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Write by using the tone of a third person as The author feels that .. and not I feel nor I say . You can quote cases from IBM, Motorola (USA), Toyota and Honda (Japan) but should include your views on what do you think about their common strengths, weaknesses & the commonality or differences ? and share your thought on the yes of no (if any). The importance of cross referencing.
groups, organizations, processes & culture in order to expand the potential of individuals & the organization for greater success.
2) Organizational Behavior
Contingency approach - meet the needs of different
management situations. Intellectual Capital (IC) / Resources Human Capital, Structural Capital, Customer Capital. Resource inputs => Transformation process => Product outputs. Look at org structure & roles of managers. Henry Fayol: Planning (choosing goals); Organizing (create structures & work systems); Leading (inspiring staff); Controlling (performance & results). Intellectual abilities capability to perform mental activities.
3) Roles of Managers
10 roles of effective managers:
(a) Infor roles: handling infor by monitoring, disseminating & communicating. (b) Interpersonal role: interacting with others as figurehead, leading & liaising. (c) Use infor for making decision: as an entrepreneur, disturbance handler, resource allocator, negotiator. Skills: technical, human & conceptual.
OB & Globalisation
Globalisation: involves growing worldwide
interdependence of resource suppliers, product makers & Business competition. Corporate Culture: learned & shared ways of thinking & actions among employees in an organization. Dimensions of Culture: Language; Time Orientation (Observe monochronic [handle 1 thing at a time] & polychronic [handle many things concurrently] culture in your workplace); Use of space; Religion. Hofstedes National Cultures: Power distance, Uncertainty avoidance, Individualism-collectivism, Quantity/quality of life, Short/long term orientation.
e.g. UK, USA highest on individualism & short power distance. Asian countries more collectivist & longer power distance. Hong Kong - ranked highest on quality of life. China & HK have long-term orientation; US & France are on the low side. How cultures deal with relationships among people ? (Trompenaars framework on cultural diversity) [Universalism - rules & consistency, Particularism - relationships & flexibility; Individualism - freedom & responsibility, Collectivism - group interest & consensus.] Temporariness organizations today are more on long periods of ongoing change, interrupted occasionally by short periods of stability.
Multinational corporation : Global manager, Multicultural workforces, Expatriate managers. Cultural relativism - ethical behavior is determined by its cultural context. Global organizational learning - ability to gather from the world at large the knowledge required for long-term organizational adaptation. How does globalization affect people at work ?
(communication; mutual understanding of each others culture;
practising team work; to compromise; open-minded)
Personality
It is a dynamic concept describing the growth and development of a persons whole psychological system it looks at some aggregate whole that is greater than the sum of the parts. The environment we are exposed to plays a substantial role in shaping our personalities. e.g. The Japanese & Chineses characters of facing problems.
Employee Deviance
Production intentionally working slowly. Property stealing, sabotage. Political blaming co-workers. Personal aggression verbal abuse.
Values - Broad preferences concerning appropriate courses of action or outcomes. (p 73) - tend to be relatively stable & enduring. Terminal values - Persons preferences on ends to be achieved. Instrumental values -Persons beliefs about the means for achieving desired ends. (p 73) Allports 6 value categories - Theoretical, economic, aesthetic (beauty/ form/ artistic harmony), social, political, religious (unity). (p 74) Maglinos values -Achievement, concern for others, honesty, fairness. (p 74)
Beliefs -----------> feelings -----------> Intended & values (create) (influence) behavior Why do you think its important to understand the 3 components of Attitudes (p 75) ? What is workforce diversity, and why is it important to manage it by a Global Manager ? Ethical dilemma situation in which an individual is required to define right and wrong conduct.
Differentiate Equity, Expectancy & Reinforcement Theory : Equity Theory individuals compare their job inputs & outputs with those of others & then respond so as to eliminate any inequities. Expectancy Theory - employees are motivated by individual beliefs regarding effort / performance relationships & work outcomes :(a) Individual effort : Effort-performance relationship. (b) Individual performance : Performance-reward relationship. (c) Organizational reward : Rewards-personal goals relationship. Reinforcement Theory predicting factors inclusive of quality & quantity of work, persistence of effort, absenteeism, tardiness & accident rates. No insight to employee satisfaction nor decision to quit. Facets of Job Satisfaction: work; quality of supervision; relations with co-workers; opportunities for promotion; pay.
Performance Equation
Performance = f ( A x M x O ) where A : Ability M : Motivation O : Opportunity
Norms acceptable standards of behavior within a group that are shared by the groups members. Conformity adjusting ones behavior to align with the norms of the group. Social loafing the tendency for individuals to expand less effort when working collectively than when working individually. Cohesiveness degree to which group members are attracted to each other and are motivated to stay in the group. Synergy an action of 2 or more substances that results in an effect that is different from the individual summation of the substances. Groupthink phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action. Groupshift a change in decision risk between the groups decision & the individual decision that members within the group would make.
Relationship between Group Cohesiveness, Performance Norms, and Productivity High Cohesiveness & High Performance norms => High productivity High Cohesiveness & Low Performance norms => Low productivity
Group Problem Solving & Decision Making Decision making style: 1) Personality of the manager. 2) Skill & ability of the manager. 3) Organizational climate. 4) Employee personality. 5) Group size and diversity.
Communication Process Model Source => Encoding => Channel => Decoding => Receiver
Jargon specialized terminology or technical language that members of a group use to aid communication among themselves. Grapevine organizations informal communication network. Cross-cultural communication to overcome cultural barriers. Electronic communications e-mail, cell phone, etc.
Leadership Roles
Providing team leadership Mentoring
Allocation
(E) Achievement
Performance
Work facilitation
Self-evaluation;
A Comparative Summary of Leadership and Management Features Management: Carrying out traditional management functions: Planning, budgeting, Organizing, Staffing, Problem Solving, Control. Assuming roles as required: Interpersonal roles of symbol figurehead, liaison with key people, supervisor of employees; Informational roles of information monitor, information disseminator, and spokesperson; Decision-making roles of innovator within the unit, disturbance handler, resource allocator, and negotiator. Leadership: Challenging the status quo. Developing vision and setting direction. Developing strategies for producing changes towards the new vision. Communicating the new direction and getting people involved. Motivating and inspiring others.
Factors affecting Group Development & Performance: Context - External environment; Organizational characteristics; Org Culture. Purpose - Goals and objectives; Task and Project characteristics. Composition and Diversity- Members attributes; Demographic characteristics; Members needs. Structure - Group size; Norms; Role differentiation; Subgrouping; Group technology. Processes - Formation process; Decision making; Problem solving; Communication; Boundary management; Socialization process. Leadership - Task oriented; Emotional & social; Maintenance; Multiple leaders.
Issues in Negotiation
Gender differences in negotiations. Cultural differences in negotiations. Third-party negotiations. Exercises for group discussion : Page 315 Unethical to Lie. Page 316 Working at ThinkLink
Autonomy the degree to which the job provides substantial freedom & discretion in scheduling the work & in determining the procedures to be used in carrying it out. Feedback the degree to which carrying out the work activities required by a job results in the individual obtaining direct & clear information about the effectiveness of his or her performance.
Learning Organization
With shared vision on which everyone agrees. People discard old ways of thinking & doing their jobs. Members think of all organizational processes, interaction with environment as part of a system of inter-relationships. People openly communicate with each other. People sublimate personal interest & fragmented departmental interests to work together to achieve the organizations shared vision.