1. What is Organizational Behavior?
 What is Organizational Behavior?
 Seven Foundation Competencies
 Managing Self
 Managing Communication
 Managing Diversity
 Managing Ethics
 Managing Across Cultures
 Managing Teams
 Managing Change
 Organizations as Open Systems

2. What is Organizational Behavior?
 Definition: The study of human behavior, attitudes,
and performance in organizations.
 Value of OB: Helps people attain the competencies
needed to become effective employees, team
leaders/members, or managers
 Competency = an interrelated set of abilities,
behaviors, attitudes, and knowledge needed by an
individual to be effective in most professional and
managerial positions

3. Seven Foundation Competencies
 Logically integrated set of competencies required
for managerial and professional effectiveness in
the 21st century
 This model developed by Hellriegel, Slocum, and
Woodman
 Other models of such competencies have been
developed by other authors

4. 1. Managing Self Competency
 Involves the ability to assess your own strengths
and weaknesses
 set and pursue professional and personal goals
 balance work and personal life, and
 engage in new learning (including new or
modified skills, behaviors, and attitudes)

5. Core Abilities of the
Managing Self Competency
 Understand the personality and attitudes of yourself and
others
 Perceive, appraise, and interpret accurately yourself, others,
and the immediate environment
 Understand and act on your own and others work-related
motivations and emotions
 Assess and establish developmental, personal/life-related,
and work-related goals
 Take responsibility for managing yourself and your career

6. Career Development*
 A career is a sequence of work-related positions
occupied by a person during a lifetime.
 Career development involves making decisions
about an occupation and engaging in activities to
attain career goals.
 A career plan is an individual’s choice of
occupation, organization, and career path.

7. Five Aspects of a Career*
 Career success or failure is best determined by the
individual, in terms of his/her personal goal achievement
 No absolute career evaluation standards exist
 Examine a career subjectively (e.g., values and personality
fit) and objectively (e.g., job choices, competencies needed)
 Make decisions about occupation and pursue activities to
attain career goals throughout your lifetime
 Consider cultural factors as they impact performance and
career opportunities

8. 2. Managing Communication
Competency
 Involves the ability to use all the modes of
transmitting
understanding and
receiving ideas, thoughts, and feelings,
(verbal, listening, nonverbal, written, electronic,
etc.)
for accurately transferring and
exchanging information and emotions

9. Core Abilities of the
Managing Communication Competency
 Convey information, ideas, and emotions so they are
received as intended
 Provide constructive feedback
 Engage in active listening
 Use and interpret nonverbal communication effectively
 Engage in effective verbal communication
 Engage in effective written communication
 Effectively use electronic communication resources

10. Filters to
Communication
 Preoccupation
 Mind wandering
 Past experiences
 Self-esteem
 Status in a group
 Emotional state
 Bias / prejudice / stereotype

11. Filters to
Communication
 Physical state
 Volume of voice
 Articulateness
 Charisma
 Language differences
 Amount of information
 Culture

12. 3. Managing Diversity Competency
 Involves the ability to value unique individual
and group characteristics
 embrace such characteristics as potential
sources of organizational strength, and
 appreciate the uniqueness of each individual

13. Core Abilities of the
Managing Diversity Competency
 Foster an environment of inclusion for all
 Learn from others with different characteristics,
experiences, perspectives, and backgrounds
 Embrace and support diversity
 Work with others because of their talents and
contributions, rather than personal attributes
 Provide leadership in addressing diversity-based
conflicts
 Apply diversity laws, regulations, and organizational
policies related to your position

14. Selected Categories of Diversity*
 Primary Categories: Genetic characteristics that affect a
persons self-image and socialization, appear to be unlearned and are
difficult to modify
 Age, race, ethnicity, gender, physical abilities and
qualities, and sexual and affectional orientation
 Secondary categories: Learned characteristics that a
person acquires and modifies throughout life
 Education, work experience, income, marital status,
religious beliefs, geographic location, parental
status, behavioral style

15. 4. Managing Ethics Competency
 Involves the ability to incorporate values and
principles
 that distinguish right from wrong
 in making decisions and choosing behaviors

16. Ethics
 Definition: Values and principles that distinguish right
from wrong. NOT IN TEXT: Ethics are often based upon
laws, organizational policies, social norms, family, religion,
and/or personal needs, and may be subject to differing
interpretations with problems in proving “truth”
 Ethical Dilemma*: A situation in which an individual or
team must make a decision that involves multiple values.

17. Core Abilities of the
Managing Ethics Competency
 Identify and describe the principles of ethical decision
making and behavior
 Assess the importance of ethical issues in actions
 Apply laws, regulations, and organizational rules in
making decisions and taking action
 Demonstrate dignity and respect for others
 Demonstrate honest and open communication limited
only by legal, privacy, and competitive considerations

18. Managing Anger
What Does Not Work
 Verbal aggression that provokes the other
 Cathartic expression against a superior
 Reciting grievances to a 3rd party who encourages your
anger
 Expression that makes a stressful situation worse
 Keeping the emotion in that allows a stressful situation
to continue

19. Managing Anger
What Works
 Physiological relaxation exercises
 Anger will simmer down if you wait long enough – count
1 to 10
 Reinterpret a supposed provocation – disputation
process
 Humor – transform “injustice” into absurdity
 Calm, non-aggressive feedback about your anger - use
“I messages”

20. Managing Anger
What Works
 Assertiveness training
 Ventilating anger is “cathartic” only if it
 Restores your “sense of control”
 Reduces your belief that you are “helpless,”
“powerless’
 Go for therapy to bring into consciousness
psychological traumas, embedded in the
unconscious, which makes one vulnerable to
unproductive anger

21. 5. Managing Across Cultures
Competency
 Involves the ability to recognize and embrace
similarities and differences among nations and
cultures and then approach key organizational
and strategic issues with an open and curious
mind
 Culture = the dominant pattern of living, thinking, and
believing that is developed and transmitted by people,
consciously or unconsciously, to subsequent generations
 Cultural values = those consciously and subconsciously
deeply held beliefs that specify general preferences,
behaviors, and define what is right and wrong.

22. Core Abilities of the
Managing Across Cultures Competency
 Understand, appreciate, and use cultural factors that
can affect behavior
 Appreciate the influence of work-related values on
decisions, preferences, and practices
 Understand and motivate employees with different
values and attitudes
 Communicate in the local language
 Deal effectively with extreme conditions in foreign
countries
 Utilize a global mindset (use a worldwide perspective to
constantly assess threats or opportunities)

23. Individualism*
as a Work-Related Value
 Individualism = the tendency of people to look after
themselves and their immediate family, which implies a
loosely integrated society
 In cultures that emphasize individualism, people view
themselves as independent, unique, and special; value
individual goals over group goals; value personal identity,
personal achievement, pleasure, and competition; accept
interpersonal confrontation; and are less likely to conform to
other’s expectations
 Such cultures include the United States, Australia, New
Zealand and the United Kingdom
 Example: “Stand on your own two feet!”

24. Collectivism*
as a Work-Related Value
 Collectivism = the tendency of people to emphasize their
belonging to groups and to look after each other in exchange
for loyalty
 Cultures that emphasize collectivism are characterized by a
tight social framework, concern for the common welfare,
emotional dependence of individuals on larger social units, a
sense of belonging, a desire for harmony, with group goals
being viewed as more important than individual goals, and a
concern for face-saving
 Such cultures include Japan, China, Venezuela, and
Indonesia
 Example: “The nail that sticks up gets hammered down!”

25. 6. Managing Teams Competency
 Involves the ability to develop
support
facilitate and
lead groups to achieve
organizational goals

26. Core Abilities of the
Managing Teams Competency
 Determine when and how to use teams
 Set clear performance goals directly or participatively
 Define responsibilities and tasks directly or
participatively
 Show accountability for goal achievement
 Use appropriate decision-making methods
 Effectively manage conflicts
 Assess performance and take corrective action as needed

27. 7. Managing Change Competency
 Involves the ability to recognize and implement
needed adaptations or entirely new
transformations in the people,
tasks
strategies
structures or technologies
in a person’s area of responsibility

28. Core Abilities of the
Managing Change Competency
 Apply the other six competencies in pursuit of needed
changes
 Provide leadership in planned change
 Diagnose pressures for and resistance to change
 Use the systems model and relevant processes to
facilitate change
 Seek out, learn, share, and apply new knowledge in the
pursuit of constant improvement

29. Organizations as Open Systems
 Note that organizations are “open systems,” such that their
long term effectiveness is determined by their ability to
anticipate, manage, and respond to changes in their
environment, with such changes resulting from external
forces and/or stakeholders
 External forces include the labor force, the natural
environment, the economy, and different cultures, while
stakeholders include shareholders, customers, competitors,
suppliers, creditors, governmental agencies and their
regulations
 Note the impact of these environmental influences on individual,
interpersonal, team, and organizational processes; organizations
that do not effectively adapt to environmental change will fail