Understanding organizational behavior for workplace success and diversity

Organizational Behavior

Reasons for Taking the Course

Organization behavior, OB, is the study of human behavior in organizations (Schermerhorn, Osborn, Uhl-Bien & Hunt, 2012, p.4). Pursuing this course entails understanding organization dynamics, group and individual behavior, and interpersonal processes. OB helps you to improve your chances of career success in the rapidly and constantly changing workplace scenarios, and complexities existing in work places as of now and anticipate them in future (Schermerhorn et al., 2012, p.4). By learning OB, one understands the basics of relationships and interacting forces between the managers and the workers, group dynamics and individual attitudes. OB helps you understand the behavior of groups and individuals in organizations and of the productivity values of systems, organization processes, and frameworks scientifically (Schermerhorn et al., 2012, p.4).

Studying OB is helpful in combining the divergent insights of various other disciplines and implementing them when encountering opportunities and problems at workplaces. The main aim of OB is to cause improvement in the efficiency and productivity of individuals, groups and thereby organizations and to thereby improve the work life quality. Contingency thinking, is another area where OB is of crucial value which in turn leads to effective management (Schermerhorn et al., 2012, p. 5).

Expectations in Learning the Course

While learning OB you will be acquainted with the handling of different situations within a group, organization or individual in the organization. In the present state of economy, OB will be handy to address the concerns of many organizations. Cultivating the right leadership roles is another aspect of OB, which entails handling of diverse individuals and groups in diverse situations and causing them to act, feel, and behave productively as a workforce. OB is helpful to those seeking to further their career goals and achieve success professionally. Amongst the important virtues learned are commitment to ethical behavior, which takes into account public sentiments. Another important aspect is the capacity to handle diverse pressures of demands in an organization. OB emphasizes on appreciation of human capital and teamwork, regards for new employees joining the organization and meeting the heightened expectations, and is helpful in altering preconceived notions about career and growth amongst employees.

Importance of the Course in the Career

Diversity and multiculturalism are an inherent characteristic of any organization. In professional career interaction with different types of cultures is unavoidable and OB helps in engaging such encounters smoothly. Positive organization culture is engendered by virtue of diversity and multiculturalism as it helps in tapping ideas, talents, and creative potential of the whole organization. Multiculturalism inculcates pluralism, and due respect for individual differences and diversity. Another important virtue that successful organization embraces is that of inclusivity the extent to which diversity is embraced and accepted as normative which is one of the main goals OB seeks to inculcate. This is an important virtue to be developed for success in career. For managers, OB helps to plan by setting specific performance objectives, defining goals, and helping deciding the action plan to achieve the same. OB helps in organizing through creation of frameworks as well as systems and seeking out resources helpful in achieving the desired objectives. By pursuing OB one learns the ways and means of being more efficient and productive in the workplace in addition to keeping pace with the rapidly changing scenario in the workplace in contemporary times and in times to come.

Pursuing OB helps both the employers as well as the employees to develop and maintain healthy work relationship. In the changing perspectives OB seeks to give more attention to ethical qualities and practices, influence of emerging technology, the expectations of the new workforce, the need for sustainability, importance of coordinated working practices and the importance of human capital.

Summary of the Chapters

Chapter one: Introducing Organizational Behavior

The study of human behavior in organizations is Organizational Behavior (Schermerhorn et al., 2012, p.4). It approaches individual and interpersonal processes, organizational dynamics and group behavior academically. Understanding OB is crucial for your potential for professional success in the rapidly ever-changing and complex workplaces of contemporary times as well as in future (Schermerhorn et al., 2012, p. 4).

Interdisciplinary Body of Knowledge Organizational behavior is an academic work that has strong inter-correlation with behavioral sciences like anthropology, sociology, and psychology, and also to political and allied science (Schermerhorn et al., 2012, pp. 4-5). OB is however, unique, for providing deep knowledge that can then be applied practically to problems and create improvements. Organizational behavior study makes use of scientific methods and has developed empirical tests to predict general behavior observed in organizations. Scholars in OB academics suggest and test models that appropriate the main parameters that cause real-life situations and manifestations by devising simple test benches (Schermerhorn et al., 2012, p. 5).

OB outcomes can affect real life situations tangibly as long as productivity of individuals and organizations are concerned (Schermerhorn et al., 2012, pp. 5-6). OB appreciates the importance of contingency thinking and is capable of offering customized solutions to variety of problems and opportunities (Schermerhorn et al., 2012, p. 6 ). It has been recognized without reservations that there is no predisposed, uniform way of managing the human factor, which translates into the fact that there are no universal solutions or methods that can be applied to different situations- problems or (Schermerhorn et al., 2012, pp.5-6).

The dynamics of times that we encounter in work and daily life seeks our close attention and appreciation (Schermerhorn et al., 2012, p. 7). OB appreciates these changes in perception, expectation, and value as long as human behavior in organizations is concerned. These comprise of commitments to human values by treating them as assets, increased reliance on ethical behavior wherever malpractices and illegitimate actions are undertaken that calls for ethical resolution in the workplace; newer and expanded leadership roles as mere managers prove inadequate in the changing dynamics in the workplace; concerted efforts to work towards betterment of human capital and teamwork ensuring that the main factors leading to success are knowledge and experience (Schermerhorn et al., 2012, p. 8 ).

Additionally, the conventions of command-and-control using hierarchical framework and methods are proving insufficient to account for contemporary times. Influence of IT Information Technology: new technologies pervade the entire workplace. The new generation has less regard for and is intolerant of hierarchical values, is high tech, is not worried about status, and an altogether different view about careers as new economy jobs demand newer skill sets and a capability for continuous updating of skills (Schermerhorn et al., 2012, p. 8 ).

OB is influenced largely by organizational cultures and behavior of employees' shared values and beliefs. Similar to cultures, organizations also have climates (Schermerhorn et al., 2012, p.9). The climate of an organization entails the perception of the employees regarding management practices, policies, procedures, and events (Schermerhorn et al., 2012, p. 9).

The other important and relevant factor of an organization is the practice or policy of diversity and inclusivity it embraces. Organizations are categorized according to equal opportunity it offers through delineation from discrimination based on gender, caste, creed, race or ethnicity (Schermerhorn et al., 2012, pp. 10-11). This is often clubbed with conceptual skill, which is in essence, the capability to observe and assimilate the workings between components and the organization as a whole, including human dynamics (Schermerhorn et al., 2012, p. 14).

Diversity and inclusiveness in workforce is a main criterion accepted in positive culture in organization, where respect for every individual in guaranteed. At management levels, managers perform different types of informational, decisional and interpersonal activities as they correspond with groups of people both within and outside the organization (Schermerhorn et al., 2012, pp. 11-12). Managers are required to perform in a combination of human, conceptual and technical, skills. Emotional intelligence is an attribute that empowers one to look within self for emotions as well as in others so that it makes it easier for him to maintain relationships at the workplace (Schermerhorn et al., 2012, pp. 13-14)

Chapter Two: Individual Differences, Values, and Diversity

In OB, "individual differences" refers to the similarity and differences that exist in individuals in terms of their behavior feeling, and thinking. According to OB, similarly as two persons are not exactly like each other, they are also not entirely different. Hence behavioral science concentrate on the similarities as well as on the dissimilarities (Schermerhorn et al., 2012, p. 26).

Differences manifest predominantly through awareness of others and of self. (Schermerhorn et al., 2012, p. 26). Whereas self-awareness is being aware of our own personalities, preferences styles, behaviors, biases, and so on the same factors are seen in awareness of others. In order to develop our awareness we seek within ourselves and understand these qualities in us to be able to relate better to developments taking place around us (Schermerhorn et al., 2012, p.26).

The making up the self-concept comprises of the practices through which an individual organizes and integrates his personal traits. The self-concept is the perception that individuals have of themselves as social and physical, and moral or spiritual beings (Schermerhorn et al., 2012, p. 26). Identifying these qualities makes the individual realize hi uniqueness. Self-esteem and self-efficacy are two inter-related and critical attributes of self-concept. Self-esteem is a perception of one's own value based on a self-evaluation in all respects. Positive self-esteem leads to perception of being capable and valuable (Schermerhorn et al., 2012, pp. 26-27).

Nurturing and imbuing values need to be done according to the individual differences. Personality refers to the unique identity of an individual as seen from the perspective of his interaction and reaction to fellow workers or individuals generally. (Schermerhorn et al., 2012, pp. 27-28). It is a combination of different physical and mental and physical attributes that make up for his behavior with his appearance, thinking, feelings, and actions. (Schermerhorn et al., 2012, p. 29). In order to study OB a n important base is to understand five things, known as "Big Five" A major starting point has been to view the personality aspect that current research has proven from an long lists into what is referred to as the "Big Five" namely, Openness to experience (imaginative, curious, broad-minded), Extraversion (outgoing, sociable, assertive), Conscientiousness (responsible, dependable, persistent) Agreeableness (good-natured, trusting, cooperative); emotional stability-unworried, secure, relaxed. Another important way to look at OB personality traits is to categorize them under emotional adjustment personal conception and social traits, and then consider their interconnectedness (Schermerhorn et al., 2012, p. 29).

Preferential inclinations seeking appropriate outcomes and actions are broadly defined as values (Schermerhorn et al., 2012, p. 38). Values are caused by teachers, parents, friends and siblings socially and through experience, education, and external reference groups. All these factors individually and in combination influence the making of values in an individual. People keep on assimilating values through learning and experience even as they encounter wider cultural and social domains (Schermerhorn et al., 2012, p. 39).

Culture refers to a particular society and comprise of the common practices engrained in it. Culture helps define different groups of people through their peculiar, individual mannerisms in a group. They also make us understand the relationship values and practices of a group. (Schermerhorn et al., 2012, p. 40).

Diversity is the assorted group of people with differences in culture, class, thinking, looks, skill set or in any other form amongst individuals working in n organization. Such diversity is different from the immediate outside world in certain parameters (Schermerhorn et al., 2012, p.42). Diversity has been accepted as a virtue to be appreciated in an organization that seeks the best out of its employees as diversity breeds competition, expands organizational capability, improves talent and improves reach into the market. At the workplace it increases competition (Schermerhorn et al., 2012, p.42)

Inclusion is an expanded version of diversity which until recently was sought to be implemented by law (e.g., fulfilling the legal authorization by utilizing an Employment Equity and Affirmative Action Officer who keeps a record of all kinds of statistics), thus, inclusion has been accepted as a better virtue and practiced in organization that understand the importance of diversity (Schermerhorn et al., 2012, p.47).

Chapter three: Emotions attitudes and Job Satisfaction

Apprehension, excitement, elation, attraction, and Anger, sadness, grief arise towards people, things or situations and emerge as strong emotions positively or negatively. These are sentiments that are situation-based and do not last for long (Schermerhorn et al., 2012, p.54). Emotional intelligence is of more consequence to manage relationships that seeks out the corresponding sentiments arising in self and others and is the parameter accountable in our handling of relationships (Schermerhorn et al., 2012, p. 54).

A person capable of being aware of his own emotions and those of others is better placed in maintaining relationships. This capability in general, everyday life, and applicable to all more so to leaders and managers (Schermerhorn et al., 2012, p.55). Those in leadership positions should acquire and develop four main Emotional Intelligence competencies- relationship management, self-awareness, social awareness, and self-management (Schermerhorn et al., 2012, p.55).

It is also relevant to appreciate the difference between social emotions caused by external sources and self-conscious emotions stimulated internally (Schermerhorn et al., 2012, pp. 55-56). Pride and shame, and guilt and embarrassment, and are the main emotions generated from within. Taking cognizance of self-conscious emotions is helpful for individuals to maintain their relationships. External stimuli and societal environs cause emotions like jealousy, envy, and pity (Schermerhorn et al., 2012, p. 56). OB is mainly concerned with the connect between emotions and their effect on performance in the workplace (Schermerhorn et al., 2012, p. 56).

Each individual behaves in an anticipated way even though moods and emotions are influenced by variety of ways and situations (Schermerhorn et al., 2012, p.56). Some people are optimistic and positive in their outlook. Across cultures, emotion and mood contagion, emotional labor and emotional intelligence may be complex and difficult to understand for a person professing other values. However, in every culture and society, emotions like love, joy and happiness are seen and valued positively (Schermerhorn et al., 2012, pp.56-57).

Attitude is a predisposition to thing or person or situation within an individual's environment. Attitudes are understood by the way behave or speak (Schermerhorn et al., 2012, p.61). Values are causative to attitudes and emerge from the same sources. Attitudes can be seen as behavioral, affective, and cognitive. (Schermerhorn et al., 2012, p.61). The cognitive attitude is an indicator of information knowledge, opinions, or beliefs, of a person. It is a representation of the understanding of a person about something or someone or situation and the inferences made regarding them (Schermerhorn et al., 2012, p.61). They form the understanding level and awareness about work and workplace of the individual. Freedom or opportunity to express oneself freely is needed for attitude to be able to influence behavior. In contemporary economic situations, most of the employees continue in their vocation while holding a negative attitude towards the same simply because of lack of other viable opportunity (Schermerhorn et al., 2012, pp. 61-62)

One form of attitude is the loyalty and commitment to the company that an employee feels (Schermerhorn et al., 2012, p.63). Those with greater commitment align along the interests of the organization and are proud employees of the organization (Schermerhorn et al., 2012, p.62). Rationality in commitment is reflected by the way job provides for professional, developmental, and financial interests. When our work is important, helps others in a valuable way, and gives real benefits then the commitment is seen as emotional commitment (Schermerhorn et al., 2012, p.62).

Job satisfaction leads to two important decisions people take about their job- loyalty and efficiency, and performance at the workplace (Schermerhorn et al., 2012, p.64). Loyalty is the decision about the intent and practice to continue in the same organization. The different sides of this attitude are turnover withdrawal behaviors and absenteeism. The inclination to perform to best of abilities is about satisfaction gained from the job, which is self-feeding. However, rewards for performance can fuel both, satisfaction as well as performance (Schermerhorn et al., 2012, pp. 64-65).

Case Studies 1B and 2

Case study 1B: Management Training Dilemma

Type of Research Design to use in the Test Program and why

Use of Scientific Methods

In the domain of organizational behavior, scientific methods are used appropriate generalizations regarding organizational behavior (Schermerhorn et al., 2012, p.5). Scholars in the field of OB propose factors based on reality and suggest benchmarks that take into consideration tangible parameters in the real world. The tangible outcomes link independent variables to dependent ones and realize the outcomes in terms of practical effects. For example, favorable result (independent variable) is an outcome that is affected by the new decisions taken by the board-level management that it seeks to introduce (dependent variable). This kind of testing is internal and economizes the process and is also beneficial in the long run for the organization, instead of seeking external support like those of consultants (Schermerhorn et al., 2012, p.W101).

How would the design actually be implemented in this hospital setting?

This testing is hypothetical and is implemented on only a small section of the organization. Then the outcomes are compared to estimated values. In case favorable outcomes are achieved and the performance of the employees show improvement according to desired levels, the decision is extended and implemented across the entire organization (Schermerhorn et al., 2012, p. W101 ).

The connect between variables are considered while creating the model for tests by means of controlled data collection which is systematic, through which proposed explanations are tested rigorously, and only those explanations that stand strict tests accepted (Schermerhorn et al., 2012, p. 5). There has to be a concentration on the implementation and possibility of alternative in case such a need arises (Schermerhorn et al., 2012, p. 5).

Scientific methods demand an emphasis on concrete proof in order to draw inferences. Contingency planning is an important tool to handle variations arising in situations and hence outcomes (Schermerhorn et al., 2012, pp. 5-6).

What would be your research hypothesis? What variables would you need to measure to provide data that could test this hypothesis? How would you gather these data?

Hypothesis: If the hospital could introduce internal training programs, then the cost of running the hospital would reduce.

Financial considerations are the variables used in the hypotheses. The new systems should be cost-effective. The other considerations are productivity and ease of supervision of tasks. The implementation of the decision is given a fixed-time test run and then extrapolated as in meta-analysis. This final outcome is then compared with achievements in alternative system (Schermerhorn et al., 2012, p. W101).

Do you think the administrator's request for "proof before purchase" was reasonable? Why or why not?

All decisions sought to be implemented by the management should have valid justification. That is a prerequisite in scientific thinking. It implies that the data collection is collected in a systematic and controlled manner, the outcomes are tested rigorously, and only those explanations are accepted that can be verified according to strict scientific guidelines. This, then justifies the action taken by the administrator (Schermerhorn et al., 2012, p. 5 ).

Scientific models and testing is based on evidence offered is to create and test models that offer validity for taking decisions and implementation (Schermerhorn et al., 2012, p. 6 ). Contingency approach is one of the ways in which evidence-based thinking can be practiced in OB in order to understand and handle different situations that may arise (Schermerhorn et al., 2012, pp. 6-7 ).

Case study 2 "Xerox

How would Xerox define diversity? How has its definition changed over the years?

Xerox equated success with diversity. Diversity transcends mere numbers, gender or race (Schermerhorn et al., 2012, p. w101 ). Diversity is about engendering inclusive growth potential through creation of an atmosphere conducive to development of right conditions at the workplace. The atmosphere at the workplace needs to emphasize on being different from the common differences that pervade outside of it (Schermerhorn et al., 2012, p. 42). The importance of diversity in the workplace to fuel virtues of competition, talent, capabilities of the organization, and hence reach into the market are appreciated by organization increasingly (Schermerhorn et al., 2012, p. 42).

What are the seven reasons why Xerox should be motivated to diversify their workforce? Illustrate how Xerox shows it values workplace diversity

Xerox understands that to continually innovate and grow, independent thought processes are imperative ingredients. It is by having different perspectives that newer ideas are brought to fruition. The strength of Xerox lies in being inventive and bringing fresh ideas, designs and products to the marketplace, towards which diversity in perspective and originality of thought are core to its growth. To achieve success, Xerox, hence, considers differentiation in perspectives as its main driver (Schermerhorn et al., 2012, p. W102).

Xerox is capable of dynamism in making the most of changing market requirements owing to its diversified workforce and work ethics. It provides for constant innovation in product range consisting of among other office automation products - digital presses, printing and copying solutions in both color and black and white categories, ink based and laser printers, communication products like color and black and white facsimile machines. Their products also include solutions for printing and publishing (Schermerhorn et al., 2012, p. W102).

Xerox creates innovative products by giving due respect to individuality, inclusivity and respecting diversity in thought and attitude towards work. (Schermerhorn et al., 2012, p. W102). It goes beyond being merely inclusive; it has resolved to promote the interests of the marginalized, females and minorities in the 1980s. A proof to that end is depicted in the appointment of Barry Rand, who has Afro-American antecedents as the president of an entire division. The company stuck to its ideals of diversity and inclusivity all through its history, even during restructuring processes. This corporate ethic follows the much touted BWF (Balanced Workforce Strategy) (Schermerhorn et al., 2012, p. W102 ).

Under GALAXe Pride at Work, the company chose to adopt policy of Equal Opportunity/Affirmative Action and On-discrimination in the 1990s in which sexual orientation was made a part of the policy. In the company, more than half of workforce comprises of women and the minorities put together. It is commendable that the colored, minority and women also make up for about 48.2% of the top executive positions in Xerox (Schermerhorn et al., 2012, p. W102 ).

Does Xerox embody or defy the "leaking pipeline" phenomenon? Why?

Females form a major portion of the workforce in Xerox. This is a result of concerted effort to create diversity. Women are also positioned at the top management level in contradiction to the "leaking pipeline" theory. In the company, more than half of workforce comprises of women and the minorities put together. It is commendable that the colored, minority and women also make up for about 48.2% of the top executive positions in Xerox (Schermerhorn et al., 2012, p. W102 ).

Compare Xerox to other Fortune 500 companies. How are women and minorities represented at the highest levels of each organization? How can these statistics be improved upon?

Xerox is among those companies that lead in hiring minorities and women. In the company, more than half of workforce comprises of women and the minorities put together. It is commendable that the colored, minority and women also make up for about 48.2% of the top executive positions in Xerox (Schermerhorn et al., 2012, p. W102).

The Native Americans, Latinos, African-Americans, and Asians make up for about one-third of the workforce. In hiring minorities, Xerox ranks among top ten organizations. Studies have shown that companies that have a higher percentage of representation of female executives in the top management perform much better than those with lower percentages do quite substantially. It is a boon for the younger women in the company to have women executives in the top echelons of an organization, as the women corporate leaders are known to groom the younger ladies into leadership roles (Schermerhorn et al., 2012, p. W102). Having women in the top management position clarifies the stand of the company that it fosters diversity and inclusivity and that it has in its ranks a large talent pool.