| Define The term organizational behavior. |
Organizational Behavior is the study of individuals and their behavior within the context of the organization in a workplace setting. It is an interdisciplinary field that includes sociology, psychology, communication and management.
| Explain The contingency approach to managing individuals' behavior within an organizational setting. |
The contingency approach to management is based on the idea that there is no one best way to manage and that to be effective, planning, organizing, leading, and controlling must be tailored to the particular circumstances faced by an organization. Managers have always asked questions such as "What is the right thing to do? Should we have a mechanistic or an organic structure? A functional or divisional structure? Wide or narrow spans of management? Tall or flat organizational structures? Simple or complex control and coordination mechanisms? Should we be centralized or decentralized? Should we use task or people oriented leadership styles? What motivational approaches and incentive programs should we use?" The contingency approach to management (also called the situational approach) assumes that there is no universal answer to such questions because organizations, people, and situations vary and change over time. Thus, the right thing to do depends on a complex variety of critical environmental and internal contingencies.
| Identify Why managing workplace behavior in the Philippines is likely to be different from managing workplace behavior in another country, such as Germany. |
Managing workplace behavior in Philippines is different from Germany because of its deviating cultural and social behavior. In Germany, a country where people are obssesed of sensitiveness and seriousness. in other words, they have strict compliance of the rules and regulations of a company. Unlike in Philippines, it is rooted and influenced by the cultures, traditions and the like where manners are intercepted or deviated to what is accordingly and orderly to be done.. in fact, pakikisama is likely involved in managing workplace behavior.. as a result, mismanagement to workplace behavior.
| Compare The goal, systems, and multiple-constituency approaches to effectiveness. |
Murphy et al., (1996) argue that in organization theory, three fundamental theoretical approaches to measuring organizational effectiveness have evolved:
The goal-based approach – suggests that an organization be evaluated by the goals that it sets for itself Etzioni (1964). However, organizations have varied and sometimes contradictory goals, making cross-firm comparisons difficult. Reinforcement for the notion that organization are varied in various aspects is that scholars often restricted their study sample to definite industries in order to control the disparities between the various industries with respect to performance and the firm's profitability (Beard and Dess, 1981; Miller and Tolouse, 1986).
The systems approach – this approach partially compensates for the weakness of the goal-based approach by considering the simultaneous achievement of multiple, generic performance aspects (Georgopolous and Tannenbaum, 1957; Yuchtman and Seashore, 1967; Steers, 1975). Both the goal and system approaches fail to adequately account for differences between stakeholder groups perspectives on performance.
The multiple constituency approach – this approach factors in these differences in perspectives and examines the extant to which the agenda of various stakeholders groups are satisfied (Thompson, 1967; Pennings and Goodman, 1977; Pfeffer and Salancik, 1978; Connolly, Conlon and Deutsch, 1980).
| Describe The type of environmental forces that make it necessary for organizations to initiate changes. |
Organizational change occurs when an organization restructures resources to increase the ability to create value and improve effectiveness. A declining company seeks ways the ability to create value and improve effectiveness. A declining company seeks ways to regain customers; a growing organization designs new products. Change is prevalent. In the past 10 years, over 50 percent of all Fortune 500 companies have
undergone significant restructuring.
| Define The terms organizational culture and socialization. |
Organizational culture is an idea in the field of organizational studies and management which describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization."
Organizational Socialization is a process through which a new employee learns to adapt to an organizational culture.
The more employees share and accept the core values, the stronger the culture is and the more it influences behavior.
Yes, it is indeed true. Being spiritually involved, he or she establishes a physical fitness and positive attitude toward work and relationships under the influence of a leader in a church.
Networking Skills
Cross Cultural Sensitivity
Self motivation
Learning Attitude
Since an organization's culture has the capacity to implement and execute policies within a company's bound, the employees therefore are obliged to follow whether his or her beliefs deviated from his or her cultural understanding. When these beliefs are practiced, it becomes a behavior and attitude.
| Explain The difference in how some employees talk about a positive culture and others describe a negative culture. |
The more employees share and accept the core values, the stronger the culture is and the more it influences behavior.
| Describe The impact of an organization's culture on individual and team behavior. |
Organization's culture has an impact on individuals and team behavior. It becomes an issue when the behaviours, beliefs and values of the organization become an inconsistent with the realities of the marketplace; or when these collide with strongly held beliefs and values of individual employees. While on team behavior can cope with a degree of divergence between their organization's culture and their personal values and belief systems, at some point a continually widening gap between employee's beliefs and the culture of his or her employing organization.
| Explain Why spirituality is considered to have some positive benefits in the workplace. |
| Identify Specific practices and programs used by organizations to facilitate socialization. |
Orientation Program. Orientation programs are a form of employee training designed to introduce new employees to their job, the people they will be working with, and the larger organization. These training programs can play a critical role during socialization by providing newcomers with a variety of important information.
2. Training Program. Training program that presents information about traditions and history should help new employees become more socialized on the history dimension of socialization which refers to knowledge of the organization's traditions, customs, myths, stories, and rituals.
3. Advertisements. Advertisements announce an organization's vacancy for a specific job and encourage job applicants to submit their resumes. Advertisements take many forms, including local newspaper ads, national newspaper ads, and internet ads. The study used three items to construct the advertisement recruitment category: newspaper ads, the organization's homepage and internet ads.
4. Interviews. Interviews gather and screen resumes providing to employers.
5. College Recruitment. Colleges are a recruitment source for emerging professionals with specialized skills. The college recruitment category includes five items: campus programs, alumni programs, internships, job fairs and work-study programs
| Define What is meant by globalization. |
Globalization is the system of interaction among the countries of the world in order to develop the global economy. Globalization refers to the integration of economics and societies all over the world. Globalization involves technological, economic, political, and cultural exchanges made possible largely by advances in communication, transportation, and infrastructure.
| Understand Why the study of cross-cultural management is important. |
Cross-cultural management: a new type of management factoring in and tackling cultural differences between staff in management in general, with a veiw to improving communication in the company and in its international exchanges
In an increasingly global world, business environments include people from different cultural backgrounds. Cross-culture management techniques help cope with these differences so as to better succeed in this diverse environment.
- Cross-culture management techniques help managers contend with the challenges and opportunities of managing employees in a culturally diverse organizational environment. Increasing globalization has created more awareness of the need for managers to be sensitive to the cultural aspects of decision-making.
- Cross-culture management techniques hinge on an understanding of the values and beliefs of employees from different cultural backgrounds. Cross-culture management also focuses on the cultural dimensions that characterize different societies, such as an emphasis on collectivism versus individualism.
- Companies that are more sensitive to cultural differences in a cross-cultural environment are equipped to make better decisions. Managers attuned to cross-culture management techniques enable smoother workplace relationships.
Features
Benefits
Significance
| Discuss The global skills managers must learn, practice, and refine to deal with a changing world. |
Comfort with Rapid Change
Global managers must be very comfortable with rapid changes and competent in making futuristic decisions. It also means reducing one’s susceptibility to cultural shocks and developing a high tolerance for unfamiliar people, situations and things.
Networking Skills
It is thus extremely important for international business operators to acquire the knack for developing good relations with the influential and effective people in other countries.
Cross Cultural Sensitivity
Culture deeply affects people’s values, beliefs and perceptions and make them different than that of others. This may lead to a lot of misunderstandings.
Self motivation
An international manager must see it very positively and show resilience. The psyche of looking at problems as opportunities and challenges can lead to success.
Learning Attitude
An insatiable appetite for learning, flexibility, and openness are other qualities which one has to acquire to become a successful global manager. An international manager must have the desire to learn everyday and everywhere and come up with new ideas and solutions so as to cope up with pervasive changes.
| Compare How the characteristics of culture can influence the behavior and attitudes of employees. |
Since an organization's culture has the capacity to implement and execute policies within a company's bound, the employees therefore are obliged to follow whether his or her beliefs deviated from his or her cultural understanding. When these beliefs are practiced, it becomes a behavior and attitude.
| Identify Hofstede's original cultural dimensions. |
1 Power Distance Index (PDI)
It suggests that a society's level of inequality is endorsed by the followers as much as by the leaders. Power and inequality, of course, are extremely fundamental facts of any society and anybody with some international experience will be aware that 'all societies are unequal, but some are more unequal than others'.
2. Individualism (IDV)
The individualist side we find societies in which the ties between individuals are loose. The collectivist side, we find societies in which people from birth onwards are integrated into strong, cohesive in-groups, often extended families (with uncles, aunts and grandparents) which continue protecting them in exchange for unquestioning loyalty.
3. Masculinity (MAS)
The IBM studies revealed that (a) women's values differ less among societies than men's values; (b) men's values from one country to another contain a dimension from very assertive and competitive and maximally different from women's values on the one side, to modest and caring and similar to women's values on the other. The assertive pole has been called 'masculine' and the modest, caring pole 'feminine'.
4. Uncertainty Avoidance Index (UAI)
It deals with a society's tolerance for uncertainty and ambiguity; it ultimately refers to man's search for Truth. It indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations.
5. Long-Term Orientation (LTO)
This fifth dimension was found in a study among students in 23 countries around the world, using a questionnaire designed by Chinese scholars. It can be said to deal with Virtue regardless of Truth. Values associated with Long Term Orientation are thrift and perseverance; values associated with Short Term Orientation are respect for tradition, fulfilling social obligations, and protecting one's 'face
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