Week 1 Overview _ Personality(2)

Week 1 Overview _ Personality(2) - CHAPTER 1 I) The Field...

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CHAPTER 1 I) The Field of Organizational Behavior (OB) a. Organizational Behavior : the study of which people think, feel, and do in and around organizations. b. OB emerged as distinct field around the 1940s II) What are Organizations? a. Organizations : groups of people who work interdependently toward some purpose. i. In other words, organizations consist of employees that expect each other to complete various tasks in a coordinated way- in an organized way. III) Why Study Organizational Behavior? Most people eventually come to realize that this field is a potential “gold mine” of valuable knowledge a. Understanding, Predicting, and Influencing i. Inherent need to understand and predict the world in which we live OB theories satisfy this innate drive b. Organizational Behavior is for everyone i. Employees now more than ever are expected to manage themselves and delegate more responsibilities (i.e. not just managers need to understand how to complete tasks) c. OB and the Bottom Line i. Firms that apply performance-based rewards, employee communications, work-life balance, and other OB practices have three times the level of success as companies where these practices are absent. ii. Organizations’ leadership and quality of employees are two best predictors of the firms’ financial potential IV) Organizational Behavior Trends a. Globalization i. economic, social, and cultural connectivity (and interdependence) with people in other parts of the world. ii. Technology and transportation systems of today allow a much more intense level of connectivity and interdependence around the world iii. POTENTIAL CRITICISMS: 1. increasing competitive pressures and market volatility 2. off-shoring b. Workplace Diversity 1
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i. Surface-level diversity : observable demographic or physiological differences in people, such as their race, ethnicity, gender, age, and physical disabilities ii. Deep-level diversity : the difference in the physiological characteristics of employees, including personalities, beliefs, values and attitudes 1. EXAMPLE: a. Baby Boomers (born b/w 1946-1964): seem to expect and desire more job security and are more intent on improving their economic and social status b. Generation X (born b/w 1965-1979): expect less job security and are motivated more by workplace flexibility, the opportunity to learn, and workin in egalitarian and “fun” organizations c. Generation Y (!980-Present): noticeably more self- confident, optimistic, multitasking, and more independent than even Gen-X coworkers iii. Consequences of Diversity 1. diversity can become a competitive advantage by improving decision making and team performance on complex tasks, HOWEVER: a. Diverse employees usually take longer to become a high-performing team b. Communication problems exist between people from different backgrounds c. Diversity can lead to lack of information sharing and- in extreme cases- morale problems and higher employee turnover 2. Whether or not workforce diversity is a business advantage,
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Week 1 Overview _ Personality(2) - CHAPTER 1 I) The Field...

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