Chapter on "Culture and Behavior in an Organization"

Chapter 14 pages (4770 words) Sources: 0

[EXCERPT] . . . .

, 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.,… READ MORE

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