copyright ©2009 south-western, a division of cengage learning all rights reserved challenges for...
TRANSCRIPT
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Challenges for Managers
Chapter 2
Organizational Behavior
Nelson & Quick
6th edition
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Remaining Competitive: Four Major Challenges to Managers
• Globalizing the firm’s operations
• Leading a diverse workforce
• Encouraging positive ethics,
character, and personal integrity
• Advancing and implementing
technological innovation
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Changing Business Perspectives
From International which implies an individual’s or organization’s held nationality is strongly
in consciousness
To Globalization which implies the world is free from national boundaries andthat it is really a borderless world
Photos courtesy of Clips Online, © 2008 Microsoft Corporation
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
From Multinational organizations (in which the organization was recognized as doing business in several countries)
Changing Business Perspectives
To Transnational organizations,
(in which the global viewpoint supersedes national issues)
Photos courtesy of Clips Online, © 2008 Microsoft Corporation
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Changes in the Global Marketplace
• Collapse of Eastern Europe• Union of East and West Berlin• Perestroika• Expansion of business with China
Guanxi - The Chinese practice of building networks for social exchange
• Creation of the European Union• Establishment of the North American Free
Trade Agreement
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Understanding Cultural Differences (Hofstede)
Reprinted with permission of Academy of Management, PO Box 3020, Briar Cliff Manor, NY 10510-8020. CulturalConstraints in Management Theories (Figure), G. Hofstede, Academy of Management Executive 7, (1993). Reproducedby permission of the publisher via Copyright Clearance Center, Inc.
Individualism
High power distance
High uncertainty avoidance
Masculinity
Long-term orientation
Collectivism
Low power distance
Low uncertainty avoidance
Femininity
Short-term orientation
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Reprinted with permission of Academy of Management, PO Box 3020, Briar Cliff Manor, NY 10510-8020. CulturalConstraints in Management Theories (Figure), G. Hofstede, Academy of Management Executive 7, (1993). Reproducedby permission of the publisher via Copyright Clearance Center, Inc.
Where the U.S. Stands
Individualism
High power distance
High uncertainty avoidance
Masculinity
Long-term orientation
Masculinity
Collectivism
Low power distance
Low uncertainty avoidance
Femininity
Short-term orientation
Low uncertainty avoidance
Low power distance
Individualism
Short term orientation
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Management Careers with a Global Dimension
• Expatriate manager - a manager who works in a country other than his or her home country
• International executive – an executive whose job has international scope
Key competencies such managers and executives need include integrity, insightfulness, risk-taking, courage to take a stand, and ability to bring out the best in people.
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Developing Cross-Cultural Sensitivity
• Use of mentor/protégé relationships• Cultural sensitivity training• Cross-cultural task forces/teams• Global view of human resource functions
• Planning• Recruitment and Selection• Compensation• Training and Development
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Diversity
Diversity - All forms of individual differences, including culture, gender, age, ability, personality, religious affiliation, economic class, social status, military attachment, and sexual orientation
Photos courtesy of Clips Online, © 2008 Microsoft Corporation
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Diversity Statistics for the Workplace
5%
11%
14%
68%
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Women and Obstacles at Work
Women make up over 60% of the workforce, earn 32% of all doctorates, 52% of master’s degrees, and 50% of undergraduate degrees
BUT
Women hold less than 16.4% of Fortune 500 corporate officer positions, earn 81% of what their male counterparts do, and encounter the glass ceiling in the workplace
a transparent barrier that keeps women from rising above a certain level in organizations
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Diversity Statistics Affecting the Workplace
Age By 2030, there will be 70,000,000 older persons. People over 65 will comprise 20% of the population.
Ability An estimated 50 million disabled live in the U.S.; their unemployment rate exceeds 50%.
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Diversity’s Benefits & ProblemsBENEFITS
• Attracts & retains the best human talent
• Improves marketing efforts
• Promotes creativity and innovation
• Results in better problem solving
• Enhances organizational flexibility
PROBLEMS
• Resistance to change
• Lack of cohesiveness
• Communication problems
• Interpersonal conflicts
• Slowed decision making
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Ethical Theories
ConsequentialTheory
An ethical theorythat
emphasizes theconsequences or
resultsof behavior
Rule-BasedTheory
An ethical theorythat
emphasizes thecharacter of the actItself rather than its
effects
CharacterTheory
An ethical theorythat emphasizes
the character,personal virtues,
and integrity of theindividual
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Employee Rights Issues
Computerized monitoring
Drug testing
Free speech
Downsizing & layoffs
Due process
AIDS in the workplace
Photos courtesy of Clips Online, © 2008 Microsoft Corporation
Sexual Harassment = Unwanted Sexual Attention
• Gender Harassment - crude comments; behaviors that convey hostility toward a particular gender
• Unwanted Sexual Attention - unwanted touching, unwanted pressure for dates
• Sexual Coercion - demands for sexual favors through job-related threats or promises
Harassment orPotential Romance?
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Photos courtesy of Clips Online, © 2008 Microsoft Corporation
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Organizational Justice
Distributive Justice- fairness of the outcomes that individuals receive
in an organization
Ex. Companies in Danger
CEOSalaries
vs.
Ex. Competenceand Skill
Race andGender
vs.
Procedural Justice-fairness by which the
outcomes are allocated in an organization
Photos courtesy of Clips Online, © 2008 Microsoft Corporation
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Individual & Organizational Responsibility
Whistle-Blower - an employee who informs authorities of the wrongdoing of his or her company or coworkers– Public Hero– Villain
Social Responsibility - the obligation of an organization to behave in ethical ways
Depends on whether or not the the whistle-blowing is viewed asmore offensive the wrongdoing.
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Rotary Four-Way Testof What We Think, Say, or Do
1. Is it the TRUTH?
2. Is it FAIR to all concerned?
3. Will it build GOODWILL and better
friendships?
4. Will it be BENEFICIAL to all concerned?
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Technological InnovationTechnology
The intellectual and mechanical processes used by an organization to transform inputs into products or services that meet organizational goals
Robotics - use of robots
Expert System - computer-based
application using a representation of
human expertise in a specialized field of knowledge to solve
problems
Internet- integrates
computer, cable, telecommunications
technologies
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Alternative Work ArrangementsTelecommuting - transmitting work from a home computer to the office using a modem
Employees gain flexibility, save the commute to work, enjoy the comforts of home
Employees have distractions, lack socialization opportunities, lack
interaction with supervisors, and identify less with the organization
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Additional Alternative Work Arrangements
Hoteling - employees have mobile file cabinets/lockers for personal storage; work spaces are reserved, not assigned
Satellite Offices - large facilities broken into smaller workplaces near employees’ homes
Virtual Office - people work
anytime, anywhere, with
anyonePhotos courtesy of Clips Online, © 2008 Microsoft Corporation
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Technological Change Requires Managers to
• Develop technical competence to gain workers’ respect
• Focus on helping workers manage the stress of their work
• Take advantage of the wealth of information available to motivate, coach, and counsel--not to control
• Recognize the importance of intellectual property
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Help Employees Adjust by
• Involving them in decision making regarding technological change
• Selecting technology that increases workers’ skill requirements
• Providing effective training• Establishing support groups• Encouraging reinvention (creative application
of new technology)Photos courtesy of Clips Online, © 2008 Microsoft Corporation
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Four Challenges to Organizations in the New Millennium
Technological Innovation
Globalization Ethics
Workforce Diversity
Photos courtesy of Clips Online, © 2008 Microsoft Corporation
Copyright ©2009South-Western, a division
of Cengage Learning All rights reserved
Chapter 2: Reflect & Discuss
Mr. Baseball Video Clip
What to Watch for and Ask Yourself• Does Jack Elliot behave as if he had cross-
cultural training before arriving in Japan?• Is he culturally sensitive or insensitive?• What do you propose that Jack Elliot do for the
rest of his time in Japan?