Textbook Notes (362,789)
Canada (158,053)
MHR 405 (330)
. (3)
Chapter 2

Chapter 2 MHR405.pdf

5 Pages
Unlock Document

Ryerson University
Human Resources
MHR 405

Organizational Behavior - MHR 405 Chapter 2 Amir Ali Golbazi Creating a Positive Work Environment: Attitudes, Values, Ethics Why is it Important to Create a Positive Work Environment? Organizational Sustainability is not just about profits but also about the organization’s responsibility to the community in which it operates, to its people who they employ and how the organization interacts from an ethical and moral perspective. - Such employers are known as High Performing Organizations. These are organizations which produce extraordinary results and sustain this performance over changing market conditions. They also adapt industry best practices while incorporating their own unique processes and they view failures as opportunities for learning. - They also develop faster than their competition and maintain a higher rate of satisfaction for their stakeholders.They also treat their employees with respect and dignity and are aware of social responsibility and often act as role models for their industry of trade. - These companies adopt a Triple-Bottom-Line attitude. This essentially means that the corporate citizen understands and cares about the impact of operations on the environment, people and community. This is simply a baseline for measuring performance, adding social value and environmental dimensions o the traditional monetary benchmark. - High Value in Employee Currency. - They also employ individuals whom utilize the Best Practice Methods which is the processes, and practices and systems that an organization does particularly well and that are widely recognized as improving the organization’s performance and efficiency. - The task of management in this case is to find these best practice methods and adapt them into the industry. This is known as bring the outside in while keeping their signature processes. What does a Positive Work Environment Look Like? There are Three critical elements that organizations must consider when trying to create and sustain a positive work environment. Successful organizations pay close attention to these factors and try to incorporate and attend to them as much as possible. ORGANIZATIONAL ENVIRONMENT High performing organizational clearly set out who they are, what their values are and where they are headed. In addition they also have employees who can help them get there. - Culture is strong, adaptive and appropriate to the goals of the entity. - Leaders are influential, positive, and motivating. - Communication is open and supports knowledge management, Problem solving, and coordination of work. - Decision making is ethical, all policies, procedures, or practices are designed In accordance to the organization’s goals. COMPONENTS OF A JOB Most of us would like to do a “Good Job”, but often when roles, responsibilities, and accountabilities are not clear we fail to attain this goal. - Organizations with positive work environment clearly depict the purpose of the job and how the job contributes the the success of the organization. - In addition they outline how an individual can contribute to that success. - As well they create jobs which effectively satisfy these attributes of a successful organization. UNDERSTANDING INDIVIDUAL DIFFERENCES Organizations need to comprehend that there are dissimilarities in employees and use them as leverages in their industries. - These differences include various values, attitudes, personalities and perceptions on emotional and ethical levels. - It is very important to try and understand what motivates an individual in the workplace. This is the key to success. ORGANIZATIONAL BEHAVIOR MHR 405 CHAPTER 2 AMIR ALI GOLBAZI 1 Values Values are Enduring beliefs that a specific mode of conduct or end state of existence is personally or socially preferable to an opposite or converse mode of conduct or end state of existence. - Values guide behavior by providing criteria in which an individual can use to define happenings and actions in the workplace. - These are learned throughout our lives and differ greatly between individuals. INSTRUMENTAL & TERMINAL VALUES Milton Rokeach, distinguished two types of values: Instrumental & Terminal Values. Instrumental Values: are values which represent the accepted behavior in achieving a certain goal or end state. They include such characteristics as ambition, honesty, responsibility and independence. Terminal Values: are in contrast the goals which are to be achieved or the end state of existence. They include such things as love, happiness, pleasure, self respect, equality and freedom. - The two values work together to instigate and maintain roles and goals for individuals and for them to achieve it in a certain way. FACTORS THAN INFLUENCE VALUES Individual vary widely in their value systems. Various generations also are motivated to work for different reasons. Consider the following: Traditionalists are loyal to their job, respect authority, and get the job done. Baby Boomers challenge authority, prefer to work in flat organizations with a lot of teamwork and have a “Live to Work” mentality. Generation X loves intellectually stimulating work and value learning, advancement, respect competence and skills over seniority, and work in environment where eduction is emphasized as much as continuos learning. Generation Y demonstrates a “Work to Contribute” mentality, preferring to engage in casual relationships with managers and expecting immediate payoffs for a job well done. CULTURAL DIFFERENCE IN VALUES CROSS CULTURAL STUDIES: ANALYZING DIFFERENCES ACROSS CULTURES There have been two significant studies which contribute to the understanding of cultures and their value systems: GLOBE Study & the work of Geert Hofstede. - GLOBE is abbreviation for Global Leadership and Organizational Behavior Effectiveness Research Project. It examined the interrelationships between societal culture, organization culture, and organizational leadership. - They illustrated Nine dimensions of culture: (1) Assertiveness, (2) Future Orientation, (3) Gender Equalitarianism, (4) Uncertainty Avoidance, (5) Power Distance, (6) Institutional emphasis on Collectivism VS Individualism, (7) In-Group Collectivism, (8) Performance Orientation, (9) Humane Orientation. - Hofstede on the other hand came up with 5 dimensions analyzing cross cultural differences: (1) Power Distance, (2) Individualism Vs Collectivism, (3) Masculinity VS Femininity, (4) Uncertainty Avoidance, (5) Long VS Short term orientation. - Here is the relationship between the two theories: POWER DISTANCE This is the degree of inequality among people that the population considers normal, from relatively equal (Small Power Distance) to very different (Large Power Distance). - Creating a hierarchy of command (High Power Cultures) results in undue stress and create a more positive working environment. - H I G H : R u s s i a , S p a i n , T h a i l a n d LOW: Netherlan
More Less

Related notes for MHR 405

Log In


Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.