Mana Exam Chapter 1&2

Individualism

A cultural orientation in which people belong to loose social frameworks and their primary concern is for themselves and their families

Collectivism

A cultural orientation in which individuals belong to tightly knit social frameworks and depend strongly on extended families or clans

Power distance

The degree to which a culture accepts unequal distribution of power

Uncertainty avoidance

The degree to which a culture tolerates ambiguity and uncertainty 

Masculinity

A cultural orientation in which assertiveness and materialism are values

Femininity

A cultural orientation in which relationship and concern for others are valued 

Time orientation

Whether a culture’s values are oriented toward the future or toward the past and present

Hofstede’s 5 dimensions of organizational culture

• Individualism/collectivism

• Power distance

• Uncertainty avoidance

• Masculinity/Feminity

• Time Orientation

What are 3 dimensions of culture

• Content

• Consensus

• Intensity

What are the 3 levels of culture?

• Underlying assumptions

• Values

• Artifacts

Organizational Culture

A system of shared meaning held by people that distinguishes the organization from other organizations

Organizational Behavior

The study of individual behavior and group dynamics in organization

What are the levels of analysis in organizational behavior

• Organization

• Group

• Individual

What do we mean when we consider Organizational Behavior interdisciplin

OB uses ideas from different fields of study to understand how people behave at work

• Psychology

• Sociology

• Anthropology

• Management

• Medicine

Psychology

Science of human behavior

Sociology

Science of society

Engineering

Applied science of energy and matter

Anthropology

Science of human learned behavior

Management

Study of overseeing activiites and supervising people in organizations

Medicine

Applied science of healing or treating diseases to enhance an individual’s health and well-being

The Hawthorne Studies Premise

Researchers wanted to see whether lighting affected the productivity

The Hawthorne Studies Results

They found out that employees’ productivity increases when they are being watched and goes back to normal when they aren’t being watch

The Hawthorne Studies Impact

The studies led to the beginning of Human Resource Mangement

Formal elements of organization

Offical, legitmate, and most visible part of the system. Written/clearly stated

Informal elements of organization

Unoffical and less visible part of the system. Natural/social, unwritten and naturally developed

Ethics

Moral principles that govern a person’s behavior or the conducting of an activity

Consequentialism

Consequences of an action of a behavior

Utilitarianism

Consequence of the action determines whether it is right or wrong

Rule-Based Theory

Emphasizes the character of the act itself rather than its effect

Character Theory

Emphasizes the character, personal virtues, and intent of the individual

Corporate Social Responsibility

An organization’s obligation to behave ethically in its social environment 

Classical View

Utilizing resources on doing social good

Socioeconomic View

Go beyond making profits to include protecting and improving society

Talent Management

Strategic processes for attracting, developing, engaging, and retaining a skilled workforce

McKinsey Report on Talent Mangement

Includes all the ways that organizations bring employees on board, keep them happy and productive, and help them continue to develop their skills over time

• Firing and hiring the right people

• Learning and growing

• Managing and rewarding performance

• Tailoring the employee experience

• Optimizing workforce planning and strategy 

Sexual harassment

Unwelcome verbal, visual, or physical conduct of a sexual nature that is severe and affects working conditions or creates a hostile work environment

Quid Pro quo

• Perpetrated by employee’s superior

• Employment decisions hinge on whether an employee provides sexual favors

• Company is liable

Hostile Environment Harrasment

• Perpetrated by employee’s superior, coworkers, third parties

• Pervasive, unwanted sexual comments, picture, jokes, and/or derogatory events create a dysfunctional workplace

• Company way be liable if it cannot offer an affirmative defense

Whistleblowing

Employees who inform authorities of wrongdoings by their companies or coworkers

Its challenging

Organizational Justice

Represents perceptions of the overall fairness of one’s organization

5 types of Organizational Justice

• Distributive Justice

• Procedural Justice

• Interactional Justice

• Informational Justice

• Overall Organizational Justice

Distributive Justice

Fairness in outcomes. Focuses on whether people receive fair rewards or outcomes. “Did I get a fair result?”

Procedural Justice

Fairness in the process. Focuses on whether the process used to make a decision is fair.  “Was the process fair?”

Interactional Justice

Fairness in interpersonal relationships. Focuses on how people are treated when decisions are made. “How was I treated?”

Informational Justice

Fairness of explanations. Focuses on whether employees receive honest, adequate, and appropriate explanations for decisions. “Was I given a good explanation?”

Overall Organizational Justice

Overall perception of how fair the organization is. “Is this organization fair overall?”