...CHAPTER 1: ORGANIZATIONAL BEHAVIOR Organizational behavior is the study of both group and individual performance and activity within an organization. Internal and external perspectives are two theories of how organizational behavior can be viewed by companies. Question that is asked in the Manager of Don Juan: What are the common problems that your company/establishment usually encounter with regard to the organizational behavior? Actually for now, we doesn’t have any problems with our employees but there are times where we are having problems in our organizations like misunderstandings, lack of manpower and tardiness of an employee. Of course, everybody has their own attitude, sometimes they are not listening on each other’s suggestions the reason why some employees doesn’t understand each other’s point. It is difficult for me to handle this kind of problem because we’re just in one team, and they don’t care to understand the point of each other. Another common problem is that although we have lots of waitresses, still, we are not capable to satisfy the guests without the waiters. We all know that men are more flexible than women. Our restaurant is open for lunch and dinner and also on midnight because Don Juan is also a bar and because of this, we need waiters more than waitresses specially on midnight to satisfy the needs of the guests really fast. Another problem is that employees are sometimes late, tardy, and stressed. As a manager, I’m always asking them what’s their...
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...either the immediate organization or another external environment. Autonomy is the degree to which the job would provide the employee with significant freedom and discretion in scheduling work and determining procedures used in carrying out the work. Feedback is where the employee carrying out the work is given feedback on their performance and the effectiveness to which they preform those duties. The critical psychological states included experienced meaningfulness of the work which means that employees feel their job is meaningful and they feel it is worth while. When an employee feels they are being held accountable they experience responsibility for the work they are performing. Knowledge is a result of when an employee knows and can understand how they effectively are performing the job. Discussion and Communication 3. Is it possible for American companies to apply approaches to the design of work that were developed in other countries? Yes I believe so. It is important that U.S. companies interact with other countries. NAFTA agreement components will see the issues of the design as a very important component. 4. What is the most important emerging issue in the design of work? Telecommuting has eliminated the need for many people to travel to work. Alternative work patterns have made it easier for employees to manage...
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...The influence of organizational culture on organization’s performance MGMT2384 Submission date: March 20, 2013 With the development of global market, companies use different ways to improve their profit. Making novel advertisement, changing marketing method and adjusting strategic plan are common ways to improve company’s performance (Yanfang, 2011). As the time goes on, people find that these ways sometimes do not work. The problem is about organizational culture. It is why organization does not have good performance (LaGuardia, 2008). Organizational culture has a long history but no one realized it until 1980. There was a drastic business competition between American and Japan. Japanese companies changed their organizational cultures to make their companies better. After that many foreign companies followed (Albert & Jean, 2007). The huge influence of organizational culture was found by people at that time. This essay aims at understanding the influence of organizational culture on organization’s performance. It will use theoretical knowledge to explain the influence of organizational culture on organization’s performance. Then organizational examples will be used to apply to theoretical knowledge. Organizational culture includes many elements such as leadership, values, beliefs, symbols and so on. Organizational culture shows the concept when you meet some situations and do some specific work. What are some familiar stories and symbols they often tell and...
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...assess how an understanding of organizational behavior concepts and theories is a useful knowledge base for career success and for improving an organization's effectiveness. | Key Concepts * Define organizational behavior and describe why is it important. * Analyze what organizations are like as work settings. B | Given the influence of factors such as values, attitudes, beliefs, feelings, and personality on individual behavior, demonstrate how knowledge of individual difference factors helps in understanding, predicting, and influencing individual behavior. Use a diagnostic instrument, such as the Life Styles Inventory (LSI) to assess your personal thinking and behavior styles and their role in accomplishing self-improvement goals. | Key Concepts * Describe the nature of managerial work. * List the individual differences and how they impact performance. * Define value differences among individuals. * Define emotions and attitudes. * Analyze job satisfaction and why it's important. * Describe personality types and how they differ. * Learn how to manage diversity and individual differences, and why this is important. The High Performance Organization Visionary Leadership | A Culture of Accountability | Affinity for Risk | Strategic Agility At the heart of the high performance organization (HPO) is people—in particular, leaders who model company values and create a culture that supports exceptional performance. Anyone who has experienced...
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...people think of the word “control” in the context of manipulating someone or something. They think of control as getting someone to do something that WE want them to do, and it follows that they may NOT want to do it! In management, control has a different meaning. It is simply an information system that provides valuable feedback. In your textbook, control is defined as “the process of monitoring activities to ensure that they are being accomplished as planned and correcting any significant deviations” (Robbins et al., page 308). In other words, you measure the results you are getting and compare this with your objectives and then make any necessary adjustments. Managers who control the finances of an organization are often referred to as “controllers.” These managers use financial control measures on a daily basis. Project managers also use control mechanisms to monitor their projects. Control measures are determined at the beginning of a project and used throughout the life of a project to monitor time, budget, and project scope. The control measures give the project team valuable feedback on how they are doing. Just as feedback is a critical component in good communication, feedback is also a key factor in developing management controls. Measurement controls can be set up in virtually any area of an organization. One area that most people have experience with is the annual performance appraisal. An employee’s direct manager has traditionally conducted performance appraisals...
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...does this sound like a satisfying job? Q1: Do you think that only certain individuals are attracted to these types of jobs, or is it the characteristics of the jobs themselves that are satisfying? Answer: These types of jobs are considered difficult, stressful and time consuming and make an employee very busy all the time that he even scarifies his personal life and activities. Few people who prefer their professional life over personal or are very workaholic like to do such types of jobs. Usually such people are conscious of titles and high status and enjoy taking such challenges in work places. Q2: What characteristics of these jobs might contribute to increased levels of job satisfaction? Answer: High profile people like to be dominant and control the situation rather being controlled by the situation and always remain in high energy. Job satisfaction can be achieved by being independent, remain positive, being significant, challenge oriented, skilled and being responsible. From the given case study it is analyzed that: John bishop development scope, pay and being independent Irene independency, serious and inspiring characteristics Tiny kruz high profile, high salary and travels to exotic site David clark travelling experience, promoting channel and big salary Q3: Given that the four individuals discussed above tend to be satisfied with their jobs, how might this satisfaction relate to their job performance, citizenship behavior and turnover? Answer: ...
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...ATTITUDES, VALUES AND ETHICS ATTITUDE Attitude is a person’s overall evaluation of a person, or issue. It could be favorable or unfavorable towards something. It is considered along with other elements- beliefs and behaviors.Beliefs represent what we have learned or come to know through experience. As such, they are either true or represent what we think is true. Example, that working on a challenging project would bring recognition in the organization or that working after office hours would affect health and personal life while behaviors represent the actions we take with regard to a particular object or entity. Example, whether one complete the project successfully or leave the office at 6:00 PM in the evening. In the simplest case, attitudes, beliefs, and behaviors should be related but there are instances that the relation between attitudes, beliefs and behaviors is not very strong (Wiegel et al., 1974). For example, we might dislike studying, (a negative attitude) and rarely study at all (negative behavior) yet truly believe it will lead to success, yet rarely study. We could even dislike studying, be unsure whether it leads to better grades, and yet spend a great deal in studying. Hence, we can say that attitude is a complex cognitive process (Neovistas.com, 2004). Attitudes can be examined in terms of its three components: Affect, Behavioral, and Cognition. Affect consists of the emotional feelings stimulated by the object of the attitude for example:...
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...Task 1 Compare and contrast different organisational structures and culture of the following 3 organizations 1) http://arcedairy.com 2) www.dairyqueen.com.ph 3) www.ue.edu.ph 1. Company Information i) Background of Company ii) Industry situation iii) Missions Statement iv) Primary Business Activities a) Why they are important and b) How they are accomplished 2. Organizational Structure of Company i) Diagram 3. Value Chain & Critical Processes i) Chart 4.0 People Management i) Why people want to work here or looking for other opportunities. Task 2 Human behavior and values are not self-generating; they are by-products of culture. TRUE or FALSE Why? Task 3 • Explain how the relationship between an organisation’s structure and culture can impact on the performance of the business. I think many human behaviors are self-generating. If they weren't then there wouldn't be variations in social norms. Many people's values seem to run independant from their stereotypical social norms. There are just as many "Moral" athiest as there are moral religious people in how they treat others. There's also an equal number of immoral or amoral individuals spanning all cultures and races. If values were completely external, then all would conform. The way individuals react to social norms is an intrinsic,...
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...1. Define organizational culture and discuss its three layers. Organizational culture represents the shared assumptions that a group holds. It influences employees' perceptions and behavior at work. The three layers of organizational culture include observable artifacts, espoused values, and basic assumptions. Artifacts are the physical manifestations of an organization's culture. Espoused values represent the explicitly stated values and norms that are preferred by an organization. Basic underlying assumptions are unobservable and represent the core of organizational culture. 2. Discuss the difference between espoused and enacted values. Espoused values represent the explicitly stated values and norms that are preferred by an organization. Enacted values, in contrast, reflect the values and norms that actually are exhibited or converted into employee behavior. Employees become cynical when management espouses one set of values and norms and then behaves in an inconsistent fashion. Chapter Scan Corporate cultures provide identifying characteristics and values for organizational members to appreciate and learn. Cultures are distinguished by artifacts, values, and basic assumptions. The socialization process is the entry stage in an organization that provides clues about its culture. Cultures are difficult to change, yet change is necessary in some instances for survival. Organizations need an adaptive culture in order to respond effectively to the...
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...Welcome to VangoNotes for Organizational Behavior, 13th edition by Stephen P. Robbins and Timothy Judge. Chapter 1: What Is Organizational Behavior? Section 1: Big Ideas Do you ever wonder why people at work behave the way they do? Or why you act as you do? Chapter 1 sets the stage for learning what Organizational Behavior is, how it will help you understand yourself and others at work, and what some of the organizational behavior issues are that people are talking about today. Let’s start with interpersonal skills. Practicing managers have long understood the importance of people skills for organizational success in today’s competitive and demanding workplace. Who do we mean by managers? Managers get things done through other people. They do it by planning, organizing, leading, and controlling. Managers also fill interpersonal roles, such as being a leader, a liaison, or a figurehead. They serve in informational roles such as monitor, disseminator of information, or spokesperson. Finally, in their role as decision maker they might be entrepreneur, disturbance handler, resource allocator, and negotiator. All these roles are important to the functioning of the organization and its people. Who’s the best manager you’ve ever known? Think about the special skills that helped this person to be effective. Researcher Robert Katz has identified three essential sets of management skills. The first set includes technical skills, the ability to apply specialized...
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...Change Management | Chapter 3 – Organizational change This chapter provides a framework of organizational changes that occur even incrementally or radical within the organization and it tackles with some issues of organizational change such as how does the process of organizational change happen, must change be initiated and driven through by one strong personality or can it be planned collectively by a powerful group of people and also talks about the sheer momentum of change will happen. The main objective is to understand the multi-dimensional character of organizational change and analyze change in terms of its different approaches - metaphors. The opinion of Andre De Waal about organizational change and what is High Performance Organization are going to be presented. Organizational Metaphors According to Mr. Gareth Morgan Metaphor gives the opportunity to stretch our way of thinking and deepen our understanding, therefore giving us the opportunity to see things and act in new ways. Metaphor always creates distortions. We have to accept that any theory or perspective that we bring to organizational and management study, while capability of creating valuable insights, is also incomplete, biased, and potentially misleading. There are eight organizational Metaphors which are very good starting point for understanding of different assumptions of change. These are the following: * Machines * Organisms * Brains * Cultures * Political Systems *...
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...TEACHING NOTE ORGANIZATIONAL CULTURE AND CHANGE By Romuald Stone, DBA The construct of organizational culture has raised considerable interest of both academics and practitioners in the field of change management. Organizational culture is “derived from the anthropological concept of culture that attempts to explain why people in societies believe and behave as they do.” It has “become a common way of thinking about and describing an organization’s internal world—a way of differentiating one organization’s ‘personality’ from another.” This organizational self-image develops over a period of time with the core elements typically coalescing during the organization’s formative years. In many organizations we find a strong dominant culture that is pervasive not only in the headquarters element but across divisions and geographic regions. However, in large organizations this culture is not uniform but instead is composed of many subcultures. Subcultures may share certain characteristics, norms, and values yet they can be totally different with some functioning collaboratively and others in conflict with each other. Definition Organizational culture is defined as a complex set of shared beliefs, guiding values, behavioral norms, and basic assumptions acquired over time that shape our thinking and behavior; they are part of the social fabric of the organization—its genetic code. As such, culture drives the organization and guides the behavior of everyone in that...
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...CASE 1 1-Do you think only certain individuals are attracted to these types of jobs, or is it the characteristics of the job themselves that are satisfying ? Their different jobs include long hours of working (more than the norm), and travel often difficult to have unable a family life. This is the case of Tony Kurtz . Most of the people hope to have a job that allows them to do some activities after work, to have a life outside the company. It is difficult to accept the conditions of work of the four managers. But few people accept to work like four managers. They accept because they like them work or working is a need for them. So these are the only individuals who would be attracted to those jobs with such terms. Despite the extreme nature of the jobs that can’t satisfy lot of workers, despite the high compensation and pay, these four managers’ jobs would be appreciated by people who think that jobs and their constraints are challenges. They accept challenges. Irene, John, Tony, and David show that they are motivate despite the conditions imposed by their work .they are satisfy by them work too. This satisfaction justifies their implication in the organization and also that they accept the conditions as a positive challenge. It is motivation and satisfaction that permits to work despite work pressure. 2 –what characteristics of these jobs might contribute to increase level of job satisfaction? Irene, John, Tony, and David have stable jobs because they are top managers. They...
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...inherently variable – from customer to customer, from provider to provider and from time to time for the same customer and/or the same provider (John 2003). Total quality management (TQM) in the hospitality industry has risen to amazing levels due to preferences, customer behavior and competition to retain and attract new customers. This has resulted in the demand for quality service thus necessitating the need to implement TQM strategies to have a competitive edge over other players in the industry. Acceptance of TQM strategies in the hospitality industry (Raj Kumar, 2005), with service quality being an important factor for growth and survival is an integral part to achieve success. It has been well accepted by managers and quality practitioners as a change management quality approach (Arumugam et al., 2009). TQM is a management philosophy that seeks to meet customer needs and organizational goals. This research proposal analyses the benefits of implementing TQM and how management and employees can improve production of goods and services. Research has shown that...
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...Essay: Managing Knowledge: The Link between Culture and Organizational Learning According to the article, I’m totally agree with it, because the main idea is that to be successful in business environment you must Know your company and make your employees know it as well, start knowing the goals, objectives, activities, personal, infrastructure, organization, processes, culture, in general all the things that involves your company, have an entire knowledge about it. Other interesting point is the Stata’s quote that talk about the organization’s ability to learn faster all the aspects about the company than the competitors is an important source of competitive advantage, this is really interesting, because if all people involved into an organization knows exactly what is it about, create new fresh ideas, and communicate them to the other members of the organization in an efficient way, this allows the company to become successful and better than the competitors. I think that every company, has an organizational culture and learning process clearly defined, when an enterprise has an organizational culture that leads the entire company, the personal feels they are committed to the enterprise, and they are satisfied with their performance. About the learning processes I think is vital to the organization that all people involved know exactly what are their functions, and not only their owns, also the manager’s, CEO’s, and Director’s functions, with this, they feel more...
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