30 CHAPTER 1 Whats Organizational Behavior? Does National Culture Affect Organizational Practices: Cas that operate in more propose that managers need to make single couniry, there can be a great, glOBalization! than one county face a challeng- 2 concerted effort to adapt their orga- desl of variation in values and norms. ing dilemma: how much should nzational culture to match the culture The development of practices to match they tallor organizational practices like of the countries in which they operate, _@ culture is fraught with problems of leadership style, rewards, and commu- These authors note that within any stereotyping and over-generalizing ication to each country's culture? To country, there 's a great deal of simi- about the degree to which everyone some extent, itis necessary to change larity in management practices that isin a given country shares the same the way a company does business likely the result of culture or values. values. These authors also note that because of diferences in regulations, If a country’s basic outlook is highly in taloring practices to each country, @ institutions, and labor force character- ind viduaistc, then organizational cul- firm loses the potential value of having istics. For example, @ U.S. company ture should also emphasize incividual_a unifying organizational culture. From that operates in Germany will have to contributions and efforts, Conversely, this perspective, companies should try contend with laws requiring greater if national cukure values collectivism, as much as possible to create e strong worker participation in decision then organizational culture should culture that operates across borders to making, and an Australian company emphasize group contributions and create a unified global workforce. ‘operating in China will have to match cohesiveness. From this perspective, the knowledge and skis found in successful international management Sources: Based on B. Gerhart, "How the Chinese workforce. Despite is all about tailoring management prac. Mucn Doss National Cuhwre Constrain certain limitations imposed by law tices and values to fit with the cultural S/gagyzanonel Cozwre.”, Mensgonsns ‘and situational factors, managers still values of each country in which the pp. 247-28: A. S, Tsui, §. S. Nifeckar Sate steel mor en ory ind A. ¥. Ou, *Cross-notional, Cross See eae cae Ge RN ulturel Organizational Behavior Reseeren adjusting their organizational culture to. On the other hand, some propose faunas" eevee peenewen es match the culture of the countries in that national culture should not, and Journal of Management 33, no. 3 (2007), wich they operate does not, make much difference in P. 426-478: G. Jonns, “The Essential Impact cf Context om Organizeticnal There are ro simple responses shaping organizational culture. These Sehevion* Achoemy, of Maneoerneat to this dilemma, Some researchers researchers note that even within a Review, no. 2 (2006), pp. 986-08. analysis, but we group the chapters as shown here to correspond with the typical ‘ways that research has been done in these areas. It is easier to understand one unified presentation about how personality leads to motivation which leads to performance, than to jump around levels of analysis. Because cach level builds on the one that precedes it, after going through them in sequence you will have a good idea of how the human side of organizations functions Summary and Implications for Managers Managers need to develop their interpersonal, or people, skills to be effec Live in their jobs. Organizational behavior (OB) investigates the impact that individuals, groups, and structure have on behavior within an organization, and it applies that knowledge to make organizations work more effectively. Specifically, OB focuses on how to improve productivity; reduce absentecism,32 CHAPTER 1 — Whats Organizati al Behavior? mover, and deviant workplace behavior; and increase organizational citi- zenship behavior and job satisfaction. Here are a few specific implications for managers: jome generalizations provide valid insights into human behavior, but many are erroneous. Organizational behavior uses systematic study to improve predictions of behavior over intuition alone. © Because people are different, we need to look at OB in a contingency frame- ‘work, using situational variables to explain cause-and-effect relationships, © Organizational behavior offers specific insights to improve a manager's people skills. © Ithelps managers to see the value of workforce diversity and practices that may need to be changed in different countries. © It can improve quality and employee productivity by showing managers how to empower their people, design and implement change programs, improve customer service, and help employees balance work-life conflicts, © Itean help managers cope in a world of temporariness and learn how to stimulate innovation. © Finally, OB can guide managers in creating an ethically healthy work climate, MyManagementLab Now that you have finished ths chapter, go back to www anymanagementlab.com to continue pra QUESTIONS FOR REVIEW \cticing and applying the concepts you've learned. 1. Whatis the importance of interpersonal skills? 5 What are the major behavioral science disciplines that 2 What do managers doin terms of functions, roles, and skills? 3 whatis organizational behavior (08)? A. wnyisitimportant to complement intuition with systematic study? contribute to 08? © Why are there few absolutes in 08? 7 what are the challenges and opportunities for managers in using OB concepts? 8 what are the three levels of analysis in this book’s OB model? EXPERIENTIAL EXERCISE Workforce Diversity Purpose She earns $40,000 per year at her job and receives ‘To learn about the different needs of a diverse worklorce. another $3,600 per year in child support from her i exhusband, eee minutes Ethelis a -yeax-old widow. She works 25 howrs per week at an hourly wage of $8.50 to supplement Participants and Roles hex $8,000 annual pension and earns a total of Divide the clas into six groups of approximately equal $19,000 per yeas size, Assign cach group one of the following roles: John is a 34-year-old born in Trinidad who is now a Nancy is 28 years old. The divorced mother of three US. resident, He is married and the father of two children ages 3, 5, and 7, she is the department head. small children. John attends college at night and is