to

unproductive anger

5. Managing Across Cultures

Competency

Involves the ability to recognize and embrace similarities and differences among nations and cultures and then approach key organizational and strategic issues with an open and curious mind

Culture = the dominant pattern of living, thinking, and believing that is developed and transmitted by people, consciously or unconsciously, to subsequent generations

Cultural values = those consciously and subconsciously deeply held beliefs that specify general preferences, behaviors, and define what is right and wrong.

Core Abilities of the

Managing Across Cultures Competency

Understand, appreciate, and use cultural factors that can affect behavior

Appreciate the influence of work-related values on decisions, preferences, and practices

Understand and motivate employees with different values and attitudes

Communicate in the local language

Deal effectively with extreme conditions in foreign countries

Utilize a global mindset (use a worldwide perspective to constantly assess threats or opportunities)

Individualism*

as a Work-Related Value

Individualism = the tendency of people to look after themselves and their immediate family, which implies a loosely integrated society

In cultures that emphasize individualism, people view themselves as independent, unique, and special; value individual goals over group goals; value personal identity, personal achievement, pleasure, and competition; accept interpersonal confrontation; and are less likely to conform to other’s expectations

Such cultures include the United States, Australia, New Zealand and the United Kingdom

Example: “Stand on your own two feet!”

Collectivism*

as a Work-Related Value

Collectivism = the tendency of people to emphasize their belonging to groups and to look after each other in exchange for loyalty

Cultures that emphasize collectivism are characterized by a tight social framework, concern for the common welfare, emotional dependence of individuals on larger social units, a sense of belonging, a desire for harmony, with group goals being viewed as more important than individual goals, and a concern for face-saving

Such cultures include Japan, China, Venezuela, and Indonesia

Example: “The nail that sticks up gets hammered down!”

6. Managing Teams Competency

Involves the ability to develop

support

facilitate and

lead groups to achieve

organizational goals

Core Abilities of the

Managing Teams Competency

Determine when and how to use teams

Set clear performance goals directly or participatively

Define responsibilities and tasks directly or

participatively

Show accountability for goal achievement

Use appropriate decision-making methods

Effectively manage conflicts

Assess performance and take corrective action as needed

7. Managing Change Competency

Involves the ability to recognize and implement

needed adaptations or entirely new

transformations in the people,

tasks

strategies

structures or technologies

in a person’s area of responsibility

Core Abilities of the

Managing Change Competency

Apply the other six competencies in pursuit of needed

changes

Provide leadership in planned change

Diagnose pressures for and resistance to change

Use the systems model and relevant processes to

facilitate change

Seek out, learn, share, and apply new knowledge in the

pursuit of constant improvement

Organizations as Open Systems

Note that organizations are “open systems,” such that their long term effectiveness is determined by their ability to anticipate, manage, and respond to changes in their environment, with such changes resulting from external forces and/or stakeholders

External forces include the labor force, the natural environment, the economy, and different cultures, whilestakeholders include shareholders, customers, competitors, suppliers, creditors, governmental agencies and their regulations

Note the impact of these environmental influences on individual, interpersonal, team, and organizational processes; organizations that do not effectively adapt to environmental change will fail