Organizational Behavior

Topics: Decision theory, Decision making, Decision engineering Pages: 27 (8693 words) Published: June 5, 2012
Organizational Behavior

Chapter 1: Organizational Behavior and Opportunity

4. Briefly describe the elements of the formal and the informal organization. Give examples of each.

Formal structure is the way that the organization is operated by those with responsibility for managing the organization. They create formal structures to ensure that the standard operating procedures are followed and the duties are streamed down by a hierarchical approach. I work in a formal structure (government job) where we follow the chain of command and use titles as a way of acknowledging the roles. Informal structure is the intertwining social structure that governs how people work together and the elements are important because people’s feelings, thoughts, and attitudes about their work do have an impact in their behavior and performance. McDonald’s has an informal structure most opinions and behavior effect how the rest of the employee’s attitude and work behavior was displayed.

1. How do the formal aspects of your work environment affect you?   What informal aspects of your work environment are important?

The formal aspects of my work environments plays an important role it spells out what is expected of me what I am to do and the limits of my job. The informal aspects is how well my peers and I get along, how much respect is given to employees and pay and benefits also play a role.

4. Discuss two ways people learn about organizational behavior.

Individuals learn organizational behavior from mastery of objective knowledge and years of skilled development these two aspects go hand and hand. Objective knowledge is the mastery of conceptual teaching and research findings from basic and applied studies. In contrast, skill development is taught through actually doing the task and repeating the task frequently along with feedback.

1. Using consequential, ruled-based, and character theories, evaluate Melissa’s and Brian’s decision.

Melissa and Brian have to consider which is more important the growth or their international connect or their mission statement. They could go global in China and have their values contradicted; which would have their other customers wandering about the integrity of Disco Global. They could stick with their values and look to each another international market, if China is not the best choice then look elsewhere. Looking at the act itself whether it is considering the merger with China or even having a dilemma looks kind of questionable to me because are Melissa and Brian being true to themselves or are they looking for a quick profit gain. Yes the character of both Melissa and Brian are being looked upon because again is being moral more important than profit gaining.

Chapter 2: Challenges for Managers

1. What are Hofstede‘s five dimensions of cultural differences that affect work attitudes?   Using these dimensions, describe the United States.

Hostede describe 5 dimensions of cultural differences for work related attitudes. The 1st is individualism vs. Collectivism: Individualism, which states that each individual is acting on his or her own, making their own choices and is expected to look at one’s self and/or immediate family and Collectivism is where decisions are made on what is best for the group, identity is based on social system and which they expect absolute loyalty to the group. Furthermore, in the US culture they lend toward collectivism where we support each other and for the good of all. 2nd dimension is Power distance this constitutes how people perceive power and level of status (good or bad). The US follow the low or weak power distance meaning that all have equal rights, decentralized authority and lend towards a flat organizational structure. The 3rd dimension is Uncertainty Avoidance is defined by members of a society are able to cope with the uncertainty of the future without experiencing excessive stress. The US is most likely to adopt...
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