Prepared by Michael K. McCuddy Valparaiso University

Presentation SlidesPresentation Slidesto Accompanyto AccompanyOrganizational BehaviorOrganizational Behavior 1010thth Edition EditionDon Hellriegel and John W. Slocum, Jr.Don Hellriegel and John W. Slocum, Jr.

Prepared byMichael K. McCuddyValparaiso University

Chapter 1—Learning About Organizational Behavior

Objectives for Learning AboutObjectives for Learning AboutOrganizational BehaviorOrganizational Behavior

Describe the following competencies:Managing selfManaging communicationManaging diversityManaging ethicsManaging across culturesManaging teamsManaging change

Explain the framework for learning about organizational behavior

Chapter 1: Learning About Organizational Behavior 2

The Managing Self CompetencyThe Managing Self Competency

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

Chapter 1: Learning About Organizational Behavior 3

Core Abilities in theCore Abilities in theManaging Self CompetencyManaging Self Competency

Understanding personality and attitudes Perceiving, appraising, and interpreting

accurately Understanding work-related motivations

and emotions Assessing and establishing developmental,

life-related, and work-related goals Taking responsibility for managing yourself

and your career

Chapter 1: Learning About Organizational Behavior 4

Five Aspects of a CareerFive Aspects of a Career

Career success or failure is best determined by the individual

No absolute career evaluation standards exist Examine a career subjectively and objectively Make decisions about occupation and

activities to attain career goals Consider cultural factors

Chapter 1: Learning About Organizational Behavior 5

The Managing Communication The Managing Communication CompetencyCompetency

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

Chapter 1: Learning About Organizational Behavior 6

Core Abilities in the Managing Core Abilities in the Managing Communication CompetencyCommunication Competency

Conveying information, ideas, and emotions to others Providing constructive feedback to others Engaging in active listening Using and interpreting nonverbal communication Engaging in verbal communication Engaging in written communication Using a variety of computer-based information

resources

Chapter 1: Learning About Organizational Behavior 7

The Managing Diversity CompetencyThe Managing Diversity Competency

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

Chapter 1: Learning About Organizational Behavior 8

Core Abilities in theCore Abilities in theManaging Diversity CompetencyManaging Diversity Competency

Fostering an environment of inclusion Learning from others’ differences Supporting diversity Working with others because of their talents

and contributions Providing leadership in addressing diversity Applying diversity laws, regulations, and

policiesChapter 1: Learning About Organizational Behavior 9

Primary and SecondaryPrimary and SecondaryCategories of DiversityCategories of Diversity

Primary categories:Age, race, ethnicity, gender, physical

abilities and qualities, and sexual and affectional orientation

Secondary categories:Education, work experience, income,

marital status, religious beliefs, geographic location, parental status, and personal style

Chapter 1: Learning About Organizational Behavior 10

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.

The Managing Ethics CompetencyThe Managing Ethics Competency

The overall ability to incorporate values and principles that distinguish right from wrong in making decisions and choosing behaviors

Chapter 1: Learning About Organizational Behavior 11

Core Abilities in the ManagingCore Abilities in the ManagingEthics CompetencyEthics Competency

Identifying and describing ethical principles Assessing the importance of ethical issues Applying laws, regulations, and rules in

making decisions and taking action Demonstrating dignity and respect for others Demonstrating honest and open

communication

Chapter 1: Learning About Organizational Behavior 12

The Managing AcrossThe Managing AcrossCultures CompetencyCultures Competency

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

Chapter 1: Learning About Organizational Behavior 13

Core Abilities of the ManagingCore Abilities of the ManagingAcross Cultures CompetencyAcross Cultures Competency

Embracing cultural factors that can affect behavior

Appreciating influence of work-related values Dealing with differences in employees’

values and attitudes Communicating in the local language Dealing with extreme conditions Utilizing a global mindset

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Work-Related Values Pertaining to Work-Related Values Pertaining to Managing Across CulturesManaging Across Cultures

Individualism versus collectivism

Low versus high power distance

Low versus high uncertainty avoidance

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The Managing Teams CompetencyThe Managing Teams Competency

The overall ability to develop, support, facilitate, or lead groups to achieve organizational goals

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Core Abilities in the ManagingCore Abilities in the ManagingTeams CompetencyTeams Competency

Determining use and “fit” of teams Setting clear performance goals Defining responsibilities and tasks Demonstrating accountability for goal

achievement Applying appropriate decision-making

methods Resolving conflicts Assessing performance and taking

corrective action as neededChapter 1: Learning About Organizational Behavior 17

The Managing Change CompetencyThe Managing Change Competency

The 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

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Core Abilities in the ManagingCore Abilities in the ManagingChange CompetencyChange Competency

Applying the other six competencies in pursuit of needed changes

Providing leadership of planned change Diagnosing pressures for and resistance to

change Applying the systems model and other

processes to facilitate change Dealing with new knowledge to facilitate

changeChapter 1: Learning About Organizational Behavior 19