Академический Документы
Профессиональный Документы
Культура Документы
The World
of Organizational
Behavior
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Chapter 1
Organizational Behavior:
The Quest for PeopleCentered Organizations
and Ethical Conduct
Learning Objectives
When you finish studying the material in this chapter, you should be able to:
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Define the term e-business, and specify at least three OB-related issues
raised by e-leadership.
Contrast human and social capital, and explain why we need to build
both.
Define the term management, and identify at least five of the eleven
managerial skills in Wilsons profile of effective managers.
Identify four of the seven general ethical principles, and explain how to
improve an organizations ethical climate.
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online resources
www.mhhe.com/kreitner
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For Discussion
Why arent more companies managed like Patagonia?
Patagonias leaders do more than talk about the importance of their people; they trust,
empower, and listen to them. They have created what Stanford Universitys Jeffrey
Pfeffer calls a people-centered organization. Research evidence from companies
in both the United States and Germany shows the following seven people-centered
practices to be strongly associated with much higher profits and significantly lower
employee turnover:
1.
2.
3.
4.
.
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Chapter One
Organizational Behavior
Importantly, these factors are a package deal, meaning they need to be installed in a
coordinated and systematic mannernot in bits and pieces.
According to Pfeffer, only 12% of todays organizations have the systematic
approaches and persistence to qualify as true people-centered organizations, thus giving them a competitive advantage.3 James McNerney, CEO of aircraft maker Boeing,
knows what it takes. He recently told Fortune magazine:
I start with peoples growth, my own growth included. I dont start with the companys
strategy or products. I start with peoples growth because I believe that if the people
who are running and participating in a company grow, then the companys growth will
in many respects take care of itself.4
On the other hand, organizations such as Al Qaeda kill and terrorize, and others such
as Enron squander our resources. Organizations are the chessboard upon which the
game of life is played. To know more about organizational behaviorlife within
organizationsis to know more about the nature, possibilities, and rules of that game.
Organizational behavior, commonly referred to as OB, is an interdisciplinary field dedicated to better understanding and managing people at work. By definition, organizational
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Organization
System of
consciously
coordinated
activities of two or
more people.
Organizational
behavior
Interdisciplinary field
dedicated to better
understanding and
managing people at
work.
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Part One
behavior is both research and application oriented. Three basic levels of analysis in OB
are individual, group, and organizational. OB draws upon a diverse array of disciplines,
including psychology, management, sociology, organization theory, social psychology,
statistics, anthropology, general systems theory, economics, information technology, political science, vocational counseling, human stress management, psychometrics, ergonomics, decision theory, and ethics. This rich heritage has spawned many competing perspectives and theories about human work behavior. By 2003, one researcher had identified 73
distinct theories about behavior within the field of OB.8
Why Study OB? If you thoughtfully study this book, you will learn more about
yourself, how to interact effectively with others, and how to thrive (not just survive)
in organizations. Lots of insights about your own personality, emotions, values, job
satisfaction, perceptions, needs, and goals are available in Part Two. Relative to your
interpersonal effectiveness, you will learn about being a team player, building trust,
managing conflict, negotiating, communicating, and influencing and leading others.
We conclude virtually every major topic with practical how-to-do-it instructions. The
idea is to build your skills in areas such as self-management, making ethical decisions,
avoiding groupthink, listening, coping with organizational politics, handling change,
and managing stress. Respected OB scholar Edward E Lawler III created the virtuous career spiral in Figure 11 to illustrate how OB-related skills point you toward Figure 1.1
career success. It shows that increased skills and performance can lead to better jobs
and higher rewards.9
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Chapter One
Organizational Behavior
Job
s
ard
w
Re
Rew
ar
ds
Pe
r fo
Perf
o
rma
nce
r man c
S k il l s
Job
Skills
SOURCE: Edward E Lawler III, Treat People Right! How Organizations and Individuals Can Propel Each Other into a
Virtuous Spiral of Success, 2003, p 21. Reprinted with permission of John Wiley & Sons, Inc.
A Historical Perspective of OB
A historical perspective of the study of people at work helps in studying organizational
behavior. According to a management history expert, this is important because
Historical perspective is the study of a subject in light of its earliest phases and subsequent evolution. Historical perspective differs from history in that the object of historical perspective is to sharpen ones vision of the present, not the past.11
In other words, we can better understand where the field of OB is today and where it
appears to be headed by appreciating where it has been and how it is being redirected.12
Let us examine four significant landmarks in the understanding and management of
people in the workplace.
1.
2.
3.
4.
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Part One
Interviews conducted
decades later with three subjects of the Hawthorne
studies and reanalysis of the original data with modern
statistical techniques do not support initial conclusions
about the positive effect of supportive supervision.
Specifically, money, fear of unemployment during the
Great Depression, managerial discipline, and high-quality
raw materialsnot supportive supervisionturned out
to be responsible for high output in the relay assembly
test room experiments.13 Nonetheless, the human relations movement gathered momentum through the 1950s,
as academics and managers alike made stirring claims
about the powerful effect that individual needs, supportive
supervision, and group dynamics apparently had on job
performance.
McGregors Theory Y
Theory Y
McGregors modern
and positive
assumptions about
employees being
responsible and
creative.
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Table 11
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Chapter One
Organizational Behavior
People at Work
SOURCE: Adapted from D McGregor, The Human Side of Enterprise, McGraw-Hill, 1960, Ch 4.
Reprinted by permission of The McGraw-Hill Companies, Inc.
cated behavioral research methods caused the human relationists to embrace some
naive and misleading conclusions.18 For example, human relationists believed in the
axiom, A satisfied employee is a hardworking employee. Subsequent research, as
discussed later in this book, shows the satisfactionperformance linkage to be more
complex than originally thought.
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10
Part One
Despite its shortcomings, the human relations movement opened the door to more
progressive thinking about human nature. Rather than continuing to view employees
as passive economic beings, managers began to see them as active social beings and
took steps to create more humane work environments.
The underlying principles of TQM and Six Sigma are more important than ever given
customers steadily rising expectations:
Establish a reputation for great value, top quality, or pulling late-night miracles in time for
crucial client meetings, and soon enough, the goalposts move. Greatness lasts only as
long as someone fails to imagine something better. Inevitably, the exceptional becomes
the expected.
Call it the performance paradox: If you deliver, you only qualify to deliver more. Great
companies and their employees have always endured this treadmill of expectations.
But these days, the brewing forces of technology, productivity, and transparency have
accelerated the cycle to breakneck speed.21
The quality movement has profound practical implications for managing people today.22
Total quality
management
An organizational
culture dedicated to
training, continuous
improvement,
and customer
satisfaction
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TQM means that the organizations culture is defined by and supports the constant
attainment of customer satisfaction through an integrated system of tools, techniques,
and training. This involves the continuous improvement of organizational processes,
resulting in high-quality products and services.23
Quality consultant Richard J Schonberger sums up TQM as continuous, customer-centered, employee-driven improvement.24 TQM is necessarily employee driven
because product/service quality cannot be continuously improved without the active
learning and participation of every employee. Thus, in successful quality improvement
programs, TQM principles are embedded in the organizations culture. In fact, according to the results of a field experiment, bank customers had higher satisfaction after
interacting with bank employees who had been trained to provide excellent service.25
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REAL WORLD |
real people
The Deming Legacy Quality is in the corporate DNA today thanks in large part
to the pioneering work of W Edwards Deming.26 Ironically, the mathematician credited with Japans postWorld War II quality revolution rarely talked in terms of quality.
He instead preferred to discuss good management during the hard-hitting seminars
he delivered right up until his death at age 93 in 1993.27 Although Demings passion
was the statistical measurement and reduction of variations in industrial processes, he
had much to say about how employees should be treated. Regarding the human side
of quality improvement, Deming called for the following:
One of Demings most enduring lessons for managers is his 8515 rule.29
Specifically, when things go wrong, there is roughly an 85% chance the system
(including management, machinery, and rules) is at fault. Only about 15% of the time
is the individual employee at fault. Unfortunately, as Deming observed, the typical
manager spends most of his or her time wrongly blaming and punishing individuals
for system failures. Statistical analysis is required to uncover system failures.
2 Principles of TQM
1. Do it right the first time to eliminate costly rework and product recalls.
2. Listen to and learn from customers and employees.
11
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12
Part One
Demings influence is clearly evident in this list. Once again, as with the human relations
movement, we see people as the key factor in organizational success.
In summary, TQM advocates have made a valuable contribution to the field of OB by
providing a practical context for managing people. The case for TQM is strong because,
as discovered in two comprehensive studies, it works!31 When people are managed
according to TQM principles, more of them are likely to get the employment opportunities and high-quality goods and services they demand.32 As you will see many times in
later chapters, this book is anchored to Demings philosophy and TQM principles.
E-business
Running the entire
business via the
internet
In short, organizations and organizational life will never be the same because of
e-mail, e-learning,37 e-management, e-leadership (see Table 12), virtual teams, and Table 1-2
virtual organizations.
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Chapter One
Table 12
Organizational Behavior
13
Knowledge workers, those who add value by using their brains rather than the sweat off
their backs, are more important than ever in todays global economy. What you know and
who you know increasingly are the keys to both personal and organizational success38 (see
Figure 1-2 Figure 12). In the United States, the following perfect storm of current and emerging
trends heightens the importance and urgency of building human and social capital:
Spread of advanced technology to developing countries with rapidly growing
middle classes (e.g., China, India, Russia, and Brazil).
Offshoring of increasingly sophisticated jobs (e.g., product design, architecture,
medical diagnosis).
Comparatively poor math and science skills among Americas youth.
Post-9/11 decline in highly skilled immigrants and graduate students.
Massive brain drain caused by retiring postWorld War II baby-boom generation.39
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Part One
14
Figure 12
Social Capital
Strategic
assumption:
People, individually
and collectively,
are the key to
organizational
success
Organizational
learning
(Shared knowledge)
Social capital
Shared visions/goals
Shared values
Trust
Mutual respect/goodwill
Friendship/support groups
Mentoring/positive role
modeling
Participation/empowerment
Connections/sources
Networks/affiliations
Cooperation/collaboration
Teamwork
Camaraderie
Assertive (rather than
aggressive) communication
Functional (rather than
dysfunctional) conflict
Win-win negotiations
Philanthropy/volunteering
SOURCES: Based on discussions in P S Adler and S Kwon, Social Capital: Prospects for a New Concept,
Academy of Management Review, January 2002, pp 1740; and C A Bartlett and S Ghoshal,Building Competitive
Advantage through People, MIT Sloan Management Review, Winter 2002, pp 3441.
Human capital
The productive
potential of ones
knowledge and
actions.
Social capital
The productive
potential of
strong, trusting,
and cooperative
relationships.
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What Is Social Capital? Our focus now shifts from the individual to social
units (e.g., friends, family, company, group or club, nation). Think relationships.
Social capital is productive potential resulting from strong relationships, goodwill,
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REAL WORLD |
real people
et hics
Why is this outward-focused approach to building organizational social capital a good (or bad) idea?
trust, and cooperative effort.44 Again, the word potential is key. According to experts
on the subject: Its true: the social capital that used to be a given in organizations is
now rare and endangered. But the social capital we can build will allow us to capitalize
on the volatile, virtual possibilities of todays business environment.45 Relationships
do matter. In a general survey, 77% of the women and 63% of the men rated
Good relationship with boss extremely important. Other factorsincluding good
equipment, resources, easy commute, and flexible hoursreceived lower ratings.46
Like the organizations they run, managers touch our lives in many ways. Schools,
hospitals, government agencies, and large and small businesses all require systematic
management. Formally defined, management is the process of working with and
through others to achieve organizational objectives in an efficient and ethical manner.
From the standpoint of organizational behavior, the central feature of this definition
is working with and through others. Managers play a constantly evolving role.48
Todays successful managers are no longer the Ive-got-everything-under-control
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Management
Process of working
with and through
others to achieve
organizational
objectives effeciently
and ethically.
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16
Part One
order givers of yesteryear. Rather, they need to creatively envision and actively sell
bold new directions in an ethical and people-friendly manner. Effective managers are
team players empowered by the willing and active support of others who are driven
by conflicting self-interests. Each of us has a huge stake in how well managers carry
out their evolving role. Henry Mintzberg, a respected management scholar, observed:
No job is more vital to our society than that of the manager. It is the manager who
determines whether our social institutions serve us well or whether they squander our
talents and resources.49Consider the predicament of Europes Airbus, as reported by
USA Today in 2007:
Missed deadlines can mean big losses and ruined careers. Airbus . . . is running 22 months
behind on production of its new A380 superjumbo jet, the companys flagship product.
The delays have wrought senior management shake-ups at Airbus, canceled orders and
untold millions of dollars in delay compensation [penalty payments] to customers.50
Airbuss main competitor Boeing, meanwhile, is thriving under the leadership of new
CEO Jim McNerney. As always, quality of management makes a big difference.
Let us take a closer look at the skills managers need to perform and the future
direction of management.
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Chapter One
Table13
17
Organizational Behavior
4. At all career stages, derailed managers (those who failed to achieve their potential) tended to be the ones who overestimated their skill mastery (rated themselves
higher than their employees did).60 This prompted the following conclusion from
the researcher: when selecting individuals for promotion to managerial positions,
those who are arrogant, aloof, insensitive, and defensive should be avoided.61
go to the Web for the Self Exercise: How Strong is Your Motivation to Manage?
21st-Century Managers
Todays workplace is indeed undergoing immense and permanent changes.62 Organizations have been reengineered for
greater speed, efficiency, and flexibility.63 Teams are pushing
aside the individual as the primary building block of organizations.64 Command-and-control management is giving way to participative management and empowerment.65 Ego-centered leaders
are being replaced by customer-centered leaders. Employees
increasingly are being viewed as internal customers. All this
creates a mandate for a new kind of manager in the 21st century.
After conducting a Gallup Organization survey of 80,000 managers and doing follow-up studies of the top performers, Marcus
Buckingham came to this conclusion:
Ive found that while there are as many styles of management
as there are managers, there is one quality that sets truly great
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18
Part One
Table 14
Past Managers
Future Managers
Primary role
Order giver, privileged
Facilitator, team member,
elite,manipulator,
teacher, advocate, sponsor,
controller coach
Learning and
Periodic learning, narrow Continuous life-long learning,
knowledge
specialist
generalist with multiple
specialties
Compensation criteria Time, effort, rank
Skills, results
Cultural orientation
Monocultural, monolingual Multicultural, multilingual
Primary source
Formal authority
Knowledge (technical and
of influence
interpersonal)
View of people
Potential problem
Primary resource; human capital
Primary communica- Vertical
Multidirectional
tion pattern
Decision-making style Limited input for individual Broad-based input for joint
decisions
decisions
Ethical considerations Afterthought
Forethought
Nature of interper-
Competitive (winlose)
Cooperative (winwin)
sonal relationships
Handling of power Hoard and restrict access Share and broaden access
Facilitate
managers apart from the rest: They discover what is unique about each person and
then capitalize on it. Average managers play checkers, while great managers play chess.
The difference? In checkers, all the pieces are uniform and move in the same way; they
are interchangeable. You need to plan and coordinate their movements, certainly, but
they all move at the same pace, on parallel paths. In chess, each type of piece moves
in a different way, and you cant play if you dont know how each piece moves. More
important, you wont win if you dont think carefully about how you move the pieces.
Great managers know and value the unique abilities and even the eccentricities of
their employees, and they learn how best to integrate them into a coordinated plan
of attack.66
Table 14 contrasts the characteristics of past and future managers. As the balance Table 1-4
of this book will demonstrate, the managerial shift in Table 14 is not just a good idea,
it is an absolute necessity in the new workplace.
Contingency
approach
Using management
tools and techniques
in a situationally
appropriate manner;
avoiding the onebest-way mentality.
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Chapter One
Organizational Behavior
19
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Real World |
real people
Ethics
Study of moral
issues and choices.
20
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Chapter One
Figure 13
Be
ethical
Obey
the
law
Be
profitable
21
Organizational Behavior
Do what is desired
by global stakeholders
Philanthropic
Responsibility
Ethical
Responsibility
Legal
Responsibility
Economic
Responsibility
Do what is expected
by global stakeholders
Do what is
required by global
stakeholders
Do what is
required by
global
capitalism
SOURCE: A B Carroll, Managing Ethically with Global Stakeholders: A Present and Future Challenge, Academy
of Management Executive, May 2004, figure 1, p 116.
Corporate social responsibility (CSR) is defined as the notion that corporations have
an obligation to constituent groups in society other than stockholders and beyond that prescribed by law or union contract.77 CSR challenges businesses to go above and beyond
just making a profit to serve the interests and needs of stakeholders, including past and
present employees, customers, suppliers, and countries and communities where facilities are located. Accordingly, some use the term corporate citizenship.78 A good deal of
controversy surrounds the drive for greater CSR because classical economic theory says
businesses are responsible for producing goods and services to make profits, not solving
the worlds social, political, and environmental ills.79 What is your opinion?
University of Georgia business ethics scholar Archie B Carroll views CSR in broad
terms. So broad, in fact, that he recently offered a model of CSR/business ethics with the
global economy and multinational corporations in mind (see Figure 13). This model is
very timely because it effectively triangulates three major trends: (1) economic globalization, (2) expanding CSR expectations, and (3) the call for improved business ethics.
Carrolls global CSR pyramid, from the bottom up, advises organizations in the global
economy to:
Make a profit consistent with expectations for international businesses.
Obey the law of host countries as well as international law.
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Corporate social
responsibility
Corporations are
expected to go
above and beyond
following the law
and making a profit.
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22
Part One
Our chapter-opening case on Patagonia is another example. With this global CSR perspective in mind, we now turn to an individual and personal perspective of ethics.
Figure 14
Internal organizational
influences
Ethical codes
Organizational culture
Organizational size
Structure
Perceived pressure for results
Corporate strategy
External organizational
influences
Political/legal
Industry culture
National culture
Environment
Role
expectations
Individual
Personality
Values
Moral principles
History of
reinforcement
Gender
Ethical
behavior
SOURCE: Based in part on A J Daboub, A M A Rasheed, R L Priem, and D A Gray, Top Management Team Characteristics and Corporate
Illegal Activity, Academy of Management Review, January 1995, pp 13870. Reprinted by permission of The Academy of Management via The
Copyright Clearance Center.
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Chapter One
Organizational Behavior
23
and moral principles, leaning toward or away from ethical behavior. Personal experience with being rewarded or reinforced for certain behaviors and punished for others
also shapes the individuals tendency to act ethically or unethically. Finally, gender
may play an important role in explaining ethical behavior. A traditional belief is that
women and men have different moral orientations.83 But a meta-analysis of 113 studies found that women were not more compassionate and caring (a care perspective)
and less interested in rights and rules (a justice perspective) than men.84 Importantly,
this clarifies but does not rule out gender differences in moral reasoning.
Next, Figure 14 illustrates two major sources of influence on ones role expectations. People assume many roles in life, including those of employee or manager. Ones
expectations for how those roles should be played are shaped by a combination of internal
and external organizational factors. Let us now examine how various internal and external
organizational influences impact ethical behavior and how these effects are neutralized or
enhanced by characteristics possessed by an organizations top management team.
This example also illustrates the importance of top management support in creating
an ethical work environment.
A number of studies have uncovered a positive relationship between organizational size and unethical behavior: Larger firms are more likely to behave illegally.
Interestingly, research also reveals that managers are more likely to behave unethically
in decentralized organizations. Unethical behavior is suspected to occur in this context
because lower-level managers want to look good for the corporate office. In support
of this conclusion, many studies have found a tendency among middle- and lower-level
managers to act unethically in the face of perceived pressure for results. Further, this tendency is particularly pronounced when individuals are
rewarded for accomplishing their goals.87 By fostering
a pressure-cooker atmosphere for results, managers
can unwittingly set the stage for unethical shortcuts
by employees who seek to please and be loyal to the
company. Unfortunately, the seeds of this problem are
planted early in life. A recent survey of 787 youngsters
ages 13 to 18 found that 44% of teens feel theyre
under strong pressure to succeed in school, no matter
the cost. Of those, 81% believe the pressure will be the
same or worse in the workplace.88 Sixty-nine percent
of the students admitted to lying in the past year (with
27% confessing they even lied on the survey!) and
22% said they cheated on a test.89
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24
Part One
Neutralizing/Enhancing Factors
In their search for understanding the causes of ethical behavior, OB researchers
uncovered several factors that may weaken or strengthen the relationship between the
internal and external influences shown in Figure 14 and ethical behavior. These factors all revolve around characteristics possessed by an organizations top management
team (TMT): A TMT consists of the CEO and his or her direct reports.92 The relationship between ethical influences and ethical behavior is weaker with increasing average age and increasing tenure among the TMT. This result suggests that an older and
more experienced group of leaders is less likely to allow unethical behavior to occur.
Further, the ethical influences are less likely to lead to unethical behavior as the number of TMT members with military experience increases and when the TMT possesses
heterogenous characteristics (e.g., diverse in terms of gender, age, race, religion, etc.).
This conclusion has two important implications.
First, it appears that prior military experience favorably influences the ethical
behavior of executives. While OB researchers are uncertain about the cause of this
relationship, it may be due to the militarys practice of indoctrinating recruits to
endorse the values of duty, discipline, and honor. Regardless of the cause, military
experience within a TMT is positively related to ethical behavior. Organizations thus
should consider the merits of including military experience as one of its selection
criteria when hiring or promoting managers. Second, organizations are encouraged
to increase the diversity of its TMT if they want to reduce the chances of unethical
decision making. Chapter 2 thoroughly discusses how employee diversity can increase
creativity, innovation, group problem solving, and productivity.
Management consultant and writer Kent Hodgson has helpfully taken managers a
step closer to ethical decisions by identifying seven general moral principles (see
Table 15). Hodgson calls them the magnificent seven to emphasize their timeless
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Chapter One
Table 15
Organizational Behavior
25
for Managers
1.Dignity of human life: The lives of people are to be respected. Human beings, by
the fact of their existence, have value and dignity. We may not act in ways that
directly intend to harm or kill an innocent person. Human beings have a right
to live; we have an obligation to respect that right to life. Human life is to be
preserved and treated as sacred.
2.Autonomy: All persons are intrinsically valuable and have the right to selfdetermination. We should act in ways that demonstrate each persons worth,
dignity, and right to free choice. We have a right to act in ways that assert our
own worth and legitimate needs. We should not use others as mere things
or only as means to an end. Each person has an equal right to basic human
liberty, compatible with a similar liberty for others.
3.Honesty: The truth should be told to those who have a right to know it.
Honesty is also known as integrity, truth telling, and honor. One should speak
and act so as to reflect the reality of the situation. Speaking and acting should
mirror the way things really are. There are times when others have the right
to hear the truth from us; there are times when they do not.
4.Loyalty: Promises, contracts, and commitments should be honored. Loyalty
includes fidelity, promise keeping, keeping the public trust, good citizenship,
excellence in quality of work, reliability, commitment, and honoring just laws,
rules, and policies.
5.Fairness: People should be treated justly. One has the right to be treated fairly,
impartially, and equitably. One has the obligation to treat others fairly and justly. All have the right to the necessities of lifeespecially those in deep need
and the helpless. Justice includes equal, impartial, unbiased treatment. Fairness
tolerates diversity and accepts differences in people and their ideas.
6.Humaneness: There are two parts: (1) Our actions ought to accomplish good,
and (2) we should avoid doing evil. We should do good to others and to ourselves. We should have concern for the well-being of others; usually,we show
this concern in the form of compassion, giving, kindness, serving, and caring.
7.The common good: Actions should accomplish the greatest good for the greatest
number of people. One should act and speak in ways that benefit the welfare of
the largest number of people, while trying to protect the rights of individuals.
SOURCE: From Kent Hodgson, A Rock and a Hard Place: How to Make Ethical Business Decisions When
the Choices Are Tough, 1992. Used by permission of the author.
and worldwide relevance. Both the justice and care perspectives are clearly evident in the magnificent seven, which are more detailed and, hence, more practical.
Importantly, according to Hodgson, there are no absolute ethical answers for decision
makers. The goal for managers should be to rely on moral principles so their decisions
are principled, appropriate, and defensible.93
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26
Part One
Whistle-blowing
Reporting unethical/
illegal acts to
outside third parties.
Provide ethics training. Employees can be trained to identify and deal with
ethical issues during orientation and through seminar, video, and Internet training sessions.96
Reinforce ethical behavior. Behavior that is reinforced tends to be repeated,
whereas behavior that is not reinforced tends to disappear. Ethical conduct too
often is punished while unethical behavior is rewarded.
Create positions, units, and other structural mechanisms to deal with ethics.
Ethics needs to be an everyday affair, not a one-time announcement of a new
ethical code that gets filed away and forgotten. A growing number of large companies in the United States have chief ethics officers who report directly to the
CEO, thus making ethical conduct and accountability priority issues.
Create a climate in which whistle-blowing becomes unnecessary. Whistleblowing occurs when an employee reports a perceived unethical and/or illegal
activity to a third party such as government agencies, news media, or publicinterest groups. Enrons Sherron Watkins was a highly publicized whistleblower.97 Organizations can reduce the need for whistle-blowing by encouraging
free and open expression of dissenting viewpoints and giving employees a voice
through fair grievance procedures and/or anonymous ethics hot lines.
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Chapter One
27
Organizational Behavior
call to action: Each of us needs to determine . . . where our ethical boundaries are and,
if asked to violate (them), refuse. . . . If this means refusing a direct order, we must be
prepared to resign.98 Rising to this challenge requires strong personal values (more
about values in Chapter 6) and the courage to adhere to them during adversity.99
Meta-analysis
Pools the results
of many studies
through statistical
procedure.
Field study
Examination of
variables in real-life
settings.
Laboratory study
Manipulation and
measurement
of variables in
contrived situations.
Sample survey
Questionnaire
responses from a
sample of people.
Case study
In-depth study of a
single person,group,
or organization.
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Part One
28
Figure 15
Understanding
and managing
group and social
processes
Organizational
effectiveness
through
continuous
improvement
Understanding
and managing
organizational
processes and
problems
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Chapter One
Organizational Behavior
29
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Key Terms
Organization 00
Organizational behavior 00
Theory Y 00
Total quality management 00
E-business 00
Human capital 00
Social capital 00
Management 00
Contingency approach 00
Ethics 00
Corporate social responsibility 00
Whistle-blowing 00
Meta-analysis 00
Field study 00
Laboratory study 00
Sample survey 00
Case study 00
30
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Ethical Dilemma
31
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about ethics and how ethics are applied in real life, says
Alvin Rohrs, SIFES CEO. We have to get young people
to stop and think about ethics and the decisions theyre
making. Otherwise, todays students may be tomorrows
criminals.103
Web Resources
For study material and exercises that apply to this chapter, visit
.com/Kreitner
32
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Endnotes
Chapter 1
1 Excerpted from S Hamm, A Passion for the Planet,
BusinessWeek, August 2128, 2006, pp 9294.
2 Based on Jeffrey Pfeffer, The Human Equation: Building
Profits by Putting People First (Boston: Harvard Business
School Press, 1998); and Jeffrey Pfeffer and John F. Veiga,
Putting People First for Organizational Success, Academy of
Management Executive, May 1999, pp 3748.
3 Data from Pfeffer and Veiga, Putting People First for
Organizational Success, p 47. Also see C A OReilly and Pfeffer,
Hidden Value: How Great Companies Achieve Extraordinary
Results with Ordinary People (Boston: Harvard Business School
Press, 2000); and J Combs, Y Liu, A Hall, and D Ketchen, How
Much Do High-Performance Work Practices Matter? A MetaAnalysis of Their Effects on Organizational Performance,
Personnel Psychology, Autumn 2006, pp 501528.
4 As quoted in G Colvin, How One CEO Learned to Fly,
Fortune, October 30, 2006, p 98.
5 Many inspiring examples of people-centered and ethical
organizational practices can be found in 50 Best Small
Medium Places to Work, HR Magazine, July 2006, pp
4261; and R Levering and M Moskowitz, Fortune 100 Best
Companies to Work For: 2007, Fortune, January 22, 2007,
pp 94116. Also see K Gurchiek, Show Workers Their Value,
Study Says, HR Magazine, October 2006, p 40; J Welch and S
Welch, Avoiding Strikesand Unions, BusinessWeek, January
15, 2007, p 92; and P Sellers, A Kinder, Gentler Lehman
Brothers, Fortune, January 22, 2007, pp 36, 38.
6 C I Barnard, The Functions of the Executive (Cambridge, MA:
Harvard University Press, 1938), p 73.
7 F Zakaria, The Education of Paul Wolfowitz, Newsweek,
March 28, 2005, p 37. Also see A S Wellner, Gary Heavin Is
on a Mission from God, Inc., October 2006, pp 11623.
8 Data frod J B Miner, The Rated Importance, Scientific Validity,
and Practical Usefulness of Organizational Behavior Theories:
A Quantitative Review, Academy of Management Learning and
Education, September 2003, pp 25068. Also see M R Blood,
Only You Can Create Actionable Knowledge, Academy of
Management Learning and Education, June 2006, pp 20912;
and G Symon and C Cassell, Neglected Perspectives in Work
and Organizational Psychology, Journal of Occupational and
Organizational Psychology, September 2006, pp 30714.
9 E E Lawler III, Treat People Right! How Organizations and
Individuals Can Propel Each Other into a Virtuous Spiral of
Success (San Francisco: Jossey-Bass, 2003), p 19.
10 Excerpted from J Welch and S Welch, Growing Up but
Staying Young, BusinessWeek, December 11, 2006, p 112.
11 B S Lawrence, Historical Perspective: Using the Past to
Study the Present, Academy of Management Review, April
1984, p 307.
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Part One
Are You Ready for the Baby Boomers to Retire? You Should
Be. . ., Training, September 2006, pp 1923; and Florida
Findings, Training, JanuaryFebruary 2007, p 8.
40 B E Becker, M A Huselid, and D Ulrich, The HR Scorecard:
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Part One
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