1. Setting the Global Stage - Introduction to the Workbook

2. Fundamental Questions  What? – Organizational Behavior  Why? – Be a better employee and manager: greater self awareness, more analytical skills, increased interpersonal and team skills, and more organizational expertise  How? – Experiential Learning  Who? – To be continued next session Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 1

3. Organizational Behavior - Defined A field of study that endeavors to understand, explain, predict, and change human behavior that occurs in the organizational context 2 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

4. Characteristics Of OB  Multidisciplinary Nature  Three Levels of Analysis: Individual, Group, and Organizational  Acknowledgement of Environmental Forces  Grounded in the Scientific Method 3 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

5. …Characteristics Of OB  Performance Orientation  Applied Orientation  Change Orientation 4 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

6. Workbook Objectives 1)Greater self awareness 2) Greater ability to diagnose an organizational situation 3)More knowledge about what would be the most effective action to take 4)Larger behavioral repertoire of skills you need to carry out the appropriate action 5)Increased ability to work effectively in teams 5 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

7. Workbook Design  Objectives – content to be learned  Vignette – real-world application/example  Class Preparation – homework to ground student experience; assessment instruments  The Knowledge Base - summarizes key theories and issues  Class Activity – experiential exercise  Learning Points – summary of content  Action Scripts – tips and OB expertise used by employees, managers and organizational architects  Personal Application Assignment – integrative written exercise 6 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

8. Workbook Themes  Experiential Learning  Holistic approach: the role of emotion, cognition, and context  Developing OB expertise  Developing a global mindset 7 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

9. Lessons about Adult Learning  Dialogue with peers is as important as lectures by professors  Adults learn more in an informal environment that includes humor than in a formal setting  Adults need to integrate learning with their daily experiences  Formal learning is a reminder of what they have already learned from life  Learning must be open and multi-dimensional  Adults benefit from exercises that serve as metaphors for real life experiences 8 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

10. Why Experiential Learning? I hear and I forget. I see and I remember. I do and I understand. Confucius 9 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

11. Characteristics of Experts  Possess a more extensive knowledge base  Have more complex perceptions of their work  Complement analytical skills with intuitive reasoning 10 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

12. Experts Are Better t  Differentiating between relevant and irrelevant information  Combining relevant information – sets of cues – into meaningful patterns to create more accurate diagnoses  Perceiving the interaction among cues 11 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

13. …Experts Are Better At  Understanding the meaning of invisible or absent cues  Reacting to non-routine situations and making decisions under pressure 12 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

14. Klein’s RPD Model Situation Cues Patterns Action Scripts Action Scripts Mental Simulations Mental Simulations Mental Models Mental Models generates that let yourecognize thatactivate to affect the using your which you assess by 13 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

15. Global Mindset - Defined The ability to develop and interpret criteria for personal and business performance that are independent from the assumptions of a single country, culture, or context; and to implement those criteria appropriately in different countries, cultures, and contexts 14 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

16. Dimensions of Cultural Values  Frameworks used to compare and contrast cultures and to decode cultural behavior  Not the whole answer in understanding culture but good beginning tools to master 15 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

17. Relationship to the Environment Mastery (manipulate the environment for own goals) Versus Harmony (understand and integrate with the environment) Organizational Impact: How aggressive is goal setting and how green is the organization? 16 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

18. Sphere of Influence Internal locus of control (inner-oriented, in control of one’s destiny) Versus External locus of control (outer-oriented, at the mercy of fate, luck, external forces) Organizational Impact: How proactive are employees at making changes and how responsible are employees for their performance? 17 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

19. View of Human Nature Trustworthy (trust is assumed) Versus Untrustworthy (trust must be earned) Organizational Impact: How many controls are needed and how long does it take to develop trust? Is the managerial style autocratic or participative? 18 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

20. …View of Human Nature Mutable (capable of changing) Versus Immutable (Incapable of changing) Organizational Impact: Do you hire someone who is already skilled versus someone with potential who can be trained? 19 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

21. View of Time Synchronic (polychronic, multifocused) Versus Sequential (monochronic, single focus) Organizational Impact: How many visitors enter the boss’s office at one time and how are meetings run? 20 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

22. …View of Time Past (focused on precedents and tradition) Present (focused on short-term, here-and-now) Future (focused on long-term) Organizational Impact: What is the planning horizon and how much time is given to achieve results? 21 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

23. View of Identity Individualism (people responsible for taking care of themselves, give priority to own interests and identify as “I”) Versus Collectivism (individuals subordinate personal goals to the goals of a collective; identify as “we”) Organizational Impact: Are work goals and rewards geared toward individuals or the whole group? 22 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

24. Source of Status Achievement (achieved) Versus Ascription (bestowed due to family, age, class, gender, education) Organizational Impact: What are the criteria for hiring and promotion? 23 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

25. View of the World and Relationships Universalistic (rules apply equally to all people and every situation) Versus Particularistic (relationships and contingencies determine treatment) Organizational Impact: How are personnel decisions made? How much weight do legal contracts carry? 24 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

26. View of Power Relationships Hierarchy (hierarchy of ascribed roles; acceptance of unequally distributed power; high power distance) Versus Equality (people are equal; expectation of evenly distributed power; low power distance) Organizational Impact: What voice do employees have in decision making? 25 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

27. View of Structure and Change Order (preference for predictability and clarity; high uncertainty avoidance) Versus Flexibility (comfortable with ambiguity and change; low uncertainty avoidance) Organizational Impact: How many rules exist and how is organizational change viewed? 26 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

28. View of Human Activity Being (enjoying life, nurturing others; feminine) Versus Doing (achievement, assertiveness; masculine) Organizational Impact: Do employees live to work or work to live? How are rewards determined? 27 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

29. View of Interactions Relationship (focus on human relationships and interrelations) Versus Task (focus on what needs to be done) Organizational Impact: What is the primary focus of new teams? 28 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

30. Source of Truth Expert (answers come from educated specialists) Versus Experience (answers come from one’s own experience) Organizational Impact: How are consultants used and what input is needed for decisions? 29 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

31. Norms for the Multicultural Classroom  Mutual respect  Ethnocentric attitudes and behaviors are discouraged  Safe, nonjudgmental environment  Differences are openly discussed in a spirit of joint inquiry and learning  Students contribute cultural explanations or examples but are not put on the spot to explain their culture without their permission  One group does not dominate the discussion  Space is made for everyone to participate  Differences in communication style are understood 30 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

32. Human Continuum on Globalization Where do you stand on globalization relative to others in the classroom? Left: Middle:Right: AntiMixedPro 31 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner