...ORGANIZATIONAL BEHAVIOR UNIT-I: Introduction - Organizational Behavior – Nature – Management Functions – Management Roles – Management Skills – Systematic Study; Foundations of Individual Behavior-Attitudes – Types of Attitudes. Introduction: Definition: Organization Behavior: • A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness. • OB is a field of study, meaning that it is a distinct area of expertise with a common body of knowledge. • What does it study? ▪ It studies three determinants of behavior in organizations: individuals, groups, and the effect of structure on behavior in order to make organizations work more effectively. • To sum up our definition, OB is concerned with the study of what people do in an organization and how their behavior affects the organization’s performance. Nature Of Organizational Behavior (OB) • Organizational behavior is an applied behavioral science that is built on contributions from a number of behavioral disciplines such as psychology, sociology, social psychology, anthropology and economics. • So now students let’s see how these disciplines are related to organizational behavior, • Psychology. Psychology is the study of human behavior which tries to identify the characteristics of individuals and provides an understanding why...
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...Introduction Google used to look for people with straight-A report cards and double 800s on their SATs to determine if they would be a good fit for their organization but have since moved to more drastic measures to ensure a good match between the employee and Google’s high octane organizational culture. Google has employed personality testing to help them make decisions about hiring by making applicants fill out an elaborate online survey that explores their attitudes, behavior, personality and biographical details going back to high school in an attempt to ensure a good PE fit with the organization. Compare and Contrast Looking at the textbook I selected for this course, Organizational Behavior 10th edition by Kreitner and Kinicki, personality testing is defined as a tool for making decisions about hiring, training, and promotion. The text further points out that personality testing has some issues and constraints. The ideal way to do a personality test is to have a professional psychologist administer the test and interpret the results which are intended to remain confidential. Other issues the textbook noted that are of concern with the personality testing are faking, cheating and illegal discrimination. In reviewing the article titled “Google Answer to Filling Jobs Is an Algorithm”, published in the New York Times on January 3, 2007, there are some comparisons to the text, but there are also some contrasts as well. Google’s use of personality testing is in line...
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...elsevier.com/locate/jvb Adapting to change: The value of change information and meaning-making Machteld van den Heuvel a,⁎, Evangelia Demerouti b, Arnold B. Bakker c, Wilmar B. Schaufeli a a Dept. of Work & Organizational Psychology, Utrecht University, PO Box 80140, 3508 TC Utrecht, The Netherlands Dept. Industrial Engineering and Innovation Sciences, Human Performance Management Group, Eindhoven University of Technology, PO Box 513, 5600 MB Eindhoven, The Netherlands c Dept. of Work & Organizational Psychology, Erasmus University Rotterdam, P.O. Box 1738, 3000 DR Rotterdam, The Netherlands b a r t i c l e i n f o Article history: Received 10 January 2013 Available online 19 February 2013 Keywords: Adaptability Adaptive attitudes Adaptive behavior Change information Meaning-making Organisational change a b s t r a c t The purpose of this 3-wave study is to examine the micro process of how employees adapt to change over time. We combined Conservation of Resources theory with insights from the organizational change literature to study employees in a Dutch police district undergoing reorganization. A model was tested where employee adaptability, operationalized by the presence of resources, predicts individual adaptive attitudes as well as adaptive behavior over time. Change information was included as a contextual change resource and meaning-making as a personal change resource. The research design allowed for examining longitudinal relationships...
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...critique of the assigned reading articles in Module Five. I will begin by explaining the relationship between organizational behavior and human behaviors. I will then analyze how specific organizational designs can elicit predictable attitudes and motivations. Lastly, I will propose an answer to whether it is possible to generalize and say that a certain structure is better than others. Defining the Issue An organization’s structure plays a large role in how things will get accomplished by employees within the structure. “The process of design must be complementary with the objectives. This means the design and implementation process is critical.” (Smith, n.d.) If you want flexibility, responsibility, etc. then these elements must be involved in the design of the organization’s structure. “We do not get participative highly effective organizations by fiat.” (Smith, n.d.) There are many positive and negative effects that a structure can have depending on how it is implemented in an organization. “Task and organization design has to be oriented toward improving both the technical and the human components of the organization. The process of design must address the need for variation and meaning in work. It has to take into account the needs for continuous learning, involvement in decision-making, help and support between colleagues, and meaningful relationship between work and outside society, a desirable future.” (Smith, n.d.) The key to any changes and flexibility...
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...Lincoln Electric: A Case Study Joe Attinello Cali Cook Alia Goss Kurt Oliver Mark Strom Mike Torbenson Business 305 Linda Gibson October 7, 2005 History and Background Lincoln Electric today is the worlds leading manufacturer of arc welding products, and also is one of the leading producers of electric motors, which was their very first product. John C. Lincoln is the founder of Lincoln Electric, which opened in 1895. He previously had been working for the Elliot-Lincoln Company who was a producer of Lincoln’s electric motors, but during the depression the company had lost so much he was forced to leave. Using the $200 he earned from redesigning an engine for Herbert Henry Dow, John opened his new business, with electric motors of his own design as the main product (Buller/Schuler, 2006). During that first few years the company grew but had some setbacks, which include a fire in the first year of operation. In 1906 John incorporated his business and moved it from a fourth floor room in a factory he was in, to a newly constructed three-story factory. He then expanded his work force and the sales grew to over $50,000 a year (Buller/Schuler, 2006). In 1907, John’s brother James joined him as a salesman and to help manage the company, as John preferred to be more involved in the inventing stage and less in the management of the products and company (www.lincolnelectric.com/corporate/about/history.asp). Over the next few years the product line was expanded...
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...Av. Torreblanca 59, 08172, Sant Cugat del Vallès, Barcelona, Spain simon.dolan@esade.edu Shay S. Tzafrir Department of Human Services, University of Haifa Mount Carmel, Haifa, 31905, Israel stzafrir@research.haifa.ac.il September 2012 Abstract Extant literature on value congruence is fragmented due to different methodological treatments and theoretical perspectives. Proposing a typology of the value congruence concept, this paper reviews several key themes in value congruence research including staffing, socialization, leadership, job attitudes, performance, among others. By reviewing related antecedents and outcomes, discussing underlying theoretical perspectives, and highlighting future directions, this paper integrates value congruence research into a comprehensive framework. Managerial implications are also discussed where relevant. Keywords: Fit; Interactional psychology; Organizational culture; Person-organization fit; Value congruence. __________________________ * Corresponding author Value congruence in organizations: Literature review, theoretical perspectives, and future directions 3...
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...analysing organisational culture. The contemporary definition of organizational culture includes what is valued, the dominant leadership style, the language and symbols, the procedures and routines, and the definitions of success that characterizes an organization. Organisational Culture represents the values, underlying assumptions, expectations, collective memories, and definitions present in an organization (Schein, 1992; Cameron & Quinn, 1999). Cameron and Quinn (1999) have developed an organizational culture framework built upon a theoretical model called the "Competing Values Framework." This framework refers to whether an organization has a predominant internal or external focus and whether it strives for flexibility and individuality or stability and control. The framework is also based on six organizational culture dimensions and four dominant culture types (i.e., clan, adhocracy, market, and hierarchy). In addition the framework authors generated an "Organizational Culture Assessment Instrument (OCAI)" which is used to identify the organizational culture profile based on the core values, assumptions, interpretations, and approaches that characterize organizations (Cameron & Quinn, 1999). The central issue associated with organizational culture is its linkage with organizational performance. Connections between OC and performance have been established. An increasing body of evidence supports a linkage between an organization's culture and its business performance. In...
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...gives the employees a sense of direction and also controls the way they behave with each other. The work culture brings all the employees on a common platform and unites them at the workplace. There are several factors which affect the organization culture: * The first and the foremost factor affecting culture is the individual working with the organization. The employees in their own way contribute to the culture of the workplace. The attitudes, mentalities, interests, perception and even the thought process of the employees affect the organization culture. Example - Organizations which hire individuals from army or defence background tend to follow a strict culture where all the employees abide by the set guidelines and policies. The employees are hardly late to work. It is the mindset of the employees which forms the culture of the place. Organizations with majority of youngsters encourage healthy competition at the workplace and employees are always on the toes to perform better than the fellow workers. * The sex of the employee also affects the organization culture. Organizations where male employees dominate the female counterparts follow a culture where late sitting is a normal feature. The male employees are more aggressive than the females who instead would be caring and softhearted. * The nature of the business also affects the culture of the organization. Stock broking industries, financial services, banking industry are all dependent on external factors...
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...disenchantment with the organization of work in the late1960s and early 1970s (Walton, 1973; Stjernberg, 1977; Littler and Salaman, 1984). QWL has also been associated with organizational changes aimed at increasing the levels of job enlargement (greater horizontal task flexibility) and job enrichment (greater vertical task flexibility including the taking on of new responsibilities including those formerly undertaken by supervisory or managerial personnel). Crucially, the idea is that of attaining higher levels of participation and thereby motivation by improving the attractiveness of the work itself rather than through improving the terms and conditions of work (Herzberg et al, 1959: 52). Walton (1973) has given focus on the following factor of QWL: · A just rewards system with minimum guarantees; · A safe and healthy physical and psychosocial work environment; · Job design based on the needs of both workers and their organisations; · Employment security with prospects for internal career advance; · A working climate with a positive social atmosphere and social integration; · Clearly articulated individual right; · Worker participation in decision marking; · Due limits to the encroachments of one’s working life on one’s life beyond the workplace; · Social relevance – an instilling of employee conviction that the organization would act with social responsibility and honesty in its dealings externally. Organizations adopting such an integrated approach to workplace...
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...Organizational Behavior in Health Care Management Name Institution Date Abstract This paper seeks to look into organizational behavior in health care management and most importantly its impact on health care management and delivery. Organization behavior is crucial in guiding the regulatory activities, the staff activities and the overall culture that directs an organization. Organizational behavior in health care setting is paramount to ensuring patient safety, ethical behavior among the medical practitioners, patient-centered care and effecting change in the facilities which is bound to improve healthcare delivery and patients’ satisfaction. The strategic management of any health care organizations is linked to incorporate effective practices and standards that are obliged to improve health care services delivery and nurture a positive organizational culture to improve the delivery of services and maintain highly qualified and motivated medical personnel that will ensure professionalism and efficiency in the facility. Organizational Behavior in Health Care Management Introduction Organizational behavior refers to the study of personal and group dynamics with relations to relations and interactions within a corporate setting (Borkowski, 2016, p.1). The manner and mode of interactions between individuals and groups of people in an organization affect the way in which an organization...
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...RELATIONSHIPS BETWEEN HUMAN RESOURCE MANAGEMENT PRACTICES, BUSINESS STRATEGY FIT AND FIRM PERFORMANCE Oya Erdil & Ay e Günsel Gebze Institute of Technology, Turkey ABSTRACT While there has been growing interest concerning the relationship between human resource (HR) practices, firm strategy and firm performance, limited research attention has been paid providing empirical evidence in support of them. This study investigates the relationships between HR practices, human resources management (HRM) - firm strategy fit and the firm performance of 63 small and medium sized firms located around Kocaeli and Gebze from both theoretical and empirical perspective. The findings indicate a strong relationship between different HR practices and HRM-firm strategy fit and firm performance. Further, the results provide support for the assertion that HR-firm strategy fit can significantly assist a firm in improving performance. Therefore, empirical support is obtained for the efforts at aligning HRM practices with firm strategy and firm performance. (recruitment, development, etc.) share the same basic character and play a similar kind of role in relation to strategic management (Luoma, 2000: 771). Effective HRM strategy systematically organizes all individual HRM measures to directly influence employee attitude and behavior in a way that leads business to achieve its competitive strategy. (Huang, 2001: 134). In view of the fact that the goals and necessities of each of the competitive...
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...Chapter 1 Management and Organizations 1) A great manager makes a job more enjoyable and productive. 2) Managers play an important role in dealing with various challenges being faced by organizations today. 3) Today's managers are just as likely to be women as they are men. 4) A manager must coordinate and oversee the work of other people so that organizational goals can be accomplished. 5) A manager's job is all about personal achievement. 6) In traditionally structured organizations managers can be classified as first-line managers, middle managers, or top managers. 7) Middle managers are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. 8) Effectiveness refers to getting the most output from the least amount of input. 9) Efficiency is described as "doing things right." 10) The four contemporary functions of management are planning, organizing, leading, and controlling. 11) Determining who reports to whom is part of the controlling function of management. 12) Directing and motivating are part of the controlling function of management. 13) When a manager performs the controlling function of management, he must monitor and evaluate performance. 14) Figurehead, leader, and liaison are all interpersonal managerial roles according to Mintzberg. 15) Disturbance handler is one of Mintzberg's interpersonal roles. 16) According to Robert L. Katz, managers...
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...Organizational Behavior in Health Care Management Name Institution Date Abstract This paper seeks to look into organizational behavior in health care management and most importantly its impact on health care management and delivery. Organization behavior is crucial in guiding the regulatory activities, the staff activities and the overall culture that directs an organization. Organizational behavior in health care setting is paramount to ensuring patient safety, ethical behavior among the medical practitioners, patient-centered care and effecting change in the facilities which is bound to improve healthcare delivery and patients’ satisfaction. The strategic management of any health care organizations is linked to incorporate effective practices and standards that are obliged to improve health care services delivery and nurture a positive organizational culture to improve the delivery of services and maintain highly qualified and motivated medical personnel that will ensure professionalism and efficiency in the facility. Organizational Behavior in Health Care Management Introduction Organizational behavior refers to the study of personal and group dynamics with relations to relations and interactions within a corporate setting (Borkowski, 2016, p.1). The manner and mode of interactions between individuals and groups of people in an organization affect the way in which an organization...
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...manufacturing technology (PMT). Several perspectives on the social impact of technology are identified ranging from simple additive models that view technology as having a set of individual and independent causal impacts to a contingency perspective which views the impact of technology as dependent on technical and organizational characteristics. The paper statistically summarizes 30 empirical studies within the 1986-1990 period and finds common trends in findings as well as contradictory evidence. The common trends are that PMT tends to lead to more organic organizations, but also meets with negative employee attitudes, stress, and perceptions of reduced job security and mobility. The contradictory evidence is that most studies report simple, additive effects, while a substantial portion find that the impacts depend on a wide range of contingency variables. The authors argue that simplistic views of PMT as being a homogeneous set of technologies with unidirectional, non-contingent social impacts is neither realistic nor useful. A number of future research directions in this area are suggested. Keywords. Social impacts of technology; Programmable ing; Sociotechnical systems; Organizational design automation; CAD/CAM; Manufactur- 1. Introduction The microelectronics revolution in manufacturing...
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...Table of Contents: Abstract 1. Introduction- statement of problem 2. Two perspectives on SHRM (i) Best Practices (ii) Best Fit 3. Best approach in different contexts 4. Summary – Google case study 5. Contingency perspective of organizational theory and Justification for application Conclusion References 1. Introduction: - This report is based on a case study of Google’s HR practices. Google Inc. is located at Mountain View, California is not simply known for its unique workplace culture but it also known for its advance innovation approach and HR programs. The HR practices at Google which are named as ‘people operations’ is intended to describe that HR is not merely an administration but rather it makes sure the strong relationship between employee and employer. The case encourages discussion on whether the company’s culture is truly emphasis on attracting and motivating the best employees or it is with a business motive. In order to present critical review of the case study , the concept of HRM as a new strategic approach to the management of people is discussed and two different approaches “best practices” and “best fit” is explained. In the end of the report, the case study is presented from “best fit” HRM perspective .Thus this case study helps us to analyze the two different HRM approaches are applied in the organizations. 2. Two perspectives on SHRM: - HRM has experienced a drastic change over the last few years....
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