June 30, 2022

Reflection and Discussion Forum Week 1 Reflection and Discussion Forum Week 1Assigned Readings:Chapter 1. What is Organizational Behavior?Chapter 2. Diversity in Organiza

Reflection and Discussion Forum Week 1

Reflection and Discussion Forum Week 1Assigned Readings:Chapter 1. What is Organizational Behavior?Chapter 2. Diversity in OrganizationsChapter 3. Attitudes and Job SatisfactionInitial Postings: Read and reflect on the assigned readings for the week. Then post what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding in each assigned textbook chapter.Your initial post should be based upon the assigned reading for the week, so the textbook should be a source listed in your reference section and cited within the body of the text. Other sources are not required but feel free to use them if they aid in your discussion.Also, provide a graduate-level response to each of the following questions:

You are working as a manager of a financial planning office where you require your employees to have a presence on social media. One of your financial advisors posts to his Twitter account that he needs $500 to pay his rent for the month. Would you punish him? Why or why not?

[Your post must be substantive and demonstrate insight gained from the course material. Postings must be in the student's own words – do not provide quotes!] [Your initial post should be at least 450+ words and in APA format (including Times New Roman with font size 12 and double spaced). Post the actual body of your paper in the discussion thread then attach a Word version of the paper for APA review]

Activity #1

1. Select one of the OB concepts given in the chapter and apply it to a situation in your work or school life. How did this concept help with the situation, or if it was not applied, how could it have helped in the outcome?

2. Based on the readings for this week discuss what is your position on diversity in the workplace? How would you describe your attitude toward diversity? Be detailed in your analysis.

3. Describe the three components of attitude. Provide an example of when you may used these three components in your work.

Essentials of Organizational Behavior

Fifteenth Edition

Chapter 1

What Is Organizational Behavior?

Learning Objectives

1.1 Define organizational behavior (OB).

1.2 Show the value of systematic study to OB.

1.3 Identify the major behavioral science disciplines that contribute to OB.

1.4 Demonstrate why few absolutes apply to OB.

1.5 Identify managers’ challenges and opportunities in applying OB concepts.

1.6 Compare the three levels of analysis in this text’s OB model.

1.7 Describe the key employability skills gained from studying OB that are applicable to other majors or future careers.

Management and Organizational Behavior Learning Objective 1.1

Good people skills are important

Good places to work have superior financial performance

Developing managers’ interpersonal skills helps attract and keep high-performing employees

There is a strong association between the quality of workplace relationships and employee job satisfaction, stress, and turnover

Increasing OB principles can foster social responsibility awareness

Since the late 1980s, business schools have recognized the link between understanding human behavior and managerial effectiveness. Managers cannot succeed on technical skills alone. They also need good people skills.

The more you can learn about people and how to manage them, the better prepared you will be to be a good manager.

Effective versus Successful Managerial Activities

Traditional management

Decision making, planning, controlling

Communication

Exchanging routine information and processing paperwork

Human resources management

Motivating, disciplining, managing conflict, staffing, and training

Networking

Socializing, politicking, and interacting with outsiders

Why are some managers more effective than others? Research shows that there is a link between communication and effective management. Those managers who explain their decisions and seek information from colleagues and employees are the most effective.

The Field of Organizational Behavior

Organizational behavior studies the influence that individuals, groups, and structure have on behavior within organizations

Its chief goal is to apply that knowledge toward improving an organization’s effectiveness

Organizational behavior looks at how individuals, groups, and structure can influence the behavior within an organization. This study is done so that we can use the knowledge to improve organizational outcomes and thereby their effectiveness.

Focal Points of OB

Motivation

Leader behavior and power

Interpersonal communication

Group structures and processes

Attitude development and perception

Change processes

Conflict and negotiation

Work design

Some core topics that are included in the study of OB and employment situations are motivation, leader behavior and power, and interpersonal communication. OB also includes the study of group structures and processes, attitudes development and perception, as well as change processes, conflict and negotiation, and work design. In sum, OB is the study of what people do in an organization and the way their behavior affects the organization’s performance.

Complementing Intuition with Systematic Study Learning Objective 1.2

Intuition: your “gut feeling” explanation of behavior

Systematic study improves ability to accurately predict behavior

Assumes behavior is not random

Fundamental consistencies underlie behavior

These can be identified and modified to reflect individual differences

Often our intuition leads us in the decision-making process. Our intuition relies on gut feelings, individual observation, and common sense. Although our intuition is extremely useful in the decision-making process, it does not give us the complete picture. By engaging in a systematic study of behavior we can enhance our effectiveness.

It is not an either/or relationship. Rather, intuition and systematic study can work effectively together to predict behavior.

Systematic Study

Examines relationships

Attempts to attribute causes and effects

Bases conclusions on scientific evidence:

Data is gathered under controlled conditions

Data is measured and interpreted in a reasonably rigorous manner

When we talk about engaging in a systematic study, we are talking about looking at relationships. By doing so, we can better determine cause and effect, and then, by applying scientific evidence to our conclusions, we are better able to predict behavior.

Evidence-Based Management

Evidence-based management: bases decisions on the best available scientific evidence

Complements systematic study

Forces managers to become more scientific in their thinking

Evidence-based management (EBM) complements systematic study by applying scientific evidence to managerial decisions.

Big Data

Big data: the extensive use of statistical compilation and analysis

Identify persistent and predictive statistics

Current usage: predicting events, detecting risk, and preventing catastrophes

New trends: understanding, helping, and managing people

Artificial Intelligence (AI)

Big data can be used together with intuition to help make decisions.

Contributing Disciplines to the OB Field Learning Objective 1.3

Psychology

Social Psychology

Sociology

Anthropology

Organizational behavior (OB) is interdisciplinary in nature as it is an applied behavioral science. The theory in OB relies on contributions from multiple behavioral disciplines. These disciplines include Psychology, Social Psychology, Sociology, and Anthropology.

Few Absolutes in OB Learning Objective 1.4

Impossible to make simple and accurate generalizations

Human beings are complex and diverse

OB concepts must reflect situational conditions: contingency variables

There are few absolutes in organizational behavior. When making decisions, you must always take into account situational factors that can change the relationship between two variables.

Employment Options (Exhibit 1-2)

As shown in this exhibit, today’s employment options have adapted to include new opportunities for workers.

Long Description:

The details are as below:

Categories of Employment: Employed, underemployed or underutilized, re-employed, unemployed/jobless, entrepreneur, retired, job seeking, furloughed, and laid off.

Types of Employment: Full-time, part-time, flex-time, job share, contingent, independent contractor, temporary, reduced hours, and intern.

Places of Employment: Anchored in an office or a cubicle, floating or shared space, virtual, flexible, and work from home.

Conditions of Employment: Local, expatriate, short-term assignee, flexpatriate, international business traveler, visa employee, and union or nonunion employee.

Compensation for Employment: Salary, hourly, overtime, bonus, contract, time off, and benefits.

Challenges and Opportunities for OB Learning Objective 1.5

Responding to continuing globalization

Understanding workforce demographics

Managing workforce diversity

Impact of social media

Employee well-being at work

Creating a positive work environment

Improving ethical behavior

In the workplace today there are many challenges and opportunities in the area of organizational behavior. Understanding OB has never been more important for managers, as organizations are changing at a much more rapid pace than historically seen.

Responding to Globalization

Increasing connectedness and cooperation

Working with people from different cultures

Adapting to differing cultural and regulatory norms

As a result of globalization, managers' jobs have changed. They need to have a broader perspective when making decisions and be able to anticipate and adapt their approaches accordingly.

You will likely have individuals coming to work in your own country that come from different cultures, and you will need to find ways to accommodate their needs and help them assimilate to your workplace culture.

You will need to be aware of, and appreciate, the cultural norms in each country in which you do business. In addition, it’s important to consider country and local regulations that could affect how you do business.

Managing Workforce Demographics

Longevity

Birth rates

Socioeconomic conditions

Other changes in the workforce

We can explore what factors encourage people to make certain choices regarding their employment and how those choices are reflected in their perceptions of the workplace.

Managing Workforce Diversity

Workforce diversity: organizations are becoming a more heterogeneous mix of people in terms of gender, age, race, ethnicity, sexual orientation, and other characteristics

As the borders are disappearing we are seeing more and more heterogeneity in the workplace. Managers today need to embrace diversity and find ways to manage it effectively. The changing demographics have shifted management philosophy in a way that recognizes and utilizes differences to create productivity, profitability, and welcoming cultures.

Diversity poses great opportunities and challenging questions for managers and employees in all countries. Managers must recognize differences and find ways to utilize those differences to improve organizational performance.

Social Media

Use of social media by employees

Using social media to learn about employees

Impact of social media on employee well-being

Many organizations struggle with employees’ use of social media in the workplace. Evidence-based policies can protect employees and organizations.

Enhancing Employee Well-Being at Work

The line between work and non-work has blurred and managers are increasingly dealing with conflicts that arise between work and life away from work

As technology continues to become an integral part of organizational effectiveness, workers have been asked to work longer hours. They are also challenged by balancing heavy outside commitments with work. Managing stress and burnout is critical.

Creating a Positive Work Environment

Positive organizational scholarship: how organizations develop human strengths, foster vitality and resilience, and unlock potential

Focus on what’s good about an organization, not what’s bad

Positive organizational behavior is a growing interest in organizational behavior. It promotes the idea of exploiting employee strengths rather than focusing on employee limitations or weaknesses.

Improving Ethical Behavior

Managers facing ethical dilemmas or ethical choices are required to identify right and wrong conduct

Companies promoting strong ethical missions:

Encourage employees to behave with integrity

Provide strong leadership that influences employee decisions to behave ethically

Today’s highly competitive global economy has created a work environment in which employees may feel pressured to make poor decisions. Moreover, there is generally greater tolerance for unethical behavior. This has prompted many companies to try to help employees navigate ethical dilemmas using tools such as seminars and workshops, as well as formal codes of ethics.

Developing an OB Model

A model is an abstraction of reality – a simplified version of some real-world phenomenon

Three types of variables:

Inputs, processes, and outcomes

Three levels of analysis

Individual, group, and organizational

We can develop a model of OB that defines the field – its parameters, concepts, and relationships.

A Basic OB Model (Exhibit 1-3)

The three types of variables to consider include inputs, or variables like personality, group structure, and organizational culture. These are the variables that set the stage for what occurs in an organization.

The second type of variable is processes, or the actions that individuals, groups, and leaders engage in as a result of inputs and that lead to certain outcomes. Think of communication, leadership, conflict and negotiation, and power and politics.

Outcomes are the key variables that you want to explain or predict. We’ll be looking at attitudes and stress, task performance, organizational citizenship behavior, and withdrawal behavior. We’ll also explore group cohesion, group functioning, productivity, and survival.

Long Description:

The details are as follows:

Inputs:

Individual Level: Diversity, personality, and values.

Group Level: Group structure, group roles, and team responsibilities.

Organizational Level: Structure and culture.

Processes:

Individual Level: Emotions and moods, motivation, perception, and decision making.

Group Level: Communication, leadership, power and politics, and conflict and negotiation.

Organizational Level: Human resource management and change practices.

Outcomes:

Individual Level: Attitudes and stress, task performance, citizenship behavior, and withdrawal behavior.

Group Level: Group cohesion and group functioning.

Organizational Level: Productivity and survival.

Three Levels of OB Analysis Learning Objective 1.6

The individual level

The group level

The organizational level

In organizational behavior (OB), we utilize the representation of the world as broken down into three levels. The first level of analysis we will look at is the individual level. At this level we look at individuals’ behavior. Next, recognizing that individuals make up groups, we analyze how group behavior occurs. Finally, organizations are made up of groups of individuals, so we analyze the organization at a systems level.

Employability Skills Learning Objective 1.7

Critical thinking

Communication

Collaboration

Knowledge application and analysis

Social responsibility

OB is important for all students. These career employability skills can be expanded in an OB course to prepare students for future careers.

Critical thinking involves purposeful and goal-directed thinking to define and solve problems and to make decisions or form judgments.

Communication is the effective use of oral, written, and nonverbal communication skills for multiple purposes; effective listening; the use of technology, and the ability to evaluate the effectiveness of communication efforts.

Collaboration involves individuals actively working together on a task to achieve a final product reflective of joint, interdependent actions.

Knowledge application and analysis is the ability to learn a concept and then apply it in another setting.

Social responsibility includes skills related to both business ethics and corporate social responsibility.

Implications for Managers

Don’t rely on generalizations

Use metrics and situational variables rather than “hunches” to explain cause-and-effect relationships

Increase leadership potential by improving interpersonal skills

Improve technical and conceptual skills by staying current with trends like big data

Recognize the role of organizational behavior on employee work quality and productivity

The OB Model is critical to your understanding of how organizations behave. In the remainder of this book, we will be utilizing that model to look at behavior on an individual, group, and organizational level.

Discussion Questions

What are some of the concerns you have with the use of artificial intelligence in organizations?

A recent study found that those people who woke up in a positive mood and then regularly accessed Facebook throughout the day generally experienced declining moods as the day progressed. Facebook time has also been found to be correlated with lower satisfaction levels. How can managers address this?

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Essentials of Organizational Behavior

Fifteenth Edition

Chapter 2

Diversity in Organizations

Learning Objectives

2.1 Demonstrate how workplace discrimination undermines organizational effectiveness.

2.2 Explain how stereotypes function in organizational settings.

2.3 Describe how key biographical characteristics are relevant to OB.

2.4 Explain how other differentiating characteristics factor into OB.

2.5 Demonstrate the relevance of intellectual and physical abilities to OB.

2.6 Describe how organizations manage diversity effectively.

Demographics of the U.S. Workforce Learning Objective 2.1

Today’s workforce:

Is more ethnically and racially diverse

Includes more women and older workers

Diversity management must be a central component in organizations

The demographics of the U.S. workforce have changed over the last thirty-plus years. Today’s workforce is not only more ethnically and racially diverse, it also includes more women and older workers. Wage gaps persist across genders and racial and ethnic groups.

Levels of Diversity

Surface-level diversity: differences in age, race, gender, etc.

Less significant over time

Deep-level diversity: differences in personality and values

More important in the long run

While surface-level diversity can initially lead to stereotypes and assumptions about others, as people get to know one another, these differences become less significant, and deep-level diversity, such as personality and values, becomes more important.

Discrimination and Stereotyping Learning Objective 2.2

Working to eliminate unfair discrimination

Unfair judgements based on stereotypes

Stereotype threat

Concern with being judged negatively based on stereotypes

Diversity management includes working to eliminate unfair discrimination. To discriminate is to note a difference between things. Stereotyping is judging someone based on our perception of the group in which that person belongs.

Stereotype threat describes the degree to which we are concerned with being judged by or treated negatively based on a certain stereotype. Older workers today are particularly concerned in the recruitment process.

Forms of Discrimination in Organizations (Exhibit 2-1)

To discriminate is to note a difference between things. While this in and of itself isn’t a bad thing, when we talk about discrimination, we’re usually referring to stereotypes about groups of people and assumptions that everyone in a group is the same. This type of discrimination can be harmful to organizations and employees.

Discrimination is one of the primary factors that prevent diversity, whether the discrimination is overt or covert.

Recognizing diversity opportunities can lead to an effective diversity management program and ultimately to a better organization.

Long Description:

The details are as below:

Discriminatory policies or practices: Actions taken by representatives of the organization that deny equal opportunity to perform or unequal rewards for performance.

Example: Older workers may be targeted for layoffs because they are highly paid and have lucrative benefits.

Sexual harassment: Unwanted sexual advances and other verbal or physical conduct of a sexual nature that create a hostile or offensive work environment.

Example: Salespeople at one company went on company-paid visits to strip clubs, brought strippers into the office to celebrate promotions, and fostered pervasive sexual rumors.

Intimidation: Overt threats or bullying directed at members of specific groups of employees.

Example: African-American employees at some companies have found nooses hanging over their work stations.

Mockery and insults: Jokes or negative stereotypes; sometimes the result of jokes taken too far.

Example: Arab-Americans have been asked at work whether they were carrying bombs or were members of terrorist organizations.

Exclusion: Exclusion of certain people from job opportunities, social events, discussions, or informal mentoring; can occur unintentionally.

Example: Many women in finance claim they are assigned to marginal job roles or are given light workloads that don’t lead to promotion.

Incivility: Disrespectful treatment, including behaving in an aggressive manner, interrupting the person, or ignoring varying opinions.

Example: Female lawyers note that male attorneys frequently cut them off or do not adequately address their comments

Biographical Characteristics Learning Objective 2.3

Biographical characteristics include:

Age

Gender

Race and ethnicity

Disability

Length of service

Biographical characteristics, including age, gender, race, ethnicity, disability, and length of service, are some of the more obvious ways in which employees differ.

Age

The relationship between age and performance is important because:

The workforce is aging

Mandatory retirement is outlawed

The relationship between age and job performance is likely to be important during the next decade for two reasons.

First, the workforce is aging. Second, U.S. legislation essentially prohibits mandatory retirement.

Research shows that combatting age discrimination may be associated with better performance for the organization as a whole.

Most research shows that there is no relationship between age and job performance while some has suggested that older workers perform better. Teams and organizations with age diversity perform better.

Older workers have been found to be more satisfied with their work. That is, job satisfaction increases as people age.

Gender

No difference in job performance between genders

Differences in pay, benefits, and rewards

Gender bias in selection for certain positions

Lack of women in CEO positions

Glass cliff

While there is no difference in job performance between the genders, there are differences in pay, benefits, and rewards.

There are gender biases and stereotypes especially in the selection process. Men are more likely to be selected for leadership roles.

Stereotypes may be the foundation of the glass ceiling and the glass cliff.

While gender discrimination exists, increasing legislation across the globe is improving the situation.

Race and Ethnicity

Race: heritage people use to identify themselves

Ethnicity: additional set of cultural characteristics

Racial and ethnic minorities report higher levels of discrimination in the workplace

Some industries are less racially diverse than others

Race is associated with biology while ethnicity is associated with culture.

Racial and ethnic minorities report higher levels of discrimination in the workplace. Black individuals tend to fare worse than white individuals in employment decisions.

Some industries are less racially diverse than others.

Disabilities

The Americans with Disabilities Act (ADA) requires employers to make reasonable accommodations for people with physical or mental disabilities

Hidden disabilities (invisible)

The Americans with Disabilities Act Amendments Act (ADAAA)

After the Americans with Disabilities Act was passed in 1990, the number of individuals with disabilities in the U.S. workforce rapidly increased. The Act requires employers to make reasonable accommodations for individuals with physical or mental disabilities.

Studies show that workers with disabilities receive higher performance evaluations, while at the same time, they also have lower performance expectations and are less likely to be hired.

The Americans with Disabilities Act Amendments Act (ADAAA) broadened the impairments for which organizations must provide accommodations. Employees, however, are required to disclose their hidden disabilities to receive accommodations.

Other Differentiating Characteristics Learning Objective 2.4

Religion

Sexual Orientation

Gender Identity

Cultural Identity

U.S. law prohibits employers from discriminating against employees based on their religion. Even so, religion is still an issue in OB. Organizations in the U.S. are required to provide reasonable accommodations for religious exemptions. Discrimination claims based on religion have been increasing.

Discrimination based on sexual orientation and gender identity is prohibited under Title VII of the Civil Rights Act of 1964. Many organizations have implemented their own policies protecting employees on the basis of sexual orientation. In addition, many states and municipalities also have laws to protect employees based on their sexual orientation. Companies are also beginning to establish policies regarding transgender employees.

Ability Learning Objective 2.5

Ability: an individual’s current capacity to perform the various tasks in a job

Intellectual abilities: abilities needed to perform mental activities

Physical abilities: capacity to do tasks that require stamina, dexterity, strength

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Reflection and Discussion Forum Week 1 Reflection and Discussion Forum Week 1Assigned Readings:Chapter 1. What is Organizational Behavior?Chapter 2. Diversity in Organiza

Reflection and Discussion Forum Week 1

Activity #1

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