‭1.

1 Why study OB‬ ‭ nderstand what motivates us and provides us with the‬
U
‭environment in which to excel at the core of what organisations‬
‭need to do.‬

‭1.2 Managers role‬ ‭●‬ M

‭ ake decisions, allocate resources, direct activities of‬
‭others to attain gaols‬

‭●‬ ‭Work in organisation‬

‭○‬ ‭Consciously coordinate social unit composed of two‬
‭or more people that functions on a relatively‬
‭continuous basis to achieve a common goal or set of‬
‭goals‬

‭ESSENTIAL MANAGEMENT SKILLS‬

‭1.‬ ‭Technical skills‬

‭a.‬ ‭Ability to apply know or expertise‬

‭2.‬ ‭Human skills‬

‭a.‬ ‭Ability to work, understand and motivate other‬
‭people (individuals and groups)‬

‭3.‬ ‭Conceptual skills‬

‭a.‬ ‭Mental ability to analyse and diagnose complex‬
‭situation‬
‭1.3 what is OB‬ ‭●‬ O
‭ B investigates impact that individuals, groups and‬
‭structure have on behaviour within organisations‬
‭○‬ ‭Purpose = apply knowledge toward improving‬
‭organisation’s effectiveness‬

‭COMPLEMENTING INTUITION WITH SYSTEMATIC STUDY‬

‭ABSOLUTES OF OB‬

‭●‬ ‭Situation factors‬

‭○‬ ‭Make main relationship between variables change‬

‭ .4 Challenges &‬
1 ‭1.‬ ‭Responding to economic pressure‬
‭Opportunities for OB‬
‭●‬ E ‭ ffective management acts as asset during themes‬
‭times‬
‭●‬ ‭Good times = must understand how to reward and‬
‭satisfy employees‬
‭●‬ ‭Bad time = stress, decision making and coping come‬
‭forefront‬
‭2.‬ ‭Responding to globalisation‬

‭ ‬ I‭ncreased foreign assignments‬

●
‭●‬ ‭Working with different cultures‬
‭●‬ ‭Overseeing movement of jobs to countries of low cost‬
‭labour‬

‭3.‬ ‭Managing workforce demographics and diversity‬

‭‬
● ‭ ongevity‬
L
‭●‬ ‭Birth rates‬
‭●‬ ‭Socioeconomic conditions‬
‭●‬ ‭Other changes‬

‭●‬ O
‭ rganisations become more heterogenous in terms‬
‭of gender, race,age etc.‬

‭4.‬ ‭Improving customer service & people skills‬

‭‬
● ‭ ervice employees = good communication‬
S
‭●‬ ‭Need responsive customer culture‬
‭●‬ ‭People skills = essential for manager‬
‭●‬ ‭OB constructure concepts and theories to heighten‬
‭this (and employee behaviour is certain situations)‬

‭5.‬ ‭Using social media at work‬

‭‬ P
● ‭ olicies on accessing socals at work‬
‭●‬ ‭When, where and for what purpose‬
‭●‬ ‭Impact of socials on employee well-being‬

‭6.‬ ‭Enhancing employee well-being at work‬

‭‬ C
● ‭ reation of global workforce = no longer sleeps‬
‭●‬ ‭Communication provides vehicle for working at any‬
‭time/place‬
‭●‬ ‭Employee working longer‬
‭●‬ ‭Lifestyles of families change → conflict‬
‭●‬ ‭Balance work and life surpasses security as‬
‭employee‬
 ‭7.‬ ‭Creating positive work environment‬

‭8.‬ ‭Improving ethical behaviour‬

‭‬
● ‭ thical dilemmas and ethical choices define right and wrong‬
E
‭●‬ ‭Good ethical behaviour is not easily defined‬
‭●‬ ‭Organisation distribute codes of ethics‬
‭●‬ ‭Managers create ethically healthy climate‬

‭ .5 What constitutes‬
1 ‭●‬ ‭Surface level diversity‬
‭diversity?‬ ‭○‬ ‭Difference easily perceived‬
‭○‬ ‭Less significant over time‬

‭●‬ ‭Deep level diversity‬

‭○‬ ‭Difference in personality, values and work‬
‭preferences‬
‭○‬ ‭More important in the long run‬
 ‭DISCRIMINATION‬

‭●‬ ‭Discrimination‬
‭○‬ ‭Noting difference between things - not necessarily‬
‭bad‬

‭●‬ ‭Unfair discrimination‬

‭○‬ ‭Judgements made about individuals based on‬
‭stereotypes regarding their demographic‬

‭●‬ ‭Stereotyping‬
‭○‬ ‭Judging one based of ones perception of the group‬
‭that person belongs to‬

‭●‬ ‭Stereotype threat‬

‭○‬ ‭Degree to which we internally agree with general‬
‭negative stereotype perceptions‬

‭REDUCING STEREOTYPES‬

‭●‬ ‭Increase awareness of stereotypes that are perpetuated‬

‭●‬ R
‭ educe differentials / preferential treatment through‬
‭objective assessments‬

‭●‬ ‭Ban stereotypes practices and messages‬

‭●‬ ‭Confront even small aggressions against minority groups‬

‭●‬ A
‭ dopt transparent practices that signal value of all‬
‭employees‬

‭ .6 Diversity related‬
1 ‭●‬ ‭Age issues‬
‭issues‬ ‭○‬ ‭No relationship between age and job perfromance‬
‭○‬ ‭Older workers report better work satisfaction and‬
‭relations with coworkers‬

‭●‬ ‭Gender issue‬

‭○‬ ‭Women performance?‬
‭○‬ ‭Women in male domains are perceived less likeable,‬
‭more hostile and less desirable as supervisors‬
‭○‬ ‭Womer are less likely to earn the same as a man,‬
‭and are assigned to challenging positions‬

‭●‬ ‭Likeability bias‬

‭○‬ ‭success/likeability have positive correlation‬
‭for men and negative correlation for women‬
‭○‬ ‭Competent women are not nice, and if not‬
‭nice less competent‬
 ‭‬ A
○ ‭ ssertive woman = aggressive‬
‭○‬ ‭Penalties are double when faced by women‬

‭●‬ ‭Performance evaluation bias‬

‭○‬ ‭Male perfroamnce = overestimated‬
‭○‬ ‭Personal preferences may come into play‬
‭○‬ ‭Perceived performance explains why women‬
‭are hired and promoted based on‬
‭accomplishments and men based on‬
‭potential‬

‭●‬ ‭Performance attribution bias‬

‭○‬ ‭Women are given less credit for success and‬
‭blamed more for failure‬
‭○‬ ‭Men success = qualities and skills and hard‬
‭work‬
‭○‬ ‭Female confidence erosion‬

‭●‬ ‭Maternal bias‬

‭○‬ ‭Motherhood triggers assumptions of women‬
‭being less competent and less committed‬
‭○‬ ‭Women are held to higher standards and less‬
‭opportunities.‬

‭●‬ ‭RACE AND ETHNICITY‬

‭○‬ ‭Employment outcomes‬
‭■‬ ‭Coworkers of own ethnicity is favored →‬
‭evaluations, promotions and pay raises‬
‭■‬ ‭Members of racial /ethinic minorities face‬
‭higher levels of discminiation‬
‭DIVERISITY MANAGEMENT STRATEGIES‬

‭●‬ P
‭ rocess and programs which managers make everyone‬
‭more aware of and sensitive to the needs and differences of‬
‭others‬

‭‬ T
● ‭ arget underrepresented groups‬
‭●‬ ‭Ensure hiring and promotion is bias free‬
‭●‬ ‭Develop a positive divesiy climate - inclusiveness and‬
‭diversity‬

‭PROGRAMS‬

‭●‬ T ‭ each managers about legal framework for equal‬

‭employment adn opportunity‬
‭●‬ ‭Encourage fair treatment regardless of demogrpahic‬
‭●‬ ‭Personal development practises‬

‭CONSEQUENCES OF DIVERISTY‬

‭‬ E
● ‭ nriched experience‬
‭●‬ ‭Higher creaticity‬
‭●‬ ‭Better decision making‬

‭‬ P
● ‭ otential conflic‬
‭●‬ ‭Lower performance‬

‭●‬ ‭Prejudice‬
‭‬ D
● ‭ iscrimination‬
‭●‬ ‭Stereotyping‬