Chapter 1: Learning About Organizational Behavior
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Transcript Chapter 1: Learning About Organizational Behavior
Presentation Slides
to Accompany
Organizational Behavior
10th Edition
Don Hellriegel and John W. Slocum, Jr.
Chapter 1—Learning About Organizational
Behavior
Prepared by
Michael K. McCuddy
Valparaiso University
Slide 1.1
Objectives for Learning About
Organizational Behavior
Describe the following competencies:
Managing self
Managing communication
Managing diversity
Managing ethics
Managing across cultures
Managing teams
Managing change
Explain the framework for learning about
organizational behavior
Chapter 1: Learning About
Organizational Behavior
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Slide 1.2
The Managing 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: Learning About
Organizational Behavior
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Slide 1.3
Core Abilities in the
Managing Self Competency
Understanding personality and attitudes
Perceiving, appraising, and interpreting
accurately
Understanding work-related motivations and
emotions
Assessing and establishing developmental, liferelated, and work-related goals
Taking responsibility for managing yourself and
your career
Chapter 1: Learning About
Organizational Behavior
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Slide 1.4
Five Aspects of a Career
Career success or failure is best determined by
the individual
No absolute career evaluation standards exist
Examine a career subjectively and objectively
Make decisions about occupation and activities
to attain career goals
Consider cultural factors
Chapter 1: Learning About
Organizational Behavior
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Slide 1.5
The Managing 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: Learning About
Organizational Behavior
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Slide 1.6
Core Abilities in the Managing
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
Engaging in written communication
Using a variety of computer-based information resources
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Organizational Behavior
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Slide 1.7
The Managing 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; as well as the
ability to help people work effectively together
even though their interests and backgrounds may
be quite diverse
Chapter 1: Learning About
Organizational Behavior
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Slide 1.8
Core Abilities in the
Managing 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: Learning About
Organizational Behavior
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Slide 1.9
Primary and Secondary
Categories of Diversity
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
Source: Adapted from Bradford, S. Fourteen dimensions of diversity: Understanding and appreciating differences in the
work place. In J. W. Pfeiffer, 1996 Annual: Volume 2 Consulting. San Diego: Pfeiffer and Associates, 1996, 9-17.
Chapter 1: Learning About
Organizational Behavior
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Slide 1.10
The Managing Ethics Competency
The overall ability to incorporate values
and principles that distinguish right from
wrong in making decisions and choosing
behaviors
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Organizational Behavior
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Slide 1.11
Core Abilities in the Managing
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
Demonstrating honest and open communication
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Organizational Behavior
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Slide 1.12
The Managing 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: Learning About
Organizational Behavior
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Slide 1.13
Core Abilities of the Managing
Across Cultures Competency
Embracing cultural factors that can affect
behavior
Appreciating influence of work-related values
Dealing with differences in employees’ values and
attitudes
Communicating in the local language
Dealing with extreme conditions
Utilizing a global mindset
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Organizational Behavior
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Slide 1.14
Work-Related Values Pertaining to
Managing Across Cultures
Individualism versus collectivism
Low versus high power distance
Low versus high uncertainty
avoidance
Chapter 1: Learning About
Organizational Behavior
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Slide 1.15
The Managing Teams Competency
The overall ability to develop, support,
facilitate, or lead groups to achieve
organizational goals
Chapter 1: Learning About
Organizational Behavior
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Slide 1.16
Core Abilities in the Managing
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
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Organizational Behavior
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Slide 1.17
The Managing 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
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Organizational Behavior
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Slide 1.18
Core Abilities in the Managing
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: Learning About
Organizational Behavior
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