Experiential Exercise: Self-Competence – Key Competencies Self-Assessment Test 27 Case: Diversity Competence – Accenture's Work-Life Balance Programs 29. Learning from Experience: Anne Mulcahy, Chairman and Former CEO of Xerox, Committed to Business Ethics 33.
Motivating Employees 156
Motivation: Goal Setting and Reward Programs 190
Workplace Stress and Aggression 218
Experiential Exercise: Self-Competence—The Work-Related Stress Inventory 249 Case: Ethical Competence—Coleen Colombo and Colleagues Resisting Mortgage Fraud 250 .
Leadership and Team Behaviors 251
Interpersonal Communication in Organizations 252
Leadership Effectiveness: Foundations 288
Leadership Effectiveness: New Perspectives 318
Experiential Exercise: Self-Competence – GLOBE Tool for Leadership Behavior 342 Case: Changing Competence – Sir Richard Branson, Chairman, Virgin Group, Ltd.
Developing and Leading Teams 346
Managing Conflict and Negotiating Effectively 382
The Organization 411
Managerial Decision Making 412
Experiential exercise: self-competence – personal creativity inventory 440 Case: self-competence – a manager's dilemma: who gets the project.
Organization Design 444
Cultivating Organizational Culture 476
Managing Organizational Change 508
Integrating Cases 541
A Day in the Life of Yolanda Valdez 542
Alan Mulally, CEO, Ford Motor Company 543 Case 3 Conflict Resolution at General Hospital 545
BMW’s Dream Factory and Culture 550 Case 6 ROWE Program at Best Buy 553
Whole Foods Market 555 Case 8 The Road to Hell 559
How Personal Can Ethics Get? 562
Appendix: BizFlix A-1
We've kept some exercises you found effective and developed others that are new for this edition. We have retained its author, and she has added new enrichment modules to help faculty members explain the content of each chapter to students.
The Learning Process
Of the 10 features, 9 are NEW to this edition and include organizations such as Johnson & Johnson, Mattel, The Gap, CitiMortgage, and Enron. Readers can use these summaries to assess their mastery of the material presented in the chapter.
Learning Framework
We asked questions related to the seven competencies that were illustrated in the book. Corporate culture is the "soul" of an organization, and therefore knowing how to create, maintain and change culture becomes an essential part of any leader's goals.
Resources for Instructors
The test bank is available on the Instructor's Resource CD-ROM and on the product support website, www.cengage.com/management/hellriegel. Available on the Instructor's Resource CD-ROM, Exam View contains all the questions in the printed test bank.
Learner and Instructor Resources
Student benefits include automatic feedback from quizzes and exams; interactive, multimedia-rich explanation of concepts; online exercises that reinforce what they have learned; flash cards with audio support; and greater interaction and engagement through online discussion forums. Contact your local South-Western/Cengage Learning sales representative to learn more about this powerful tool and how the BCRC can save valuable time for both instructors and students.
Acknowledgments
He worked on the faculties of the Pennsylvania State University and the University of Colorado. Professor Hellriegel has served as Vice President and Program Chair of the Academy of Management (1986), President-Elect (1987), President (1988), and Past President (1989).
Learning about Organizational
Behavior 1
Individual and Organizational Ethics 2
Learning Content
Learning Goals
You can misinterpret what they are saying and assume they are trying to humiliate you, or you can say,. We also promote initiatives to preserve the environment in which we and our consumers live and work.
Learning from Experience
The competencies are applicable to individuals and teams across all functional areas and levels of the organization and to the organization as a whole. They apply to individuals and teams in all functional areas and levels of the organization and to the organization as a whole.
Ethics Insight
I believe that to meet these challenges, unwavering integrity is one of the most important qualities a leader can possess for effective and ethical crisis management throughout an organization. And we are committed to facing future challenges in the same way: with integrity – out of the shadows and on an ethical path.
Indra Nooyi’s Development Journey
When his team couldn't find a cheap alternative to palm oil for their products in Thailand, they kept pushing and saying, "I hear you, I hear you, so what's the real solution?" until they came up. The shape and direction of an individual's career over a long period of time is influenced by many factors (eg the economy, job availability, skill acquisition, personal characteristics, family status and employment history). 20.
Diversity Insight
At PepsiCo, the importance of the diversity competency is illustrated by Indra Nooyi: “It is important to create an inclusive culture: a place where people can. The following feature provides some highlights of the diversity competency for one organization.
Aetna’s Diverse Discoveries Program
Developing intercultural competence is useful for diagnosing, understanding and relating to individuals with different cultural values. As a result of an alliance between Nissan and Renault in 2005, he also serves as Renault's CEO.28 The following Cross-Cultural Competence feature provides some insight into Ghosn's leadership across cultures.29.
Carlos Ghosn, CEO, Nissan-Renault
It is essential that leaders develop a deeper understanding of the country and culture in which they operate and try to learn about its strengths. Active listening requires the use of questioning skills—the ability to solicit information and opinions in a way that elicits appropriate, honest, and appropriate responses.
Maureen Chiquet, Global CEO, Chanel S.A
Whenever I'm in a Chanel boutique, I ask the store employees what's selling, how consumers are responding, and what we should do differently. In fact, they are often compatible.37 The potential strengths and weaknesses of teams are captured in the following statements:
Grant Reid, President, Mars Drinks
The change competency encompasses the knowledge, skills, and capabilities to recognize and implement necessary adjustments or entirely new transformations in the people, tasks, strategies, structures, or technologies.39 The challenge of change is well articulated by Grant Reid, the focus of the preceding to Teams Competency, when he adds: “My experience is that when you bring people together, everyone is uncomfortable with changes of varying degrees. In the 1980s, when I worked in Europe, you had teams that were more like bagel clubs: everyone came in and had a nice chat.
Indra Nooyi Leads Change at PepsiCo
Eckert, Chairman and CEO, Mattel, Inc. What characteristics of the ethical competence are illustrated in this characteristic. Review the Self-Empowerment Feature on "Indra Nooyi's Development Journey." What characteristics of self-efficacy are illustrated in this characteristic.
Experiential Exercise: Self Competency Key Competencies Self-Assessment Inventory
Review the Teams Competencies feature on Grant Reid, President, Mars Drinks. What attributes of team competence are illustrated in this feature. Review the Change Competence feature on "Indra Nooyi Leads Change at PepsiCo." What attributes of change competence are illustrated in this feature.
Case: Diversity Competency
Lawrence Kohlberg is probably the best-known scientist in the field of the psychology of ethical decision-making and behavior. An employee at this stage may be willing to meet the employer's needs to reduce absenteeism, but only if the employer gives something in return.
Anne Mulcahy’s Ethical Leadership
The six factors of ethical intensity are influenced by the characteristics of the decision itself. How would you evaluate the ethics of your decision regarding the extent to which it is based on each of the following ethical principles.
James McNerney, CEO of Boeing
Recall the leadership initiatives of James McNerney, CEO of Boeing, in the Change Competency function to strengthen the ethics of the organization's culture. Sexual harassment is one of the many categories of harassment that can occur in the workplace.
Verizon’s Workplace Diversity
The organizational interest principle suggests that leaders should consider the wants and demands of various stakeholders for the good of the organization. Others believe it is ethically correct to limit supervision to workplace behaviors such as theft and personal use of the Internet.
Johnson & Johnson’s Stakeholder Ethics and Principles
The seriousness of misconduct is illustrated by the six factors that make up ethical intensity: the degree of moral importance attached to an issue. The satisfaction of the parties with how these thorny ethical issues are resolved depends somewhat on the presence of procedural fairness—the perceived fairness of the rules and guidelines used to make decisions—and interactive fairness.
Experiential Exercise: Ethics Competency What Is Your Decision? 82
Case: Diversity Competency Consensual Relationship Agreements 83
Understanding Individual Differences 3 Perceptions and Attributions 4
Learning Concepts to Improve
Performance 5
Motivating Employees 6
Motivation: Goal Setting
This 'something', which represents the unique qualities of the individual, is personality.3 No definition of personality is universally accepted. Phrases like "She's just like her daddy" or "He gets those annoying traits from your side of the family, honey" reflect such beliefs.
Self Insight
A few of the countries with a long-term orientation are China, Japan, India and the Netherlands. How do you believe that the culture of the United States influenced the development of Steve Jobs.
David Neeleman of JetBlue
The higher the score, the more stable, confident and efficient you are likely to be. Locus of control is typically considered a part of the conscientiousness factor (see Figure 3.3).
Why Personality Is Important at Starbucks
Think about the job you have now, or a job you've had in the past. Job satisfaction is a collection of numerous attitudes towards various aspects of the job and represents a general attitude.
Mercedes-Benz
Highly engaged employees are likely to see themselves as dedicated members of the organization, referring to the organization in personal terms such as "We make high quality products." They will overlook minor sources of job satisfaction. When Diana O'Brien left Deloitte & Touche to work for another firm, she was just one of many women who did.
Deloitte & Touche
Individuals who anticipated positive emotions (eg, I will feel excited, delighted, etc.) lost more weight than those who did not have such positive anticipatory emotions. If so, then they will experience positive emotions; if no, then they will experience negative emotions.
Experiential Exercise: Self Competency What Are Your Cultural Values? 35
A high score indicates a culture in which individuals believe in an unequal distribution of power between segments of the culture. Some major events in my life have led me to reevaluate what is important and what is not.
Experiential Exercise: Self Competency What’s Your Emotional IQ? 36
People who score high (greater than 18) in social empathy are thoughtful and consider the feelings of others when making decisions and weigh those feelings with other factors when making a decision. Individuals who have high (over 18) social skills, sense the developmental needs of others, inspire and lead groups, send clear and persuasive messages, build effective interpersonal relationships, and work well with others to achieve common goals.
Case: Self Competency Larry Ellison at Oracle Computer 37
Then we examine the external and internal factors that influence perception, the ways in which people organize perceptions, the process of person perception and various errors in the perceptual process. On Wall Street they are busy making money between now and next Thursday.
McDonald’s Use of Feng Shui
For example, a hand shake can be interpreted as a friendly gesture or as a threat, depending on the circumstances and state of mind of those involved. To illustrate how personality can influence perception, let's look at one of the Big Five factors: conscientiousness.
Ethical Insight
Misinterpretation of the situation occurs when an individual gives some meaning to observations and their relationship. When Arab businessmen receive a gift, it is not customary to open it in front of the giver.
Doing Business in Arab Countries
The observed causes of behavior reflect several antecedents: (1) the amount of information the observer has about the people and situation and how that information is organized by the observer; (2) the observer's beliefs (implicit personality theories, what other people in a similar situation might do, etc.); and (3) the observer's motivation (e.g., the observer's interest in making an accurate assessment). The fundamental attribution error is not the only bias that can influence judgments about internal versus external causes of behavior.
The Gap
Has your perception of the Gap's use of foreign manufacturers changed after reading this competency section? In general, there seems to be some version of the selfish bias when people are asked to compare themselves to others in the world.
Experiential Exercise: Self Competency The Perception Process 34
If you take on an assignment from an organization abroad, what are some of the perception errors you need to avoid in order to successfully complete the assignment? Give an example of a situation in which you attributed someone's behavior to internal or external factors.
Case: Self Competency Joan Murphy 35
Instructions
The Case
Causes of Performance
Appropriateness of Corrective Action
A leader's response to an employee depends on the consequence of the behavior (and sometimes on the behavior itself, regardless of the consequence). A reward does not act as a reinforcer if the frequency of the behavior decreases or remains unchanged.
Communication Insight
The company's employees do not show up for work in one of the company's more than 11,000 stores—. The rest of the time, absences were related to having to be somewhere else, or the individual just didn't feel like going to work.
Coming to Work Today?
Another problem is that the control of undesirable behavior depends on the presence of the leader. Individuals have also learned how to "game" the situation to avoid the punisher, as the following feature of Ethics Competence illustrates.16.
Time Off for Bad Behavior
Discipline can include reprimanding, fining, or suspending—and ultimately firing—the employee if the behavior continues. The schedule of reinforcement often depends on practical considerations (eg, the nature of the person's work and the type of reinforcer used intentionally or unintentionally).
Flowers: A Symbol of Love?
In a fixed ratio schedule, the desired behavior must occur a certain number of times before it is reinforced. The employee quickly determines that reinforcement is based on the number of responses and performs the responses as quickly as possible to receive the reward.
Change Insight
Self-control refers to the individual choosing his or her goals and ways to achieve them in order to learn new behaviors. A group of employees visit the manufacturer of the device to learn first hand how to use it.
Steelcase Inc
Employees with high self-efficacy thought they were able to achieve high-performance goals—and they did. If a manager has high expectations of an employee and provides appropriate training and feedback, the individual's self-efficacy is likely to increase.
Experiential Exercise: Self Competency What Is Your Self-Efficacy? 29
In courses in your major you can have greater self-efficacy than in courses outside your major. What actions can you take to increase your independence at either work or school.
Case: Self Competency
These deficiencies can be psychological (eg need for recognition), physiological (eg need for water, air or food) or social (eg need for companionship). The three lowest categories of needs—physiological, safety, and belonging (social)—are also known as deficiency needs.
