The study of individuals and groups within an

organizational context, and the study of internal processes and practices as they influence the effectiveness of individuals, teams, and organizations.

·       The process of developing ideas and a vision, living by values that support those ideas and that vision, influencing others to embrace them in their own behaviors, and making hard decisions about human and other resources.  

A person who exhibits the key attributes of leadership- ideas, vision, values, influencing others, and making tough decisions

Focuses on looking inward, improving the present, tight controls, directing, coordinating, efficiently, and the like

directs, controls, and plans the work of others and is responsible for results

an interrelated cluster of knowledge, skills, ad abilities needed by an individual, team, or organization 

o   Authority: the right to make decisions

o   Responsibility: assignment for achieving a goal

o   Accountability: acceptance of success or failure

FRAMEWORK OF ORGANIZATIONAL BEHAVIOR

5 PARTS INDEPENDENT OF ONE ANOTHER

1.     The key competencies

2.     The individual in organizations

3.     Leadership and team behaviors in organizations

4.     The organization itself

5.     Integrating cases @ end of the book

Includes the knowledge, skills, and abilities to incorporate values and principles that distinguish right from wrong when making decisions and choosing behaviors

ETHICS

(Ethics Competency)

the values and principles that distinguish right from wrong

includes the knowledge, skills, and abilities to assess personal strengths and weaknesses, set and pursue professional and personal goals, balance work and personal life, and engage in new learning

#1) ETHICS COMPETENCY

KEY ATTRIBUTES

Key Attributes: include the knowledge, skills, and abilities of individuals, teams, and the organization to be effective in doing the following

•  Identifying and describing the principles of ethical decision making and behavior
• Assessing the importance of ethical issues in considering alternative courses of action
• Applying governmental laws and regulations, as well as the employer’s rules of conduct, in making decisions
• Demonstrating dignity and respect for others in working relationships, such as taking action against discriminatory practices as individually feasible and in terms of a person’s position.
• Being honest and open in communication, limited only by legal, privacy, and competitive considerations

CAREER

(Self Competency)

a sequence of work-related experiences occupied by a person during a lifetime

CAREER DEVELOPMENT

(Self competency)

involves making decisions about an occupation and engaging in activities to attain career goals

includes the knowledge, skills, and abilities to value unique individual, group, and organizational characteristics, embrace such characteristics as potential sources of strength, and appreciate the uniqueness of each

#2) SELF COMPETENCY

KEY ATTRIBUTES

Key Attributes: include the knowledge, skills, and abilities of individuals to be effective in doing the following:

·      Understanding one’s own and others’ personality and attitudes

·      Perceiving, appraising, and interpreting accurately oneself and others

·      Understanding and acting on one’s own and others’ work related motivations and emotions

·      Assessing and establishing one’s own developmental, personal, and work related goals

·      Taking responsibility for managing oneself and career over time and through stressful circumstances

#3) DIVERSITY COMPETENCY

KEY ATTRIBUTES

Key Attributes: include the knowledge, skills, and abilities of individuals, teams, and the organization to be effective in doing the following:

·      Fostering an environment of inclusion with people who possess characteristics different from themselves

·      Learning from individuals, teams, or organizations with different characteristics, experiences, perspectives, and backgrounds.  Diversity of thought and behavior is vital to stimulating creativity and innovation

·      Embracing and developing personal, team, and organizational tendencies- such as conscientiousness and and attitudes that demonstrate respect for people of other cultures and races

·      Communicating and personally practicing a commitment to work with individuals and team members because of their talents and contributions, regardless of their personal attributes

·      Providing leadership (walk the talk) in confronting obvious bias, promoting inclusion, and seeking win-win or compromise solutions to power struggles and conflicts that appear to be based on diversity issues

·      Applying laws and regulations as well as org. policies concerning diversity.

PRIMARY CATEGORIES OF DIVERSITY

individuals have relatively little influence over these characteristics

·      Age

·      Race

·      Ethnicity

·      Gender

·      Physical abilities and qualities

·      Sexual and affectional orientation

SECONDARY CATEGORIES OF DIVERSITY

Individuals have relatively more influence over them during their lifetimes by making choices

·      Education

·      Income

·      Marital Status

·      Religious beliefs

·      Geographical location

·      Parental status

·      Behavioral style

    includes the knowledge, skills, and abilities to recognize and embrace similarities and differences among nations and cultures.

CULTURE

(Across Cultures Competency)

is the dominant pattern of living, thinking, feeling, and believing that is developed and transmitted by people, consciously or unconsciously, to subsequent generations. 

For a culture to exit, it must:

·  Be shared by the vast majority of the members

·  Be passed on from generation to generation

·  Shape perceptions, judgments and feelings as well as subsequent decisions and behavior.  

CULTURAL VALUES

(Across Cultures Competency)

#4) ACROSS CULTURES COMPETENCY

KEY ATTRIBUTES

Key Attributes: include the knowledge, skills, and abilities of individuals, teams, and the organization to be effective in doing the following:

·      Understanding and appreciating the characteristics that make a particular culture unique and are likely to influence behavior

·      Understanding how work-related values influence the decisions made by individuals and groups

·      Understanding, leading, and motivating employees with different values and attitudes

·      Communicating in the language of the host country in which the individual is working

·      Working with those from foreign countries

Addressing leadership, organizational, and other issues through a global mind-set

GLOBAL MIND SET

(Across Cultures competency)

includes the knowledge, skills, and abilities to use all the modes of transmitting, understanding, and receiving ideas, thoughts, and feelings- verbal, listening, nonverbal, and written- for accurately transferring and exchanging information.

#5) COMMUNICATION COMPETENCY

KEY ATTRIBUTES

Key Attributes: include the knowledge, skills, and abilities of individuals, teams, and the organization to be effective in doing the following:

·      Conveying information, ideas, and emotions to others in such a way that they are received as intended.  This ability is strongly influenced by a person’s describing skill- identifying concrete, specific examples of behavior and its effects.

·      Providing constructive feedback to others

·      Engaging in active listening- the process of integrating information and emotions in a search for shared meaning and understanding. 

·      Active listening requires the use of the questioning skill- the ability to ask for information and opinions in a way that gets relevant, honest, and appropriate responses. 

·      Using and interpreting nonverbal communication- facial expressions, body movements, physical contact, and symbols that are often used to send messages.

·      The emphasizing skill refers to detecting and understanding another person’s values, motives, and emotions.  It is especially important in nonverbal communication and active listening

·      Engaging in verbal communication effectively- presenting ideas, information and emotions to others, either one to one, between teams, or between organizations

·      Engaging in written communication effectively- the ability to transfer data, information, ideas, and emotions by means of reports, letters, memos, notes, and e-mails

·      Using a variety of computer based resources, such as emails and the Internet

DESCRIBING SKILL

(Communication Competency)

identifying concrete, specific examples of behavior and its effects.

Conveying information, ideas, and emotions to others in such a way that they are received as intended

ACTIVE LISTENING

(Communication Competency)

QUESTIONING SKILL

(Communication Competency)

the ability to ask for information and opinions in a way that gets relevant, honest, and appropriate responses.  

NONVERBAL COMMUNICATION

(Communication Competency)

facial expressions, body movements, physical contact, and symbols that are often used to send messages.

EMPHASIZING SKILL

(Communication Competency)

refers to detecting and understanding another person’s values, motives, and emotions. 

It is especially important in nonverbal communication and active listening

VERBAL COMMUNICATION

(Communication Competency)

presenting ideas, information and emotions to others, either one to one, between teams, or between organizations

WRITTEN COMMUNICATION

(Communication Competency)

#6) TEAMS COMPETENCY

KEY ATTRIBUTES

Key Attributes: include the knowledge, skills, and abilities of individuals, teams, and the organization to be effective in doing the following:

·      Determining the circumstances in which a team approach is appropriate and, if using a team is appropriate, the type of team to use

·      Engaging in and/or leading the process of setting clear performance goals for the team

·      Participating in and/or providing the leadership in defining responsibilities and tasks for the team as a whole, as well as its individual members

·      Demonstrating a sense of mutual and personal accountability for the achievement of team goals

·      Applying decision making methods and technologies that are appropriate to the goals, issues, and tasks contorting the team

·      Resolving personal and task-related conflicts among team members before they become too disruptive

·      Assessing a person’s own performance and that of the team in relating to goals, including the ability to take corrective action as needed

#7) CHANGE COMPETENCY

KEY ATTRIBUTES

Key Attributes: include the knowledge, skills, and abilities of individuals, teams, and the organization to be effective in doing the following:

·      Applyng the 6 previously discussed competencies in the diagnosis, development, and implementation of needed changes

·      Providing leadership in the process of planned change

·      Diagnosing pressure for and resistance to change in specific situations

·      Applying processes to introduce and achieve organizational change.  This includes the ability to identify key issues and diagnose them by examining the basic factors of who, what, why, when, where, and how

·      Seeking, gaining, sharing, and applying new knowledge in the pursuit of constant improvement, creativity, and entirely new approaches or goals.