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assumptions should be followed. The first is that the person accepts responsibility for their actions. Secondly the person must participate in the learning activity and lastly the person must be open minded to new information, skills, ideas and experiments. An open attitude is necessary so that change is possible through the learning process. Therefore organizational behavior is an applied discipline of educated rather than trained.
4. What effects will the globalization of business have on a company s culture? How can an organization with a strong made in America identity compete in the global marketplace? Globalization is the logic of freeing, opening, deregulating and privatizing of economies so that they will appear more attractive for investors. Competition is the biggest effect seen through globalization. A strong Made in America organization will have to globalize their firms to be able to compete in the global village. All parts of an organization are affected by business globalization and cultural differences should be recognized and embrace.
understand each employees unique goals. This will help the managers strategically assign tasks which are consistent with the employees career goals.
6. How can self-serving bias and the fundamental attributions error be avoided? Managers should learn as much as possible about individual differences in order to understand both themselves and those they work with. The old saying put yourself in the others persons shoes is one of the best things to do. Both knowledge and understanding of the fundamental attribution error and self-serving bias can help a manager guard against these biases in the process of looking for the causes of these behaviors on the job. Consideration should be give that behavior might have more than one explanation.
4. In Rokeach s studies on values, the most recent data are from 1981. Do you think values have changed since then? If so, how? In my opinion the instrumental and terminal values established by Milton Rokeach are much the same today as back in 1981. Values are the general belief in right and wrong. Rokeach s instrumental values reflect a person s means to achieving their goals. Honesty, ambition, self sufficiency and courage represent acceptable behaviors used to achieve such goals. Terminal values represent the goals to e achieved by an individual. Happiness, love, pleasure, self-respect and freedom are examples of goals every individual strives to achieve. Individuals can rank-order these values in terms of the importance to achieving goals but the end result is the values have not changed. 5. What are the most important influences on an individual s perceptions of ethical behavior? Can organizations change these perceptions? If so, how? One of the most important influences on an individual s perception of ethical behavior is values as described in Rokeach s study. Another influence is locus of control or a personality variable that affects an individual s behavior. A person with an internal locus of control believe that they control their lives and are responsible for what happens to them. External locus of control individuals believe that outside forces control what happen to them. Machiavellianism is another personality characteristic that indicates an individual s willingness to do whatever it takes to get their way. The three levels of cognitive moral development also affect ethical behavior. Since perceptions vary widely from one person to another organizations can use several ways to increase ethical behavior. Employers can counter the Machiavellian individual by focusing more on teamwork versus a one-on-one relationship therefore the individual does not get the upper hand. Another action would be to hire those individuals who share the same values as the organization. Research has shown that moral development can be increased through training and organizations could help these individuals move to a higher development through education seminars. Managers can also offer guidance by encouraging ethical behavior by installing a code of conduct, ethics committee, communication system, training, rewards and punishment programs.
The need for power is a person s desire to be influential in a group and it control their environment. People with a strong need for power are likely to be superior performers.
4. If a conflict occurred between your self-evaluation and the evaluation given to you by your supervisor or instructor, how would you respond? What, specifically, would you do? What have you learned from your supervisor or instructor during the last reporting period? If a conflict occurred on my evaluation I would ask to discuss in detail the conflict with my supervisor. I would specifically ask for examples to justify the conflict. If these examples were justified I would look within myself for ways to overcome the conflict and improve my behavior or action. If the examples were not justified to my satisfaction I would counter with an explanation. Regardless of the outcome I would take responsibility for my actions. A supervisors responsibility is to encourage employee growth and development just as it is my responsibility as an employee to grow and develop.
number of divorces and single parent homes. There are also an abundance of stress related illnesses such as fibromyalgia and stress related heart conditions.
Chapter 8 Communication
Review Question
1. What different components of a person s perceptual screens may distort communications? Perceptual screens are the windows through which people interact with each other. These screens can influence both the communicator and the receivers quality, accuracy and clarity of the message. The screens influence whether the message sent and the message received are the same or whether the message is distorted. Each person brings their own personal factors into interpersonal communications which include age, gender, beliefs and values, past experiences, cultural influences and the persons individual needs. The extent of which a perceptual screen is either open or closed can greatly influence both the sent and received message.
Increasing numbers of business people are bilingual and some even multilingual. Another method to the language barrier is to avoid jargon or technical language except with those who clearly understand it as subtle distinctions in dialects within the same language can often cause confusion and miscommunication. 6. What nonverbal behaviors do you find most helpful in others when you are attempting to talk with them? When you try to listen to them? The nonverbal behavior I find most helpful is kinesics which is the study of body movement which includes posture. Facial expressions and eye contact are also helpful. The human face is extremely expressive and can say many things without speaking a word. Eye contact is also an important aspect of communication. Eye contact is important in maintaining the flow of conversation and for gauging the other persons response. I try to use the same nonverbal behaviors when I am listening to someone as well.
and schedules. The task of summarizing ideas pulls together the ideas and states what the team needs to do. A maintenance function is the activities which are essential to effectively satisfying interpersonal relationships among a team. Supporting and encouraging others in a team is an important maintenance function. Following a group members lead is sometimes as important as leading others. Communication gatekeepers ensure balanced contribution from all members of the team. Harmonizing conflict helps to both reduce and resolve conflict within a team. Tension reducing activities are both helpful and important to the reduction of negative and even destructive behavior feelings within the team.
5. What are some organizations that use expert systems? Group decision support systems? How will these two technologies affect managerial decision making? NASA and Hewlett Packard are two organizations that use both the expert system and the group decision support system. The expert system uses the system of artificial intelligence. The systems is set up using decision rules and the expert system is highly dependent on the effectiveness of its design. A group decision support system uses computer support and communication facilities to support the group decision making process either through face to face meetings or dispersed meetings.
5. How does attribution theory explain the reactions supervisors can have to influence tactics? How can mangers prevent the negative consequences of political behavior? Attribution theory is the theory that explains how a person pinpoints the causes of their own behavior as well as the behavior of others. Influence is the process of a person affecting the thoughts, behavior or feelings or another person. Managers should develop and maintain open lines of communication in all directions. Managers should treat each person with a basic respect and understand that relationships are a two way street. A managers choice of tactics are important but so is the quality of the relationship between manager and employee.
Feedback from the job is the degree to which the employee carrying out the work activity gets results in obtaining clear and direct information about the effectiveness of their performance. The critical psychological states included experienced meaningfulness of the work which means the employee feels the job is meaningful, valuable and worthwhile. Experienced responsibility for work outcome is when the employee feels personally held accountable and responsible for the results of the work they do. Knowledge of results is when the employee knows and understands continuously how effectively they are performing the job.
He valued his employees and it shows in their continued willingness to pitch in and help out. Ceremonies and rites by Mr. Kellecher included announcing births and marriages of his employees while he held the CEO position.
4. Can organizations prevent resistance to change? If so, how? In my opinion an organization cannot prevent resistance to change but if they utilize the processes of open communication, participation, empathy and support the process will be an easier transition for both employee and employer.
Bibliography
Nelson, D. L., & Quick, J. C. (2010). Organizational Behavior: Science, the Real World, and You. South Western College.