STUDY GUIDE FOR MAN 3240 FINAL EXAMPrepared by Dr. Atira Charles Chapter 1: Introduction to Organizational Behavior: • Foundational Theories of Organizational Behavioro Psychology, Cultural Anthropology, Economics, Sociology, Social Psychology• Human Capital (valuable, rare, difficult to imitate) Human capital value- The extent to which associates are capable of producing work thatsupports an organization’s strategy for competing in the marketplace Human capital rareness- The extent to which the skills and talents of an organization’s people are unique in the industry Human capital imitability- The extent to which the skills and talents of an organization’s people cannot be copied by other organizations• Competitive Advantage Perform some aspect of its work better than competitors Perform in a way that competitors cannot duplicate• High Involvement Managemento High involvement management Selective hiring Extensive training Decision power Information sharing Incentive compensationo Carefully selecting and training associateso Giving associates decision-making power, information, and compensationo Empowering people to use their unique knowledge and skills to: Work hard to serve the organization’s best interest Take on different tasks and gain skills needed to work in multiple capacities Work using their intellect as well as their hands • Essential Characteristics of an organization (i.e., division of labor, goal orientation, network of individuals, etc.) o Collection of individuals forming a coordinated system of specialized activities for the purpose of achieving certain goals over some extended period of timeo Network of individualso Systemo Coordinated activitieso Division of laboro Goal orientationo Continuity over timeChapter 2: Diversity:• Difference between Diversity Management and Affirmative Actiono Purpose A – Prevent and remedy discrimination D – Create and inclusive, empowered work environmento Assimilation A – assumes individuals will assimilate and adapt D – Assumes that managers and the organizations will changeo Focus A – Recruitment, mobility, and retention D – allows all associates to reach their full potentialo Cause of Problems A – Does not address the cause of problems D – Attempts to uncover the root causes of diversity problemso Time Frame A – Temporary, until representation of disadvantaged groups D – Ongoing, permanent changes• Dimensions of Diversity (i.e., age, race, gender, etc.)o Gendero Raceo Ethnicityo Ageo Religiono Social Classo Sexual Orientationo Personalityo Functional Experienceo Geographical Background• The difference between monolithic, multicultural, and plural organizationso Multicultural organization - An organization in which the organizational culture fosters and values cultural differenceso Plural organization - An organization that has diverse workforces and takes steps to be inclusive and respectful of people from different cultural backgrounds, and diversity is tolerated but not fosteredo Monolithic organization - An organization that is demographically and culturally homogeneous• Equal Pay Act of 1963o Equal Pay Act of 1963 – Employers – Virtually all employers Employees – Men and women who perform substantially equal work• The Diversity Climates (i.e., Access & Legitimacy)o Integration and Learning (OPTIMAL) Appreciating and valuing cultural differences. Integrates the differences into work processes in order to gain more learning. Sees employees as valuable persons based on their differenceso Access & Legitimacy Uses diversity only to gain more customers and market share. Sees employees diversity as a convenient way to gain access and opportunity o Discrimination and Fairness (LEAST OPTIMAL) Acknowledges that minorities, women, etc. are different but their differences are not valued. Sees employees as categories instead of individuals with differences. Chapter 3: Globalization: • Hofstede’s study of National Culture and Cultural Dimensionso Uncertainty avoidance – the degree to which members of a society wish to avoid unpredictable lives.o Power distance – the degree to which members of a society expect power to be unequally distributed.o Individualism – the degree to which members of a society are comfortable focusing on personal goals and being rewarded for personal efforts and outcomes.o Assertiveness – the degree to which members of a society are aggressive and confrontational.o Humane orientation – the degree to which members of a society value generous, caring, altruistic behavior.o Performance Orientation – the degree to which members of a society appreciate and reward improvement and excellence in schoolwork, athletics, and work life.o Future Orientation – the degree to which members of a society value long-term planning and investing in the future.o Gender Egalitarianism – refers to equal opportunities for women and men.o In-group Collectivism – indicates how much members of society take pride in thegroups and organizations to which they belong, including the family. • High Context Cultures vs. Low Context Cultureso High-context culture A type of culture where individuals use contextual clues to understand people and their communications and where individuals values trust and personal relationships- Japan/south Koreao Low-context culture A type of culture where individuals rely on direct questioning to understand people and their communications and where individuals value efficiency and performance• Monochronic vs. Polychronic time orientationo Monochromic Prefer to do one task in a given time period Dislike multi-tasking Prefer to do one task without interruption Prompt, schedule driven and time-focused- North America, northern Europe, japano Polychronic Comfortable doing more than one task at a time Not troubled by interruptions Time is less of a guiding force Plans are flexible- Latin America, southern Europe, south Asia, southeast Asia• Globalization Strategies (Multi-domestic, Global , Transnational Strategy)o Multi-domestic strategy - Firm tailors its products and services to the needs of each country or region and grants great deal of power to managers and associates in those regionso Global strategy - Firm provides standard products and services to all parts of the world and maintains strong degree of central
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