CHRISTMAS FOR SALE!!!!!!!

CHRISTSMAS FOR SALE!!!!!!!!!

LEARNING OBJECTIVES:

                                          

DEFINE: the term organizational behavior.

     ORGANIZATIONAL BEHAVIOR – the field of study that draws on theory, methods, and principles from various disciplines to learn about individual’s perceptions, values, learning capacities, and actions while working in groups and within the organization and to analyze the external environment’s effect on the organization and it’s human resources, missions, objectives and strategies.

EXPLAIN: the contingency approach to managing individual’s behavior within an organizational setting.

     The basic idea of contingency approach is that there’s no one best way to manage: a method that’s very effective in one situation may not work at all in the others.  The contingency approach has grown in popularity because research has shown that given certain characteristics of a job and certain characteristics of the people doing the job, some management practices work better than other.

IDENTIFY: Why managing workplace behavior in the Philippines is likely to be different from managing workplace in the other country, such as Germany.

     The factors that makes the Philippines managing workplace behavior different from the working place behavior of Germany are: 1) we have our own beliefs and cultures and 2)the organizations here in our country have their own company policies that may be different from the policies of  Germany.

COMPARE: the goal, systems, and multiple-constituency approaches to effectiveness.

      Goal approach to effectiveness

•       Perspective on effectiveness that emphasizes the central role of great achievement as a criterion for assessing effectiveness.

      System Theory Approach to Effectiveness

•      A grouping of elements that individually relationships with each other and that interact with their environment both as individuals and as collective.

      Stake Holder Approach to Effectiveness

• Perspective that emphasizes the relative importance of different groups’ and individuals’ interests in an organization.

DESCRIBE: The type of environmental forces that make it necessary for organizations to initiate changes.

     As I observed, the environmental forces that makes the organizations to initiate changes our: new technologies that will help them to improve their work, the fast economic growth, and the competition against the other organizations.

DEFINE: The terms organizational culture and socialization.

     ORGANIZATIONAL CULTURE – is what the employees perceive and how this perception creates a pattern of beliefs, values, and expectations.

     SOCIALIZATION- is the process by which organizations bring new employees into the culture.

EXPLAIN: The difference between some employees talk about positive cultures and others describe a negative culture.

     Employees that have a positive culture are employees who follow and apply the core-values of the organization.  These employees have the same goals in achieving success, as well as the organization itself.  They also have the potentials in helping the organization success.  While, the employees having negative culture are those acquiring some negative thoughts and doing negative things that may cause a bad effect in achieving organization’s goal.

DESCRIBE: The impact of an organization’s culture on individual and team behavior.

     Organization’s culture provides and encourages a form of stability.  There is a feeling of stability, as well as a sense of organizational identity, provided by it.  It can also generate a sense of loyalty and commitment.

EXPLAIN: Why spirituality is considered to have some benefits in the workplace.

     Spirituality can contribute to creativity, honesty, trust, commitment, personal need, satisfaction, and improved organizational effectiveness.  It can also help to improved effectiveness including attaining a broader worldview; concern with working with integrity; acquiring a strong sense of community; a willingness to work to make a positive difference by making contributions to colleagues, stakeholders, and society.

IDENTIFY: Specific practices and programs used by organizations to facilitate socialization.

     Designing Orientation Programs – are seldom given the attention they deserve.  It enables new employees to meet the rest of employees as soon as possible.

     Structuring Training Programs - are invaluable in the breaking-in stage.  Without question, training programs are necessary to instruct new employees in proper techniques and to help them develop requisite skills.

     Providing Performance Evaluation- in the context of socialization, provides important feedback about how well the individual is getting along in the organization.

     Assigning Challenging Work – it is a principal feature of effective socialization programs.

     Assigning Demanding Bosses – it is a practice that seems to have considerable promise for increasing the retention rate of new employees.  In this context, “demanding” should not be interpreted as “autocratic”.

DEFINE:  What is meant by globalization?

     GLOBALIZATION – is defined as this interdependency of transportation, distribution, communication, and economic networks across international borders.

UNDERSTAND: Why the study of cross- cultural management is important?

     Cross-cultural management describes organizational behavior within and across countries and attempts to understand and improve the interaction and behavior of co-workers, clients, suppliers, and alliance partners from different cultures and countries.

DISCUSS: The global skill managers must learn, practice, and refine to deal with a changing world.

      Global manager is a person who views markets, production, service, and opportunities globally who seeks higher profits for the firm on a global basis.  They should learn or deal with the changing world for them to extend their organization not only here in our country but also outside the country.  Here are the following skills:

     Global Strategic Skills - managers will need a working knowledge of international relationships and foreign affairs, including global financial markets, international law, and exchange rate movements.

     Team-Building Skills – it require more use of work teams, including culturally diverse groups.

     Organization Skills – managers must consider individual differences when organizing firms, units and jobs.

     Communication Skills – managers will need to be able to communicate with diverse groups of people.  The communication task would be easier if managers possessed multi-lingual skills and high levels of cross-cultural awareness and sensitivity.

     Transfer of Knowledge Skills – the increased competitiveness throughout the world has placed a sp         ecial emphasis on technological advances for product and process innovations.

COMPARE: How the characteristics of culture can influence the behavior and attitudes of employees.

      The Cultural Dimensions:

     People’s Relationship to Nature - In a culture in which dominance is practiced, poor performance often results in sanctions or punishment.  In a preordained cultural setting, poor performance is expected from some people.  In a harmony-oriented culture, poor performance is likely to be met with recognition that it or the system in which it occurs must be improved.

     Individualism versus Collectivism – It describes the attitude of independence of a person who feels a large degree of freedom in his personal life and decisions.

     Time Orientation – The difference in cultural views of time help explain behavioral differences societies and the problems that may result when individuals with different orientation must interact.

     Activity Orientation – Managers in results-oriented cultures can motivate employees with promotions, merit-based raises, bonuses and public recognition.  Understanding a culture’s activity orientation can provide insight into how employees view work and leisure, what is rewarding, and how they make decisions regarding the job.

     Degree of Formality – This informality has caused problems in business dealings and negotiations with people from other cultures.

     Language – it present barriers to conducting global transactions.  When communication in organizations involves translation from one language to another, the problems of meaning that arise become significant.  It is difficult to translate from one language to another.

     Religion – it is a dominant factor.  It can have a significant effect on how and what business is conducted work schedules, and attitudes about ethics.

IDENTIFY: Hofstede’s original cultural dimensions.

      Uncertainty Avoidance - A dimension identified by Hofstede that concerns the degree to which people are comfortable with ambiguous situations and with the inability to predict future events with accuracy.

      Masculinity – femininity – A dimension uncovered by Hofstede.  High masculinity in a culture designates assertiveness, dominance and independence. High feminity in a culture designates interdependence, compassion, and emotional opinions.

      Individualism-Collectivism – This dimension refers to the tendency of a culture’s norms and values to emphasize satisfying individual needs or group needs.  Individualism emphasizes pursuit of individual goals, needs and success.  Collectivism emphasizes group needs, satisfaction and performance.

      Power Distance – This refers to which members of society accept differences in power and status among themselves.

.