4 Part One Introduction
Welcome to the Field of Organizational Behaviorl
The opening story about Brasilata reveals some important truths about organizations that
succeed in todays turbulent environment. I n every sector of the economy, organizations
need to be innovative, employ skilled and motivated people who can work in teams, have
leaders wi th foresight and vision, and make decisions that consider the interests of multiple
stakeholders. In other words, the best companies succeed through the concepts and prac-
tices that we discuss in this book on organizational behavior.
The purpose of this book is to help you understand what goes on in organizations, in -
cluding the thoughts and behavior of employees and teams. We examine the factors that
make companies effective, improve employee well-being, and drive successful collabora-
tion among coworkers. We look at organizations from numerous and diverse perspectives,
from the deepest foundations of employee thoughts and behavior (personahty, self-concept,
commitment , etc.) to the complex interplay between the organization's structure and
culture and its external environment. Along this journey, we emphasize why things happen
and what you can do to predict and manage organizational events.
We begin in this chapter by introducing you to the field of organizational behavior (OB)
and why it is important to your career and to organizations. Next, this chapter describes the
"ultimate dependent variable" i n OB by presenting the four main perspectives of organiza-
tional effectiveness. This is followed by an overview of three challenges facing organiza-
tions: global izat ion, increasing workforce diversity, and emerging employment
relationships. We complete this opening chapter by describing four anchors that guide the
development of organizational behavior knowledge.
The Field of Organizational Behavior
"r" I Organizational behavior (OB) is the study of what people think, feel, and do in and around
' organizations. It looks at employee behavior, decisions, perceptions, and emotional
responses. It examines how individuals and teams in organizations relate to one another and
to their counterparts in other organizations. OB also encompasses the study of how organi-
zarions interact wi th their external environments, particularly in the context of employee
behavior and decisions. OB researchers systematically study these topics at multiple levels of
analysis, namely, the individual, team (including interpersonal), and organization.^
The definition of organizational behavior begs the question: What are organizations?
Organizations are groups of people who work interdependently toward some purpose.^
Notice that organizations are not buildings or government-registered entities. In fact, many
organizations exist without either physical walls or government documentation to confer
their legal status. Organizations have existed for as long as people have worked together.
M.
detailed study of OB , introductions ,goals, scope, historical development, applications and uses, models, limitations of OB, future of OB, complete indepth case study for seminars and presentations.
Introduction of Organisation Behaviour
Nature and Scope of OB
Challenges and opportunities for OB
Organization Goals
Models of OB
Impact of Global and Cultural diversity on OB.
detailed study of OB , introductions ,goals, scope, historical development, applications and uses, models, limitations of OB, future of OB, complete indepth case study for seminars and presentations.
Introduction of Organisation Behaviour
Nature and Scope of OB
Challenges and opportunities for OB
Organization Goals
Models of OB
Impact of Global and Cultural diversity on OB.
How does an understanding of management and organizational behavior .pdfAMITJWELLER123
How does an understanding of management and organizational behavior lead to organizational
effectiveness and efficiency? Why is the study of historical management theories important
today?
Solution
Ans:- Organizational behavior examines how and why people act, think, and feel in corporate
and other organized settings. The field is concerned with timeless questions such as the nature of
leadership, how to motivate people, how to resolve interpersonal conflicts, and how to develop
effective teams. We say “timeless” because the fundamental issues in organizational
behavior—the rapidly changing workplace notwithstanding—aren’t new. In fact, the field’s roots
go back thousands of years. For example, ancient Chinese emperors grappled with how to
efficiently organize a vast work force of civil servants. And in the Roman Empire, experiments
with tenure-based wage classifications (what are called tiered wage systems today) created
problems. But we’ll spare you the details of some 4,000 years of history—you can pursue that on
your own. The point is that concerns about organizational behavior have always been with us.
We’ll jump ahead with our time line to the U.S. in the late 1800s. During that period, several
famous “experiments” in human behavior were conducted in organizations. Robert Owen, for
example, was a textile manufacturer who experimented with “innovations” such as providing
breaks and hot meals for his employees. Likewise, the Pullman factory town was seen by many
as innovative in its day. Today, of course, what was viewed as an attractive workplace in the
1800s comes across as laughable. For example, at the Boston Herald in the 1870s, a company
rule stated that “men employees will be given an evening off each week for courting purposes, or
two evenings a week if they go regularly to church.”6 Up until this point, efforts to improve
worker productivity were largely confined to a handful of behavioral tinkerers. But 1900 marked
the birth of the first systematic effort to scientifically study human behavior. In fact, for the next
40–50 years, scientific management was the dominant behavioral perspective in the U.S. Its
champion was Frederick Taylor. An engineer by training, Taylor felt that applying scientific
principles to human behavior was a practical and efficient way to maximize firm performance.
Just as machines could be designed to optimally perform a certain task, he reasoned, so too could
people be taught the ideal way to perform their specific jobs. Uncovering those “ideal ways”
required a systematic analysis. The idea was to observe people doing actual work, discover the
“human problems” preventing better performance, and then minimize them by training
employees to do things correctly. Taylor conducted many experiments that tested whether
worker movements, action sequences, physical positions, and job locations would raise or lower
production. For instance, Taylor collected detailed information about how workers loaded coal
bins, i.
How does an understanding of management and organizational behavior .pdfrishabjain5053
How does an understanding of management and organizational behavior lead to organizational
effectiveness and efficiency? Why is the study of historical management theories important
today?
Solution
Ans:- Organizational behavior examines how and why people act, think, and feel in corporate
and other organized settings. The field is concerned with timeless questions such as the nature of
leadership, how to motivate people, how to resolve interpersonal conflicts, and how to develop
effective teams. We say “timeless” because the fundamental issues in organizational
behavior—the rapidly changing workplace notwithstanding—aren’t new. In fact, the field’s roots
go back thousands of years. For example, ancient Chinese emperors grappled with how to
efficiently organize a vast work force of civil servants. And in the Roman Empire, experiments
with tenure-based wage classifications (what are called tiered wage systems today) created
problems. But we’ll spare you the details of some 4,000 years of history—you can pursue that on
your own. The point is that concerns about organizational behavior have always been with us.
We’ll jump ahead with our time line to the U.S. in the late 1800s. During that period, several
famous “experiments” in human behavior were conducted in organizations. Robert Owen, for
example, was a textile manufacturer who experimented with “innovations” such as providing
breaks and hot meals for his employees. Likewise, the Pullman factory town was seen by many
as innovative in its day. Today, of course, what was viewed as an attractive workplace in the
1800s comes across as laughable. For example, at the Boston Herald in the 1870s, a company
rule stated that “men employees will be given an evening off each week for courting purposes, or
two evenings a week if they go regularly to church.”6 Up until this point, efforts to improve
worker productivity were largely confined to a handful of behavioral tinkerers. But 1900 marked
the birth of the first systematic effort to scientifically study human behavior. In fact, for the next
40–50 years, scientific management was the dominant behavioral perspective in the U.S. Its
champion was Frederick Taylor. An engineer by training, Taylor felt that applying scientific
principles to human behavior was a practical and efficient way to maximize firm performance.
Just as machines could be designed to optimally perform a certain task, he reasoned, so too could
people be taught the ideal way to perform their specific jobs. Uncovering those “ideal ways”
required a systematic analysis. The idea was to observe people doing actual work, discover the
“human problems” preventing better performance, and then minimize them by training
employees to do things correctly. Taylor conducted many experiments that tested whether
worker movements, action sequences, physical positions, and job locations would raise or lower
production. For instance, Taylor collected detailed information about how workers loaded coal
bins, i.
TextbooksDiane Hacker’s Rules for Writers (9th Ed)1-1W.docxtodd191
Textbooks
Diane Hacker’s Rules for Writers (9th Ed)
1-1What is Organizational Behavior?
What exactly is meant by the term “organizational behavior”? And why should it be studied? Answers to these two fundamental questions will both help establish our foundation for discussion and analysis and help you better appreciate the rationale as to how and why understanding the field can be of value to you in the future.
1-1aThe Meaning of Organizational Behavior
Organizational behavior (OB) is the study of human behavior in organizational settings, of the interface between human behavior and the organization, and of the organization itself. Although we can focus on any one of these three areas, we must also remember that all three are ultimately necessary for a comprehensive understanding of organizational behavior. For example, we can study individual behavior without explicitly considering the organization. But because the organization influences and is influenced by the individual, we cannot fully understand the individual's behavior without learning something about the organization. Similarly, we can study organizations without focusing explicitly on the people within them. But again, we are looking at only a portion of the puzzle. Eventually we must consider the other pieces, as well as the whole. Essentially, then, OB helps explain and predict how people and groups interpret events, react, and behave in organizations and describes the role of organizational systems, structures, and process in shaping behavior.
Managers at businesses like The Home Depot need to understand individual employee behavior, characteristics of the organization itself, and the interface between individual behavior and the organization.
ISTOCKPHOTO.COM/LOKIBAHO
Figure 1.1 illustrates this view of organizational behavior. It shows the linkages among human behavior in organizational settings, the individual–organization interface, the organization itself, and the environment surrounding the organization. Each individual brings to an organization a unique set of personal characteristics and a unique personal background and set of experiences from other organizations. Therefore, in considering the people who work in their organizations, managers must look at the unique perspective each individual brings to the work setting. For example, suppose managers at The Home Depot review data showing that employee turnover within the firm is gradually but consistently increasing. Further suppose that they hire a consultant to help them better understand the problem. As a starting point, the consultant might analyze the types of people the company usually hires. The goal would be to learn as much as possible about the nature of the company's workforce as individuals—their expectations, their personal goals, and so forth.
Figure 1.1The Nature of Organizational Behavior
The field of organizational behavior attempts to understand human behavior in organizational settings, the organiza.
Abstract: Organisational Citizenship Behaviour (OCB) is defined as the voluntary, pro-social behaviour of an individual which is not formally recognized by the reward system however that promotes the effective functioning of the organisation. The research on this concept gained momentum during 1980’s. However, the concept’s origin dates back to Veda era of Indian civilization. Many of the subsets of OCB like altruism, civic virtue are explained long before in Indian scriptures. The paper aims at finding a link between the revealed concept of OCB and the Indian management thoughts and practices.
Chapter 1 Introduction to Organizational BehaviorOutline · O.docxsleeperharwell
Chapter 1 Introduction to Organizational Behavior
Outline
· Overview
· What Is Organizational Behavior?
· Challenges for Organizational Behavior
· Challenge 1: The Changing Social and Cultural Environment
· Challenge 2: The Evolving Global Environment
· Challenge 3: Advancing Information Technology
· Challenge 4: Shifting Work and Employment Relationships
· Summary
· Exercises in Understanding and Managing Organizational Behavior
· Appendix 1: A Short History of Organizational Behavior
What is Organizational Behavior?
To begin our study of organizational behavior, we could just say that it is the study of behavior in organizations and the study of the behavior of organizations, but such a definition reveals nothing about what this study involves or examines. To reach a more useful and meaningful definition, let’s first look at what an organization is. An organization is a collection of people who work together and coordinate their actions to achieve a wide variety of goals. The goals are what individuals are trying to accomplish as members of an organization (earning a lot of money, helping promote a worthy cause, achieving certain levels of personal power and prestige, enjoying a satisfying work experience, and so forth). The goals are also what the organization as a whole is trying to accomplish (providing innovative goods and services that customers want; getting candidates elected; raising money for medical research; making a profit to reward stockholders, managers, and employees; and being socially responsible and protecting the natural environment). An effective organization is one that achieves its goals.
Organization
A collection of people who work together and coordinate their actions to achieve individual and organizational goals.
Police forces, for example, are formed to achieve the goals of providing security for law-abiding citizens and providing police officers with a secure, rewarding career while they perform their valuable services. Paramount Pictures was formed to achieve the goal of providing people with entertainment while making a profit in the process. Actors, directors, writers, and musicians receive well-paid and interesting work.
Organizations exist to provide goods and services that people want, and the amount and quality of these goods and services are products of the behaviors and performance of an organization’s employees—of its managers, of highly skilled employees in sales or research and development, and of the employees who actually produce or provide the goods and services. Today, most people make their living by working in or for some kind of company or organization. People such as a company’s owners or managers—or company employees who desire to become future owners or managers—all benefit from studying organizational behavior. Indeed, people who seek to help or volunteer their time to work in nonprofit or charitable organizations also must learn the principles of organizational behavior. Like most employ.
Organizational Behavior: A Study on Managers, Employees, and TeamsMuhammad Tawakal Shah
In recent decades, there has been a tremendous shift in the structure and operation of organizations.
Advancements in technology and skill diversity have fostered a modern workplace of skill and workflow
interdependencies. Hence, for success in today’s business world, it is imperative for organizations to
understand the forces that impact team outcomes. This study on 100 managers from the same organization
shows that female managers have higher communication skills when compared to male managers,
but are also more influenced by group think. A total of 200 employees from this organization were also
studied and the results show that female employees contribute to team outcomes more than male
employees. Implications for researchers, managers, and human resource professionals are considered.
Theoretically, it is important to understand how and why teamwork affects people’s success in the
workplace. Practically, it is important for managers to know whether teamwork affects performance
because it proxies cohesiveness and synergy. The study presented in this article clearly suggests that
teamwork affects people’s careers and workplace interactions and therefore is worthy of continued
scholarly investigation.
Contents of the PPT are:
* Organisation
* Features of Organisation
* Organisational Behaviour
* Concept of OB
* Nature of OB
* Challenges of OB
* Importance/Role of OB
* Approaches of OB
Group Presentation Once during the quarter, each student will.docxgilbertkpeters11344
Group Presentation
: Once during the quarter, each student will prepare a brief presentation on a specific neighborhood, a racial or cultural group, or a historical event, migration or shift in the urban landscape,
related to the themes for that week
. Students will select preferred weeks in advance and be scheduled by Week 2 as best as your professor can allow. The presentation is open in form and format but should be 20 minutes in duration, consist mostly of your own original words and discussion, but involve some form of visual, quotes, or data, and represent some amount of additional research beyond the readings for that week, and include 5 or more questions for discussion to be presented to the class. Your group grade will reflect an average of 4 grades in content, delivery, relevance and engagement with the class in discussion.
.
Group Presentation Outline
•
Slide 1: Title slide
•
This contains your topic title, your names, and the course.
•
Slide 2: Introduction slide
•
Remember that you are presenting this information to others. Acknowledge the audience, and mention the purpose of the
presentation.
•
This slide should contain at least 50–100 words of speaker notes.
•
Slides 3–10 (or more): Content slides
•
Describe the topic and structure
•
Outline and discuss the issues/components each separately
•
Discuss theories, laws, policies, and other labor relations related topics
•
Provide support for your perspective and analysis
•
Lessons learned documented, what you have learned
•
Conclusion
•
The slides should each contain at least
50–100 words of speaker notes.
•
Final slide(s): Reference slide(s)
•
List your references according to the APA sty
.
More Related Content
Similar to 4 Part One Introduction Welcome to the Field of Organizati.docx
How does an understanding of management and organizational behavior .pdfAMITJWELLER123
How does an understanding of management and organizational behavior lead to organizational
effectiveness and efficiency? Why is the study of historical management theories important
today?
Solution
Ans:- Organizational behavior examines how and why people act, think, and feel in corporate
and other organized settings. The field is concerned with timeless questions such as the nature of
leadership, how to motivate people, how to resolve interpersonal conflicts, and how to develop
effective teams. We say “timeless” because the fundamental issues in organizational
behavior—the rapidly changing workplace notwithstanding—aren’t new. In fact, the field’s roots
go back thousands of years. For example, ancient Chinese emperors grappled with how to
efficiently organize a vast work force of civil servants. And in the Roman Empire, experiments
with tenure-based wage classifications (what are called tiered wage systems today) created
problems. But we’ll spare you the details of some 4,000 years of history—you can pursue that on
your own. The point is that concerns about organizational behavior have always been with us.
We’ll jump ahead with our time line to the U.S. in the late 1800s. During that period, several
famous “experiments” in human behavior were conducted in organizations. Robert Owen, for
example, was a textile manufacturer who experimented with “innovations” such as providing
breaks and hot meals for his employees. Likewise, the Pullman factory town was seen by many
as innovative in its day. Today, of course, what was viewed as an attractive workplace in the
1800s comes across as laughable. For example, at the Boston Herald in the 1870s, a company
rule stated that “men employees will be given an evening off each week for courting purposes, or
two evenings a week if they go regularly to church.”6 Up until this point, efforts to improve
worker productivity were largely confined to a handful of behavioral tinkerers. But 1900 marked
the birth of the first systematic effort to scientifically study human behavior. In fact, for the next
40–50 years, scientific management was the dominant behavioral perspective in the U.S. Its
champion was Frederick Taylor. An engineer by training, Taylor felt that applying scientific
principles to human behavior was a practical and efficient way to maximize firm performance.
Just as machines could be designed to optimally perform a certain task, he reasoned, so too could
people be taught the ideal way to perform their specific jobs. Uncovering those “ideal ways”
required a systematic analysis. The idea was to observe people doing actual work, discover the
“human problems” preventing better performance, and then minimize them by training
employees to do things correctly. Taylor conducted many experiments that tested whether
worker movements, action sequences, physical positions, and job locations would raise or lower
production. For instance, Taylor collected detailed information about how workers loaded coal
bins, i.
How does an understanding of management and organizational behavior .pdfrishabjain5053
How does an understanding of management and organizational behavior lead to organizational
effectiveness and efficiency? Why is the study of historical management theories important
today?
Solution
Ans:- Organizational behavior examines how and why people act, think, and feel in corporate
and other organized settings. The field is concerned with timeless questions such as the nature of
leadership, how to motivate people, how to resolve interpersonal conflicts, and how to develop
effective teams. We say “timeless” because the fundamental issues in organizational
behavior—the rapidly changing workplace notwithstanding—aren’t new. In fact, the field’s roots
go back thousands of years. For example, ancient Chinese emperors grappled with how to
efficiently organize a vast work force of civil servants. And in the Roman Empire, experiments
with tenure-based wage classifications (what are called tiered wage systems today) created
problems. But we’ll spare you the details of some 4,000 years of history—you can pursue that on
your own. The point is that concerns about organizational behavior have always been with us.
We’ll jump ahead with our time line to the U.S. in the late 1800s. During that period, several
famous “experiments” in human behavior were conducted in organizations. Robert Owen, for
example, was a textile manufacturer who experimented with “innovations” such as providing
breaks and hot meals for his employees. Likewise, the Pullman factory town was seen by many
as innovative in its day. Today, of course, what was viewed as an attractive workplace in the
1800s comes across as laughable. For example, at the Boston Herald in the 1870s, a company
rule stated that “men employees will be given an evening off each week for courting purposes, or
two evenings a week if they go regularly to church.”6 Up until this point, efforts to improve
worker productivity were largely confined to a handful of behavioral tinkerers. But 1900 marked
the birth of the first systematic effort to scientifically study human behavior. In fact, for the next
40–50 years, scientific management was the dominant behavioral perspective in the U.S. Its
champion was Frederick Taylor. An engineer by training, Taylor felt that applying scientific
principles to human behavior was a practical and efficient way to maximize firm performance.
Just as machines could be designed to optimally perform a certain task, he reasoned, so too could
people be taught the ideal way to perform their specific jobs. Uncovering those “ideal ways”
required a systematic analysis. The idea was to observe people doing actual work, discover the
“human problems” preventing better performance, and then minimize them by training
employees to do things correctly. Taylor conducted many experiments that tested whether
worker movements, action sequences, physical positions, and job locations would raise or lower
production. For instance, Taylor collected detailed information about how workers loaded coal
bins, i.
TextbooksDiane Hacker’s Rules for Writers (9th Ed)1-1W.docxtodd191
Textbooks
Diane Hacker’s Rules for Writers (9th Ed)
1-1What is Organizational Behavior?
What exactly is meant by the term “organizational behavior”? And why should it be studied? Answers to these two fundamental questions will both help establish our foundation for discussion and analysis and help you better appreciate the rationale as to how and why understanding the field can be of value to you in the future.
1-1aThe Meaning of Organizational Behavior
Organizational behavior (OB) is the study of human behavior in organizational settings, of the interface between human behavior and the organization, and of the organization itself. Although we can focus on any one of these three areas, we must also remember that all three are ultimately necessary for a comprehensive understanding of organizational behavior. For example, we can study individual behavior without explicitly considering the organization. But because the organization influences and is influenced by the individual, we cannot fully understand the individual's behavior without learning something about the organization. Similarly, we can study organizations without focusing explicitly on the people within them. But again, we are looking at only a portion of the puzzle. Eventually we must consider the other pieces, as well as the whole. Essentially, then, OB helps explain and predict how people and groups interpret events, react, and behave in organizations and describes the role of organizational systems, structures, and process in shaping behavior.
Managers at businesses like The Home Depot need to understand individual employee behavior, characteristics of the organization itself, and the interface between individual behavior and the organization.
ISTOCKPHOTO.COM/LOKIBAHO
Figure 1.1 illustrates this view of organizational behavior. It shows the linkages among human behavior in organizational settings, the individual–organization interface, the organization itself, and the environment surrounding the organization. Each individual brings to an organization a unique set of personal characteristics and a unique personal background and set of experiences from other organizations. Therefore, in considering the people who work in their organizations, managers must look at the unique perspective each individual brings to the work setting. For example, suppose managers at The Home Depot review data showing that employee turnover within the firm is gradually but consistently increasing. Further suppose that they hire a consultant to help them better understand the problem. As a starting point, the consultant might analyze the types of people the company usually hires. The goal would be to learn as much as possible about the nature of the company's workforce as individuals—their expectations, their personal goals, and so forth.
Figure 1.1The Nature of Organizational Behavior
The field of organizational behavior attempts to understand human behavior in organizational settings, the organiza.
Abstract: Organisational Citizenship Behaviour (OCB) is defined as the voluntary, pro-social behaviour of an individual which is not formally recognized by the reward system however that promotes the effective functioning of the organisation. The research on this concept gained momentum during 1980’s. However, the concept’s origin dates back to Veda era of Indian civilization. Many of the subsets of OCB like altruism, civic virtue are explained long before in Indian scriptures. The paper aims at finding a link between the revealed concept of OCB and the Indian management thoughts and practices.
Chapter 1 Introduction to Organizational BehaviorOutline · O.docxsleeperharwell
Chapter 1 Introduction to Organizational Behavior
Outline
· Overview
· What Is Organizational Behavior?
· Challenges for Organizational Behavior
· Challenge 1: The Changing Social and Cultural Environment
· Challenge 2: The Evolving Global Environment
· Challenge 3: Advancing Information Technology
· Challenge 4: Shifting Work and Employment Relationships
· Summary
· Exercises in Understanding and Managing Organizational Behavior
· Appendix 1: A Short History of Organizational Behavior
What is Organizational Behavior?
To begin our study of organizational behavior, we could just say that it is the study of behavior in organizations and the study of the behavior of organizations, but such a definition reveals nothing about what this study involves or examines. To reach a more useful and meaningful definition, let’s first look at what an organization is. An organization is a collection of people who work together and coordinate their actions to achieve a wide variety of goals. The goals are what individuals are trying to accomplish as members of an organization (earning a lot of money, helping promote a worthy cause, achieving certain levels of personal power and prestige, enjoying a satisfying work experience, and so forth). The goals are also what the organization as a whole is trying to accomplish (providing innovative goods and services that customers want; getting candidates elected; raising money for medical research; making a profit to reward stockholders, managers, and employees; and being socially responsible and protecting the natural environment). An effective organization is one that achieves its goals.
Organization
A collection of people who work together and coordinate their actions to achieve individual and organizational goals.
Police forces, for example, are formed to achieve the goals of providing security for law-abiding citizens and providing police officers with a secure, rewarding career while they perform their valuable services. Paramount Pictures was formed to achieve the goal of providing people with entertainment while making a profit in the process. Actors, directors, writers, and musicians receive well-paid and interesting work.
Organizations exist to provide goods and services that people want, and the amount and quality of these goods and services are products of the behaviors and performance of an organization’s employees—of its managers, of highly skilled employees in sales or research and development, and of the employees who actually produce or provide the goods and services. Today, most people make their living by working in or for some kind of company or organization. People such as a company’s owners or managers—or company employees who desire to become future owners or managers—all benefit from studying organizational behavior. Indeed, people who seek to help or volunteer their time to work in nonprofit or charitable organizations also must learn the principles of organizational behavior. Like most employ.
Organizational Behavior: A Study on Managers, Employees, and TeamsMuhammad Tawakal Shah
In recent decades, there has been a tremendous shift in the structure and operation of organizations.
Advancements in technology and skill diversity have fostered a modern workplace of skill and workflow
interdependencies. Hence, for success in today’s business world, it is imperative for organizations to
understand the forces that impact team outcomes. This study on 100 managers from the same organization
shows that female managers have higher communication skills when compared to male managers,
but are also more influenced by group think. A total of 200 employees from this organization were also
studied and the results show that female employees contribute to team outcomes more than male
employees. Implications for researchers, managers, and human resource professionals are considered.
Theoretically, it is important to understand how and why teamwork affects people’s success in the
workplace. Practically, it is important for managers to know whether teamwork affects performance
because it proxies cohesiveness and synergy. The study presented in this article clearly suggests that
teamwork affects people’s careers and workplace interactions and therefore is worthy of continued
scholarly investigation.
Contents of the PPT are:
* Organisation
* Features of Organisation
* Organisational Behaviour
* Concept of OB
* Nature of OB
* Challenges of OB
* Importance/Role of OB
* Approaches of OB
Group Presentation Once during the quarter, each student will.docxgilbertkpeters11344
Group Presentation
: Once during the quarter, each student will prepare a brief presentation on a specific neighborhood, a racial or cultural group, or a historical event, migration or shift in the urban landscape,
related to the themes for that week
. Students will select preferred weeks in advance and be scheduled by Week 2 as best as your professor can allow. The presentation is open in form and format but should be 20 minutes in duration, consist mostly of your own original words and discussion, but involve some form of visual, quotes, or data, and represent some amount of additional research beyond the readings for that week, and include 5 or more questions for discussion to be presented to the class. Your group grade will reflect an average of 4 grades in content, delivery, relevance and engagement with the class in discussion.
.
Group Presentation Outline
•
Slide 1: Title slide
•
This contains your topic title, your names, and the course.
•
Slide 2: Introduction slide
•
Remember that you are presenting this information to others. Acknowledge the audience, and mention the purpose of the
presentation.
•
This slide should contain at least 50–100 words of speaker notes.
•
Slides 3–10 (or more): Content slides
•
Describe the topic and structure
•
Outline and discuss the issues/components each separately
•
Discuss theories, laws, policies, and other labor relations related topics
•
Provide support for your perspective and analysis
•
Lessons learned documented, what you have learned
•
Conclusion
•
The slides should each contain at least
50–100 words of speaker notes.
•
Final slide(s): Reference slide(s)
•
List your references according to the APA sty
.
Group PortionAs a group, discuss and develop a paper of 10 p.docxgilbertkpeters11344
Group Portion
As a group, discuss and develop a paper of 10 pages that addresses the following questions. Work together to determine who will complete each section:
Who will comprise your planning committee? Explain.
Identify public- and private-sector partner agencies and elected officials (if any) that should serve on the planning committee.
What are the component parts of the plan (be specific and detailed)? Explain.
What participating agencies may be more or less involved in which parts of the plan development? Explain.
Are there subject matter experts (SMEs) or other entities that should be involved in any one specific area of the plan development? Explain.
Based upon the emergency management concept of incident management that includes the phases of preparedness and mitigation, response, and recovery, identify the actions that will need to be taken in each phase as they relate to the hazard you have selected.
Identify the major challenges that the community and responders will encounter when responding to the hazard.
What solutions exist (e.g., mutual aid, contract services) to overcome those challenges? Explain in detail.
What should be the short- and long-term recovery goals of the community following this event’s occurrence?
Be sure to reference all sources using APA style.
Please add your file.
Individual Portion
Develop a PowerPoint presentation of 6–7 slides that provides details about your plan.
Include speaker notes of 200–300 words that will be used when presenting the plan to your superiors.
.
Group Behavior in OrganizationsAt an organizational level,.docxgilbertkpeters11344
Group Behavior in Organizations
At an organizational level, group behavior is necessary for continued functioning of the
organization. Within an organization, there are established rules, procedures, and processes
developed that define how an organization operates. In addition, there are systems in place
to reward behaviors of those who effectively participate in the organization's operations.
Besides, there are also systems that define consequences that can take place in case
individuals behave outside the accepted practices of the organization. What develops out of
this is an employee's attachment to the organization based on common beliefs, values, and
traditions. The shared attachment and even the commitment to common beliefs, values, and
traditions make up an organization's culture (Helms & Stern, 2001; Lok & Crawford, 2001).
What Is Organization Culture?
Sheard and Kakabadse (2002) explained organizational culture in terms of solidarity and
sociability. Solidarity, in this case, referred to a group's willingness to pursue and maintain
conformity in shared objectives, processes, and systems. Sociability referred to a group's
sense of belongingness by its members and level of camaraderie.
They also mentioned there might be differences between hierarchies or levels within an
organization's culture. Based on the solidarity and sociability of each, upper management
might differ from the decisions made by middle management and line staff. These differences
might also occur between functional departments and, in larger organizations, between
geographically distinct sections of the organization.
What Sheard and Kakabadse wanted to emphasize through this discussion was there might
be distinct subcultures within an organization's culture.
According to De Long and Fahey (2000), "Subcultures consist of distinct sets of values,
norms, and practices exhibited by specific groups or units in an organization." Subcultures
may be readily observed in larger, more bureaucratic organizations or organizations having
well-established departments with employees that have highly specialized or possessing
unique skills.
De Long, D., & Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. The
Academy of Management Executive, 14(4), 113–127.
Helms, M., & Stern, R. (2001). Exploring the factors that influence employees 'perceptions of
their organization's culture. Journal of Management in Medicine, 15(6), 415–429.
Lok, P., & Crawford, J. (2001). Antecedents of organizational commitment and the mediating
role of job satisfaction. Journal of Managerial Psychology, 16(8), 594–613.
Sheard, A., & Kakabadse, A. (2002). Key roles of the leadership landscape. Journal of
Managerial Psychology, 17(1/2), 129–144.
3-17 Kenneth Brown is the principal owner of Brown Oil, Inc. After quitting his university teaching job,
Ken has been able to increase his annual salary by a factor of over 100. At the present time, Ken is
f.
Group assignment Only responsible for writing 275 words on the foll.docxgilbertkpeters11344
Group assignment: Only responsible for writing 275 words on the following
Explain immigration and how that is connected.
Identify current and future issues in serving diverse clients and legally protected classes.
GroupgrAssignment content:
Access
the
Prison Rape Elimination Act
website.
Write
a 1,000- to 1,400-word report for an audience of potential new employees in human services in a correctional setting in which you:
Summarize current and future civil rights issues that affect the criminal justice system.
Identify why PREA affects the future of corrections.
Explain immigration and how that is connected.
Identify current and future issues in serving diverse clients and legally protected classes.
Explain options for advocacy.
Identify
boundaries in advocacy for human service workers.
Format
your resources consistent with APA guidelines.
.
Group 2 WG is a 41-year-old female brought herself into the ER la.docxgilbertkpeters11344
Group 2: WG is a 41-year-old female brought herself into the ER last night asking to "detox from vodka." She tells you she has a long-standing history of alcohol dependence with multiple relapses. She also reports that she has experienced alcohol withdrawal seizures before. Current CIWA-Ar is 17. She denies any past medical history but lab work indicates hepatic insufficiency (LFTs x3 ULN). All other lab work is normal. She denies taking any medications.
How will you manage this patient’s withdrawal syndrome?
Responses must be a minimum of 200 words, scholarly written, APA7 formatted, and referenced. A minimum of 2 references are required (other than your text). Plagiarism and grammatical errors free.
.
Group 2 Discuss the limitations of treatment for borderline and.docxgilbertkpeters11344
Group 2: Discuss the limitations of treatment for borderline and histrionic PD and what can be done from a psychopharmacological perspective.
Post must be a minimum of 200 words, scholarly written, APA formatted, and referenced. A minimum of 2
scholarly
references are required
(other than your text
).
.
Group 3 Discuss the limitations of treatment for antisocial and.docxgilbertkpeters11344
Group 3: Discuss the limitations of treatment for antisocial and narcissistic PD and what can be done from a psychopharmacological perspective.
Post your initial response by Wednesday at midnight. Respond to at least one student
with a different assigned DB question
by Sunday at midnight. Both responses must be a minimum of 200 words, scholarly written, APA formatted, and referenced. A minimum of 2
scholarly
references are required
(other than your text
). attached lecture for the theme.
.
Group 1 Describe the differences between Naloxone, Naltrexone, .docxgilbertkpeters11344
Group 1: Describe the differences between Naloxone, Naltrexone, and Buprenorphine/Naloxone. Include the properties of each, their classification, mechanism of actions, onset, half-life, and formulations (routes of delivery). Please discuss the implications of differences in the clinical setting (including pre-hospital)
Responses must be a minimum of 200 words, scholarly written, APA7 formatted, and referenced. A minimum of 2 references is required (other than your text). Plagiarism and grammatical errors free.
.
Grotius, HobbesDevelopment of INR – Week 3HobbesRelati.docxgilbertkpeters11344
Grotius, Hobbes
Development of INR – Week 3
Hobbes
Relationship between Natural Law and Law of Nations?
Mediated by the idea of the state of nature as the predicament of insecurity:
Natural right: self-preservation.
Natural law: the observation of promises and contracts.
For states: minimum observation of natural law in the form of consenting to agreements.
Written agreement: treaty-making
Unwritten agreements: customary law
Hobbes
State of Nature: the condition in which individuals find themselves in a perpetual condition of war.
Natural right to self-preservation:
We each have the right to judge what is in our interest for self-preservation.
Conflict occurs because of:
Competition
Diffidence
Glory
Different meanings for words in the State of Nature; no ability in the State of Nature to determine whose judgment is valid (Wolin).
Life in the state of nature: “Solitary, poor, nasty, brutish, and short”
Commonwealth
Commonwealth by institution:
Social contract: it is the collective agreement among all individuals in the state of nature to establish:
Sovereign power
Able to speak and act for a multiplicity of people (which becomes a unified group).
State
The unity of sovereign power and the unified people.
Sovereign is the man or assembly that carries the person of the State.
State is the Leviathan: the mortal God on earth.
Sovereigns come and go but the State remains.
Consequences
The implication: fear is displaced from the condition of the state of nature to the relation between individual and state.
What continues to bind the state is fear of a return to the State of Nature:
the relation between individual and state is one of protection in exchange for obedience.
Private vs. public conscious: does one need to truly believe (i.e. like a Christian) or does the appearance of belief suffice?
“belief and unbelief never follow men’s commands.”
Loyalty only to those that are in power?
Historical context: The Norman Yoke and the English Civil Wars
Stability should not sacrificed as a result of ‘injustice’.
The rise of the ‘mechanical’ centralized administrative state.
Grotius
Dutch legal theorist 16th century;
Along with Vitoria and Gentili laid the foundation for the Law of Nations (Public European Law) on Natural Law.
Moves away from a theological conceptualization of Natural Law to a secular one.
Develops the notion of Natural Rights which becomes key for understanding human morality and law.
Notion of natural right emerged out of the massacre of St. Bartholomew (25 August 1572).
Attempted to establish limitation on the Sovereign’s power:
notion of individual right that the state cannot transgress.
Grotius: “a RIGHT is a moral quality annexed to the person, justly entitling him to possess some privilege, or to perform some particular act”
Four Fundamental Rights
1) the right for others not to take my possessions.
2) the right of restoration of property in case of injury.
3) honoring promises.
4) punish wrongdoing.
Natural.
GROUP 1 Case 967-- A Teenage Female with an Ovarian MassCLI.docxgilbertkpeters11344
GROUP 1: Case 967-- A Teenage Female with an Ovarian Mass
CLINICAL HISTORY
A teenage female presented with secondary amenorrhea (https://www.healthline.com/health/secondary-amenorrhea#causes). The patient had 1 menstrual cycle 3 years ago and has had no menses since. Laboratory work-up was negative for pregnancy test, mildly increased calcium level (11.7 mg/dL, normal range: 8.5-10.2 mg/dL) and CA 125 (43 Units/ml, normal range: 0-20 Units/ml). Prolactin, TSH, AFP, Inhibin A, Inhibin B and CEA were normal. Imaging revealed a 13 x 11.8 x 8.6 cm, predominately cystic left pelvis mass, with multiple internal septations. Her past medical history was not contributory. Patient underwent left salpingo-oophorectomy (https://www.healthline.com/health/salpingo-oophorectomy), omentectomy (https://moffitt.org/cancers/ovarian-cancer/omentectomy/) and tumor debulking (https://en.wikipedia.org/wiki/Debulking) with intraoperative frozen section consultation.
GROSS EXAMINATION
The 930.9 g tubo-ovarian complex consisted of a 20.0 x 16.0 x 8.0 cm large mass, with no recognizable normal ovarian parenchyma grossly and an unremarkable fallopian tube. The cut surface was gray, "fish-flesh", soft with foci of hemorrhage and necrosis.
MICROSCOPIC EXAMINATION
Microscopically, the majority of main tumor was growing in large nests, sheets and cords with focal follicle-like structures and geographic areas of necrosis. It was predominantly composed of small cells with hyperchromatic nuclei, round to oval nucleus with irregular nuclear contour, inconspicuous to occasional conspicuous nucleoli and minimal cytoplasm. This component was variably admixed with a population of larger cells, which as the name implies composed of cells with abundant eosinophilic cytoplasm, with central or eccentric round to oval nuclei, pale chromatin and prominent nuclei. Both, the small and large cell components demonstrated brisk mitotic activity. All staging biopsies and omentectomy were composed of large cell component.
An extensive panel of immunohistochemical stains was performed. Overall, the staining pattern was strong and diffuse in small cell component compared to patchy weak staining pattern in the large cell component.
FINAL DIAGNOSIS
Small cell carcinoma (https://en.wikipedia.org/wiki/Small-cell_carcinoma) of the ovary, hypercalcemic type (https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4939673/)
DISCUSSION
Small cell carcinoma of the ovary, hypercalcemic type (SCCOHT) is an aggressive and highly malignant tumor affecting the women under 40. It was first described as a distinct entity by Dickersin et al in 1982 (1). Fewer than 500 cases have been described in the literature and it accounts for less than 1% of all ovarian cancer diagnoses. Due to the initial consideration of epithelial origin, the term of SCCOHT has been used to distinguish this entity from its mimicker, the neuroendocrine or pulmonary type (2). In fact epithelial origin of SCCOHT was recently challenged as new imm.
Greek Drama Further Readings and Short Report GuidelinesOur s.docxgilbertkpeters11344
Greek Drama: Further Readings and Short Report Guidelines
Our study of Greek drama will begin with an overview of Greek theater in general and focus on Aeschylus’ Agamemnon (Norton rental text, Vol. A). You will be completing a quiz/worksheet on Agamemnon (open book) and that play will be the focus of our class from March 26 through April 2. After that, each of you will have the opportunity to focus more intensively on one of three other Greek plays, Sophocles’ Philoctetes, Euripides’ Medea, or Aristophanes’ Lysistrata.
I will be asking you to submit a short report that focuses primarily on the play you chose to study in more depth. Your first task, though, is to choose which of the three plays you want to work on. Here are brief overviews of the three plays.
Sophocles’ Philoctetes(available in the Sophocles II purchase text). Philoctetes, an outstanding Greek warrior, was abandoned by Odysseus, Agamemnon and Menelaos on the way to fight in Troy because they could not bear the agonies of his suffering from a poisonous snake bite. The hero, an exceptional archer who wields the bow of Heracles, has been living in isolation on the wild island of Lemnos for nine years. Now the Greek forces have received a prophecy that they cannot conquer Troy without Philoctetes’ help. Odysseus, whom Philoctetes hates, and Neoptolemus, the son of Achilles, are sent to lure Philoctetes back to the war, by persuasion, treachery or force.
Euripides’ Medea (available in Norton rental text, Vol. A. Medea, the sorceress who helped the hero Jason find the Golden Fleece and also helped save his life, is living with Jason in exile from her homeland with their two children. She has learned that, in order to advance his fortune and social standing, Jason wants to jilt Medea and marry a younger woman. Out of despair and rage, Medea contrives to take revenge against Jason in the most horrific way she can.
Aristophanes’ Lysistrata (available in Norton rental text, Vol. A). Fed up with the emotional and economic hardships caused by the Peloponnesian War (431-404 BC), the Athenian and Spartan women, under the leadership of Lysistrata, unite to undertake two group actions: first, to refuse to have sex with their men until the men agree to stop fighting and, second, to cut off funding for the war by occupying the Athenian treasury. Aristophanes’ comedy still raises questions today about who should wield political power and why, as well as about how much humans really value peace.
NOTE: While I am requiring you to focus on only one of the three plays, I strongly encourage you to read all three. I will be saying something about each of the three plays before the short report is due, after we spend some time with Aeschylus’ Agamemnon.
Guidelines for Short Report on Greek Drama
For the short report on Greek drama, please write complete, incisiveresponses to each of the following five topics or questions concerning the play—Philoctetes,Medea or Lysistrata—that you h.
Graph 4 (You must select a different graph than one that you hav.docxgilbertkpeters11344
Graph 4 (You must select a different graph than one that you have previously discussed)
Select a data presentation from chapter 6 of the text (Grey Section).
Answer the following:
What is the visual that you selected?
What is the purpose of the visual?
What kind of data should be compiled in the selected visual?
What kinds of data should not be compiled in the selected visual?
How can you avoid making the visual misleading?
.
Graphs (Help! Really challenging assignment. Would appreciate any bi.docxgilbertkpeters11344
Graphs (Help! Really challenging assignment. Would appreciate any bit of help!)
Family tree's and genealogy software has become more and more prevalent in recent years. From the name you might expect that a family tree would be easily represented by a tree structure, but that is not the case! A more appropriate data structure to represent a family tree would be a type of graph. Using the description of the family that accompanies this assignment, you must represent this family using a graph structure. The graph needs to be a weighted graph. The weights will constitute the types of relationships, I recommend using some kind mapping between numbers and strings to represent the relationships. When adding family members to the graph, this can be done programmatically for the provided family members within the description file. Additionally, I also want there to be an interface in which a user can create a new family member and add them to the tree. This can be a simple CLI where the user provides a name, gender, and age to create a person. Then another simple CLI where they select which member of the family they want the original relationship to be with and what kind of relationship it should be. Finally, they can edit the family member using another CLI and selecting the family member they wish to edit, the operation they wish to perform (edit name, edit age, edit relationship), and then add new relationship between family members which can call a function that you create in order to add the original relationship. Remember the DRY philosophy, where code can be modularized or made into a function, it should be if you plan on using the logic again.
Finally, I want you to make data assertions within the
FamilyTree
class that enforce certain "rules" that exist in a typical human family. An example would be a person should not have any kind of relationship to itself (a person can not marry themselves, a person can not be their own brother, sister, father, mother, etc.). There should be at least 3 data assertions. These should exists as part of the family tree, not as part of the graph.
As a hint, for a successful design: I would recommend using layers of abstraction. Your graph class is the backing structure to the family tree class. Your family tree should implement methods that interface with the graph class, i.e. add_family_member() should call the constructor to create a node and then call a function within the graph class to add a node to the graph. Then using the relationships function parameter, you can add edges to the graph between the new nodes and the existing nodes. The family tree should be what enforces what relationships can exist through the data assertions, the graph does not care about what relationships are made between family members. Your functions that the user would interface with would be greatly reduced compared to the total number of methods within the classes themselves. The user should be able to add, remove, and modi.
Grandparenting can be highly rewarding. Many grandparents, though, u.docxgilbertkpeters11344
Grandparenting can be highly rewarding. Many grandparents, though, unexpectedly become guardians and raise small children. How might this responsibility affect their normal course of adult development? What components might require transitions? How would a professional counselor encourage these older guardians in their new roles? Just need 135 words (ASAP)!
.
Great Marketing Moves The evolving art of getting noticed Ov.docxgilbertkpeters11344
Great Marketing Moves The evolving art of getting noticed
Over three decades,
Inc.
has seen entrepreneurs, often with little cash but lots of creativity)', produce clever marketing campaigns time and again. Here are 3U classic examples from the archives. —
Kelly Fairdoth
Make a article summary from 2-3 paragraphs.
.
“GREAT MIGRATION”
Dr. G. J. Giddings
Characteristics
Human
Propelled – push-pull (E. Lee, 1966)
Impactful – consequential … cause/effect
Dynamic – leaderless …democratic …
Demographics
Demographics
1.2 million, 1915-’30
6.4 million, 1980
(Caribbean:
140,000,1899-1937)
Precursors
Post-Reconstruction, 1877-1914
Rural - Urban
Westward – “Black Exodus”
Henry Adams (LA)
89,000 migrants/interest
Benjamin “Pap” Singleton (TN)
“Advantage of Living in a Free State”
Thousands migrated
Emigration
Bishop Henry M. Turner,
Mary Ann Shadd Cary
Precursors …
U.S. Empire
Berlin Conf.,1884
Philippines, 1898
Puerto Rico, Guam
Hawaii,
(Cuba)
Haiti, (1915-’34)
U.S. Virgin Isl.,1916
Guyana, 1941
Atkinson Airstrip
6
Great Migration
Caribbean
140,000,1899-1937
M. M. Garvey
C. Powel
DJ Kool Herc
S. Chisholm
G. J. Giddings
Great Migration
“PUSH”
-Boll weevil, 1915/6
-Mississippi flood, 1927
-Racist Terroism
-Racist laws: Jim Crow
Great Migration
“PULL”
E. World War I, 1914-1919
(367,000 AAs served)
European immigration desisted
Chicago Defender
“To die from the bite of frost is more glorious than by the hands of a lynch mob”
“Every Black man for the sake of his wife and daughter should lave even at a financial sacrifice every spot in the south where his worth is not appreciated enough to give him the standing of a man and a citizen in the community.”
Great Migration
IMPACT
Detroit, MI
611 % increase
Urban League, 1911
National League of Urban Conditions among Negroes, NY
Rep. Oscar DePriest (R)
Chicago Alderman, 1915; U.S. Rep, 1929-’35
1970s: Chicago had more Blacks than Mississippi!
Harlem Renaissance, 1919-1932
L. Hughes, “Negro Artist …”
Some pastors followed migrants.
Return Migration/RE-PATRIATION
Post-Industrial
“Reverse migration”
1980-present
Service economy
“Sun Belt” industrial service areas
Destinations
Atlanta, GA; Charlotte, NC, Houston, TX, …
(F&H, chap. 23)
GREAT MIGRATION
Franklin & Higginbotham (F&H)
1, (12),13, 14, 15, 16, 17, 19, 23 …
Great Migration
The Warmth of Other Suns, 2010
Isabel Wilkerson, Pulitzer laureate
National Book Critics Circle award
“best non-fiction ...” NY Times
1,200 interviews
I.M. Gladney
G. Starling
R. P. Foster
Wilkerson …
Ida Mae Gladney
1934
MS – Chicago, IL
Wilkerson …
George Starling
1945
Florida–New York
(.
Grand theory and Middle-range theoryHow are Nursing Theories c.docxgilbertkpeters11344
Grand theory and Middle-range theory
How are Nursing Theories classified?
What are the differences between grand theory and middle-range Theory?
Examples of grand Theory and Middle range Theory?
Write an Essay.
Use the APA style 7
Avoid plagiarism by submitting your work to SafeAssign.
.
Grand Rounds Hi, and thanks for attending this case presen.docxgilbertkpeters11344
Grand Rounds
Hi, and thanks for attending this case presentation. My name is Dr. Stephen Brewer and I am a licensed
clinical psychologist in San Diego, California and Assistant Professor of Psychology and Applied
Behavioral Sciences at Ashford University. Today, I will be sharing with you the story of Bob.
Presenting problem
Bob Smith is a 36-year-old man who came to me approximately six months ago with concerns about his
career choice and life direction. He did not have any significant psychiatric symptoms, besides some
understandable existential anxiety regarding his future. Bob was cooperative, friendly, open, and
knowledgeable about psychology during our first few sessions together. I noticed that he seemed
guarded only when talking about his family and childhood experiences. To confirm his identity, I checked
his driver’s license to ensure his name was indeed Bob Smith and that he lived close by in a mobile home
in Spring Valley. Given his relatively mild symptoms, we decided to meet once a week for supportive
psychotherapy so he could work through his anxieties. I gave him a diagnosis of adjustment disorder
with anxiety.
History
Here’s some background on Bob to give you a sense of who he is.
Family
Bob grew up as an only child in Edmonton, Canada, in a low-income, conservative, and very religious
household.
He shared that his father was largely absent during his childhood, as he spent most of the week residing
north of Edmonton, where he worked as a mechanic in the oil fields near Fort McMurray. On weekends,
Bob’s father would return home and spend as much time as possible with his family. Bob described his
father as warm, caring, and a hard worker. His father reportedly died one year ago.
Bob’s mother was described as a strict, rule-based woman who had a short temper and was prone to
furious outbursts over trivial matters. She worked in Bob’s junior high as a janitor, which meant that Bob
often crossed paths with his mother at school, where she would often check up on him. During Bob’s
high school years, Bob’s mother got a new job as a high school librarian.
At 18, Bob moved to San Diego to study psychology at San Diego State University. He lived in the dorms
for his first few years, where he easily made friends and joined a fraternity. Bob maintained contact with
his parents, but ceased all contact when his mother suggested she would move to San Diego to be closer
to him. He graduated with a 3.2 GPA and began working for the county as a psychiatric technician. He
worked as a psych tech for 14 years and described it as “fun at first, but it got boring and predictable
after a while.”
Treatment
Bob shared that he has a medical doctor that he visits once every few years for his routine physical. He
denied having any significant medical problems. Additionally, he denied using any illicit substances and
reported drinking only on occasion with friends from his fratern.
Graduate Level Writing Required.DUEFriday, February 1.docxgilbertkpeters11344
Graduate Level Writing Required.
DUE:
Friday, February 14, 2020 by 5pm Eastern Standard Time.
Resources: U.S. Department of Labor, Bureau of Labor Statistics, U.S. Department of Labor Wages, U.S. Department of Education, U.S. Census Bureau
Based
on
Dallas, Texas
Write a 900- to 1,050-word paper in which you analyze the criminal profile of Dallas, Texas.
Include the following information in your analysis:
-Characterization of the city in terms of social and intellectual context
-Identity of social factors that contribute to crime
-Linking of events or attitudes to a description of beliefs people living there would accept for explaining criminal behavior
-Consideration of changes in land use, property values, transportation, and retail as one moves away from the city center
-If there are changes, what distance do you estimate exist between these areas?
-How noticeable are the changes?
-Discussion of whether or not zones of transition apply to this city
-Identification of criminal hot spots
-Relevant data to support answers
-How your findings relate to the role of socioeconomic status and values in criminological theory
-Identification and rationale for the choice of one sociologic theory that best explains the crime in your chosen city
-Format your paper consistent with APA guidelines
.
-Provide at least 4 Academic / Scholarly references
.
-100% Original Work. ZERO Plagiarism.
-Must Be Graduate Level Writing.
.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
4 Part One Introduction Welcome to the Field of Organizati.docx
1. 4 Part One Introduction
Welcome to the Field of Organizational Behaviorl
The opening story about Brasilata reveals some important truths
about organizations that
succeed in todays turbulent environment. I n every sector of the
economy, organizations
need to be innovative, employ skilled and motivated people who
can work in teams, have
leaders wi th foresight and vision, and make decisions that
consider the interests of multiple
stakeholders. In other words, the best companies succeed
through the concepts and prac-
tices that we discuss in this book on organizational behavior.
The purpose of this book is to help you understand what goes on
in organizations, in -
cluding the thoughts and behavior of employees and teams. We
examine the factors that
make companies effective, improve employee well-being, and
drive successful collabora-
tion among coworkers. We look at organizations from numerous
and diverse perspectives,
from the deepest foundations of employee thoughts and
behavior (personahty, self-concept,
commitment , etc.) to the complex interplay between the
organization's structure and
culture and its external environment. Along this journey, we
emphasize why things happen
and what you can do to predict and manage organizational
events.
2. We begin in this chapter by introducing you to the field of
organizational behavior (OB)
and why it is important to your career and to organizations.
Next, this chapter describes the
"ultimate dependent variable" i n OB by presenting the four
main perspectives of organiza-
tional effectiveness. This is followed by an overview of three
challenges facing organiza-
tions: global izat ion, increasing workforce diversity, and
emerging employment
relationships. We complete this opening chapter by describing
four anchors that guide the
development of organizational behavior knowledge.
The Field of Organizational Behavior
"r" I Organizational behavior (OB) is the study of what people
think, feel, and do in and around
' organizations. It looks at employee behavior, decisions,
perceptions, and emotional
responses. It examines how individuals and teams in
organizations relate to one another and
to their counterparts in other organizations. OB also
encompasses the study of how organi-
zarions interact wi th their external environments, particularly
in the context of employee
behavior and decisions. OB researchers systematically study
these topics at multiple levels of
analysis, namely, the individual, team (including interpersonal),
and organization.^
The definition of organizational behavior begs the question:
What are organizations?
Organizations are groups of people who work interdependently
toward some purpose.^
Notice that organizations are not buildings or government-
3. registered entities. In fact, many
organizations exist without either physical walls or government
documentation to confer
their legal status. Organizations have existed for as long as
people have worked together.
Massive temples daUng back to 3500 bc were constructed
through the organized actions of
multitudes of people. Craftspeople and merchants i n ancient
Rome formed guilds, com-
plete wi th elected managers. More than 1,000 years ago,
Chinese factories were producing
125,000 tons of iron each year.^
Throughout history, these and other organizations have
consisted of people who com-
municate, coordinate, and collaborate wi th one another to
achieve common objectives.
One key feature of organizations is that they are collective
entities. They consist of human
beings (typically, but not necessarily, employees), and these
people interact wi th one an-
other in an organized way. This organized relationship requires
some minimal level of com-
munication, coordination, and collaboration to achieve
organizational objectives. As
such, aU organizational members have degrees of
interdependence wi th one another; they
accomphsh goals by sharing materials, information, or expertise
with coworkers.
A second key feature o f organizations is that their members
have a collective sense of
purpose. This collective purpose isn't always well defined or
agreed on. Furthermore,
though most companies have vision and mission statements,
these documents are
4. Chapter One Introduction to the Field of Organizational
Behavior 5
Until the 19305, most
organizational research and
practice tried to improve work
efficiency by changing working
conditions and job duties.
Employee thoughts and feelings
were ignored and usually
considered irrelevant Elton
Mayo (left in photo); his research
assistant, and later professor in
his own right, Fritz Roethlisberger
(right); and others at Harvard
University adopted a completely
different view. Their "human
relations" studies at Western
Electric Hawthorne Works near
Chicago found that employee
attitudes, formal team dynamics,
informal groups, and supervisor
leadership style strongly
influenced employee performance
and well-being. Historians suggest
that this human relations view laid
the foundation for the field of
organizational behavior as we
know it today.'
sometimes out of date or don't describe what employees and
leaders t ry to achieve i n
reality. Still, imagine an organization without a collective sense
5. o f purpose. It would be
a collection o f people wi thout direction or unifying force. So,
whether it's manufactur-
ing steel cans at Brasilata or designing better aircraft at Boeing,
people work ing in orga-
nizations do have some sense of collective purpose. "A
company is one of humanity's
most amazing inventions," said the late Steve Jobs, cofounder of
Apple Inc. and Pixar
Animat ion Studios. "It's totally abstract. Sure, you have to bu i
ld something wi th bricks
and mortar to put the people i n , but basically a company is this
abstract construct we've
invented, and it's incredibly powerful ." '
organizational behavior (OB)
The study of what people think,
feel, and do in and around
organizations.
HISTORICAL FOUNDATIONS OF
ORGANIZATIONAL BEHAVIOR
Organizational behavior emerged as a distinct field around the
early 1940s, but organiza-
tions have been studied by experts in other fields for many
centuries. The Greek philoso-
pher Plato wrote about the essence of leadership. Around the
same time, the Chinese
philosopher Confucius discussed the virtues of ethics and
leadership. I n 1776, Adam Smith
discussed the benefits of job specialization and division o f
labor. One hundred years later,
the German sociologist Max Weber wrote about rational
organizations, the work ethic, and
charismatic leadership. Soon after, industrial engineer Frederick
Winslow Taylor proposed
6. systematic ways to organize work processes and motivate
employees through goal setting
and rewards.**
From the 1920s to the 1940s, Elton Mayo, Fritz Roethlisberger,
and their Harvard
University colleagues introduced the "human relations" school
of management, which
emphasized the study o f employee attitudes and informal group
dynamics in the work-
place. Also dur ing that time, polit ical philosopher and
social worker Mary Parker Follett advocated new ways
of t h i n k i n g about several OB topics, inc lud ing con-
structive conflict, team dynamics, organizational de-
mocracy, power, and leadership. In the late 1930s,
Chester Barnard wrote insightful reviews o f organiza-
t iona l communica t ion , coord ina t ion , leadership and
organizations
Groups of people who work
interdependently toward some
purpose.
6 Part One Introduction
authority, organizations as open systems, and team dynamics. '
This brief historical tour
indicates that OB has been around for a long time; it just wasn't
organized into a unified
discipline un t i l the 1940s.
19 connect
Does OB All Make Sense? Go to
7. www.nicgrawhJllconnect.com to
assess how well OB knowledge is
consistent with your common
sense knowledge, and to assist
your learning about the anchors
of OB knowledge.
WHY STUDY ORGANIZATIONAL BEHAVIOR?
Organizational behavior instructors face a challenge: Students
who have not yet begun
their careers tend to value courses related to specific jobs, such
as accounting and market-
i n g . ' However, OB doesn't have a specific career path—there
is no "vice president of
OB"—so students sometimes have difficulty recognizing the
value that OB knowledge can
offer to their future. Meanwhile, students w i th several years of
work experience identify
OB as one of the most important courses. Why? Because they
have learned through expe-
rience that OB does make a difference to one's career success.
OB helps us make sense of
and predict the wor ld in which we live. '" We use OB theories
to question our personal
beliefs and assumptions and to adopt more accurate models o f
workplace behavior. Some
experts suggest that OB knowledge even helps us make sense of
the broader wor ld , not
just what goes on inside organizations."
But probably the greatest value of OB knowledge is that it helps
people get things done
in organizations.'^ Everyone in business, government, and not-
for-profit firms works with
other people, and OB provides the knowledge and tools to
interact wi th others more effec-
8. tively. Building a high-performance team, motivating
coworkers, handling workplace con-
flicts, influencing your boss, and changing employee behavior
are just a few of the areas of
knowledge and skills offered in organizational behavior. No
matter what career path you
choose, you' l l f ind that OB concepts play an important role in
how you perform your job
and work more effectively within organizations.
' J •:••->.., ' ' for is for Everyone Organizational behavior is
important
for anyone who works in organizations, not just for managers.
In fact, this book pioneered
the notion that OB knowledge is for everyone. Whether you are
a geologist, financial ana-
lyst, customer service representative, or chief executive officer,
you need to understand and
apply the many organizational behavior topics that are
discussed in this book. Yes, organi-
zations w i l l continue to have managers, and this book
recognizes the relevance of OB
knowledge in these vital roles. But this book also recognizes the
reality that all employees
are increasingly expected to manage themselves and work
effectively with one another in
the workplace. In the words o f one forward-thinking OB writer
more than four decades
ago; Everyone is a manager."
organizational effectiveness
A broad concept represented
by several perspectives,
including the organization's fit
with the external environment,
internal subsystems
9. configuration for high
performance, emphasis on
organizational learning, and
ability to satisfy the needs of
key stakeholders.
OB and the Bottom Line Up to this point , our answer to the
question "Why
study OB?" has focused on how organizational behavior
knowledge benefits you as
an individual . However, OB knowledge is just as important for
the organization's finan-
cial health. Brasilata has flourished because it leverages human
capital, employee en-
gagement, creativity, and teamwork. Numerous studies have
reported that these and
other OB practices discussed in this book tend to improve the
organization's sur-
vival and success.'"
For example, one investigation found that hospitals w i th
higher levels o f specific
OB activities (e.g., t raining, staff involvement, reward and
recognition) have lower
patient mortali ty rates. Another study found that companies
receiving "best place to
work" awards have significantly higher financial and long-term
stock market perfor-
mance. A n d as we w i l l learn i n Chapter 5, employee
engagement is associated wi th
significantly higher sales and profitability. The bottom-line
value of organizational be-
havior is also supported by human capital and investment
portfoho studies. These i n -
vestigations suggest that specific OB characteristics (employee
10. attitudes, work- l i fe
balance, performance-based rewards, leadership, employee
training and development,
etc.) are important "positive screens" for selecting companies
wi th the best long-term
stock appreciation.'^
Chapter One Introduction to the Field of Organizational
Behavior 7
mcomect
To assist your learning and test
your knowledge about perspectives
of organizational effectiveness, go
to www.mcgrawhillconnect.com,
which has activities and test
questions on this topic.
Perspectives of Organizational Effectiveness
Apple, Inc., and Google, Inc., are the two most admired
companies in the world, according
::_ - to Fortune magazines annual list.'^ Yet, neither of these
companies was on anyone's radar
screen a dozen years ago. Apple was on life support in the late
1990s, barely clinging on to a
few percentage points of market share in the computer industry.
Google wasn't even regis-
tered as a company. It was little more than a computer project
by two Stanford PhD stu-
dents that was quickly outgrowing the dorm room where their
equipment was housed.
How did Apple and Google achieve their incredible success?
11. They relied on innovation
as their engine for growth, invested in and supported their
employees, were led by visionary
leaders, and applied many other practices that we wi l l discuss
throughout this book. More
generally, Apple and Google have consistently applied the four
perspectives o f organiza-
tional effectiveness that we discuss over the next few pages.
Almost all organizational behavior theories have the implic i t
or explicit objective o f
making organizations more effective.'' In fact, organizational
effectiveness is considered
the "ultimate dependent variable" in organizational behavior.'*
This means that organiza-
tional effectiveness is the outcome that most OB theories are
ultimately t rying to achieve.
Many theories use different labels—-organizational
performance, success, goodness, health,
competitiveness, excellence—but they are basically presenting
models and recommenda-
tions that help organizations be more effective.
Over the next several pages, we w i l l describe a coherent
model of organizational effec-
tiveness that incorporates four complementary perspectives. But
first, we need to mention
the now discredited "goal attainment" definition of
organizational effectiveness. This view,
which was popular for many years, states that companies are
effective when they achieve
their stated organizational ob j ec t i ve s ,Acco rd ing to this
defini t ion, Home Depot, the
world's largest retailer o f home improvement products, would
be an effective organization
i f it meets or exceeds its annual sales and profit targets. Today,
12. we know this isn't necessarily
so. Any leadership team could set corporate goals that are easy
to achieve yet would put the
organization out of business. These goals could also be left in
the dust by competitors' more
Apple, Inc., is rated as one aggressive objectives.
of the world's most admired Worse still , some goals might aim
the organization in the wrong direction. Consider
companies, yet a dozen years the following true story: The
board of directors of a major airline gave the incoming CEO
ago it was on life support with
a dwindling computer market
share. Apple's incredible
turnaround illustrates how
companies achieve success
by paying attention to all four
perspectives of organizational
effectiveness. Apple deftly
anticipated and fluidly adapted
to rapidly changing consumer
needs (such as by introducing
theiPod, iPhone, andiPad). It
became a learning organization
by hiring key people and
acquiring small firms. It nurtured
high-performance teams for
hardware design, software
development, and marketing.
And except for a few trip-ups,
it has generally met stakeholder
expectations and improved its
corporate social responsibility.'"
mmm
13. I mom
mmm
8 Part One /ntroduction
a mandate to reduce costs and dramatically improve profi tabil i
ty. The CEO accom-
plished these organizational goals by reducing the t ra in ing
budget and canceling the
purchase o f new aircraft. W i t h i n a few years (after the CEO
had taken a job wi th another
air l ine) , the company was suffering from higher maintenance
costs to keep the old
planes f lying safely and was losing customers to airlines w i t h
better-trained staff and
more modern fleets. This airline never recovered; it was
eventually acquired by a larger
competitor. The CEO achieved the company's goals, but the
result was a less effective
organization in the long run.
This book takes the view that the best yardstick of
organizational effectiveness is a com-
posite of four perspectives: open systems, organizational
learning, high-performance work
practices, and stakeholders.-' Organizations are effective when
they have a good fit w i th
their external environment, are learning organizations, have
efficient and adaptive internal
subsystems (i.e., high-performance work practices), and satisfy
the needs of key stake-
holders. Let's examine each of these perspectives in detail.
OPEN SYSTEMS PERSPECTIVE
14. The open systems perspective of organizational effectiveness is
one of the earUest and most
well-entrenched ways o f thinking about organizations.-^^
Indeed, the other major organiza-
tional effectiveness perspectives might be considered detailed
extensions o f the open sys-
tems model. The open systems perspective views organizations
as complex organisms that
"live" wi th in an external environment, rather like the
illustration i n Exhibit 1.1. The word
open describes this permeable relationship, whereas closed
systems operate without depen-
dence on or interaction wi th an external environment.
As open systems, organizations depend on the external
environment for resources, i n -
cluding raw materials, job applicants, financial resources,
information, and equipment. The
external environment also consists of rules and expectations,
such as laws and cultural
norms, that place demands on how organizations should operate.
Some environmental re-
sources (e.g., raw materials) are transformed into outputs that
are exported to the external
environment, whereas other resources (e.g., job applicants,
equipment) become subsystems
in the transformation process.
EXHIBIT 1.1 Open Systems Perspective of Organizations
External Environment
Subsystem:
Accounting
Teclinological subsystem
15. subsystem
f Human re
• Financial resources
'Equipment
Engineering ' i£
Transforming inputs to outputs
«̂
Managerial Marketing/Sales
Subsystem subsystem subsystem
r ^ •
7 Production subsystem
Feedback Feedback
Chapter One Introduct/on to the Field of Organizations!
Behavior
Inside the organization are numerous subsystems, such as
departments, teams, informal
groups, work processes, technological configurations, and other
elements. Rather like the
Russian matryoshka dolls nested wi th in each other,
organizational subsystems are also sys-
tems wi th their own subsys t ems .Fo r example, the Nordstrom
department store i n
16. Spokane, Washington, is a subsystem of the Nordstrom chain,
but the Spokane store is also
a system wi th its own subsystems of departments, teams, and
work processes. A n organiza-
tion's subsystems are interconnected so they interact to
transform inputs into various
outputs. Some outputs (e.g., products, services, communi ty
support) may be valued by
the external environment, whereas other outputs (e.g., employee
layoffs, pollut ion) are
by-products that may have adverse effects on the environment
and the organization's rela-
tionship wi th that environment. Throughout this process,
organizations receive feedback
from the external environment regarding the value of their
outputs and the availability o f
future inputs.
Organisation-tnvironrnenx Fit According to the open systems
perspective, orga-
nizations are effective when they maintain a good "f i t" w i t h
their external environment.^''
Good fit exists when the organization puts resources where they
are most useful, so it can
adapt to and align with the needs o f the external environment.
For instance, Apple, Inc., has
a good fit wi th its many external environments—just look at
the lines for new iPads and the
skyrocketing market share of Apple laptops and iPhones. In
contrast, companies with a
poor fit wi th the environment offer the wrong products and
operate inappropriately in their
environments.
Successful organizations maintain a good fit by anticipating
changes in the environment
17. and fluidly reconfiguring their subsystems to become more
consistent wi th that environ-
ment. To illustrate, food manufacturers have changed their
ingredients and production
processes to satisfy more health- and environment-conscious
consumers. Companies also
maintain a good fit by actively managing their external
environment. For example, they
might t ry to l imi t competitor access to critical resources (e.g.,
gaining exclusive rights),
change consumer perceptions and needs (e.g., through
marketing), or support legislation
that strengthens their position in the marketplace.
The th i rd fit strategy is to move into different environments i f
the current environment
is too challenging. For instance, Nokia started in 1865 as a pulp
and paper company. The
Finnish company entered the rubber and cable business in the
1920s, moved into electron-
ics in the 1960s, and began producing cell phones a decade
later. These strategic choices
moved the company decisively into new external environments
that seemed more appeal-
ing for Nokia's long-term survival and success.
mternai iUi
open systems
A perspective which holds that
organizations depend on the
external environment for
resources, affect that
environment through their
output, and consist of internal
subsystems that transform
18. inputs to outputs.
Effectiveness The open systems perspective considers
more than an organization's f i t w i t h the external envi
ronment . I t also defines
effectiveness by how well the company operates internally, that
is, how well it trans-
forms inputs into outputs. The most common indicator o f this
internal transformation
process is organizational efficiency (also called productivity),
which is the ratio of i n -
puts to outcomes.-* Companies that produce more
, goods or services w i th less labor, materials, and energy
are more efficient.
Successful organizations require more than efficient
transformation processes, however. They also need to
have more adaptive and innovative transformation pro-
cesses. '̂' Brasilata illustrates both efficiency and innova-
tion i n the transformation process. As we described in
the opening story to this chapter, a continuous flow o f
einployee suggestions has made the Brazilian steel can
manufacturer highly efficient, which allows it to compete
organizational efficiency
The amount of outputs
relative to inputs in the
organization's transformation
process.
10 Part One Introduction
19. better than less efficient companies. Many of these suggestions
are also innovative, because
they identify new ways to manufacture cans, manage inventory,
and market Brasilata's
products to businesses that buy these products.
One last observation about the open systems perspective is that
coordination is vital i n
the relationship among organizational subsystems, but this
coordination is usually far from
i d e a l . I n f o r m a t i o n gets lost, ideas are not shared,
materials are hoarded, communication
messages are misinterpreted, resources and rewards are
distributed unfairly, and so forth.
These coordination challenges are amplified as organizations
grow, such as when employ-
ees are clustered into several departments and when departments
are clustered into several
organizational divisions. A slight change in work practices in
one subsystem may ripple
through the organization and undermine the effectiveness of
other subsystems. For exam-
ple, a new accounting procedure in the financial subsystem
might unintentionally reduce
the sales staff s motivation to sell products wi th higher profit
margins.
ORGANIZATIONAL LEARNING PERSPECTIVE
The open systems perspective has traditionally focused on
physical resources that enter the
organization and are processed into physical goods (outputs).
This was representative of
the industrial economy but not the "new economy," where the
most valued input is knowl-
edge. The organizational learning perspective (also called
knowledge management) views
20. knowledge as the main driver o f competitive advantage.
Specifically, organizational learn-
ing is founded on the idea that organizational effectiveness
depends on the organizations
capacity to acquire, share, use, and store valuable knowledge.
m connect
To assist your learning and
test your Itnowledge about
organizational learning, go to
www.mcgrawhillconnect.com,
which has activities and test
questions on this topic.
organizational learning
A perspective which holds that
organizational effectiveness
depends on the organization's
capacity to acquire, share,
use, and store valuable
knowledge.
i n t e l l e c t u a l Capftah The Stock of Organizational
Knowledge The orga-
nizational learning perspective views knowledge as a resource,
and this stock of knowledge
exists in three forms, collectively known as intellectual
capital.^' The most commonly
mentioned form of intellectual capital is human capital—the
knowledge, skills, and abili-
ties that employees carry around in their heads. Human capital
has been described as valu-
able, rare, difficult to imitate, and nonsubstitutable.^" It is
valuable because employees help
the organization discover opportunities and minimize threats in
the external environment.
21. Human capital is rare and difficult to imitate, meaning that
talented people are difficult to
find, and they cannot be cloned like sheep. Finally, human
capital is nonsubstitutable be-
cause it cannot be easily replaced by technology.
Because of these characteristics, human capital is a competitive
advantage as well as a
huge risk for most organizations. When key people leave, they
take with them some of the
most valuable knowledge that makes the company effective.
"Innovation is the key to suc-
cess in this business, and creativity fuels innovation," explains
Jim Goodnight, CEO of
SAS Institute, Inc., a leading statistical software developer in
Gary, Nor th Carolina. "As such,
95 percent o f my assets drive out the gate every evening. It's
my job to maintain a work
environment that keeps those people coming back every
morning. The creativity they bring
to SAS is a competitive advantage for us.""
Fortunately, some inteUectual capital remains even i f every
employee d id leave the orga-
nization. Structural capital (also called organizational capital)
includes the knowledge
captured and retained i n an organization's systems and
structures, such as the docu-
mentat ion o f work procedures and the physical layout o f the
product ion line.^^
' Structural capital also includes the organization's finished
products, because knowledge
can be extracted by taking them apart to discover how they
work and are constructed
22. (i.e., reverse engineering).
The th i rd form of intellectual capital is relationship capital,
which is the value de-
rived from an organization's relationships w i t h customers,
suppliers, and others who
provide added mutual value for the organization. It includes the
organization's good-
wi l l , brand image, and combination of relationships that
organizational members have
wi th people outside the organization,"
Chapter One Introduction to the Field of Organizational
Behavior 11
EXHIBIT 1.2
Four Organizational Learning
Processes
Individual learning
Environment scanning
Grafting
Experimentation
• Communication
• Training
• Information systems
• Observation
• Human memory
->• •Documentation
•Practices/habits
23. • Databases
• Knowledge awareness
• Sense making
> Autonomy
• Empowerment
O r q a n i s a t i c m a ! L e a r n i n g P r o c e s s e s
Organizations nurture their intellectual
capital through four organizational learning processes;
knowledge acquisition, sharing, use,
and storage (see Exhibit 1.2).'^
• Knowledge acquisition. This includes extracting information
and ideas from the ex-
ternal environment, as well as through insight. One of the
fastest and most powerful
ways to acquire knowledge is by hir ing individuals or acquiring
entire companies
(called grafting). Knowledge also enters the organization when
employees learn
from external sources. As Connections 1.1 describes, the Duha
Group in Winnipeg,
Canada, acquires knowledge by sending staff on training
programs and by touring
other companies to learn about their best practices. A th i rd
knowledge acquisition
strategy is experimentation. Companies receive knowledge
through insight as a
result of research and other creative processes.
• Knowledge sharing. This aspect of organizational learning
involves distributing
knowledge to others across the organization. Knowledge sharing
is often equated
wi th computer intranets and digital repositories of knowledge.
24. These systems are
relevant, but knowledge sharing mainly occurs through
structured and informal
communication, as well as various forms of learning (e.g.,
observation, experience,
training, practice). For example, Pixar An ima t ion Studios
deliberately centralized
its cafeteria, mailroom, and restroom facilities so employees
would "bump into" and
coincidentally share knowledge wi th people from other areas of
the organization
rather than just wi th their own team members.
• Knowledge use. The competitive advantage of knowledge
comes from applying it in
ways that add value to the organization and its stakeholders. To
do this, employees
must realize that the knowledge is available and that they have
enough autonomy
to apply it. This requires the type of culture found at Brasilata,
which supports the
intellectual capital
A company's stock of knowledge,
including human capital,
structural capital, and
relationship capital.
human capital
The stock of knowledge, skills,
and abilities among employees
that provide economic value to
the organization.
structural capital
Knowledge embedded in an
25. organization's systems and
structures.
relationship capital
The value derived from an
organization's relationships with
customers, suppliers, and other
12 Part One /ntroduction
Duha Group's Learning
Oraanszation Strategies'̂
Nestled away in an industrial section of Winnipeg, Canada, is
Duha Group, a role model for the learning organization. The
global manufacturer, marketer, and supplier of paint fandecks
(color cards) and color samples depends on lean manufactur-
ing for its quality and efficiency, and organizational learning
practices enable it to continuously raise these standards.
Duha's 290 Winnipeg employees (the company also has plants
in New York, Mexico, Europe, Asia, and Australia) acquire ex-
ternal knowledge by touring other companies to learn about
their best practices. Knowledge is also brought in through
company-supported formal off-site training (such as health and
safety officer training at a nearby college). In addition, Duha
employees are encouraged to discover new knowledge
through experimentation within their work area and through
Kaizen Blitzes (where teams identify more effective ways to op-
erate entire work areas). "We are encouraged to give our ideas
a try even if they fail," says a Duha employee. "It's rewarding to
apply new concepts that add value or improvement."
Duha Group employees engage in knowledge sharing
through formal in-house training programs, mentoring arrange-
ments, and informal hands-on training sessions. Also, detailed
26. company operating manuals and other documents are cen-
trally located with access to all staff. A popular form of knowl-
edge sharing is Duha Group's lunch-and-learn sessions, where
employees teach coworkers about lean management, specific
production practices, health and safety, environmental, quality,
and human resources while enjoying a hot, company-supplied
meal. Knowledge sharing also occurs through departmental
Duha Group applies organizational learning through
Kaizen Blitzes, off-site training, lunch-and-learn sessions,
and dally huddles.
huddles, held every day for five minutes. Employees congre-
gate around a huddle board where they post suggestions for
improvement, describe work process changes in their area,
and hear about company news. "The huddles are a great idea,"
says a Duha employee. "I think that's one of our best outlets for
communication."
Finally, Duha Group encourages employees to put knowl-
edge to use by giving them plenty of autonomy and support.
Indeed, every employee has a learning plan they review with
management as well as a learning journal to maintain their fo-
cus on continuous learning. Knowledge use also occurs more
readily because the huddle boards in each department show,
who has specific knowledge they might require.
learning process by encouraging experimentation and open
communications and
recognizing that mistakes are part of that process.
• Knowledge storage. Knowledge storage includes any means by
which knowledge is
held for later retrieval. It is the process that creates
organizational memory. Human
memory plays a critical role here, as do the many forms of
27. documentation and data-
base systems that exist in organizations. Individual practices
and habits hold less
explicit (more tacit) knowledge.
A b e t _ . - j , 1 ' A n important prerequisite for acquiring,
sharing, and using
new knowledge is the amount and quality o f knowledge already
held wi th in the organiza-
tion. Just as students need to learn knowledge in core courses
before they can understand
content in more advanced courses, companies need to have
employees wi th a sufficient
foundation of expertise to receive and apply new knowledge.
This knowledge prerequisite
is known as the organization's absorptive capacity.^' For
example, many companies were
slow to develop online marketing practices because no one in
the organization had enough
knowledge about the Internet to fathom its potential or apply
that knowledge to the com-
pany's business. In some cases, companies had to acquire entire
teams of people wi th the
requisite knowledge to realize the potential of this marketing
channel.
Organisational fVieiTJOry a n d U n l e a r n i n g Corporate
leaders need to recognize
that they are the keepers of organizational memory.'^ This
unusual metaphor refers to the
Chapter One Introduction to the Field o f Organizational
Behavior
28. Storage and preservation of intellectual capital. It includes
knowledge that employees pos-
sess, as well as knowledge embedded in the organization's
systems and structures. I t i n -
eludes documents, objects, and anything else that provides
meaningful information about
how the organization should operate.
How do organizations retain intellectual capital? One way is by
keeping knowledgeable
employees. Progressive companies achieve this by adapting
their employment practices to
become more compatible with emerging workforce expectations.
A second organizational
memory strategy is to systematically transfer knowledge to
other employees. This occurs
when newcomers apprentice wi th skilled employees, thereby
acquiring knowledge that is
not documented. A third strategy is to transfer knowledge into
structural capital. This i n -
cludes bringing out hidden knowledge, organizing it , and
putting it i n a form that can be
available to others. Reliance Industries, India's largest business
enterprise, applies this strat-
egy by encouraging employees to document their successes and
failures through a special
intranet knowledge portal. One of these reports provided
information that later prevented
a costly plant shutdown.^'
The organizational learning perspective states not only that
effective organizations learn
but also that they unlearn routines and patterns of behavior that
are no longer appropri-
ate.'"' Unlearning removes knowledge that no longer adds value
and, in fact, may under-
29. mine the organization's effectiveness. Some forms o f
unlearning involve replacing
dysfunctional pohcies, procedures, and routines. Other forms of
unlearning erase attitudes,
beliefs, and assumptions. For instance, employees rethink the
"best way" to perform a task
and how to serve chents. Organizational unlearning is
particularly important for organiza-
tional change, which we discuss in Chapter 15.
absorptive capacity
The ability to recognize the
value of new information,
assimilate it, and use it for
value-added activities.
HIGH-PERFORMANCE WORK PRACTICES
(HPWP) PERSPECTIVE
The open systems perspective states that successful companies
are good at transforming
inputs into outputs. However, it does not identify the subsystem
characteristics that distin-
guish effective organizations from others. Consequently, an
entire field of research has
blossomed around the objective of discovering the best 'bundle'
of organizational practices
that offers competitive advantage. This research has had various
labels over the years, but it
is now most commonly known as high-performance work
practices (HPWP).'"
Similar to organizational learning, the HPWP perspective is
founded on the behef that
human capital—the knowledge, skills, and abilities that
employees carry around i n their
heads—is an important source of competitive advantage for
30. organizations.''- The distinctive
feature of the HPWP perspective is that it tries to identify a
specific bundle o f systems and
structures that generate the most value from this human capital.
Researchers have investigated numerous potential high-
performance work practices, but
we wil l focus on four that are recognized in most studies.''^
Two of these are employee involve-
ment and job autonomy. Both activities tend to strengthen
employee motivation as well as
improve decision making, organizational responsiveness, and
commitment to change. I n
high-performance workplaces, employee involvement and job
autonomy often take the form
of self-directed teams (see Chapter 8).
Another key variable in the FIPWP model is employee
competence. Specifically, or-
ganizations are more effective when they recruit and select
people w i th relevant skills,
knowledge, values, and other personal characteristics.
Furthermore, successful companies invest i n employee
development through t ra in ing and development. A
fourth characteristic of high-performance organizations
is that they hnk performance and .skill development to
various forms of financial and nonfmancial rewards
valued by employees. Each of these four work practices—
involvement, autonomy, employee competence, and per-
formance/skill-based rewards—individually improves
high-performance work
practices (HPWP)
A perspective which holds
that effective organizations
31. incorporate several workplace
practices that leverage the
potential of human capital.
14 Part One Introduction
American Express lias tal<en a
page from tlie liigh-performance
worl< practices playbool<. Tlie
financial services company
encourages employees to go
"off script," meaning that they
have the autonomy to customize
their conversations rather than
rely on memorized statements.
Employees also have the
discretion to solve problems
on the spot, such as setting up
a conference call to settle a
dispute with a vendor. "We are
getting more and more power
to make the decisions at our
level," says Teresa Tate, an
American Express customer
service employee in Phoenix."'
organizational performance, but recent
evidence suggests that they have a stron-
ger effect when bundled together."
W h y are HPWP associated with orga-
nizational effectiveness? Early studies
were criticized for ignor ing this ques-
tion,"" but OB experts are now building
32. and testing more theoretical explana-
tions."' The first reason is that H P W P
b u i l d human capital, which improves
performance as employees develop the
skills and knowledge to perform the work.
A second explanation is that superior
human capital may improve the organiza-
tion's adaptability to rapidly changing
environments. Employees respond better
when they have a wide skill set to handle
diverse tasks as well as the confidence to
handle unfamiliar situations. A third ex-
planation for why H P W P improve orga-
nizat ional effectiveness is that these
activities strengthen employees' motiva-
tion and attitudes toward the employer.
For instance, HPWP represent the com-
pany's investment in and recognition of its workforce, which
motivates employees to recip-
rocate through greater effort in their jobs and assistance to
coworkers.
The H P W P perspective is stil l developing, but it already
reveals important informa-
t ion about specific organizational practices that improve the
input -output transforma-
t ion process, StLll, this perspective has been criticized for
focusing on shareholder and
customer needs at the expense of employee well-being."'* This
concern illustrates that
the HPWP perspective offers an incomplete picture o f
organizational effectiveness. The
remaining gaps are most ly f i l led by the stakeholder
perspective o f organizational
effectiveness.
33. STAKEHOLDER PERSPECTIVE
The three organizational effectiveness perspectives described so
far mainly pay attention
to processes and resources, yet they only min ima l ly recognize
the importance of rela-
tions wi th stakeholders. Stakeholders include anyone wi th a
stake in the company—
employees, stockholders, suppliers, labor unions, government,
conununities, consumer
and environmental interest groups, and so on (see Exhibit 1.3). I
n other words, organiza-
tions are more effective when they consider the needs and
expectations of any individual
group or other entity that affects, or is affected by, the
organization's objectives and
actions. This approach requires organizational leaders and
employees to understand,
manage, and satisfy the interests o f their stakeholders.'" The
stakeholder perspective
personaUzes the open systems pei-spective; it identifies specific
people and social entities
in the external environment as well as w i t h i n the
organization (the internal environ-
ment). I t also recognizes that stakeholder relations are
dynamic; they can be negotiated
and managed, not just taken as a fixed condition.-^"
Consider the troubles that Walmar t has faced in recent years.' '
For decades, the
world's largest retailer concentrated on customers by p rov id
ing the lowest possible
prices and on stockholders by generating healthy financial
returns. Yet emphasizing
these two stakeholders exposed the company to increasing host i
l i ty from other groups
34. i n society. Some accused Walinar t o f destroying America's
manufactur ing base and
Chapter One /ntroduction to the Field of Organizational
Behavior 15
EXHIBIT 1.3
Organizational Stakeholders Custonners
Employees i Stockholders
Governments I
Organization
Labor Unions;
Special
Interest
Groups
Communities •
and Charities •'
Joint Venture
Partners
Suppliers
/Vote; Th is exhibit does n o t show the complete set o f
possible stakeholders.
i gnor ing unethical business practices (such as ch i ld labor) i n
35. countries where i t
purchased goods. Others pointed out that Walmart had a poor
record o f environmental
and social responsibility. These stakeholder pressure points
existed for some t ime, but
W^almart ignored most o f them u n t i l they became serious
threats. In fact, Walmar t
recently created the posi t ion "senior director o f stakeholder
engagement" to ensure
that i t pays more at tention to most stakeholders and to
proactively manage those
relationships.
Understanding, managing, and satisfying the interests of
stakeholders is more challeng-
ing than it sounds because stakeholders have conflicting
interests, and organizations don't
have the resources to satisfy every stakeholder to the fullest.
Therefore, organizational lead-
ers need to decide how much prior i ty to give to each group.
One commonly cited factor is
to favor stakeholders wi th the most power." This makes sense
when one considers that the
most powerful stakeholders present the greatest threat and
opportunity to the company's
survival. Yet stakeholder power should not be the only factor to
consider. Ignoring less
powerful stakeholders might motivate them to form coalitions or
seek government sup-
port, which would give them more power. Ignoring smaller
stakeholders might also irritate
the more powerful stakeholders i f ignoring weaker interests
violates the norms and stan-
dards of society.
stakeholders
36. Individuals, organizations, or
other entities that affect, or are
affected by, the organization's
objectives and actions.
values
Relatively stable, evaluative
beliefs that guide a person's
preferences for outcomes or
courses of action in a variety
of situations.
Vakies, E'thics, and Corporate Social Respon-
sibisi'iy This brings us to one o f the key strengths o f
the stakeholder perspective, namely, that it incorporates
values, ethics, and corporate social responsibihty into the
organizational effectiveness equation." The stakeholder
perspective states that to manage the interests of diverse
stakeholders, leaders ultimately need to rely on their per-
sonal and organizational values for guidance. Values are
Part One Introduction
relatively stable, evaluative beliefs that guide our preferences
for outcomes or courses of
action in a variety o f situations.'" Values help us know what is
r ight or wrong, or good or
bad, in the world. Chapter 2 explains how values anchor our
thoughts and to some extent
motivate our actions. Al though values exist w i t h i n
individuals, groups o f people often
hold similar values, so we tend to ascribe these shared values to
the team, department,
organization, profession, or entire society. For example,
37. Chapter 14 discusses the impor-
tance and dynamics of organizational cidture, which includes
shared values across the
company or w i th in subsystems.
Many companies have adopted the values-driven organization
model , whereby
employee decisions and behavior are guided by the company's
espoused values rather
than by expensive and often demoral izing command-and-
control management (i.e.,
t op-down decisions w i t h close supervision o f employees).'^
Tony Hsieh, CEO of the
online retailer Zappos, discovered the importance o f clarifying
the company's values
when someone suggested that managers need these values to
help them make better
h i r i n g decisions. After considerable reflect ion and
involvement f rom staff, Hsieh
e-mailed employees w i th 10 values. I n that e-mail, Hsieh also
wrote: "Ideally, we want
all 10 values to be reflected in everything we do, inc luding how
we interact wi th each
other, how we interact w i t h our customers, and how we
interact w i th our vendors and
business partners."'^'^
By l ink ing values to organizational effectiveness, the
stakeholder perspective also i n -
corporates ethics and corporate social responsibility into the
organizational effective-
ness equation. In fact, the stakeholder perspective emerged out
o f earlier w r i t i n g on
ethics and corporate social responsibility. Ethics refers to the
study o f moral principles
or values that determine whether actions are r ight or wrong and
38. outcomes are good or
bad. We rely on our ethical values to determine "the right th ing
to do." Ethical behavior
is dr iven by the moral principles we use to make decisions.
These mora l principles
represent fundamental values. I n a recent global survey of M B
A students, almost 80 per-
cent felt that a wel l - run company operates according to its
values and code o f ethics.'^
Chapter 2 provides more detail about ethical principles and
related influences on moral
reasoning.
Corporate social responsibility (CSR) consists of organizational
activities intended
to benefit society and the environment beyond the firm's
immediate financial interests or
legal obligations.'^ It is the view that companies have a contract
w i t h society, i n which
they must serve stakeholders beyond stockholders and
customers. In some situations, the
interests of the firm's stockholders should be secondary to those
o f other stakeholders.
As part of CSR, many companies have adopted the triple bottom
line philosophy; They
t ry to support or "earn positive returns" in the economic,
social, and environmental
spheres of sustainability. Firms that adopt the triple bo t tom
line aim to survive and be
profitable in the marketplace (economic), but they also intend to
maintain or improve
conditions for society (social) as well as the physical
environment.*" Companies are par-
t icularly eager to become "greener," that is, to min imize their
negative effects on the
physical environment. This activity ranges f rom reducing and
39. recycling waste i n the pro-
duction process to using goats to mow the lawn (which is one of
the many environmental
initiatives at Google).
N o t everyone agrees that organizations need to cater to a wide
variety of stake-
holders. More than 30 years ago, the economist M i l t o n
Friedman pronounced, "There
is one and only one social responsibili ty o f business—to use
its resources and engage
i n activities designed to increase its profits."*' A l though few
writers take this extreme
view today, some point out that companies cannot benefit
stakeholders unless stock-
holders receive first pr ior i ty . But even this posi t ion is
unpopular w i t h most employees
and other stakeholders. "Our company's posi t ion on corporate
social responsibil i ty
and the envi ronment is a s ignif icant part o f what job
candidates f i n d attractive
about H B C , " acknowledges a senior executive at Hudson's
Bay Co., the Canadian
department store chain and oldest commercial business in N o r
t h America.*^ In short.
Chapter One /ntroduction to t l ie Field o f Organizational
Behavior 17
MTN Group is the largest mobile (cell phone)
telecommunications company in Africa and a leader in corporate
social responsibility
(CSR). Through its award-winning "21 Days of Y'ello Care"
program, most of the company's 30,000 employees volunteer for
40. specific
CSR events held over three weeks each year This photo shows
MTN employees in Uganda participating in a recent Y'ello Care
initiative—planting at least 1,000 trees in each of the 21
African and Middle Eastern countries where MTN does
business. Y'ello
Care themes in previous years included fighting against malaria,
reducing traffic accidents, cleaning up the community, and
supporting orphanages.*^
ethics
The study of moral principles
or values that determine
whether actions are right or
wrong and outcomes are good
or bad.
leaders may put their organization at r isk i f they ignore their
broader corporate social
responsibility.
Capgemini executives knew that CSR was important, but it
really struck home when
the Netherlands-based information technology (IT) consulting f
i rm tried to f i l l 800 I T and
management consulting positions. Rather than offering a t-shirt
for completing the
30-minute online survey on recruitment issues, Capgemini
advised respondents ( IT and
management consultants) that for each completed survey it
would provide funding for a
street k id in Kolkata, India, to have one week of schooling and
accommodation. The sur-
vey included an option for respondents to f ind out more about
employment w i th the con-
41. sulting f i r m . Far beyond its expectations, Capgemini
received 10,000 completed surveys and 2,000 job inqu i -
ries from qualified respondents. The company fil led its
800 jobs and developed a wai t ing list o f future pros-
pects. Furthermore, media attention about this initiative
raised Capgemini's brand reputation for corporate social
responsibility. The consul t ing f i r m also supported
10,400 weeks o f housing and education for children in
Kolkata ."
corporate social
responsibility (CSR)
Organizational activities
intended to benefit society and
the environment beyond the
firm's immediate financial
interests or legal obligations.
Chapter One /ntroduction to the Field of Organizational
Behavior 23
personal activities. When a major blizzard shut federal
government offices in Washington,
DC, 30 percent of employees teleworked, saving the government
$30 mi l l ion per day.'"
Against these potential benefits, work-at-home employees face a
number of real or
potential challeirges. Family relations may suffer rather than
improve i f employees lack
sufficient space and resources for a home office. Some
employees complain o f social isola-
tion and reduced promotion opportunities when they work away
from the office most of
42. the time. Telework is clearly better suited to people who are
self-motivated and organized,
can work effectively wi th broadband and other technology, and
have sufficient fulfillment
o f social needs elsewhere in their life. "They tend to be the k
ind of people who would stay
late and do the job at the office, people who know what they're
responsible for and want to
get it done," says Michelle van Schouwen, president of van
Schouwen Associates, an adver-
tising and marketing f i rm in Longmeadow, Mass." Vir tual
work arrangements are also
more successful in organizations that evaluate employees by
their performance outcomes
rather than face time. '-
Anchors of Organizational Betiavior Knowledge
Globalization, increasing workforce diversity, and emerging
employment relationships
are just a few of the trends that challenge organizations and
make the field of organiza-
tional behavior more relevant than ever before. To understand
these and other topics, the
field of organizational behavior relies on a set of basic beliefs
or knowledge structures
(see Exhibit 1.5). These conceptual anchors represent the
principles on which OB knowl -
edge is developed and refined. ' '
THE SYSTEMATIC RESEARCH ANCHOR
A key feature o f OB knowledge is that i t should be based on
systematic research, which
typically involves forming research questions, systematically
collecting data, and testing
hypotheses against those data.'" Appendix A at the end of this
book provides a brief over-
43. view of these research methods. Systematic research
investigation produces evidence-
based management, which involves making decisions and taking
actions based on this
research evidence. It makes perfect sense, doesn't i t , that
management practice should be
founded on the best available systematic knowledge? Yet many
of us who study organiza-
tions using systematic methods are amazed at how often
corporate leaders embrace fads,
consulting models, and their own pet behefs wi thout bothering
to f ind out i f they actu-
ally work! ' '
There are many reasons people have difficulty applying
evidence-based management.
Leaders and other decision makers are bombarded wi th so many
ideas from newspapers.
EXHIBIT 1.5 Systetnatic research
Anchors of Organizational
Behavior Knowledge
OB should study organizations using
'] systematic research methods
^jTiiVij?; OB should import knowledge from other
j disciplines, not just create its own knowledge
OB theory should recognize that the effects
of actions often vary with the situation
Multiple levels of
analysis anchor
44. OB events should be understood from three levels
of analysis: individual, team, and organization
24 Part One Introduction
Debatir
IS THERE EWOUGH EVIDEN-.-; . v '
One of the core anchors of organizational behavior is that
knowl-
edge must be built on a solid foundation of scientifically based
research. This evidence-based management (EBM) approach
particularly embraces scientific methods—relevant measures,
appropriate sampling, systematic experimental design, and the
like—because they produce more valid theories to guide man-
agement decisions. Scholars also advise that managers need to
become more aware of these well-studied cause-and-effect prin-
ciples, be sensitive to the conditions when applying these EBM
principles, and use diagnostic tools (e.g., surveys, checklists) to
guide their application to the workplace. Invariably, supporters
of the evidence-based management movement contrast this
systematic approach with reliance on management fads, hyped
consulting, and untested personal mental models.
It seems obvious that we should rely on good evidence rather
45. than bad evidence (or no evidence at all) to make sound deci-
sions in the workplace. Yet, there is another side to this
debate.'^
The question isn't whether good evidence is valuable; it is about
the meaning of "good evidence." One concern is that scholars
might be advocating an interpretation of good evidence that is
far
too narrow. They typically limit evidence to empirical research
and consider qualitative information "anecdotal." Albert
Einstein
tried to avoid this questionable view by keeping the following
message framed on his wall: "Not everything that can be
counted
counts, and not everything that counts can be counted."
• t;/'L^" LZ-BASED iViANAGEMENT?
Another concern is that managers seldom view organiza-
tional research as sufficiently relevant to the issues they face.'^
This bias partly occurs because scholarly journal reviewers usu-
ally accept only studies with uncontaminated, quantifiable mea-
sures in environments that control for other factors. But
managers do not operate in these pristine conditions. Their
world
is much more complex, with vague estimates of key variables.
One indicator of this research-practice gap is that managers
typically require knowledge of specific interventions, yet only
about 2 percent of organizational studies conduct real-world
46. interventions.^* Most published studies analyze data from self-
reported questionnaires.
A third critique of the EBM movement is that the systematic
elements of organizational research studies (e.g., sample size,
measurement reliability, advanced data analysis methods) some-
times mask other potentially serious faults. Cross-cultural stud-
ies, for instance, often use college student samples to represent
an entire culture. Lab studies with students assume they repli-
cate workplace conditions without recognizing that the sample
(students versus employees), setting (lab versus workplace), and
activity studied are considerably different. Indeed, some meta-
analyses report substantially different results from studies using
students versus employees. Finally, even if the published
research is valid, it is usually biased because research with
nonsignificant results is much less likely to be published.
books, consultant reports, and other sources that it is a
challenge to figure out which ones
are based on good evidence. Another problem is that good OB
research is necessarily
generic; it is rarely described in the context of a specific
problem in a specific organization.
Managers therefore have the difficult task of figuring out which
theories are relevant to
their unique situation.
A th i rd reason organizational leaders accept fads and other
knowledge that lacks suf-
ficient evidence is that consultants and popular book writers are
rewarded for marketing
47. their concepts and theories, not for testing to see i f they
actually work. Indeed, some man-
agement concepts have become popular—they are even found in
some OB textbooks!—
because of heavy marketing, not because of any evidence that
they are valid. Finally, as we
w i l l learn in Chapter 3, people form perceptions and beUefs
quickly and tend to ignore
evidence that their beliefs are inaccurate. To counter these
opposing forces, OB experts
have proposed a few simple suggestions to create a more
evidence-based organization
(see Exhibit 1.6).
THE iViULTiDiSCiPLINARY ANCHOR
Organizational behavior is anchored around the idea that the
field should welcome theories
and knowledge in other disciplines, not just from its own
isolated research base. For i n -
stance, psychological research has aided our understanding of
individual and interpersonal
behavior. Sociologists have contributed to our knowledge of
team dynamics, organizational
Chapter One Introduction to the Field of Organizational
Behavior 25
EXHIBIT 1
Creating an Evidence-Based
IVIanagement Organization
1. Stop treating old ideas as if they were brand new.
2. Be suspicious of "breakthrough" ideas and studies.
3. Celebrate and develop collective brilliance.
48. 4. Emphasize drawbacks as well as virtues.
5. Use success (and failure) stories to illustrate sound practices,
but not in place of a valid
research method.
6. Adopt a neutral stance toward ideologies and theories.
Source: J. Pfeffer and R. I. Sutton, "Evidence-Based
Management," Harvard Business Review 84, no. 1 (2006),
pp. 62-74.
socialization, organizational power, and other aspects of the
social system. OB knowledge
has also benefited from knowledge in emerging fields such as
communications, marketing,
and information systems. Borrowing from other disciplines is
inevitable. Organizations
have central roles in society, so they are the subject of many
social sciences. Furthermore,
organizations consist of people who interact wi th one another,
so there is an inherent inter-
section between OB and most disciplines that study human
beings.
Borrowing theories from other disciplines has helped the field
of OB nurture a diversity
of knowledge and perspectives about organizations, but there
are a few concerns." One
issue is whether OB suffers from a "trade deficit"—importing
far more knowledge from
other disciplines than i t exports to other disciplines. By relying
on theories developed in
other fields, OB knowledge necessarily lags rather than leads in
knowledge production. In
contrast, OB-bred theories allow researchers to concentrate on
the quality and usefulness of
49. the theory.
Heavy reliance on theories borrowed from other disciplines may
also leave OB
vulnerable to a lack of common identity. The field could
potentially become a place for
researchers who are raised in and mainly identify w i th the
other disciplines (psychology,
sociology, and so on) rather than wi th organizational behavior.
The lack of identification as
an "OB scholar" might further challenge the fields ability to
develop its own theory and
weaken its focus on practical relevance.
THE CONTINGENCY Af^CHOR
People and their work environments are complex, and the field
o f organizational behavior
recognizes this by stating that a particular action may have
different consequences in differ-
ent situations. In other words, no single solution is best all of
the time.'"" O f course, it
would be so much simpler i f we could rely on "one best way"
theories, i n which a particular
concept or practice has the same results i n every situation. OB
experts do search for simpler
theories, but they also remain skeptical about surefire
recommendations; an exception is
usually somewhere around the corner. Thus, when faced wi th a
particular problem or
opportunity, we need to understand and diagnose the situation
and select the strategy most
appropriate under those conditions}"^
THE MULTIPLE LEVELS OF ANALYSIS ANCHOR
This textbook divides organizational behavior topics into three
levels o f analysis: indiv id-
50. ual, team (including interpersonal), and organization. The
individual level includes the
characteristics and behaviors of employees as well as the
thought processes that are attrib-
uted to them, such as motivation, perceptions, personalities,
attitudes, and values. The team
level of analysis looks at the way people interact. This includes
team dynamics, team deci-
sions, communication, uifluence, social networks, conflict, and
leadership. At the organiza-
tional level, we focus on how people structure their work ing
relationships and on how
organizations interact wi th their environments.
Al though an OB topic is typically pegged into one level o f
analysis, it usually relates
to mul t ip le levels.'"'^ For instance, communica t ion is
located in this book as a team
26 Part One introduction
(interpersonal) process, but we also recognize that it includes
individual and organiza-
tional processes. Therefore, you should t ry to th ink about each
OB topic at the individual,
team, and organizational levels, not just at one of these levels.
The Journey Begins
This chapter gives you some background about the field of
organizational behavior. But it's
only the beginning of our journey Throughout this book, we w i
l l challenge you to learn
new ways of thinking about how people work in and around
organizations. We begin this
51. process in Chapter 2 by presenting a basic model of individual
behavior; then we introduce
over the next few chapters various stable and mercurial
characteristics o f individuals that
relate to elements of the individual behavior model. Next, this
book moves to the team
level of analysis. We examine a model of team effectiveness
and specific features of high-
performance teams. We also look at team decision making
communication, power and
influence, conflict, and leadership. Finally, we shift our focus
to the organizational level of
analysis, where the topics of organizational structure,
organizational culture, and organiza-
tional change are examined in detail.
cnapter surnmary )
L O l Define organizational behavior and organizations,
and discuss the importance of this field of inquiry.
Organizational behavior is the study of what people think,
feel, and do in and around organizations. Organizations are
groups of people who work interdependently toward some
purpose. OB theories help people (a) make sense of the work-
place, (b) question and rebuild their personal mental models,
and (c) get things done in organizations. OB knowledge is for
everyone, not just managers. OB knowledge is just as impor-
tant for the organization's financial health.
L 0 2 Compare and contrast the four current perspectives
of organizational effectiveness as well as the early goal
attainment perspective.
The goal attainment perspective, which states that organiza-
tions are effective i f they achieve their stated objectives, is
52. no longer accepted because (a) the goals set may be too easy,
(b) goals may be too abstract to determine their accomplish-
ment, and (c) achievement of some goals may threaten the
company's survival.
The open systems perspective views organizations as
complex organisms that "live" wi th in an external environ-
ment. They depend on the external environment for re-
sources and then use organizational subsystems to transform
those resources into outputs, which are returned to the envi-
ronment. Organizations receive feedback from the external
environment to maintain a good " f i t " with that environ-
ment. Fit occurs by adapting to the environment, managing
the environment, or moving to another environment.
According to the organizational learning perspective, or-
ganizational effectiveness depends on the organization's
capacity to acquire, share, use, and store valuable knowledge.
The ability to acquire and use knowledge depends on the
firm's absorptive capacity. Intellectual capital consists of
human capital, structural capital, and relationship capital.
Knowledge is retained in the organizational memory; compa-
nies also selectively unlearn.
The high-performance work practices (HPWP) perspective
identifies a bundle of systems and structures to leverage
workforce potential. The most widely identified HPWP are
employee involvement, job autonomy, developing employee
competencies, and performance-skill-based rewards. HPWP
improve organizational effectiveness by building human
capital, increasing adaptability, and strengthening employee
motivation and attitudes.
The stakeholder perspective states that leaders manage
the interests of diverse stakeholders by relying on their per-
53. sonal and organizational values for guidance. Ethics and
corporate social responsibiht)' (CSR) are natural extensions
of values-based organizations because they rely on values to
guide the most appropriate decisions involving stakeholders.
CSR consists of organizational activities intended to benefit
society and the environment beyond the firm's immediate
financial interests or legal obligations.
L 0 3 Debate the organizational opportunities and challenges
of globalization, workforce diversity, and emerging
employment relationships.
Globalization, which refers to various forms of connectivity
with people in other parts of the world, has several economic
and social benefits, but it may also be responsible for work in-
tensification and reduced job security and work-life balance.
Workforce diversity is apparent at both the surface level (obser-
vable demographic and other overt differences in people) and
34 Part Two Individual Behavior and Processes
OhioHealth has weathered the economic recession and thrived
when economic growth left
other health care providers short-staffed. It has done so by
being an employer of choice for
job applicants, min imiz ing absenteeism and turnover,
encouraging extra-role behavior, and
supporting high performance. This chapter examines these
forms of individual behavior as
well as the factors that influence those behaviors.
The chapter begins wi th the MARS model, which outUnes the
four direct drivers of i n -
dividual behavior and results. It then reviews the five types of
54. individual behavior that rep-
resent the individual-level dependent variables found in most
organizational behavior
research. The second half of this chapter looks closely at two of
the most stable characteris-
tics o f individuals: personality and values. The section on
personality specifically looks at
personality development, personality traits, and how personality
relates to behavior in or-
ganizational settings. The final section of this chapter turns our
attention to values, includ-
ing the various types o f personal values, how values relate to
individual behavior, the
dynamics of values congruence, ethical values and practices,
and cross-cultural values.
MARS Model of Individual Behavior and Performance
For most of the past century, experts have investigated the
direct predictors of individual
behavior and performance.- One o f the earliest formulas was
performance = person X
situation, where person includes individual characteristics, and
situation represents exter-
nal influences on the individual's behavior. Another frequently
mentioned formula is
performance = ability X motivation.-' Sometimes known as the
"skill-and-will" model, this
formula elaborates two specific characteristics wi th in the
person that influence ind iv id -
ual performance. Abil i ty, motivation, and situation are by far
the most commonly men-
t ioned direct predictors o f ind iv idua l behavior and
performance, but i n the 1960s
researchers identified a fourth key factor: role perceptions (the
individual's expected role
obligations)."
55. Exhibit 2.1 illustrates these four variables—motivation, ability,
role perceptions, and
situational factors—which are represented by the acronym
MARS.^ A l l four factors are
critical influences on an individual's voluntary behavior and
performance; i f any one o f
them is low in a given situation, the employee would perform
the task poorly. For example.
EXHIBIT 2.1 MARS Model of Individual Behavior and Results
Individual
characteristics MARS model
Personality
Values
Self-concept
Perceptions
Emotions and
attitudes
I P
• Task performance
• Organizational
citizenship
• Counterproductive
work befiaviors
• Joining/staying with
56. the organization
• Maintaining
attendance
Stress
Chapter Two Individual Behavior, Personality, and Values 35
motivated salespeople wi th clear role perceptions and sufficient
resources (situational
factors) wi l l not perform their jobs as well i f they lack sales
skills and related knowledge
(abili ty). Motivat ion, ability, and role perceptions are
clustered together in the model
because they are located wi th in the person. Situational factors
are external to the individual
but still affect his or her behavior and performance.*" Lets look
at each of these four factors
in more detail.
5 D » -fr-' IE MOTIVATION
isoDmect
To assist your learning and test
your knowledge about the MARS
model and its four elements, go to
vwvw.mcgrawhiMconnect.com,
which has activities and test
questions on this topic.
Motivation represents the forces wi th in a person that affect his
or her direction, intensity,
and persistence of voluntary behavior.^ Direction refers to the
57. path along which people en-
gage their effort. People have choices about where they put
their effort; they have a sense of
what they are trying to achieve and at what level of quality,
quantity, and so forth. In other
words, motivation is goal-directed, not random. People are
motivated to arrive at work on
time, finish a project a few hours early, or aim for many other
targets. The second element
of motivation, called intensity, is the amount of effort allocated
to the goal. Intensity is all
about how much people push themselves to complete a task. For
example, two employees
might be motivated to finish their project a few hours early
(direction), but only one of
them puts forth enough effort (intensity) to achieve this goal.
Finally, motivation involves varying levels of persistence, that
is, continuing the effort for
a certain amount of time. Employees sustain their effort unt i l
they reach their goal or give
up beforehand. To help remember these three elements of
motivation, consider the meta-
phor of dr iving a car in which the thrust of the engine is your
effort. Direction refers to
where you steer the car, intensity is how much you put your foot
down on the gas pedal,
and persistence is for how long you drive toward that
destination. Remember that motiva-
t ion is a force that exists w i th in individuals; it is not their
actual behavior. Thus, direction,
intensity, and persistence are cognitive (thoughts) and
emotional conditions that directly
cause us to move.
motivation
58. The forces within a person that
affect his or her direction,
intensity, and persistence of
voluntary behavior
ABILITY
Employee abilities also make a difference in behavior and task
performance. Ability
includes both the natural aptitudes and the learned capabilities
required to successfully
complete a task. Aptitudes are the natural talents that help
employees learn specific tasks
more quickly and perform them better. There are many physical
and mental aptitudes, and
our ability to acquire skills is affected by these aptitudes. For
example, finger dexterity is an
aptitude by which individuals learn more quickly and
potentially achieve higher perfor-
mance at picking up and handling small objects vrith their
fingers. Employees wi th high
finger dexterity are not necessarily better than others at first;
rather, their learning tends to
be faster and performance potential tends to be higher. Learned
capabilities are the skills
and knowledge that you currently possess. These capabilities
include the physical and
mental skills and knowledge you have acquired. Learned
capabihties tend to wane over
time when not in use.
Aptitudes and learned capabilities are closely related to
competencies, which has become
a frequently used term in business. Competencies are
characteristics o f a person that result
in superior performance.' These characteristics include
knowledge, skills, aptitudes, and
59. behaviors. Some experts extend the meaning of competencies to
include personality and
values, whi le others sug-
> gest that competencies are
; action-oriented results o f
these characteristics, such
as serving customers, cop-
.' ing wi th heavy workloads,
and p r o v i d i n g creative
ideas. Some studies have
ability
The natural aptitudes and
learned capabilities required to
successfully complete a task.
competencies
Skills, knowledge, aptitudes,
and other personal
characteristics that lead to
superior performance.
36 Part Two Individual Behavior and Processes
attempted to identify a list of core competencies for
performance in all jobs. For example,
one stream of research has identified competencies that are most
important in all jobs, such
as leading/deciding, supporting/cooperating,
creating/conceptualizing, adapting/coping,
and four others.'
60. The challenge is to match a person's competencies wi th the
job's competency require-
ments. A good person-job match produces higher performance;
it also tends to increase the
employee's well-being. One way to match a person's
competencies with the job's task require-
ments is to select applicants who already demonstrate the
required competencies. For ex-
ample, companies ask applicants to perform sample work,
provide references to check their
past performance, and complete various selection tests. A
second strategy is to provide train-
ing, which has a strong mfluence on individual performance and
organizational effective-
ness."* The third person-job matching strategy is to redesign
the job so that employees are
given only tasks that reflect their ctirrent learned capabilities.
For example, a complex task
might be simplified—with some aspects of the work transferred
to others—so that a new
employee performs only those tasks that he or she is currently
able to perform. As the
employee becomes more competent at these tasks, other tasks
are added back into the job.
ROLE PERCEPTIONS
Motivat ion and ability are important influences on individual
behavior and performance,
but employees also require accurate role perceptions to perform
their jobs well. Role per-
ceptions refer to how clearly people understand the job duties
(roles) assigned to them or
expected of them. For instance, OhioHealth employees perform
their jobs well partly
because "they know exactly what they're supposed to do." These
61. perceptions are critical
because they guide the employee's direction of effort and
improve coordination wi th co-
workers, suppliers, and other stakeholders. Employees w i th
clearer role perceptions also
tend to have higher motivation.
Unfortunately, many employees do not have clear role
perceptions. One survey reported
that although 76 percent of employees understand the
organization's business goals, only 39
percent said they understood how to achieve those goals in their
own job. Similarly, when a
recent global survey asked what would nrost improve their
performance, employees in
most countries identified "greater clarity about what the
organization needs from me" as
the first or second most important factor.'^
Back Friday—the day after
Thanlcsgiving—is the busiest
shopping day of the year, so
Best Buy holds special
rehearsals to ensure that every
employee has crystal-clear role
perceptions. This photo shows
customer assistance supervisor
Aaron Sanford orchestrating a
Black Friday practice run at a
Best Buy store in Denver These
events help employees to
understand their specific duties
and responsibilities, the priority
of those tasks, and the correct
way to complete them."
62. Chapter Two Individual Behavior, Personality, and Values 37
Role clarity exists in three forms. First, employees have clear
role perceptions when they
understand the specific tasks assigned to them, that is, when
they know the specific duties
or consequences for which they are accountable. This may seem
obvious, but employees are
occasionally evaluated on job duties they were never told were
wi th in their zone of respon-
sibihty. For example, the Metro transit system in Washington,
DC, experienced a serious
train derailment a few years ago because the track department
did not lubricate the tracks.
A n investigation revealed that the department had lubricated
tracks several years earher,
but this work activity stopped after the previous department
managers had transferred or
retired. The incoming managers did not know about the
department's track lubrication
duties, so they didn't inform employees that lubricating tracks
was part of their job . ' '
The second form of role clarity refers to how well employees
understand the priority of
their various tasks and performance expectadons. This is
illustrated in the classic dilemma
of pr ior i t iz ing quantity versus quality, such as how many
customers to serve in an hour
(quantity) versus how well the employee should serve each
customer (quality). I t also refers
to properly allocating time and resources to various tasks, such
as how much time a
manager should spend coaching employees each week versus
63. spending time wi th supphers
and clients. The th i rd form of role clarity involves
understanding the preferred behaviors or
procedures for accompMshing the assigned tasks. This refers to
situations in which employees
have the knowledge and skills to perform a particular task in
more than one way. Employees
with clear role perceptions know which of these methods is
preferred or required by the
organization.
SITUATIONAL FACTORS
Employees' behavior and performance also depend on the
situation.'" The situation mainly
refers to conditions beyond the employee's immediate control
that constrain or facilitate
behavior and performance.'^ For example, employees who are
motivated, are skilled, and
know their role obligations wi l l nevertheless perform poorly i
f they lack time, budget, phys-
ical work facilities, and other situational conditions. Some
situational constraints—such as
consumer preferences and economic conditions—originate from
the external environment
and, consequently, are beyond the employee's and organization's
control.
Along wi th situational constraints, situational factors also refer
to the clarity and con-
sistency o f cues provided by the environment to employees
regarding their role
obligations and opportunities.'"^ The importance of situational
clarity and consistency is
illustrated in workplace accidents. Let's say that you are
motivated, are able, and have a
clear role obligation to act safely in your job. Even so, you are
64. more likely to have an ac-
cident i f the work setting does not clearly and consistently
communicate a nearby electri-
cal hazard or other safety risk. Your unsafe behavior and
accident l ikel ihood are affected
by the situation, namely, the lack o f signs and other indicators
of the safety risk or incon-
sistent placement o f these warnings across the workplace.
Types of Individual Behavior
role perceptions
The extent to which a person
accurately understands the job
duties (roles) assigned to or
expected of him or her.
The four elements of the MARS model—motivation, ability,
role perceptions, and situa-
tional factors—affect aU voluntary workplace behaviors and
their performance outcomes.
There are many varieties of individual behavior, but most can
be organized into the five
categories described over the next few pages: task performance,
organizational citizen-
i , counterproductive work behaviors, jo ining and staying wi th
the organization, and
maintaining work attendance (Exhibit 2.2).
; TASK PERFORMANCE
Task performance refers to goal-directed behaviors under the
individual's control that
' support organizational objectives.'' Task performance
65. behaviors transform raw materials
38 Part Two Individual Behavior and Processes
EXHIBIT 2.2
Five Types of Individual
Behavior in the Workplace
Task
performance
Types of
individual
behavior
^ 4 . 0 J '
into goods and services or support and maintain these technical
activities. For example,
foreign exchange traders at BGC Partners, Inc., make decisions
and perform various tasks
to buy and sell currencies. Most jobs consist of several tasks.
For instance, foreign exchange
traders at BGC must be able to quickly identify profitable
trades, analyze economic data,
keep track of and complete account information, assist in
training new staff, and use spe-
cialized computer software and equipment without error. More
generally, tasks might i n -
volve working wi th data, people, or things; working alone or wi
th other people; and degrees
of influencing others.'^
Few companies would survive i f employees performed only
66. their formal job duties. They
also need to engage in organizational citizenship behaviors
(OCBs)—various forms of
cooperation and helpfulness to others that support the
organization's social and psychologi-
cal context." In other words, companies excel when employees
go the "extra mile" beyond
the required job duties. Organizational citizenship behaviors
take many forms. Some are
directed toward individuals, such as assisting coworkers wi th
their work problems, adjust-
ing work schedules to accommodate coworkers, showing
genuine courtesy toward cowork-
ers, and sharing work resources (supplies, technology, staff) wi
th coworkers. Other OCBs
represent cooperation and helpfulness toward the organization,
such as supporting the
company's public image, taking discretionary action to help the
organization avoid
potential problems, offering ideas beyond those required for the
job, attending voluntary
functions that support the organization, and keeping up wi th
new developments in the
organization.-"
COUNTERPRODUCTIVE WORK BEHAVIORS
Organizational behavior is interested in all workplace
behaviors, including dysfunctional
activities collectively known as counterproductive work
behaviors (CWBs). These volun-
tary behaviors have the potential to directly or indirectly harm
die organization.-^ Some of
the many types of CWBs include harassing coworkers, creating
unnecessary conflict, devi-
ating from preferred work methods (e.g., shortcuts that risk
work quality), being untruthful.
67. Chapter Two Individual Behavior, Personality, and Values 39
An important shipment of
materials had arrived at customs
for Procter & Gamble (P&G)
India, but the government shut
down all its offices (including
customs) due to heavy rains.
Undeterred by the weather, a
P&G plant engineer arranged to
transport a customs official from
his home to the customs office
and back so the clearance
paperwork could be completed.
The engineer then arranged for
the materials to be delivered to
the plant the same day. The
P&G India engineer engaged
in organizational citizenship
behaviors (and encouraged
similar behaviors by the
customs officer), which kept
the production lines running.̂ '
stealing, sabotaging work, avoiding work obligations
(tardiness), and wasting resources.
A n d CWBs are not minor concerns; research suggests that they
can substantially under-
mine the organization's effectiveness.
organizational citizenship
behaviors (OCBs)
Various forms of cooperation
68. and helpfulness to others that
support the organization's
social and psychological
context.
JOINING AND STAYING WITH THE ORGANIZATION
Task performance, organizational citizenship, and the lack of
coimterproductive work be-
haviors are obviously important, but i f qualified people don't jo
in and stay with the organi-
zation, none of these performance-related behaviors would
occur. Consider the shortage of
nurses. Although the recent recession temporarily eased matters,
the long-term trend is for
the number of nursing positions to far outstrip the number of
nurses available. There are
already many exainples in the United States and other countries
where beds had to be
closed or hospital services deteriorated because o f a lack o f
nursing staff-' OhioHealth has
proactively reduced this risk. As the opening vignette to this
chapter described, the health
care provider has become an employer of choice by achieving
the nursing association's
"Magnet" designation and being rated as one of the best places
to work in America.
Even when companies are able to hire qualified staff in the face
of shortages, they need
to ensure that these employees stay wi th the company
Companies w i th high turnover suf-
fer because of the high cost of replacing people who leave.
More important, as was men-
tioned i n the previous chapter, much o f an organization's
intellectual capital is the
knowledge carried around i n employees' heads. When people
69. leave, soine o f this vi ta l
knowledge is lost, often resulting in lower productivity, poorer
customer service, and so
for th . Some employers attract job applicants and minimize
turnover by nur tu r ing an
enjoyable work environment. For example, the opening
vignette described how OhioHealth celebrates employees
wi th long service and provides a high-involvement envi-
ronment where staff are regularly consulted about orga-
nizational issues.
counterproductive work
behaviors (CWBs)
Voluntary behaviors that
have the potential to directly
or indirectly harm the
organization. yAf is imiMiNG WORK ATTEUDAHCE
Along wi th attracting and retaining employees, organiza-
tions need everyone to show up for work at scheduled
40 Part Two Individual Behavior and Processes
times. American employees miss an average of five days of
scheduled work each year,
which is lower than in most other countries. For example, one
study reported that more
than 25 percent of primary and secondary school teachers in
India, Uganda, and Indonesia
are absent from work on any given work day. The report warned
that this chronic level of
absenteeism undermined the quality of children's education to
such an extent that it threatened
70. the economic development of those countries.-"*
Most employees blame the situation for their absenteeism, such
as bad weather, a transit
strike, or family demands (e.g., children or parents require
care). However, some people
show up for work under these conditions because of their strong
motivation to attend work,
whereas others take sick leave even when they are not genuinely
unwell. Employees who
experience job dissatisfaction or work-related stress are more
likely to be absent or late for
work because taking time off is a way of temporarily
withdrawing from stressful or dissat-
isfying conditions. Absenteeism is also higher in organizations
wi th generous sick leave
because this benefit minimizes the financial loss of taking time
away from work. Another
factor in absenteeism is the person's values and personality.^-'^
Finally studies report that
absenteeism is higher i n teams wi th strong absence norms,
meaning that team members
tolerate and even expect coworkers to take time of f
r ' Z' Along with attending work when expected, maintaining
work atten-
dance requires staying away from scheduled work when
attendance would be dysfunctional
for the individual and organization. In fact, OB experts warn
that presenteeism—attending
work when one's capacity to work is significantly diminished by
illness, fatigue, personal
problems, or other factors—may be more serious than being
absent when capable of work-
ing.^'' Employees who attend work when they are unwell or
unfit may worsen their own
71. condition and increase the health risks for coworkers. These
employees are also usually Jess
productive and may reduce the productivity of coworkers.
Presenteeism is more common among employees wi th low job
security (such as new and
temporary staff), who lack sick leave pay or similar financial
buffers, and whose absence
would immediately affect many people (i.e., high centrality).
Company or team norms
about absenteeism also account for presenteeism. Personahty
also plays a role; some people
possess traits that motivate them to show up for work when
others would gladly recover at
home. Personality is a widely cited predictor of most forms of
individual behavior. I t is also
the most stable personal characteristic, so we introduce this
topic next.
Personality in Organizations
; ' " r-r7?^J;;vj Whi le applying for several jobs in the
publishing industry, Christina was surprised that
vwia...:^^!.^.,.,.^.' three of the positions required applicants to
complete a personality test. "One page is a list
of characteristics—sentimental, adventurous, attractive,
compelhng, helpful, etc.—and you
check off the ones that best describe what others expect of you,"
Christina recalls of one
personality test. "The second page is the same list, but you
check off the ones that you think
truly describe you." Christina didn't hear back from the first
company after completing its
personality test, so for the second company she completed the
personality test "according to
a sales personality," because that job was in sales. When wri t
72. ing the personahty test at the
th i rd f i rm, she answered questions the way she thought
someone would who was "a good
person, but honest" about what he or she thought. None of the
applications resulted in a
job offer, leaving Christina wondering what personahty profile
these companies were seek-
ing and whether her strategy of guessing the best answer on
these personahty tests was a
good idea.^*
Personality is an important individual characteristic, which
explains why several compa-
nies try to estimate the personality traits o f job applicants and
employees. Most of us also
think about personality every day in our dealings wi th others.
We use these traits (talkative,
risk-oriented, thoughtful, etc.) to simplify our perception o f
each person and to predict
their future behavior. Personality is the relatively enduring
pattern of thoughts, emotions.
Chapter Two Individual Behavior, Personality, and Values 41
and behaviors that characterize a person, along wi th the
psychological processes behind
those characteristics.-' It is, in essence, the bundle of
characteristics that inake us similar to
or different from other people. We estimate an individual's
personality by what he or she
says and does, and we infer the person's mternal states—
including thoughts and emotions—
from these observable behaviors.
73. A basic premise o f personality theory is that people have
inherent characteristics or
traits that can be identified by the consistency or stability of
their behavior across time and
situations.'" For example, you probably have some friends who
are more talkative than oth-
ers. You might know some people who like to take risks and
others who are risk averse. This
behavioral tendency is a key feature of personality theory,
because it attributes a person's
behavior to something wi th in that person—the individual's
personality—rather than to
purely environmental influences.
O f course, people do not act the same way in all situations; in
fact, such consistency
would be considered abnormal because it indicates a person's
insensitivity to social norms,
reward systems, and other external condit ions." People vary
their behavior to suit the
situation, even i f the behavior is at odds wi th their personahty.
For example, talkative
people remain relatively quiet in a library where "no talking"
rules are explicit and strictly
enforced. However, personahty differences are still apparent in
these situations, because
talkative people tend to do more talking in libraries relative to
how much other people talk
in libraries.
People typically exhibit a wide range o f behaviors, yet w i th in
that variety are discernible
patterns that we refer to as personality traits. Traits are broad
concepts that allow us to label
and understand individual differences. Furthermore, traits
predict an individual's behavior
74. far into the future. For example, studies report that an
individual's personality in childhood
predicts various behaviors and outcomes in aduUhood,
including educational attainment,
employment success, marital relationships, illegal activities,
and health-risk behaviors."
presenteeism
Attending scheduled work
when one's capacity to
perform is significantly
diminished by illness or
other factors.
PERSONALITY DETERMINANTS:
NATURE VERSUS NURTURE
What determines an individual's personality? Most experts now
agree that personality is
shaped by both nature and nurture, although the relative
importance of each continues to
be debated and studied. Nature refers to our genetic or
hereditary origins—the genes that
we inherit from our parents. Studies of identical twins,
particularly those separated at b i r th ,
reveal that heredity has a very large effect on personality; up to
50 percent of variation in
behavior and 30 percent of temperament preferences can be
attributed to a person's genetic
characteristics." In other words, genetic code not only
determines our eye color, skin tone,
and physical shape; it also significandy affects our attitudes,
decisions, and behavior.
Some similarities of twins raised apart are surreal. Consider Jim
Springer and Jim Lewis,
twins who were separated when only four weeks old and didn't
75. meet each other unt i l age
39. In spite of being raised in different families and
communities in Ohio, the "Jim twins"
held similar jobs, smoked the same type of cigarettes, drove the
same make and color of car,
spent their vacations on the same Florida beach, had the same
woodworking hobby, gave
their first sons almost identical names, and had been married
twice. Both their first and
second wives also had the same first names!'''
Although personality is heavily influenced by hered-
ity, i t is also affected by nurture—the person's socializa-
t ion, life experiences, and other forms of interaction wi th
the environment. Personahty development and change
occurs mainly unt i l young adulthood; personality stabi-
lizes by the time people reach 30 years of age, although
some personahty changes may continue to age 50."
The main explanation for why personality becomes
more stable over time is that we form a clearer and more
r ig id self-concept as we get older.'* This increasing clarity
personality
The relatively enduring pattern
of thoughts, emotions, and
behaviors that characterize
a person, along with the
psychological processes
behind those characteristics.
42 Part Two Individual Behavior and Processes
of "who we are" serves as an anchor for our behavior because
76. the executive function—the
part o f the brain that manages goal-directed behavior—tries to
keep our behavior consis-
tent with our self-concept. Because our self-concept becomes
clearer and more stable wi th
age, our behavior and personality therefore also become more
stable and consistent. We
discuss self-concept in more detail in the next chapter. The
main point here is that person-
ality is not completely determined by heredity; life experiences,
particularly early in life,
also shape each individual's personality traits.
PB connect
To assist your learning and test
your knowledge about the five-
factor model of personality, go to
www.mcgrawhitlconnect.com,
which has activities and test
questions on this topic,
FIVE-FACTOR MODEL OF PERSONALITY
One of the most important ideas of personality theory is that
people possess specific person-
ality traits. Traits such as sociable, depressed, cautious, and
talkative represent clusters of
thoughts, feelings, and behaviors that allow us to identify,
differentiate, and understand
people.''' Hundreds of personality traits have been described
over the years, so personality
experts have tried to organize them into smaller clusters. The
most widely respected cluster-
mg of personality traits is the five-factor model (FFM), also
known as the "Big Five" person-
ality dimensions. Several decades ago, personality experts
identified more than 17,000 words