BMAL-590 Organizational Behavior
Internal perspective: - CORRECT ANSWER-suggests that employees' behavior is
primarily influenced by their personal assumptions, feelings, thoughts, interactions,
experiences, and perceptions.
A manager embracing the internal perspective would try to solve all issues by having an
honest dialogue with all the impacted employees in any situation.
The external perspective - CORRECT ANSWER-suggests that environmental factors
that include the economic, social, cultural, regulatory, political, and competitive forces
impact employees' behavior and job performance.
A manager embracing the external perspective would calibrate her actions based on her
perception of the externalities' impact on employees.
As an example, when a competitor introduces a new type of benefit, a manager holding
the external perspective may try to replicate or improve upon the said benefit as a
retention strategy.
An Interdisciplinary Domain - CORRECT ANSWER-It should be obvious from the
preceding outline that OB is not a monolithic domain or discipline of study.
OB draws from many disciplines to understand and explain individual and group
behavior.
OB draws from psychology while explaining why we behave the way we do.
OB draws from anthropology while understanding the evolution of behavior over time.
OB draws from sociology while exploring how households, families, and society interact
and lead to discernable patterns of behavior and tradition.
OB draws from engineering while examining measurement techniquesand productivity.
OB draws from statistics to understand trends and relationshipsbetween variables.
OB draws from medicine to recognize the importance of wellness and health.
Organizational Behavior (OB) - CORRECT ANSWER-the domain of study that focuses
on organizational structures and protocols, and their effect on individual, team and
organizational performance.
,OB views organizations from multiple perspectives: - CORRECT ANSWER-The
relationship between individual behavior and those of groupsand teams.
The relationship between organizational structure and firm's performance.
The effect of culture on organizational performance.
organizational theory - CORRECT ANSWER-A fundamental principle of organizational
theory is the process of value creation.
OB focuses on the elementsof value creation such as: - CORRECT ANSWER-1.
Decision making
2. Leadership
3. Motivation
4. Employee engagement
5. Organizational learning
OB can be studied from two perspectives: - CORRECT ANSWER-internal and external
Organization as a System - CORRECT ANSWER-It is useful to view an organization as
a system.
A system is a set of interrelated parts that work together towards a well-defined
objective.
Most systems have a control mechanism to correct and prevent deviation from the
desired level in system performance.
Control can be at the input, process, or output stage.
The output is one or more products, some waste, and information.
Feedback can be about quality, efficiency, or productivity.
Control would be steps to minimize deviations.
A system has some distinct characteristics: - CORRECT ANSWER-One or more inputs
One or more processes that transform the inputs
One or more outputs
A feedback loop to measure efficiency and effectiveness
,Inputs to an organizational system (manufacturing)include: - CORRECT ANSWER-
Capital
People
Raw materials
Information
Technology
The processes may involve: - CORRECT ANSWER-Physical
Chemical
Mechanical
Electronic
Assembly Lines
Test facilities
Systems and Subsystems - CORRECT ANSWER-A typical system has many
subsystems.
An organizational system, for example, has marketing, finance, manufacturing, service,
human resources, and technology subsystems.
Similarly, the organization itself is a part of a larger system that includes the political,
economic, social, and technological systems. (PEST)
Organization as a System - Baldrige Model - CORRECT ANSWER-One of the widely
used frameworks or models for understanding and improving organizational systems is
the Baldrige Excellence Model.
Baldrige model has several subsystems: - CORRECT ANSWER-Leadership
- the first subsystem, provides the mission, vision, objectives, and core values of the
organization.
* Mission- What is our business?
* Vision- What do we aspire to become?
* Objectives- How do we measure?
* Core Values- What do we believe in and stand for?
Strategy
- How do we succeed? By lowering costs? By offering something unique? By
operational excellence? By understanding and serving our customers? By combining all
of the above?
Customers
- Who are our customers? Where are they located?What are they looking for? What is
the "job to be done"? How do we offer what our customers want?Internal and External
customers.
, Workforce
- the most important resource of an organization are its people. How to hire, orient,
train, motivate, compensate, develop, and retain a talented workforce?
Operations
- How do we transform inputs into outputs better than competitors? How do we maintain
world-class quality? How do we provide exceptional service?
Results
- How do weMeasure success?Profits?Shareholder value? Market share? Customer
satisfaction Reputation? Brand recognition?
Results
- How do we Measure success? Profits? Shareholder value? Market share? Customer
satisfaction?Reputation? Brand recognition?
Core Values
- What do we stand for? Honesty? Integrity? Fairness? Empathy? Service Above Self?
The Golden Rule? Our Ethical and Moral Compass
Robert Katz - CORRECT ANSWER-identified three types of skills as being critical for
organizational success.
Technical
Human
Conceptual
Technical skills are important at the entry level.
Conceptual skills are important at the leadership level.
Human or Interpersonal skills are critical at every level. To understand human skills, we
need to study OB.
Henri Fayol conceived of five management functions. Today, these have been reduced
to four: - CORRECT ANSWER-Plan
Organize
Lead
Control
Plan: - CORRECT ANSWER-How do we achieve organizational objectives?
How do we allocate resources - money, materials, and people?
How do we set timelines for achieving our goals?
Internal perspective: - CORRECT ANSWER-suggests that employees' behavior is
primarily influenced by their personal assumptions, feelings, thoughts, interactions,
experiences, and perceptions.
A manager embracing the internal perspective would try to solve all issues by having an
honest dialogue with all the impacted employees in any situation.
The external perspective - CORRECT ANSWER-suggests that environmental factors
that include the economic, social, cultural, regulatory, political, and competitive forces
impact employees' behavior and job performance.
A manager embracing the external perspective would calibrate her actions based on her
perception of the externalities' impact on employees.
As an example, when a competitor introduces a new type of benefit, a manager holding
the external perspective may try to replicate or improve upon the said benefit as a
retention strategy.
An Interdisciplinary Domain - CORRECT ANSWER-It should be obvious from the
preceding outline that OB is not a monolithic domain or discipline of study.
OB draws from many disciplines to understand and explain individual and group
behavior.
OB draws from psychology while explaining why we behave the way we do.
OB draws from anthropology while understanding the evolution of behavior over time.
OB draws from sociology while exploring how households, families, and society interact
and lead to discernable patterns of behavior and tradition.
OB draws from engineering while examining measurement techniquesand productivity.
OB draws from statistics to understand trends and relationshipsbetween variables.
OB draws from medicine to recognize the importance of wellness and health.
Organizational Behavior (OB) - CORRECT ANSWER-the domain of study that focuses
on organizational structures and protocols, and their effect on individual, team and
organizational performance.
,OB views organizations from multiple perspectives: - CORRECT ANSWER-The
relationship between individual behavior and those of groupsand teams.
The relationship between organizational structure and firm's performance.
The effect of culture on organizational performance.
organizational theory - CORRECT ANSWER-A fundamental principle of organizational
theory is the process of value creation.
OB focuses on the elementsof value creation such as: - CORRECT ANSWER-1.
Decision making
2. Leadership
3. Motivation
4. Employee engagement
5. Organizational learning
OB can be studied from two perspectives: - CORRECT ANSWER-internal and external
Organization as a System - CORRECT ANSWER-It is useful to view an organization as
a system.
A system is a set of interrelated parts that work together towards a well-defined
objective.
Most systems have a control mechanism to correct and prevent deviation from the
desired level in system performance.
Control can be at the input, process, or output stage.
The output is one or more products, some waste, and information.
Feedback can be about quality, efficiency, or productivity.
Control would be steps to minimize deviations.
A system has some distinct characteristics: - CORRECT ANSWER-One or more inputs
One or more processes that transform the inputs
One or more outputs
A feedback loop to measure efficiency and effectiveness
,Inputs to an organizational system (manufacturing)include: - CORRECT ANSWER-
Capital
People
Raw materials
Information
Technology
The processes may involve: - CORRECT ANSWER-Physical
Chemical
Mechanical
Electronic
Assembly Lines
Test facilities
Systems and Subsystems - CORRECT ANSWER-A typical system has many
subsystems.
An organizational system, for example, has marketing, finance, manufacturing, service,
human resources, and technology subsystems.
Similarly, the organization itself is a part of a larger system that includes the political,
economic, social, and technological systems. (PEST)
Organization as a System - Baldrige Model - CORRECT ANSWER-One of the widely
used frameworks or models for understanding and improving organizational systems is
the Baldrige Excellence Model.
Baldrige model has several subsystems: - CORRECT ANSWER-Leadership
- the first subsystem, provides the mission, vision, objectives, and core values of the
organization.
* Mission- What is our business?
* Vision- What do we aspire to become?
* Objectives- How do we measure?
* Core Values- What do we believe in and stand for?
Strategy
- How do we succeed? By lowering costs? By offering something unique? By
operational excellence? By understanding and serving our customers? By combining all
of the above?
Customers
- Who are our customers? Where are they located?What are they looking for? What is
the "job to be done"? How do we offer what our customers want?Internal and External
customers.
, Workforce
- the most important resource of an organization are its people. How to hire, orient,
train, motivate, compensate, develop, and retain a talented workforce?
Operations
- How do we transform inputs into outputs better than competitors? How do we maintain
world-class quality? How do we provide exceptional service?
Results
- How do weMeasure success?Profits?Shareholder value? Market share? Customer
satisfaction Reputation? Brand recognition?
Results
- How do we Measure success? Profits? Shareholder value? Market share? Customer
satisfaction?Reputation? Brand recognition?
Core Values
- What do we stand for? Honesty? Integrity? Fairness? Empathy? Service Above Self?
The Golden Rule? Our Ethical and Moral Compass
Robert Katz - CORRECT ANSWER-identified three types of skills as being critical for
organizational success.
Technical
Human
Conceptual
Technical skills are important at the entry level.
Conceptual skills are important at the leadership level.
Human or Interpersonal skills are critical at every level. To understand human skills, we
need to study OB.
Henri Fayol conceived of five management functions. Today, these have been reduced
to four: - CORRECT ANSWER-Plan
Organize
Lead
Control
Plan: - CORRECT ANSWER-How do we achieve organizational objectives?
How do we allocate resources - money, materials, and people?
How do we set timelines for achieving our goals?
