0. Factors to Success Productivity Absenteeism Turnover Job Satisfaction
Efficiency in achieving goals
Effectiveness in resources used
Absenteeism
Turnover
Job Satisfaction
Org Citizenship
Discretionary Behavior

1. Challenges and Opportunities for OB
Responding to Globalization
Increased foreign assignments
Working with people from different cultures
Coping with anti-capitalism backlash
Overseeing movement of jobs to countries with low-cost labor
National Boundaries disappearing
Managing Workforce Diversity
Embracing diversity
Gender/Age/National Origin/Age/Disability/Domestic Partnerships/Religion
Changing U.S. demographics
Implications for managers
Recognizing and responding to differences

2. Challenges and Opportunities for OB (cont’d)
Increased Competition
Quality management (QM)
Process reengineering
Increased expectation of service quality
Responding to the Labor Shortage
Changing work force demographics
BB  Gen X
Fewer skilled laborers
Early retirements and older workers

3. Challenges and Opportunity for OB (cont’d)
Innovation and Change
Coping with “Temporariness”
Moore’s Law
Working in Networked Organizations
Balance Work/Life Conflicts
Improving Ethical Behavior

4. Management Functions Management Functions Planning Organizing Leading
Controlling
Management Functions

5. Management Skills
Technical skills The ability to apply specialized knowledge or expertise.
Human skills The ability to work with, understand, and motivate other people, both individually and in groups.
Conceptual Skills The mental ability to analyze and diagnose complex situations.

6. Effective Versus Successful Managerial Activities (Luthans)
Traditional management
Decision making, planning, and controlling
Communication
Exchanging routine information and processing paperwork
Human resource management
Motivating, disciplining, managing conflict, staffing, and training
Networking
Socializing, politicking, and interacting with others

7. Effective vs Successful
Successful managers – those promoted most quickly · 
Effective managers – performance & commitment to employees · 

8. Allocation of Activities by Time
Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz, Real Managers (Cambridge, MA: Ballinger, 1988).
E X H I B I T 1–2

9. Chapter 1 Name 3 challenges / opportunities for OB today.
Where I work, and what I do there ___________
Something interesting about myself is_______

10. Values
Values
Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.
Value System
A hierarchy based on a ranking of an individual’s values in terms of their intensity.

11. Importance of Values
Provide understanding of the attitudes, motivation, and behaviors of individuals and cultures.
Influence our perception of the world around us.
Represent interpretations of “right” and “wrong.”
Imply that some behaviors or outcomes are preferred over others.

12. Dominant Work Values in US Workforce
E X H I B I T 3–3

13. Types of Values –- Rokeach Value Survey
Terminal Values
Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime.
Instrumental Values
Preferable modes of behavior or means of achieving one’s terminal values.

14. Values in the Rokeach Survey
Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).
E X H I B I T 3–1

15. Values in the Rokeach Survey (cont’d)
Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).
E X H I B I T 3–1 (cont’d)

16. Mean Value Rankings of Executives, Union Members, and Activists
Source: Based on W. C. Frederick and J. Weber, “The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications,” in W. C. Frederick and L. E. Preston (eds.) Business Ethics: Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 123–44.
E X H I B I T 3–2

17. Hofstede’s Framework for Assessing Cultures
Late 70’s, 116k IBM employees, 40 countries
Power 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

18. Hofstede’s Framework (cont’d)
Individualism
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.

19. Hofstede’s Framework (cont’d)
Achievement
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.

20. Hofstede’s Framework (cont’d)
Uncertainty Avoidance
The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.

21. Hofstede’s Framework (cont’d)
Long-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.

22. The GLOBE Framework for Assessing Cultures
Assertiveness
Future Orientation
Gender differentiation
Uncertainty avoidance
Power distance
Individual/collectivism
In-group collectivism
Performance orientation
Humane orientation
present, 825 orgs, 62 countries
Source: M. Javidan and R. J. House, “Cultural Acumen for the Global Manager: Lessons from Project GLOBE,” Organizational Dynamics, Spring 2001, pp. 289–305.
E X H I B I T 3–4

23. Attitudes
Cognitive component The opinion or belief segment of an attitude.
Attitudes
Evaluative statements or judgments concerning objects, people, or events.
Affective Component The emotional or feeling segment of an attitude.
Behavioral Component An intention to behave in a certain way toward someone or something.

24. Types of Attitudes
Job Satisfaction A collection of positive and/or negative feelings that an individual holds toward his or her job.
Job Involvement Identifying with the job, actively participating in it, and considering performance important to self-worth.
Organizational Commitment Identifying with a particular organization and its goals, and wishing to maintain membership in the organization.

25. The Theory of Cognitive Dissonance
Any incompatibility between two or more attitudes or between behavior and attitudes.
Desire to reduce dissonance
Importance of elements creating dissonance
Degree of individual influence over elements
Rewards involved in dissonance

26. Measuring the A-B Relationship
Recent research indicates that attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account.
Moderating Variables
Importance of the attitude
Specificity of the attitude
Accessibility of the attitude
Social pressures on the individual
Direct experience with the attitude

27. Self-Perception Theory
Attitudes are used after the fact to make sense out of an action that has already occurred.

28. An Application: Attitude Surveys
Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization.

29. Sample Attitude Survey

30. Attitudes and Workforce Diversity
Training activities that can reshape employee attitudes concerning diversity:
Participating in diversity training that provides for self-evaluation and group discussions.
Volunteer work in community and social serve centers with individuals of diverse backgrounds.
Exploring print and visual media that recount and portray diversity issues.

31. Job Satisfaction Measuring Job Satisfaction
Single global rating
Summation score
How Satisfied Are People in Their Jobs?
Job satisfaction declined to 50.4% in 2002
Decline attributed to:
Pressures to increase productivity and meet tighter deadlines
Less control over work

32. The Effect of Job Satisfaction on Employee Performance
Satisfaction and Productivity
Satisfied workers aren’t necessarily more productive.
Worker productivity is higher in organizations with more satisfied workers.
Satisfaction and Absenteeism
Satisfied employees have fewer avoidable absences.
Satisfaction and Turnover
Satisfied employees are less likely to quit.
Organizations take actions to retain high performers and to weed out lower performers.

33. How Employees Can Express Dissatisfaction
Exit
Behavior directed toward leaving the organization.
Voice
Active and constructive attempts to improve conditions.
Loyalty
Passively waiting for conditions to improve.
Neglect
Allowing conditions to worsen.

34. Responses to Job Dissatisfaction
Source: C. Rusbult and D. Lowery, “When Bureaucrats Get the Blues,” Journal of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission.
E X H I B I T 3–5

35. Job Satisfaction and OCB
Satisfaction 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.

36. Job Satisfaction and Customer Satisfaction
Satisfied 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.

37. Chapter 3 Values are more permanent than attitudes
Veterans are known for their loyalty to their career, not their company
Cognitive Dissonance happens when the employee’s value conflicts with the company’s value
Satisfied employees aren’t necessarily more productive
‘Exit’ is one way employees can express job dissatisfaction