Exam 1 Study Guide Introduction Course Overview Introductory Lecture Disciplines contributing to organizational behavior o Organizational culture o Individual differences o Motivation o Job satisfaction engagement o Team dynamics o Leadership o Organization change Three basic levels within the organization o Individual o Group o Organizational Derailers o Insensitivity to others o Poor working relations o Inability to build or lead a team o Authoritarianism o Inability to change and adapt Strategy and Strategic Organization Behavior Human Relations Movement o Increasing numbers of studies writings from behavioral scientists focusing on the human factor Mary Parker Follett 1920s Matrix Win win 1933 Human side Hawthorne studies Power of groups social Elton Mayo The Human Problems of an industrial civilization Hawthorne Studies 1927 1932 o Collective bargaining legalized in 1935 o Management looking for other ways to manage the workforce o McGregor s The Human Side of the Enterprise and his Theory Y 1960 McGregor s Theory X vs Y o Theory X assumptions People dislike work and avoid it whenever possible People need to be covered to work People require close supervision at all times Most people prefer to be directed have little ambition and avoid responsibility o Theory Y assumptions Work is seen as natural activity like play or rest Given objectives people can be very self directed People become committed to objectives with some reward Most people are ambitious and can accept and seek out responsibility Treats them like adults Strategic Management Overview o Critical to an organization s success o Addresses to competitive challenges faced by the organization o A plan for integrating goals tactics policies and actions into a meaningful whole o Has two primary elements Strategic formulation Strategic implementation o Corporate Social Responsibility and ethics continue to play an ever increasing role in strategic planning Strategy formulation model elements etc o o SWOT Analysis internal external analysis Strategy implementation model elements etc o o Strategy need a strategy o Structure CEO manager positions jobs o Systems processes technology o Metrics rewards what are we going to track o People please them into positions Linking strategy and human resource management o o Human capital is huge important o Strategic planning is different amongst organizations 15 years pharmacy 5 years Taco Bell Strategic issues related to human resource management e g mergers acquisitions offshoring etc o Mergers and acquisitions Cultural fit Leadership team o Offshoring You send something out the U S but in your company o Downsizing rightsizing o Business Process Outsourcing BPO Have some else outside your company do your work in another country Risk do not send strategic driver for your business Never outsources enough false statement people abuse it Organization Culture and Socialization Organizational culture primary functions etc o Primary Functions Give members an organizational identity Sense of belonging how to behave treat one another etc Facilitate collective commitment Shared purpose objectives o Goal based behavior Promote social system stability Systems processes for dealing with change managing conflict etc Social system stability reflects the extent to which the work environment is perceived as positive and reinforcing and the extent to which conflict and change are effectively managed Promote understanding of the organization Shape behavior by helping members sense of their surroundings Shapes behavior and helps members see a clear line of sight between what they do and business goals success Helps employees understand why the organization does what it does and how it intends to accomplish its long term goals o Types of Organizational Culture Competing values framework CVF Provides a practical way for managers to understand measure and change organizational culture o Clan culture Has an internal focus and values flexibility rather than stability and control o Adhocracy culture Has an external focus and values flexibility o Market culture Has a strong external focus and values stability and control o Hierarchy culture Has an internal focus which produces a more formalized and structured work environment and values stability and control over flexibility Values and culture o Values five primary characteristics They are broad concepts or beliefs They relate to desirable end states behaviors situations etc They apply across most all situations They influence attitudes and behaviors They can be ordered by relative importance o Values attitudes behaviors o Fundamentally about values o Organizations have values o Attitudes are more specific Espoused vs enacted values o Espoused values the values that the organization states that is believes in e g in mission statements presentations etc the desired Stated values o Enacted values the values that organization members perceive to be values by the organization the reality Actual values o The greater the difference between espoused values and enacted values the greater the likelihood for dissatisfaction cultural problems etc o Need to walk the walk not just talk the talk Leaders need to be true to their values Ways to assess culture o Stories legends about what has happened in the past What happen in the past o Myths dramatic narratives of imagined events Unquestioned beliefs o Heroes people who have done it the right way There are villains too o Symbols icons that show what we re all about o Symbolic acts single acts that are very memorable o Language speech that carries a specific message o Rites ceremonies that are visible reminders of values o Artifacts material objects that express dimensions of culture o Surveys quantitative and qualitative information Ways to change and influence culture o Formal statements visions mission values etc o Design of physical space the work environment etc o Slogans language acronyms sayings etc o Criteria for rewards recognition advancement etc o Stories specific behavioral events etc o Activities metrics outcomes that the organization tracks values o Organizational structure systems processes o Leader behavior modeling reactions during crisis etc Model being a leader Person culture fit concept and implications o Higher internal commitment to the organization o Lower absenteeism turnover RIP realistic job preview o Higher job satisfaction and engagement o Higher levels of organizational citizenship o Higher
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