Organizational Behavior OB an interdisciplinary field dedicated to better understanding and managing people at work K F Chapter 1 Theory y a modern and positive set of assumptions about people at work Contingency approach calls for using management concepts and techniques in a situationally appropriate manner instead of trying to rely on one best way Human Capital the productive potential of an individual s knowledge and actions Social Capital productive potential resulting from strong relationships goodwill trust and cooperative effort Positive organizational behavior POB the study and application of positively oriented human resource strengths and psychological capacities that can be measured developed and effectively managed for performance improvement in today s workplace E Business using information communication technologies to facilitate every aspect of running a business Ethics involves the study of moral issues and choices Corporate Social Responsibility CSR means that corporations have obligations to others beyond shareholders and beyond the bounds of law or contract Whistle blowing occurs when an employee reports a perceived unethical and or illegal activity to a third party such as government agencies new media or public interest groups Morally attentive meaning they faithfully consider the ethical implications of their actions and circumstances Meta analysis a statistical pooling technique that permits behavioral scientists to draw general conclusions about certain variables from many different studies Field study probes individual or group processes in an organizational setting Laboratory study variables are manipulated and measured in contrived situations Sample survey samples of people from specified populations respond to questionnaires Case study an in depth analysis of a single individual group or organization General Notes Hawthorne Legacy manipulate workplace factors such as lighting and temperature Many of the conclusions turned out to be myths for example money fear of unemployment during the great depression turned out to be responsible for the high output rates Writings of Mayo and Follett saw employees as complex bundles of attitudes beliefs and needs Was way ahead of her time in telling managers to motivate job performance instead of demanding it pull rather than push strategy McGregor s Theory X and Y Theory X employees according to traditional thinking dislike work require close supervision and are primarily interested in security In the modern theory y employees are capable of self direction of seeking responsibility and of being creative Human Capital Job relevant training your company s product service knowledge work based development opportunities mentor and learning activities outside of work learning a different language Social Capital two types internal and external to your current employer such as relationships with coworkers in another office and relationships with suppliers respectively Positive psychology focuses on identifying and building human strengths and potential instead of what is wrong with people Effects of e business important for managers to find people who are disciplined self starters and to find new and effective ways of motivating people from afar and making them feel part of the larger enterprise Four levels of CSR Economic responsibility make a profit legal responsibility obey the laws of host countries ethical responsibility Be ethical considering both local and global standards and philanthropic responsibilities be a good corporate citizen Ethical climate result of interactions between individuals and the organization and can be managed by behaving ethically screening prospective employees developing a code of ethics providing ethics training reinforcing ethical conduct and creating positions devoted to ethics issues within the organization K F Chapter 2 Organizational culture the set of shared taken for granted implicit assumptions that a group holds and that determines how it perceives thinks about and reacts to its various environments Values concepts or beliefs pertain to desirables end states or behaviors transcend situations guide selection or evaluation of behavior and events and are ordered by relative importance Espoused values represent the explicitly stated values and norms that are preferred by an organization Enacted values represent the values and norms that actually are exhibited or converted into employee behavior Competing values framework CVF provides a practical way for managers to understand measure and change organizational culture Clan culture has an internal focus and values flexibility rather than stability and control Adhocracy culture has an external focus and values flexibility Market Culture has a strong external focus and values stability and control Hierarchy culture has an internal focus which produces a more formalized and structured work environment and values stability and control over flexibility Organizational Socialization the process by which a person learns the values norms and required behaviors which permit him to participate as a member of the organization 3 Phase model of Organizational Socialization Feldman 1 Anticipatory socialization occurs before an individual actually joins an organization 2 Encounter phase employees come to learn what the organization is really like Onboarding programs that help employees to integrate assimilate and transition to new jobs by making them familiar with corporate policies procedures and culture and by clarifying work role expectations and responsibilities 3 Change and Acquisition requires employees to master important tasks and roles and to adjust to their work group s values and norms Mentoring defined as the process of forming and maintaining intensive and lasting developmental relationships between a variety of developers i e people who provide career and psychosocial support and a junior person the prot g if male or prot g e if female Diversity of developmental relationships reflects the variety of people within the network an individual uses for developmental assistance Developmental relationship strength reflects the quality of relationships among an individual and those involved in his or her developmental network General Notes Layers and functions of organizational culture 3 layers observable artifacts espoused values and basic underlying assumptions Each layer varies in terms of outward visibility and resistance to change Four
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