Fundamentals of Organizational Behavior PowerPoint Presentation to accompany Fundamentals of Organizational Behavior Don Hellriegel and John W. Slocum, Jr. Chapter 1—Organizational Behavior and Foundation Competencies Prepared by Argie Butler Texas A&M University

Learning Objectives for Chapter 1 Describe the self competency. Describe the communication competency. Describe the diversity competency. Describe the ethics competency. Describe the across cultures competency. Describe the teams competency. Describe the change competency. Explain the framework for learning about organizational behavior to enhance individual, team, and organizational effectiveness. Chapter 1: PowerPoint 1.1

Team and Organizational Effectiveness Foundation Competencies for Effectiveness (Figure 1.1) Self Start Change Teams Communication Diversity Across Cultures Ethics Individual, Team and Organizational Effectiveness Chapter 1: PowerPoint 1.2

Self Competency The overall 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. Chapter 1: PowerPoint 1.3

Foundation Abilities in the Self Competency Understanding personality and attitudes Perceiving, appraising, and interpreting accurately Understanding work-related motivations and emotions Assessing and establishing developmental, life-related, and work-related goals Taking responsibility for managing yourself and your career Chapter 1: PowerPoint 1.4

Five Aspects of a Career Career success or failure is best determined by the individual No absolute standards exist for evaluating a career Examine a career subjectively and objectively Make decisions about occupation and activities to attain career goals Consider cultural factors Chapter 1: PowerPoint 1.5

Communication Competency The overall ability to use all the modes of transmitting, understanding, and receiving ideas, thoughts, and feelings—verbal, listening, nonverbal, written, electronic, and the like—for accurately transferring and exchanging information and emotions Chapter 1: PowerPoint 1.6

Foundation Abilities in the Communication Competency Conveying information, ideas and emotions to others Providing constructive feedback to others Engaging in active listening Using and interpreting nonverbal communication Engaging in verbal communication effectively Engaging in written communication effectively Using a variety of computer-based information resources Chapter 1: PowerPoint 1.7

Diversity Competency The overall ability to value unique individual and group characteristics, embrace such characteristics as potential sources of organizational strength, and appreciate the uniqueness of each individual. Also involves the ability to help people work effectively together even though their interests and backgrounds may be quite diverse Chapter 1: PowerPoint 1.8

Foundation Abilities in Diversity Competency Fostering an environment of inclusion Learning from others’ differences Supporting diversity Working with others because of their talents and contributions Providing leadership in addressing diversity Applying diversity laws, regulations, and policies Chapter 1: PowerPoint 1.9

Primary and Secondary Categories of Diversity (Figure 1.2) Primary categories: Age, race, ethnicity, gender, physical abilities and qualities, and sexual and affectional orientation Secondary categories: Education, work experience, income, marital status, religious beliefs, geographic location, parental status, and personal style Chapter 1: PowerPoint 1.10

Ethics Competency The overall ability to incorporate values and principles that distinguish right from wrong in making decisions and choosing behaviors Chapter 1: PowerPoint 1.11

Foundation Abilities in the Ethics Competency Identifying and describing ethical principles Assessing the importance of ethical issues Applying laws, regulations, and rules in making decisions and taking action Demonstrating dignity and respect for others Being honest and open in communication Chapter 1: PowerPoint 1.12

Raytheon’s ACTION Model for Ethical Decision Making ct Responsibly C onsider our Ethical Principles T rust your judgment I dentify Impact on Stakeholders O bey the Rules N otify Appropriate Persons Chapter 1: PowerPoint 1.13

Across Cultures Competency The overall 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 Chapter 1: PowerPoint 1.14

Foundation Abilities of the Across Cultures Competency Understanding, appreciating, and unique cultural characteristics Appreciating influence of work-related values Understanding and motivating employees with different values and attitudes Communicating in the local language Effectively working with those from foreign countries Utilizing a global mindset Chapter 1: PowerPoint 1.15

Influence of Culturally Based Work-Related Values (Figure 1.4) Individualism-Collectivism Behaviors and Decisions Long-term Orientation Power Distance Gender role Orientation Uncertainty Avoidance Chapter 1: PowerPoint 1.16

Three Characteristics of Collectivism-Individualism Emotional dependence of individual on organizations and institutions Emphasis on belonging to organization; membership ideal Private life is invaded by organizations and clans to which one belongs; opinions are predetermined Emotional independence of individual from organizations and institutions Emphasis on individual initiative and achievement; leadership ideal Everybody has a right to a private life and opinion Adapted from G. Hofstede and G.J. Hofstede. Cultures and Organizations: Software of the Mind. New York: McGraw-Hill, 2005. Chapter 1: PowerPoint 1.17

Three Characteristics of Power Distance LOW (SMALL) POWER DISTANCE HIGH (LARGE) POWER DISTANCE Inequality in society should be minimized. All should have equal rights. People at both high and low power levels feel less threatened and more prepared to trust people. There should be an order of equality in this world in which everybody has his/her rightful place; high and low are protected by this order. Power holders are entitled to privileges. Other people are a potential threat to one’s power and can rarely be trusted. Adapted from G. Hofstede and G.J. Hofstede. Cultures and Organizations: Software of the Mind. New York: McGraw-Hill, 2005. Chapter 1: PowerPoint 1.18

Three Characteristics of Uncertainty Avoidance LOW (WEAK) UNCERTAINTY AVOIDANCE HIGH (STRONG) UNCERTAINTY AVOIDANCE The uncertainty inherent in life is more easily accepted and each day is taken as it comes. Conflict and competition can be contained on the level of fair play and used constructively. More acceptance of dissent The uncertainty inherent in life is felt as a continuous threat that must be fought. Conflict and competition can unleash aggression and should therefore be avoided. Strong need for consensus Adapted from G. Hofstede and G.J. Hofstede. Cultures and Organizations: Software of the Mind. New York: McGraw-Hill, 2005. Chapter 1: PowerPoint 1.19

Three Characteristics of Gender Role Orientation “FEMININITY” TRADITIONAL “MASCULIINITY” People orientation Men need not be assertive, and can also assume nurturing roles Sex roles in society should be fluid Money and things orientation Men should behave assertively, and women should be nurturing Sex roles in society should be clearly differentiated Adapted from G. Hofstede and G.J. Hofstede. Cultures and Organizations: Software of the Mind. New York: McGraw-Hill, 2005. Chapter 1: PowerPoint 1.20

Three Characteristics of Short Versus Long-Term Orientation Short-Term Long-Term Respect for traditions Efforts should produce quick results Concern with status and social obligations Respect for circumstances Perseverance, sustained efforts toward results over time Willingness to subordinate oneself for a broader purpose Adapted from G. Hofstede and G.J. Hofstede. Cultures and Organizations: Software of the Mind. New York: McGraw-Hill, 2005. Chapter 1: PowerPoint 1.21

Teams Competency The overall ability to develop, support, facilitate, or lead groups to achieve organizational goals Chapter 1: PowerPoint 1.22

Foundation Abilities in the Teams Competency Determining use and “fit” of teams Setting clear performance goals Defining responsibilities and tasks Demonstrating accountability for goal achievement Applying appropriate decision-making methods Resolving conflicts Assessing performance and taking corrective action as needed Chapter 1: PowerPoint 1.23

Change Competency The overall ability to recognize and implement needed adaptations or entirely new transformations in the people, tasks, strategies, structures, or technologies in the person’s area of responsibility Chapter 1: PowerPoint 1.24

Foundation Abilities in the Change Competency Applying the other six competencies in pursuit of needed changes Providing leadership of planned change Diagnosing pressures for and resistance to change Applying the systems model and other processes to facilitate change Dealing with new knowledge to facilitate change Chapter 1: PowerPoint 1.25

Learning Framework for Enhanced Individual, Team and Organizational Effectiveness The Organization Itself Leadership and Team Behaviors Individuals in Organizations Individuals in Organizations Understanding Individual Differences (Chapter 2) Perceptions and Attributions (Chapter 3) Learning and Reinforcement (Chapter 4) Fundamentals of Motivation (Chapter 5) Motivating Individuals for High Performance (Chapter 6) Workplace Stress and Aggression (Chapter 7) Understanding Individual Differences (Chapter 11) Perceptions and Attributions (Chapter 12) Learning and Reinforcement (Chapter 13) Fundamentals of Motivation (Chapter 14) Motivating Through Goal Setting & Reward Systems (Chapter 15) Managing Stress and Aggressive Behavior (Chapter 16) Managerial and Ethical Decision Making (Chapter 2) Designing Organizations (Chapter 3) Cultivating Organizational Cultures (Chapter 4) Guiding Organizational Change (Chapter 5) Leading Effectively: Foundations (Chapter 6) Leading Effectively: Contemporary Developments (Chapter 7) Developing and Leading Teams (Chapter 8) Managing Conflict and Negotiating Effectively (Chapter 9) Fostering Organizational Communication (Chapter 10) Foundation Competencies Self Communication Diversity Ethics Across Cultures Teams Change Chapter 1: PowerPoint 1.26