BUS520 - 1

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purplefleur
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13813
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BUS520 - 1
Updated:
2010-04-10 14:11:09
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organizational behavior comptetncies components learning
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Organizational Behavior and Key Competencies
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  1. PRINCIPLE OF PERSONAL POWER
    empowering associates that allows them to take personal responsibility for the whole job
  2. PRINCIPLE OF BEING-IN-ALLIGNMENT
    based on a common purpose that honors diversity of thought, creates enourous synergy and leads to ongoing breakthroughs.
  3. PRINCIPLES OF VISION-IN-ACTION
    • being guided by a vision of possibility;
    • having a powerful purpose that gives meaning to people's lives and work;
    • the soul of our organization
  4. THE PRINCIPLE OF TRANSFORMATION
    our situations and circumstances may not be nearly as set in stone as we think they are
  5. ORGANIZATIONAL BEHAVIOR
    the study of individuals and groups within an organizational context, and the study of internal processes and practices as they influence the effectiveness of individuals, teams, and organizations
  6. MAJOR TOPICS OF ORGANIZATIONAL BEHAVIOR
    • individual characteristics: beliefs, values and personality.
    • Individual processes: perception, motivation, decision making, judgement, commitment, control.
    • Group characterisstics: size, composition, structural properties.
    • Group processes: decision making, leadership.
    • Organizational Processes: goal setting, appraisal, feedback, rewards, turnover, stress, etc.
  7. 4 BASIC COMPONENTS OF LEARNING FRAMEWORK
    • 1. key competencies that underlie and integrate the next three components
    • 2. the individuals in organizations
    • 3. leaders and teams in organizations
    • 4. the organization itself
  8. INDIVIDUALS IN ORGANIZATIONS
    an effective employee understands what affects their behavior before attempting to influence others. Internal and external factors shape behavior
  9. LEADERS AND TEAMS IN ORGANIZATIONS
    effective organizations have leaders who can integrate customer, employee and organizational goals.
  10. THE ORGANIZATION
    all employees must understand their jobs and organizational design
  11. CHANGE MANAGEMENT
    the management of change involves adapting an organization to the demands of the enfironment and modifying the actual behavior of employees.
  12. 7 KEY COMPETENCIES FOR EFFECTIVENESS
    • 1. self
    • 2. communication
    • 3. diversity
    • 4. ethics
    • 5. across cultures
    • 6. teams
    • 7. change
  13. INDIVIDUAL-BASED COMPETENCY FRAMEWORKS
    • select, develop, assess and promote employees
    • (Amex, Bank of America, Exxon-Mobile, John Hancock, Merck & Co., and AT&T)
  14. SELF COMPETENCY
    • most basic of 7 competencies.
    • indludes the KSAs to access your own strengths and weaknesses, set and pursue professional and personal goals;
    • balance work and personal life;
    • engage in new learning - including new or modified skills, behaviors, and attitudes
  15. CAREER
    sequence of work-related experiences occupied by a person during a lifetime. Doesn't imply success or failure, no absolute standards to evaluate, should examine subjectively and objectively
  16. CAREER DEVELOPMENT
    involves making decisions about an occupation and engaging in activities to attain career goals. Cultural factors play a role in careers.
  17. CAREER PLAN
    is the individuals choice of occupation, organization, and career path
  18. COMMUNICATION COMPETENCY
    • includes the KSAs to use all modes of transmitting, understanding and receiving ideas, thoughts and feelings:
    • verbal,
    • listening,
    • nonverbal,
    • written,
    • electronic, etc.
  19. DESCRIBING SKILL
    identifying concrete, specific examples of behavior and its effects
  20. ACTIVE LISTENING
    process of integrating information and emotions in a search for shared meaning and understanding - uses questioning skill
  21. QUESTIONING SKILL
    ability to ask for information and opinions in a way that gets relevant, honest and appropriate responses
  22. NONVERBAL COMMUNICATION
    facial expressions, body movements, and physical contact that are often used to send messages.
  23. EMPATHIZING SKILL
    refers to detecting and understanding another person's values, motives, and emotions.
  24. VERBAL COMMUNICATION
    presenting ideas, information and emotions to others, either one-to-one or in groups
  25. WRITTEN COMMUNICATION
    the ability to transfer data, information, ideas, and emotions by means of reports, letters, memos, notes, e-mail messges, and the like.
  26. DIVERSITY COMPETENCY
    includes the KSAs to value unique individual and group characteristics, embrace such characteristics as potential sources of organizational strength, and appreciate the uniqueness of each individual
  27. DIVERSITY KSAs
    • fostering en environment of inclusion
    • learning from those with different perspectives, backgrounds
    • embracing conscientiousness, respect
    • communicating a commitment to workwith others
    • providingleadershhip - walk the talk
    • applying laws and policies
  28. CATEGORIES OF DIVERSITY
    • Primary -
    • age/generation,
    • race, ethnicity,
    • gender,
    • physical abilities and qualities (size, features, disabilities),
    • sexual orientation

    • Secondary -
    • education,
    • work experience,
    • income,
    • marital status,
    • religious beliefs,
    • geographic location,
    • parental status,
    • behavioral style
  29. KEY KSAa OF ETHICS COMPETENCY
    • identifying and describing the principles of ethical decision making and behavior;
    • assessing the importance of ethical issues in considering alternative courses of action;
    • applying governmental laws and regs as well as employer's rules of conduct in making decisions;
    • demonstrating dignity and respect for others;
    • be honest and open in communication
  30. ETHICAL DILEMMA
    occurs when an indivisual or team must make a decision that involves multiple values.
  31. ACROSS CULTURES COMPETENCY
    includes the KSAs to recognize and embrace similarities and differences among nations and cultures and then approach key organizational and strategic issues with an open and curious mind.
  32. CULTURE
    is the dominant pattern of living, thinking, feeling, and believing that is developed and transmitted by people, consciously or unconsciously, to subsequent generations.

    For a culture to exist it must be shared by major group or society, be passed on from generation, shape perceptions, judgments and feelings as well as subsequent decisions and behavior
  33. CULTURAL VALUES
    those deeply held beliefs that specify general preferences and behavious and define what is right and wrong.
  34. KEY KSAs IN ACROSS CULTURES COMPETENCY
    • understand and appreciate unique characteristics;
    • identify work related values, individual and group making decisions;
    • understand and motivate employees with different values and attitudes;
    • communicating in the language of the employee;
    • taking assignments in foreign country;
    • addressing issues through a global minde set
  35. GLOBAL MIND-SET
    viewing the environment from a woldwide perspective, always looking for unexpected trends that may create threats or opportunities for a unit or an entire organization "thinnk globally, act locally"
  36. TEAMS COMPETENCY
    includes the KSAs to develop, support, facilitate, and lead groups to achieve organizational goals.
  37. KEY KSAs OF TEAMS COMPETENCY
    • determining circumstance when a team approach is appropriate;
    • engaging or leading the process of setting clear performance goals for the team;
    • participating in or providing leadershipin defining responsibilities for the team and its members;
    • apply decision making methods that are appropriate for the teams goals, issues, etc.;
    • resolve personal and task related conflicts;
    • assess a person's own performance and the teams.
  38. CHANGE COMPETENCY
    includes the KSAs to recognize and implement needed adaptations or entirely new transformations in the people, tasks, strategies, structures, or technologies in a person's area of responsibility
  39. KEY KSAs IN CHANGE COMPETENCY
    • apply the 6 previously discussed competencies;
    • provide leadershhip in the process of planned change;
    • diagnose pressure for and resistance to change in specific situations;
    • apply systems model of change to introduce organizational change;
    • seek and apply new knowledge in the pursuit of constant improvement.
  40. RISK TAKING
    the willingness to take reasonalbe chances by recognizing and capitalizing on opportunities while also recognizing their potential negative outcomes and monitoring progress toward goals
  41. CONSTANT CHANGE: BLUR
    speed x connectivity x intangibles = blur
  42. SPEED CONNECTIVITY
    every aspect of how organizations operate and change in real time
  43. INTANGIBLES
    every transaction has both tangible (monetary)and intangible value (reputational)
  44. BLUR
    the new world in which we will come to live and work

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