Organizational Behavior

Organizational Behavior

1. Chapter 12: Leading People Within Organizations

   • Who is a lider?
     • Specifically, people who have high mental abilities are more likely to be viewed as leaders in their environment
       • For example, extraversion is related to leadership. Extraverts are sociable, assertive, and energetic people. They enjoy interacting with others in their environment and demonstrate self-confidence
   • What Do leaders Do
     • when leaders demonstrate people-oriented behaviors, employees tend to be more satisfied and react more positively.
       • when leaders are task oriented, productivity tends to be a bit higher
   • What Is the Role of the Context?
     • The expectancy theory of motivation suggests that employees are motivated when they believe—or expect—that (a) their effort will lead to high performance, (b) their high performance will be rewarded, and (c) the rewards they will receive are valuable to them
       • Thus, leaders will create satisfied and high-performing employees by making sure that employee effort leads to performance, and their performance is rewarded by desired rewards
   • The Role of Ethics and National Culture
     • Ethical decisions are complex and, even to people who are motivated to do the right thing, the moral component of a decision may not be obvious.
       • Around the world, people feel that honesty, decisiveness, being trustworthy, and being fair are related to leadership effectiveness.
   • ¨What´s New
     • the leadership theories that have the greatest contributions to offer to today’s business environmen
       • Transformational LeadershipLeade
       • Leader-Member Exchange (LMX) Theory
       • Servant Leadership
       • Authentic Leadership
   • Leadership Development:
     • The Case of Starbucks
       • Starbucks is forward looking in this respect and strives to attract future business leaders and managers.
         • The importance of leadership is not only ingrained in the upper management team, but Starbucks also ensures that this is an understood value throughout the organization.

2. Chapter 13: Power and Politics

   • Focus on Power
     • The Case of Steve Jobs
       • Jobs draws on all six types of power: legitimate, expert, reward, information, coercive, and referent.
         • His vision and sheer force of will helped him succeed as a young unknown.
   • The Basics of Power
     • power is the ability to influence the behavior of others to get what you want.
   • The Power to Influence
     • Legitimate Power
     • Reward Power
     • Coercive Power
     • Expert Power
     • Information Power
     • Referent Power
   • Understanding Social Networks
     • Social networks are visual maps of relationships between individuals.
       • They are vital parts of organizational life as well as important when you are first looking for a job.
   • The Role of Ethics and National Culture
     • Power brings a special need for ethics, because the circumstances of power make it easy for misuse to occur.
   • Getting Connected
     • The Case of Social Networking
       • Networking establishes connections between individuals and access to information that one might not normally have access to.
         • In business, the more central you are, the more power you have
   • Organizational Politics
     • Organizational politics are informal, unofficial, and sometimes behind-the-scenes efforts to sell ideas, influence an organization, increase power, or achieve other targeted objectives

3. Chapter 14: Organizational Structure and Change

   • Organizational Structure
     • The case of Toyota
       • Toyota reached success in part because of its exceptional reputation for quality and customer care.
         • TPS is built on the principles of “just-in-time” production. In other words, raw materials and supplies are delivered to the assembly line exactly at the time they are to be used.
   • Organizational Structur
     • Building Blocks of Structure
     • Centralization
     • Formalization
     • Hierarchical Levels
     • Departmentalization
   • The Role of Ethics and National Culture
     • when corporate culture is too rigid and hierarchical, employees have fewer opportunities to develop their moral intelligence.
       • Organizational change is a time when managers are expected to behave ethically, because many moral dilemmas are likely to emerge when an organization is faced with change.
   • Changing for Good
     • The Case of Hanna Andersson Corporation
       • Hanna Andersson has shown that it deeply values its employees. The company provides supplemental child-care reimbursement to all employees
   • Organizational Change
     • Organizational change is the movement of an organization from one state of affairs to another.
       • Organizational change can take many forms. It may involve a change in a company’s structure, strategy, policies, procedures, technology, or culture.