...Allison IKONGA Organization Behavior Place yourself in Barry's shoes and answer the following: What would I have done as Barry in this situation? Include everything that you believe impacts the situation. After watching the role play did you change your thoughts about how you would approach the situation? Is there any other information you would like to have had - and if so - explain the significance of the information. I would have reacted as Barry in the same situation. I mean, I would have spoken with him or attempted to suggest him implicitly to do not reenact that on the workplace. In case of incomprehension, I would have caught him in my office in order to discuss with him, what kind of problems could create this distraction. I would have been calm and tried to give some examples of bad effects that it could have on the others employees. In this way, he could realize in what it could be disturbing. The most difficult seemed to be, how and which words adopted in this case and this person. Because how it had been specified in the text, Barry had got this job four months ago. So, he couldn’t be aware of each personality of the staff. Maybe, Barry was too direct when he tried to run him off the job. Because the others were witnesses of this situation and this produced an unpleasant effect on Andy (like humiliation). Resentful, he would have been aggressive during the meeting. After watching the role play, I realized the different situations that we could meet...
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...her works. She thought she had present well on her job. Shauna didn’t notice Mr. Hamid that she might be absent on Monday to company with her family when her dad was sent to the hospital. Shauna just “informed” her boss what happened to her father. She didn’t ask Mr. Hamid permission or left any evidence to prove that Mr. Hamid agreed with her request. Mr. Hamid fired Shauna after the day she absent. The boss thought that Shauna didn’t ask for his permission and just left to hospital, he considered as she was irresponsible. Shauna confronted her boss when she was picking up her belonings. After some arguing the boss became angry and he yelled at Shauna to leave his office. 2. Make inferences about the facts. In this case, we think that the boss just cared about what he needs and what he wants, and didn’t understand what Shauna’s situation. When Shauna’s father was having a heart attack, she was too nervous to have clear mind. And the boss didn't treat part-time employees as their assets; the boss thought that anyone could have replaced them. Most of the works in the office are done by Shauna, but due to her absence, the boss faced some works that he didn’t know how to deal with, that’s why he became angry to...
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...her on her works. She thought she had present well on her job. Shauna didn’t notice Mr. Hamid that she might be absent on Monday to company with her family when her dad was sent to the hospital. Shauna just “informed” her boss what happened to her father. She didn’t ask Mr. Hamid permission or left any evidence to prove that Mr. Hamid agreed with her request. Mr. Hamid fired Shauna after the day she absent. The boss thought that Shauna didn’t ask for his permission and just left to hospital, he considered as she was irresponsible. Shauna confronted her boss when she was picking up her belonings. After some arguing the boss became angry and he yelled at Shauna to leave his office. 2. Make inferences about the facts. In this case, we think that the boss just cared about what he needs and what he wants, and didn’t understand what Shauna’s situation. When Shauna’s father was having a heart attack, she was too nervous to have clear mind. And the boss didn't treat part-time employees as their assets; the boss thought that anyone could have replaced them. Most of the works in the office are done by Shauna, but due to her absence, the boss faced some works that he didn’t know how to deal with, that’s why he became angry to Shauna. They...
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...Organizational Behavior An Evidence-Based Approach Twelfth Edition Fred Luthans George Holmes Distinguished Professor of Management, University of Nebraska Me Graw Hill Boston Burr Ridge, IL Dubuque, IA Madison, Wl New York San Francisco St. Louis Bangkok Bogota Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto Contents About the Author Preface v PART ONE ENVIRONMENTAL AND ORGANIZATIONAL CONTEXT Evidence-Based Consulting Practices 1 iv Organizational Behavior Case: Conceptual Model: Dream or Reality? 30 Chapter 2 Environmental Context: Globalization, Diversity, and Ethics 31 1 Learning Objectives 31 Globalization 31 Diversity in the Workplace 34 Chapter 1 Introduction to Organizational Behavior: An Evidence-Based Approach 5 Learning Objectives 5 The Challenges Facing Management 6 Undergoing a Paradigm Shift 8 A New Perspective for Management 10 Evidence-Based Management 12 Historical Background: The Hawthorne Studies Reasons for the Emergence of Diversity 35 Developing the Multicultural Organization 38 Individual Approaches to Managing Diversity 39 Organizational Approaches to Managing Diversity 41 Ethics and Ethical Behavior in Organizations 46 47 The Impact of Ethics on "Bottom-Line " Outcomes 13 The Illumination Studies: A Serendipitous Discovery 13 Subsequent Phases of the Hawthorne Studies 14 Implications of the Hawthorne Studies 15 Research Methodology to Determine Valid Evidence...
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...Organizational Behavior An Evidence-Based Approach Twelfth Edition Fred Luthans George Holmes Distinguished Professor of Management, University of Nebraska Me Graw Hill Boston Burr Ridge, IL Dubuque, IA Madison, Wl New York San Francisco St. Louis Bangkok Bogota Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto Contents About the Author Preface v PART ONE ENVIRONMENTAL AND ORGANIZATIONAL CONTEXT Evidence-Based Consulting Practices 1 iv Organizational Behavior Case: Conceptual Model: Dream or Reality? 30 Chapter 2 Environmental Context: Globalization, Diversity, and Ethics 31 1 Learning Objectives 31 Globalization 31 Diversity in the Workplace 34 Chapter 1 Introduction to Organizational Behavior: An Evidence-Based Approach 5 Learning Objectives 5 The Challenges Facing Management 6 Undergoing a Paradigm Shift 8 A New Perspective for Management 10 Evidence-Based Management 12 Historical Background: The Hawthorne Studies Reasons for the Emergence of Diversity 35 Developing the Multicultural Organization 38 Individual Approaches to Managing Diversity 39 Organizational Approaches to Managing Diversity 41 Ethics and Ethical Behavior in Organizations 46 47 The Impact of Ethics on "Bottom-Line " Outcomes 13 The Illumination Studies: A Serendipitous Discovery 13 Subsequent Phases of the Hawthorne Studies 14 Implications of the Hawthorne Studies 15 Research...
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...beginning of the case is Jeremy Frazer, the associate at the investment bank, Hudson and three other members working on the deal, Jean Fenster, Rich Patten and Payton Edwards, have been keeping their experiences of working with Chip Mazey to themselves. The case reveals that they finally confided in each other about how it was like to work with Chip Mazey. Associates and Analyst at Hudson were experiencing something far more than just a competitive and stressful work environment. Jeremy Frazer along with some of his other colleagues directly under Chip Mazey’s leadership was experiencing a broken culture and disruptive work life. The present culture at Hudson proves to be one of hostility between the employees and VP, Chip Mazey. Mazey has been with Hudson for 10 years, the case reveals that he followed his demeaning and derogatory or “kiss up, kick down” style of working. How is Mazey’s work style affecting the culture of the associates and analyst at Hudson? Mazey’s work style introduces us to our first presenting issues. Mazey attitude affects his work style and the work life of many employees at Hudson. The company provides a 360-degree feedback system, which presented Mazey as having a nasty reputation amongst the analyst and associates at Hudson. Analyst and associates at Hudson are clearly not happy and have not been for the past ten years. Mazey was considered a solid banker at Hudson that gave him the reputation through the organizations that he was something...
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...business behavior is an all-too-common scenario within companies, leading to outrage, lawsuits, and legal and/or administrative actions against the individuals as well as the firms in which the conduct took place. The unethical conduct amongst whistle-blowing nurses has been making headlines and for good reason. While whistle-blowing, an instance of wrong-doing that is revealed in an organization or body of people, can benefit some, it can damage others and is being reviewed for its unethical challenges it presents the population in which it affects. The unethical research that is involved in this particular article includes nurses who were deemed unethical through their whistle-blowing adventures. While some view whistle-blowing as an ethical matter, others deem it to be unethical due to the nature of its cause. Whistle-blowing, similar to tattle-telling, can be deemed childish and, in some cases, even considered to be the wrong way of confronting a misconduct of sorts. Whistle-blowing confronts the situation and misconduct in a loud manner while most organizations prefer to keep things quiet for the sake of the company as well as the patients, in this case. Either way, all parties involved generally partake in silence over matters that are of strict confidentiality and whistle-blowers are deemed unethical because of it. The injured parties in this case were all parties involved in the matter. The nurses who were deemed the whistle-blowers were injured in the case because...
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...Organizational Behavior Name: Institutional Affiliation: Organizations are groups of people who work closely together with an aim to attain some purpose i.e. they have a collective sense of purpose. Behavior, on the other hand, is the response of a person or people to an action, environment, an individual or a specific event. Organizational behavior is the study of how staff members of the organization think, respond, act and feel within the confines of the organization. Workplace practices influence prospective of human capital. Human capital entails workers skills; knowledge and other abilities that provide competitive advantage by helping uncover opportunities and reduce threats. The study of organization’s behavior is important as it quenches the need to comprehend, and predict behavior trends in a company, influence the behavior by getting things done they way you want and accommodate everyone in the organization and improve organization’s financial wellbeing. Also, organizational effectiveness is the crucial dependent variable in organization behavior. If improper approach is employed to formulate and achieve the stated goals, problems will arise with goals attainment. The problems may range from easy unhelpful goals to the company achieving wrong goals. The case study on Hickling Associates highlights numerous issues covered in the organizational behavior class. Some of the concerns discussed in the case study include work-life balance, employee motivation, employee...
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...Session Objectives * Understand the dynamics of group behavior and how group behavior can be different from individual behavior * Understand how managers can leverage the power of groups and teams to achieve organizational goals Session 7 & 8 Theme: Understanding Groups and Managing Teams Pre-Session Readings (40 pgs, 80 min) * Textbook: | | * Chapter 9 : Foundations of Group Behavior | pp 308-341 | * Chapter 10: Understanding Work Teams | pp 346-373 | Additional Readings (26 pgs, 50 min) * Handout Folder | | * Pablo Cardona , Paddy Miller: “The Art of Creating and Sustaining Winning Teams” | pp | * Linda Hill and Michel J. Anteby: “Analysing Work Groups” | pp | Classroom Session (70 min) * Foundations of Group Behavior * Functional and Dysfunctional Group Processes * Understanding Work Teams * Team Building and Teamwork * Team Effectiveness Competencies Group Work (70 min) * Read the two cases, “The Dangers of Groupthink” (Case Incident 2, pp 341-342), and “A Virtual Team at Nanavati Associates” (Case Incident 1, pp 372 373) of the textbook, and prepare your answers to the questions at the end of each, in the form of a ppt of max 3 slides for each case. | | In-Class Exercises * Will be announced in the class Application Exercise (Assignment to be submitted) (30 min) * Refer to the articles in the handout folder namely, “The Art of Creating...
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...Café Britt: A Costa Rica Pride BUS 655 (Designing Effective Organization) BUS 550 (Organization Behavior and Design) Issam A. Ghazzawi, Ph.D. SPECIFIC LEARNING OBJECTIVES In today’s global economy, organizations are faced with many challenges including motivating and rewarding employees; communicating and making effective decisions; evaluating group and team behavior; assessing their organizational structure and determining its effectiveness, assessing its leadership and determining its effectiveness; and evaluating alternative methods to managing change in the newly designed organization. Successful managers must learn the importance of creating functional and effective structures, processes, and understanding and managing the human side of the organization as this will enable people to effectively work together to achieve agreed upon goals. Therefore, this integrated term-long case is designed to give you an opportunity to design an effective organization. After reading and responding to the case questions, students should be able to: * Assess an organization’s mission statement and tie said mission to the organization’s goals. * Evaluate an organization’s culture and suggest a culture that promotes creativity. * Identify the factors responsible for creating and transmitting organizational culture and for getting it to change. * Identify and suggest effective techniques for motivating employees. * Suggest and describe some of the steps...
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...Quintin Jernigan Case Study-Organizational Culture In any organization, its culture can have real effects on the organizational behavior and the individuals within the organization. The culture of an organization is made up of a group of expectations that have been built as a direct consequence of an organization’s efforts to change as it faces internal and external problems. Formal components of organizational behavior and culture include a structure of incentive plans in place, grouping and linking principles, and established routings and operating procedures. These components help piece together an actual culture of an organization that the organizational members use every day to conduct themselves in the manner the organization strives for. The culture of an organization plays an important role in building the behavior of individuals and the company for a couple of reasons. In many organizations, the top of the pyramid of command (i.e., managers, CEOs) have to make thousands of decisions every day, many of these decisions are made very quickly or without a substantial amount of information or details to thoroughly make a decision and so the decision is based on the concepts and principles of the organization’s culture. The decision is not made based on a personal view but of the view of the organization to make sure what is done is what is best for the whole company or organization and not just that manager. This way nothing is ever taken the wrong way by individuals of the...
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...ORGANIZATIONAL BEHAVIOR Faculty Member Details: Dr. Prageetha G Raju Room No. D-203 Ph: 8790794397 E-mail: dr.prageetha@gmail.com Consulting Hours: Students can visit my room any time between 9 a.m. and 5:45 p.m. (only if needed) --------------------------------------------------------------------------------------------------------- Course Description: The management of complex organizations requires an understanding of the nature of human behavior in corporate and other organizations, styles of motivations, personality and perceptions, company leadership, power and authority, strategies of organizational design and change, teamwork, conflict and collaboration, and culture. Organizational Behavior explores individual and group behavior within work organizations and helps students understand, describe, and explain human behavior at work. Course Objective: The course shall be completed in 33 sessions and after completing the course the student will be able to: * Apply and analyze different concepts related to organizational behavior * Define the purpose and nature of the field of organizational behavior * Understand and learn how to Manage individuals for high performance by developing your understanding of individual and interpersonal behavior * Understand and learn how to manage groups for high performance through an exposure to theories, concepts, and principles of OB Prescribed Textbook: Organizational Behavior, Stephen P Robbins,Timothy...
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...Organizational Behavior Credit: 01 Instructor: Dr. Vandana Pareek E-mail: Vandana.pareek@accurate.in Course Outline Introduction: Understanding and managing people’s behavior in the work organizations are quite challenging for managers because of the complexities involved in this process. These complexities can be simplified by applying the information from the field of study in management, known as Organizational Behavior (OB). Course Objective: To understand the challenges lying before the managers in managing human behavior in organizations and how knowledge of organizational behavior helps managers to meet these challenges effectively. Text Book: Robbins S., Judge, T.A. & Vohra, N. (2012). Organizational Behavior, Perarson, New Delhi. Reference Books: 1. Luthans F, Organizational Behavior 2. Moorhead & Griffin, Managing People & Organizations 3. Prasad L M, Organizational Behavior 4. Pareek Udai , Understanding Organizational Behavior Evaluation System: Criterion | Load | Assignment | 10 | Class Participation | 10 | Mid-Term | 30 | End-Term | 40 | Presentation | 10 | Total | 100 | Session Plan: Session | Content | Reading Material | 1 | Introduction: What is OB, Concept, key elements, importance of OB. | | 2 | Challenges and Opportunities for OB, | | 3 | Foundation for Individual Behavior: Learning...
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...An analysis of the Consensual Relationship Agreements Case Study Assignment 1 By: STUDENT NAME: Arlette Lamsa To: Dr. Evangeline Jefferson Professor: COURSE NAME: Bus 520: Leadership and organization Behavior STRAYER UNIVERSITY WASHINGTON, DC January, 2013 Consensual Relationship Agreements Case Study Introduction: The purpose of this project is to examine the Consensual Relationship Agreement case study. By Definition, consensual relationship Agreement indicates an agreement read and signed by both Employers and employees by highlighting and confirming an obviously romantic relationship between both parties. The use of consensual relationship Agreement policy in general at the workplace, is fundamental for the employers and also employees. In many organizations, employees are in risks of potentials sexual harassments. But inevitably, some workers engage in a romance adventure at the office. Sometimes those romances end in a not so good term with pretty bad consequences. According to Hellriegel and Slocum (2011), the characteristics of a consensual Relationship agreement is defined as contract that set boundaries on certain office romance situations. They go as the following: decreasing sexual harassment litigation risk, reducing perceptions of favoritism, creating a forum to discuss professional workplace behavior, and reminding dating employees the lack of privacy in the workplace. This is to ensure all relationships are voluntary...
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...1. How does this case highlight the current and future challenges of human relations in the 21st century? This case highlights current and future challenges because in the wake of the firing of the chairman and the coo of the company which also resulted of mass losses to jobs which would fall under a scandal in my eyes because of two people that were brought in to guide a company that was merging from two successful ones, and make it one big giant successful work of human relations, but no, two people in the organization that were very important to the companies stability had a conflict where they couldn’t get along. For one, the loss of 7 billion in revenue and 16,500 jobs is enough for me to blow the whistle. I’ll say this definitely would be classified as a crisis, and human relations nightmare brought on by the two heads of the company. 2. What myths of human relations does this case challenge? The myths that this case challenges first is the myth that says “Technical skills are more important than human relations”, which we can see by the reading is not true at all. The situation is that these two people do not like each other at all, yet they are chairman and president which are unacceptable in an organization. These two needed to work on their human relations rather than what they could or have done in the past, this is just silly. If 16,500 people were about to lose their jobs over a case like this, I would do what it says and that’s either resolve the conflict...
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