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Organizational

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

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?
Organizational Behavior:

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Study Question 1: What is a highperformance 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.

Organizational Behavior:

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

Study Question 1: What is a highperformance organization? Organizational Behavior: 5 .

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

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

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

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

Study Question 1: What is a highperformance organization? Organizational Behavior: 10 .

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

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

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

 Well-managed workforce diversity increases human capital.Study Question 2: What is multi-culturalism.  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. Organizational Behavior: 14 . – Developing a work environment and organizational culture that allows all organization members to reach their full potential. and how can workforce diversity be managed?  Managing diversity.

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

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

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

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. – Moral-rights view –– respects and protects the fundamental rights of all human beings. – Justice view –– fair and impartial in the treatment of all people. – Individualism view –– best serving long-term self-interests. Organizational Behavior: 18 .

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

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

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

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

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

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

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

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

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

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

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

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

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