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4 skills employers desire most
critical thinking
problem solving
judgement and decision making
active listening
5 characteristics of bad employees
problems with interpersonal relationships
fail to hire, build, and lead a team
fail to meet business objectives
unable to change or adapt
lack functional orientation
organizational behavior
The study of individuals and groups within an organizational context, and the study of internal processes and practices as they influence the effectiveness of individuals, teams, and organizations
leadership
the process of developing ideas and a vision, living by values that those ideas and that vision, influencing others to embrace them in their own behaviors, and making hard decisions about human and other resources
leader
person who exhibits the key attributes of leadership
manager
directs, controls, and plans the work of others and is responsible for results.
3 key functions of leaders and managers
authority, responsibility, accountability
authority
the right to make decisions
responsibility
assignment for achieving a goal
accountability
acceptance of success or failure
7 competencies
self, diversity, across cultures, communication, teams, change, ethics
ethics competency
The knowledge, skills, and abilities to incorporate values and principles that distinguish right from wrong when making decisions and choosing behaviors
ethics
the values and principles that distinguish right from wrong
self competency
The knowledge, skills, and abilities to assess your personal strengths and weaknesses, set and pursue professional and personal goals, balance work and personal life, and engage in new learning
diversity competency
The knowledge, skills and abilities to value unique individual, group and organizational characteristics, embrace such characteristics as potential sources of strength, and appreciate uniqueness of each.
across cultures competency
The knowledge, skills and abilities to recognize and embrace similarities and differences among nations and cultures.
culture
the dominant pattern of living, thinking, feeling, and believing that is developed and transmitted by people, consciously or unconsciously, to subsequent generations
communication competency
Knowledge, skills and abilities to use all the modes of transmitting, understanding, and receiving ideas, thoughts and feelings for accurately transferring and exchanging info
teams competency
The knowledge, skills, and abilities to develop, support, and lead groups to achieve goals
change competency
The knowledge, skills, and abilities to recognize and implement needed adaptations or entirely new transformations in the people, tasks, strategies, structures, or technologies
capital
cash, valuables, or goods used to generate income. people are the most important in business
Human Resource Management (HRM)
the process of employing people, training and compensating them, developing policies relating to people, and developing strategies to retain employees.
external factors of HRM
globalization, healthcare costs, diversity, technology, changing demographics, layoffs
today's HRM challenges
cost containment, technology, economy, workforce, ethics
heredity
as much as 50 to 55 percent of personality traits may be inherited
environmental influences on personality
family, group membership, life experiences
Big Five personality factors
emotional stability, agreeableness, extraversion, conscientiousness, openness
locus of control
degree to which individuals believe that they can control events effecting them. internal - life is controlled by their own actions external - life is controlled by fate or chance
proactive personality
A dispositional tendency take personal initiative across a range of activities and situations
emotions
complex patterns of feelings toward an object or person
emotional intelligence
how well an individual handles oneself and others rather than how smart or capable the individual is in terms of technical skills
self-awareness
recognizing one's emotions, strengths and limitations, and capabilities, and how these affect others
social empathy
sensing what others need in order for them to develop
self-motivation
being results oriented and pursuing goals beyond what is required
social skills
the ability of an individual to influence others
collectivism
focus on "we" versus "i", emphasis on belonging to an organization, avoid pointing out mistakes to save face
individualism
non-conformists, emphasis on individual initiatives and achievement, everybody has a right to a private life and opinion
high power distance
employees should be submissive to leaders, power holders are entitled to privileges and status, employees should follow chain of command
high uncertainty avoidance
The uncertainty inherent in life is a threat. Rules and laws reduce uncertainty, Conflict and competition can and should therefore be avoided in favor of orderliness, there is need for consistency.
masculinity vs femininity
M: men are assertive, material success is valued, work roles should be clear.
F: men&women should be concerned with the quality of life, caring for others is valued, no distinction in work roles for men&women.
long-term orientation
respect for work ethic, perseverance, sustained efforts toward results over time are valued, willingness to subordinate oneself for a broader societal purpose
components of attitude
affective, cognitive, behavioral
affective component
feeling, sentiments, moods and emotions about some specific person, idea, or object
cognitive component
thoughts, opinions, knowledge, or information held by the individual about a specific person, idea, event, or object
behavioral component
predisposition to act on a favorable or unfavorable evaluation to a specific person, idea, event, or object
hope
involves a person's mental willpower (determination) and waypower (road map) to achieve goals
Hope = mental willpower + waypower to achieve goals
job satisfaction
reflects the extent to which individuals find fulfillment in their work
organizational commitment
The strength of an employee's involvement in the organization and identification with it.
the perceptual process
objects in the person's environment
observation
perceptual selection -perceptual organization
interpretation -response
person perception
The process by which the individual attributes characteristics or traits to other people
implicit personality theory
a person's beliefs about the relationships between another's physical characteristics and personality
expatriates
employees who live and work outside of their home countries
impression management
an attempt by an individual to manipulate or control the impressions that others form about them
attribution process
the ways in which people come to understand the causes of their own and others' behavior
antecedents
factors internal to the perceiver (info, beliefs, motivation)
attributions
made by the perceiver (Perceived internal versus external causes of behavior)
consequences
for the perceiver (behavior, feelings, expectations)
attribution of external causes
-Consistency is low -Distinctiveness is high -Consensus is high
attribution of internal causes
-Consistency is high -distinctiveness is low -consensus is low
fundamental attribution error
the tendency to underestimate the influence of situational factors and to overestimate the influence of personal factors in evaluating someone else's behavior
classical conditioning
process by which individuals learn to link the info from a neutral stimulus to a stimulus that causes a response
operant conditioning
process by which individuals learn voluntary behavior
contingency of reinforcement
the relationship between a behavior and the preceding and following environmental events that influence that behavior
positive reinforcement
add a pleasant event
punishment
add an unpleasant event
extinction
remove a pleasant event
negative reinforcement
remove an unpleasant event
fixed interval
Reinforcer given after a given period of time
fixed ratio
Reinforcer given aftera number of behaviors
variable interval
Reinforcer given at random times
variable ratio
Reinforcer given after a random number of behaviors
social learning theory
knowledge acquisition through the mental processing of info by observing and imitating others
5 dimensions of social learning/cognitive theory
symbolizing, forethought, vicarious learning, self-control, self-efficacy
intrinsic motivation
comes from interest in and enjoyment of the work itself
extrinsic motivation
comes form factors external to the work such as pay and other rewards
performance formula
performance = ability x motivation x resources
first level vs second level outcomes(expectancy theory)
1st- results of doing the job 2nd- pos/neg rewards produced by first level outcomes
expectancy
the belief that a particular level of effort will be followed by a particular level of performance
instrumentality
the relationship between first-level and second-level outcomes
valence
preference for a particular second-level outcome
expectancy theory
people are motivated to behave in ways that produce desired combinations of expected outcomes.
strong motivation if: effort achieves good result result leads to reward reward is valued