Organizational Behavior and Organizational Change Culture &

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Organizational Behavior and Organizational Change Culture & Personality Roger N. Nagel Senior Fellow & Wagner Professor Lehigh University1 CSE & Enterprise Systems Center Lehigh University

Roger N. Nagel 2006

Topics This PresentationFrameworks for Assessing Cultures Job Satisfaction and Customer Satisfaction Major Personality Attributes Influencing OBTeam Personality

eleventh edition

organizational behavior

stephenp. ro s bbin2

Emotions in Organizational BehaviorEmotional Intelligence (EI)CSE & Enterprise Systems Center Lehigh University

Organizational behavior Organizational behavior Eleventh Edition Eleventh Edition By Steve Robbins By Steve Robbins ISBN 0-13-191435-9 ISBN 0-13-191435-9 Reference Book Reference Book2

Roger N. Nagel 2006

Ability, Intellect, and IntelligenceAbility An individuals capacity to perform the various tasks in a job. Intellectual Ability The capacity to do mental activities.

Multiple Intelligences Intelligence contains four subparts: cognitive, social, emotional, and cultural.3 CSE & Enterprise Systems Center Lehigh University

Roger N. Nagel 2006

Individual BehaviorHire for intellectual ability Microsoft does Amazon does They ask questions likeHow many trees in the park

To test the reasoning process of potential employees

Contrast the above with hiring for experience Skill base Expertise

Which would be right for your organization and why?

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Roger N. Nagel 2006

Dominant Work Values in USAs Workforce

E X H I B I T 33 E X H I B I T 33 Page 73 Page 73

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Roger N. Nagel 2006

Values, Loyalty, and Ethical Behavior

Ethical Values and Behaviors of Leaders

Ethical Climate in Ethical Climate in the Organization the OrganizationCSE & Enterprise Systems Center Lehigh University

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Roger N. Nagel 2006

Hofstedes Framework for Assessing CulturesPower Distance The extent to which a society accepts that power in institutions and organizations is distributed unequally. low distance: relatively equal distribution high distance: extremely unequal distribution

Page 75

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Roger N. Nagel 2006

Hofstedes FrameworkIndividualism The degree to which people prefer to act as individuals rather than a member of groups. Collectivism A tight social framework in which people expect others in groups of which they are a part to look after them and protect them.

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Roger N. Nagel 2006

Hofstedes FrameworkAchievement The extent to which societal values are characterized by assertiveness, materialism and competition. Nurturing The extent to which societal values emphasize relationships and concern for others.Page 75

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Roger N. Nagel 2006

Hofstedes FrameworkUncertainty AvoidanceThe extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.

Page 75

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Roger N. Nagel 2006

Hofstedes FrameworkLong-term Orientation A national culture attribute that emphasizes the future, thrift, and persistence.

Short-term Orientation A national culture attribute that emphasizes the past and present, respect for tradition, and fulfilling social obligations.Page 75

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Roger N. Nagel 2006

Values Across CulturesHofstede USA China

Power distance Individual vs collectivism Achievement vs nurturing Uncertainty avoidance Long term vs short term orientation

Low High High Low Low

High Low High (Hong Kong) Low (Hong Kong) High

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The GLOBE Framework for Assessing Cultures

Assertiveness Assertiveness Future Orientation Future Orientation Gender differentiation Gender differentiation Uncertainty avoidance Uncertainty avoidance Power distance Power distance Individual/collectivism Individual/collectivism In-group collectivism In-group collectivism Performance orientation Performance orientation Humane orientation Humane orientationE X H I B I T 34 E X H I B I T 34 Page 77 Page 77

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Source: M. Javidan and R. J. House, Cultural Acumen for the Global Manager: Lessons from Project GLOBE, Organizational Dynamics, Spring 2001, pp. 289305.

Roger N. Nagel 2006

See definitions page 76 Please fill in China column

The Globe Assertiveness Future orientation Gender Differentiation Uncertainty avoidance Power distance Individual vs collectivism In-group collectivism Performance orientation Humane orientationCSE & Enterprise Systems Center Lehigh University

USAHigh Low* Low* Moderate Low* Moderate Moderate High High*

China

High

Moderate ( Hong Kong)

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AttitudesAttitudesEvaluative statements or judgments concerning objects, people, or events. Cognitive componentThe opinion or belief segment of an attitude.

Affective ComponentThe emotional or feeling segment of an attitude.

Behavioral ComponentAn intention to behave in a certain way toward someone or something.Page 78

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Job Satisfaction and OCBSatisfaction and Organizational Citizenship Behavior (OCB) Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job.

Page 88

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Job Satisfaction and Customer SatisfactionSatisfied employees increase customer satisfaction because:They are more friendly, upbeat, and responsive. They are less likely to turnover which helps build long-term customer relationships. They are experienced.

Dissatisfied customers increase employee job dissatisfaction. Do you agree with this?Page 89

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Sample Attitude Survey

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Rate the questions in importance to your organization (High, Medium, Low)

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Sample Attitude SurveyUsing only the questions you gave high or medium priority How would your organization do on the survey? Should you be making changes in your organization to make a better score on this survey? If YesWhat changes and how would you proceed

If NoWhat is your reason?See page 91

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The Big Five Model of Personality DimensionsExtroversionSociable, gregarious, and assertive

AgreeablenessGood-natured, cooperative, and trusting.

ConscientiousnessResponsible, dependable, persistent, and organized.

Emotional StabilityCalm, self-confident, secure (positive) versus nervous, depressed, and insecure (negative).

Openness to ExperienceImaginativeness, artistic, sensitivity, and intellectualism.CSE & Enterprise Systems Center Lehigh UniversitySee page 104

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The Big Five Model of Personality Dimensions Extroversion.Comfort level with relationships. Extroverts tend to be gregarious, assertive, and sociable. Introverts tend to be reserved, timid, and quiet.

Agreeableness.Individuals propensity to defer to others. High agreeableness peoplecooperative, warm, and trusting. Low agreeableness peoplecold, disagreeable, and antagonistic.

See page 104

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The Big Five Model of Personality Dimensions

Conscientiousness.A measure of reliability. A high conscientious person is responsible, organized, dependable, and persistent. Those who score low on this dimension are easily distracted, disorganized, and unreliable.

Emotional stability.A persons ability to withstand stress. People with positive emotional stability tend to be calm, self-confident, and secure. Those with high negative scores tend to be nervous, anxious, depressed, and insecure.

Openness to experience.The range of interests and fascination with novelty. Extremely open people are creative, curious, and artistically sensitive. Those at the other end of the openness category are conventional and find comfort in the familiar.See page 104

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CSE & Enterprise Systems Center Lehigh University

Roger N. Nagel 2006

Major Personality Attributes Influencing OBLocus of controlThe degree to which people believe they are masters of their own fate.

MachiavellianismDegree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means.

Self-esteemIndividuals degree of liking or disliking themselves.See page 105 - 109

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Major Personality Attributes Influencing OBSelf-monitoringAn indivi