1. Organizational Behavior, 9/E Schermerhorn, Hunt, and Osborn Prepared by Michael K. McCuddy Valparaiso University John Wiley & Sons, Inc.

2. Organizational Behavior: Chapter 22 Chapter 2 Study Questions  What is a high-performance organization?  What is multiculturalism, and how can workforce diversity be managed?  How do ethics and social responsibility influence human behavior in organizations?  What are key OB transitions in the new workplace?

3. Organizational Behavior: Chapter 23 Study Question 1: What is a high- performance organization?  High-performance organizations. – Value and empower people, and respect diversity. – Mobilize the talents of self-directed work teams. – Use cutting-edge technologies to achieve success. – Thrive on learning and enable members to grow and develop. – Are achievement-, quality-, and customer-oriented, as well as being sensitive to the external environment.

4. Organizational Behavior: Chapter 24 Study Question 1: What is a high- performance organization?  Stakeholders. – The individuals, groups, and other organizations affected by an organization’s performance.  Value creation. – The extent to which an organization satisfies the needs of strategic constituencies.

5. Organizational Behavior: Chapter 25 Study Question 1: What is a high- performance organization?

6. Organizational Behavior: Chapter 26 Study Question 1: What is a high- performance organization?  Total quality management (TQM). – A total commitment to: High-quality results. Continuous improvement. Customer satisfaction. – Meeting customers’ needs. – Doing all tasks right the first time. – Continuous improvement focuses on two questions: Is it necessary? If so, can it be done better?

7. Organizational Behavior: Chapter 27 Study Question 1: What is a high- performance organization?  Human capital. – The economic value of people with job-relevant abilities, knowledge, ideas, energies, and commitments.  Knowledge workers. – People whose minds rather than physical capabilities create value for the organization.  Intellectual capital. – The performance potential of the expertise, competencies, creativity, and commitment within an organization’s workforce.

8. Organizational Behavior: Chapter 28 Study Question 1: What is a high- performance organization?  Empowerment. – Allows people, individually and in groups, to use their talents and knowledge to make decisions that affect their work.  Social capital. – The performance potential represented in the relationships maintained among people at work.

9. Organizational Behavior: Chapter 29 Study Question 1: What is a high- performance organization?  Learning and high-performance cultures. – Uncertainty highlights the importance of organizational learning. – High-performance organizations are designed for organizational learning. – A learning organization has a culture that values human capital and invigorates learning for performance enhancement.

10. Organizational Behavior: Chapter 210 Study Question 1: What is a high- performance organization?

11. Organizational Behavior: Chapter 211 Study Question 2: What is multi-culturalism, and how can workforce diversity be managed?  Workforce diversity. – Describes differences among people with respect to age, race, ethnicity, gender, physical ability, and sexual orientation.  Multiculturalism. – Refers to pluralism and respect for diversity and individual differences in the workplace.  Inclusivity. – The degree to which the organization’s culture respects and values diversity.

12. Organizational Behavior: Chapter 212 Study Question 2: What is multi-culturalism, and how can workforce diversity be managed?  Diversity biases in the workplace. – Prejudice. – Discrimination. – The glass ceiling effect. – Sexual harassment. – Verbal abuse. – Pay discrimination.

13. Organizational Behavior: Chapter 213 Study Question 2: What is multi-culturalism, and how can workforce diversity be managed?

14. Organizational Behavior: Chapter 214 Study Question 2: What is multi-culturalism, and how can workforce diversity be managed?  Managing diversity. – Developing a work environment and organizational culture that allows all organization members to reach their full potential.  A diversity mature organization is created when: – Managers ensure the effective and efficient utilization of employees in pursuit of the corporate mission. – Managers consider how their behaviors affect diversity.  Well-managed workforce diversity increases human capital.

15. Organizational Behavior: Chapter 215 Study question 3: How do ethics and social responsibility influence human behavior in organizations?  Ethical behavior. – “Good” or “right” as opposed to “bad” or “wrong” in a particular setting.  The public demands that people in organizations act according to high moral standards.

16. Organizational Behavior: Chapter 216 S tudy question 3: How do ethics and social responsibility influence human behavior in organizations?  Immoral managers. – Do not subscribe to any ethical principles; pursuit of self-interest.  Amoral managers. – Ethics is simply not on this manager’s “radar screen.”  Moral managers. – Incorporate ethical principles and goals into their personal behavior.

17. Organizational Behavior: Chapter 217 Study question 3: How do ethics and social responsibility influence human behavior in organizations?

18. Organizational Behavior: Chapter 218 Study question 3: How do ethics and social responsibility influence human behavior in organizations?  Ways of thinking about ethical behavior. – Utilitarian view –– the greatest good for the greatest number of people. – Individualism view –– best serving long-term self-interests. – Moral-rights view –– respects and protects the fundamental rights of all human beings. – Justice view –– fair and impartial in the treatment of all people.

19. Organizational Behavior: Chapter 219 Study question 3: How do ethics and social responsibility influence human behavior in organizations?  Different types of justice. – Procedural justice –– properly following rules and procedures in all cases. – Distributive justice –– treating people the same under a policy, regardless of demographic differences. – Interactional justice –– treating people affected by a decision with dignity and respect.

20. Organizational Behavior: Chapter 220 Study question 3: How do ethics and social responsibility influence human behavior in organizations?  Ethical dilemmas. – Occur when someone must choose whether or not to pursue a course of action that, although offering the potential of personal or organizational benefit or both, may be considered unethical.

21. Organizational Behavior: Chapter 221 Study question 3: How do ethics and social responsibility influence human behavior in organizations?  Rationalizations for unethical behavior. – Pretending the behavior is not really unethical or illegal. – Saying the behavior is really in the organization’s or person’s best interest. – Assuming the behavior is acceptable if others don’t find out about it. – Presuming that superiors will support and protect you.

22. Organizational Behavior: Chapter 222 Study question 3: How do ethics and social responsibility influence human behavior in organizations?  Organizational social responsibility. – The obligation of organizations to behave in ethical and moral ways as institutions of the broader society. – Managers should commit organizations to: Pursuit of high productivity. Corporate social responsibility. – A whistleblower exposes others’ wrongdoings in order to preserve high ethical standards.

23. Organizational Behavior: Chapter 223 Study question 4: What are key OB transitions in the new workplace?  Corporate governance and ethics leadership. – Society expects and demands ethical decisions and actions from businesses and other social institutions. – Corporate governance. The active oversight of management decisions, corporate strategy, and financial reporting by Boards of Directors.

24. Organizational Behavior: Chapter 224 Study question 4: What are key OB transitions in the new workplace?  Corporate governance and ethics leadership (cont.). – Ethics leadership. Making business and organizational decisions with high moral standards that meet the ethical test of being “good” and not “bad,” and of being “right” and not “wrong.”. – Integrity. Acting in ways that are always honest, credible, and consistent in putting one’s values into practice.

25. Organizational Behavior: Chapter 225 Study question 4: What are key OB transitions in the new workplace?  Positive organizational behavior. – Quality of work life. The overall quality of human experience in the workplace. Commitment to quality of work life is an important value within organizational behavior. Theory Y provides the theoretical underpinnings for contemporary quality of work life concepts.

26. Organizational Behavior: Chapter 226 Study question 4: What are key OB transitions in the new workplace?  Positive organizational behavior (cont.). – Positive organizational behavior focuses on practices that value human capacities and encourage their full utilization. – Positive organizational behavior is based on the core capacities of: Confidence. Hope. Optimism. Resilience.

27. Organizational Behavior: Chapter 227 Study question 4: What are key OB transitions in the new workplace?  Globalization, job migration, and organizational transformation. – Globalization. The worldwide interdependence of resource flows, product markets, and business competition. – Job migration. The shifting of jobs from one nation to another.

28. Organizational Behavior: Chapter 228 Study question 4: What are key OB transitions in the new workplace?  Globalization, job migration, and organizational transformation (cont.). – Global outsourcing. Involves employers cutting back on domestic jobs and replacing them with contract workers in other nations. – Job migration and global outsourcing have contributed to organizations redesigning themselves for high performance in a changed world.

29. Organizational Behavior: Chapter 229 Study question 4: What are key OB transitions in the new workplace?  Personal management and career planning. – Shamrock organizations. Relatively small core group of permanent, full-time employees with critical skills. Outside operators contracting to core group to perform essential daily activities. Part-timers hired by core group on an as-needed basis.

30. Organizational Behavior: Chapter 230 Study question 4: What are key OB transitions in the new workplace?  Personal management and career planning (cont.). – Personal management. Understand one’s self, exercising initiative, accepting responsibility, working well with others, and continually learning from experience. – Self-monitoring. Observing and reflecting on one’s own behavior and acting in ways that adapt to the situation.

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