Ch01

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Organizational Behavior

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Ch01

  1. 1. Presentation Slides to Accompany Organizational Behavior 10 th Edition Don Hellriegel and John W. Slocum, Jr. Chapter 1 —Learning About Organizational Behavior
  2. 2. Slide 1.1 Objectives for Learning About Organizational Behavior <ul><li>Describe the following competencies: </li></ul><ul><ul><li>Managing self </li></ul></ul><ul><ul><li>Managing communication </li></ul></ul><ul><ul><li>Managing diversity </li></ul></ul><ul><ul><li>Managing ethics </li></ul></ul><ul><ul><li>Managing across cultures </li></ul></ul><ul><ul><li>Managing teams </li></ul></ul><ul><ul><li>Managing change </li></ul></ul><ul><li>Explain the framework for learning about organizational behavior </li></ul>
  3. 3. Slide 1.2 The Managing Self Competency <ul><li>The overall ability to assess your own strengths and weaknesses, set and pursue professional and personal goals, balance work and personal life, and engage in new learning—including new or modified skills, behaviors, and attitudes </li></ul>
  4. 4. Slide 1.3 Core Abilities in the Managing Self Competency <ul><li>Understanding personality and attitudes </li></ul><ul><li>Perceiving, appraising, and interpreting accurately </li></ul><ul><li>Understanding work-related motivations and emotions </li></ul><ul><li>Assessing and establishing developmental, life-related, and work-related goals </li></ul><ul><li>Taking responsibility for managing yourself and your career </li></ul>
  5. 5. Slide 1.4 Five Aspects of a Career <ul><li>Career success or failure is best determined by the individual </li></ul><ul><li>No absolute career evaluation standards exist </li></ul><ul><li>Examine a career subjectively and objectively </li></ul><ul><li>Make decisions about occupation and activities to attain career goals </li></ul><ul><li>Consider cultural factors </li></ul>
  6. 6. Slide 1.5 The Managing Communication Competency <ul><li>The overall ability to use all the modes of transmitting, understanding, and receiving ideas, thoughts, and feelings—verbal, listening, nonverbal, written, electronic, and the like—for accurately transferring and exchanging information and emotions </li></ul>
  7. 7. Slide 1.6 Core Abilities in the Managing Communication Competency <ul><li>Conveying information, ideas, and emotions to others </li></ul><ul><li>Providing constructive feedback to others </li></ul><ul><li>Engaging in active listening </li></ul><ul><li>Using and interpreting nonverbal communication </li></ul><ul><li>Engaging in verbal communication </li></ul><ul><li>Engaging in written communication </li></ul><ul><li>Using a variety of computer-based information resources </li></ul>
  8. 8. Slide 1.7 The Managing Diversity Competency <ul><li>The overall ability to value unique individual and group characteristics, embrace such characteristics as potential sources of organizational strength, and appreciate the uniqueness of each individual; as well as the ability to help people work effectively together even though their interests and backgrounds may be quite diverse </li></ul>
  9. 9. Slide 1.8 Core Abilities in the Managing Diversity Competency <ul><li>Fostering an environment of inclusion </li></ul><ul><li>Learning from others’ differences </li></ul><ul><li>Supporting diversity </li></ul><ul><li>Working with others because of their talents and contributions </li></ul><ul><li>Providing leadership in addressing diversity </li></ul><ul><li>Applying diversity laws, regulations, and policies </li></ul>
  10. 10. Slide 1.9 Primary and Secondary Categories of Diversity <ul><li>Primary categories: </li></ul><ul><ul><li>Age, race, ethnicity, gender, physical abilities and qualities, and sexual and affectional orientation </li></ul></ul><ul><li>Secondary categories: </li></ul><ul><ul><li>Education, work experience, income, marital status, religious beliefs, geographic location, parental status, and personal style </li></ul></ul>Source: Adapted from Bradford, S. Fourteen dimensions of diversity: Understanding and appreciating differences in the work place. In J. W. Pfeiffer, 1996 Annual: Volume 2 Consulting . San Diego: Pfeiffer and Associates, 1996, 9-17.
  11. 11. Slide 1.10 The Managing Ethics Competency <ul><li>The overall ability to incorporate values and principles that distinguish right from wrong in making decisions and choosing behaviors </li></ul>
  12. 12. Slide 1.11 Core Abilities in the Managing Ethics Competency <ul><li>Identifying and describing ethical principles </li></ul><ul><li>Assessing the importance of ethical issues </li></ul><ul><li>Applying laws, regulations, and rules in making decisions and taking action </li></ul><ul><li>Demonstrating dignity and respect for others </li></ul><ul><li>Demonstrating honest and open communication </li></ul>
  13. 13. Slide 1.12 The Managing Across Cultures Competency <ul><li>The overall ability to recognize and embrace similarities and differences among nations and cultures and then approach key organizational and strategic issues with an open and curious mind </li></ul>
  14. 14. Slide 1.13 Core Abilities of the Managing Across Cultures Competency <ul><li>Embracing cultural factors that can affect behavior </li></ul><ul><li>Appreciating influence of work-related values </li></ul><ul><li>Dealing with differences in employees’ values and attitudes </li></ul><ul><li>Communicating in the local language </li></ul><ul><li>Dealing with extreme conditions </li></ul><ul><li>Utilizing a global mindset </li></ul>
  15. 15. Slide 1.14 Work-Related Values Pertaining to Managing Across Cultures <ul><li>Individualism versus collectivism </li></ul><ul><li>Low versus high power distance </li></ul><ul><li>Low versus high uncertainty avoidance </li></ul>
  16. 16. Slide 1.15 The Managing Teams Competency <ul><li>T he overall ability to develop, support, facilitate, or lead groups to achieve organizational goals </li></ul>
  17. 17. Slide 1.16 Core Abilities in the Managing Teams Competency <ul><li>Determining use and “fit” of teams </li></ul><ul><li>Setting clear performance goals </li></ul><ul><li>Defining responsibilities and tasks </li></ul><ul><li>Demonstrating accountability for goal achievement </li></ul><ul><li>Applying appropriate decision-making methods </li></ul><ul><li>Resolving conflicts </li></ul><ul><li>Assessing performance and taking corrective action as needed </li></ul>
  18. 18. Slide 1.17 The Managing Change Competency <ul><li>T he overall ability to recognize and implement needed adaptations or entirely new transformations in the people, tasks, strategies, structures, or technologies in the person’s area of responsibility </li></ul>
  19. 19. Slide 1.18 Core Abilities in the Managing Change Competency <ul><li>Applying the other six competencies in pursuit of needed changes </li></ul><ul><li>Providing leadership of planned change </li></ul><ul><li>Diagnosing pressures for and resistance to change </li></ul><ul><li>Applying the systems model and other processes to facilitate change </li></ul><ul><li>Dealing with new knowledge to facilitate change </li></ul>

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