1–1

Factors to SuccessFactors to Success

1. Productivity• Efficiency in achieving goals• Effectiveness in resources used

2. Absenteeism

3. Turnover

4. Job Satisfaction

5. Org Citizenship• Discretionary Behavior

1–2

Challenges and Opportunities for OBChallenges and Opportunities for OB

Responding to Globalization– Increased foreign assignments– Working with people from different cultures– Coping with anti-capitalism backlash– Overseeing movement of jobs to countries with

low-cost labor– National Boundaries disappearing

Managing Workforce Diversity– Embracing diversity

• Gender/Age/National Origin/Age/Disability/Domestic Partnerships/Religion

– Changing U.S. demographics– Implications for managers

• Recognizing and responding to differences

1–3

Challenges and Opportunities for OB (cont’d)Challenges and Opportunities for OB (cont’d)

Increased Competition– Quality management (QM)– Process reengineering– Increased expectation of service quality

Responding to the Labor Shortage– Changing work force demographics

• BB Gen X

– Fewer skilled laborers– Early retirements and older workers

1–4

Challenges and Opportunity for OB (cont’d)Challenges and Opportunity for OB (cont’d)

Innovation and Change

– Coping with “Temporariness”

– Moore’s Law

– Working in Networked Organizations

Balance Work/Life Conflicts Improving Ethical Behavior

1–5

Management FunctionsManagement Functions

ManagementManagementFunctionsFunctions

ManagementManagementFunctionsFunctions

PlanningPlanningPlanningPlanning OrganizingOrganizingOrganizingOrganizing

LeadingLeadingLeadingLeadingControllingControllingControllingControlling

1–6

Management SkillsManagement Skills

Technical skillsThe ability to apply specialized knowledge or expertise.

Human skillsThe ability to work with, understand, and motivate other people, both individually and in groups.

Conceptual SkillsThe mental ability to analyze and diagnose complex situations.

1–7

Effective Versus Successful Managerial Activities (Luthans)

Effective Versus Successful Managerial Activities (Luthans)

1. Traditional management• Decision making, planning, and controlling

2. Communication• Exchanging routine information and processing

paperwork

3. Human resource management• Motivating, disciplining, managing conflict, staffing,

and training

4. Networking• Socializing, politicking, and interacting with others

1. Traditional management• Decision making, planning, and controlling

2. Communication• Exchanging routine information and processing

paperwork

3. Human resource management• Motivating, disciplining, managing conflict, staffing,

and training

4. Networking• Socializing, politicking, and interacting with others

1–8

Effective vs SuccessfulEffective vs Successful

Successful managers – those promoted most quickly  

 2. Effective managers – performance &

commitment to employees 

1–9

E X H I B I T 1–2E X H I B I T 1–2

Allocation of Activities by TimeAllocation of Activities by Time

Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz, Real Managers (Cambridge, MA: Ballinger, 1988).

1–10

Chapter 1Chapter 1

1. Name 3 challenges / opportunities for OB today.

2.

3.

4. Where I work, and what I do there ___________

5. Something interesting about myself is_______

1–11

ValuesValues

Values

Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.

Value System

A hierarchy based on a ranking of an individual’s values in terms of their intensity.

1–12

Importance of ValuesImportance of Values

Provide understanding of the attitudes, motivation, and behaviors of individuals and cultures.

Influence our perception of the world around us.

Represent interpretations of “right” and “wrong.”

Imply that some behaviors or outcomes are preferred over others.

1–13

Dominant Work Values in US WorkforceDominant Work Values in US Workforce

E X H I B I T 3–3E X H I B I T 3–3

1–14

Types of Values –- Rokeach Value SurveyTypes of Values –- Rokeach Value Survey

Terminal Values

Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime.

Instrumental Values

Preferable modes of behavior or means of achieving one’s terminal values.

1–15

Values in the

RokeachSurvey

Values in the

RokeachSurvey

E X H I B I T 3–1E X H I B I T 3–1

Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).

1–16

Values in the

Rokeach Survey(cont’d)

Values in the

Rokeach Survey(cont’d)

E X H I B I T 3–1 (cont’d)E X H I B I T 3–1 (cont’d)

Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).

1–17

Mean Value Rankings of Executives, Union

Members, and Activists

Mean Value Rankings of Executives, Union

Members, and Activists

E X H I B I T 3–2E X H I B I T 3–2

Source: Based on W. C. Frederick and J. Weber, “The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications,” in W. C. Frederick and L. E. Preston (eds.) Business Ethics: Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 123–44.

1–18

Hofstede’s Framework for Assessing CulturesHofstede’s Framework for Assessing Cultures

Late 70’s, 116k IBM employees, 40 countries

Power Distance

The extent to which a society accepts that power in institutions and organizations is distributed unequally.

low distance: relatively equal distributionhigh distance: extremely unequal distribution

1–19

Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)

Collectivism

A tight social framework in which people expect others in groups of which they are a part to look after them and protect them.

Individualism

The degree to which people prefer to act as individuals rather than a member of groups.

1–20

Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)

Achievement

The extent to which societal values are characterized by assertiveness, materialism and competition.

Nurturing

The extent to which societal values emphasize relationships and concern for others.

1–21

Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)

Uncertainty Avoidance

The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.

1–22

Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)

Long-term Orientation

A national culture attribute that emphasizes the future, thrift, and persistence.

Short-term Orientation

A national culture attribute that emphasizes the past and present, respect for tradition, and fulfilling social obligations.

1–23

The GLOBE Framework

for Assessing

Cultures

The GLOBE Framework

for Assessing

Cultures

• Assertiveness

• Future Orientation

• Gender differentiation

• Uncertainty avoidance

• Power distance

• Individual/collectivism

• In-group collectivism

• Performance orientation

• Humane orientation

• Assertiveness

• Future Orientation

• Gender differentiation

• Uncertainty avoidance

• Power distance

• Individual/collectivism

• In-group collectivism

• Performance orientation

• Humane orientation

E X H I B I T 3–4E X H I B I T 3–4Source: M. Javidan and R. J. House, “Cultural Acumen for the Global Manager:

Lessons from Project GLOBE,” Organizational Dynamics, Spring 2001, pp. 289–305.

1993 - present, 825 orgs, 62 countries

1–24

AttitudesAttitudes

Attitudes

Evaluative statements or judgments concerning objects, people, or events.

Affective ComponentThe emotional or feeling segment of an attitude.

Cognitive componentThe opinion or belief segment of an attitude.

Behavioral ComponentAn intention to behave in a certain way toward someone or something.

1–25

Types of AttitudesTypes of Attitudes

Job InvolvementIdentifying with the job, actively participating in it, and considering performance important to self-worth.

Organizational CommitmentIdentifying with a particular organization and its goals, and wishing to maintain membership in the organization.

Job SatisfactionA collection of positive and/or negative feelings that an individual holds toward his or her job.

1–26

The Theory of Cognitive DissonanceThe Theory of Cognitive Dissonance

Desire to reduce dissonance

• Importance of elements creating dissonance

• Degree of individual influence over elements

• Rewards involved in dissonance

Desire to reduce dissonance

• Importance of elements creating dissonance

• Degree of individual influence over elements

• Rewards involved in dissonance

Cognitive Dissonance

Any incompatibility between two or more attitudes or between behavior and attitudes.

1–27

Measuring the A-B RelationshipMeasuring the A-B Relationship

Recent research indicates that attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account.

Moderating Variables

• Importance of the attitude

• Specificity of the attitude

• Accessibility of the attitude

• Social pressures on the individual

• Direct experience with the attitude

Moderating Variables

• Importance of the attitude

• Specificity of the attitude

• Accessibility of the attitude

• Social pressures on the individual

• Direct experience with the attitude

1–28

Self-Perception TheorySelf-Perception Theory

Attitudes are used after the fact to make sense out of an action that has already occurred.

1–29

An Application: Attitude SurveysAn Application: Attitude Surveys

Attitude Surveys

Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization.

1–30

Sample Attitude SurveySample Attitude Survey

1–31

Attitudes and Workforce DiversityAttitudes and Workforce Diversity

Training activities that can reshape employee attitudes concerning diversity:

– Participating in diversity training that provides for self-evaluation and group discussions.

– Volunteer work in community and social serve centers with individuals of diverse backgrounds.

– Exploring print and visual media that recount and portray diversity issues.

1–32

Job SatisfactionJob Satisfaction

Measuring Job Satisfaction– Single global rating– Summation score

How Satisfied Are People in Their Jobs?– Job satisfaction declined to 50.4% in 2002– Decline attributed to:

• Pressures to increase productivity and meet tighter deadlines

• Less control over work

1–33

The Effect of Job Satisfaction on Employee Performance

The Effect of Job Satisfaction on Employee Performance

Satisfaction and Productivity– Satisfied workers aren’t necessarily more

productive.– Worker productivity is higher in organizations

with more satisfied workers. Satisfaction and Absenteeism

– Satisfied employees have fewer avoidable absences.

Satisfaction and Turnover– Satisfied employees are less likely to quit.– Organizations take actions to retain high

performers and to weed out lower performers.

1–34

How Employees Can Express DissatisfactionHow Employees Can Express Dissatisfaction

Exit

Behavior directed toward leaving the organization.

Voice

Active and constructive attempts to improve conditions.

Neglect

Allowing conditions to worsen.

Loyalty

Passively waiting for conditions to improve.

1–35

Responses to Job DissatisfactionResponses to Job Dissatisfaction

E X H I B I T 3–5E X H I B I T 3–5Source: C. Rusbult and D. Lowery, “When Bureaucrats Get the Blues,” Journal

of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission.

1–36

Job Satisfaction and OCBJob Satisfaction and OCB

Satisfaction and Organizational Citizenship Behavior (OCB)– Satisfied employees who feel fairly treated by

and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job.

1–37

Job Satisfaction and Customer SatisfactionJob Satisfaction and Customer Satisfaction

Satisfied employees increase customer satisfaction because:– They are more friendly, upbeat, and responsive.– They are less likely to turnover which helps build

long-term customer relationships.– They are experienced.

Dissatisfied customers increase employee job dissatisfaction.

1–38

Chapter 3Chapter 3

1. Values are more permanent than attitudes

2. Veterans are known for their loyalty to their career, not their company

3. Cognitive Dissonance happens when the employee’s value conflicts with the company’s value

4. Satisfied employees aren’t necessarily more productive

5. ‘Exit’ is one way employees can express job dissatisfaction