Principles of Organizational Behavior Realities and Challenges 6th Edition Quick Solutions M

Principles of Organizational Behavior

Realities and Challenges 6th Edition
Quick Solutions Manual
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Principles of Organizational Behavior Realities and Challenges 6th Edition Quick Solutions M

2 CHALLENGES FOR MANAGERS

CHAPTER SCAN

This chapter focuses on the changes and accompanying challenges those changes will bring about
in the coming decade. Four major challenges facing managers include globalizing the firm’s
operations, leading a diverse workforce, encouraging ethical behavior, character, and integrity,
and fostering technological innovation. Globalization has created a boundaryless market in
which all firms, large and small, must compete. Cultural diversity within the United States
encompasses all forms of differences among individuals, including age, gender, race, and ability.
Technological change is one of the keys to strategic competitiveness, but it is also complex and
risky. Ethical issues compound the complex challenges of management, and involve things such
as white-collar crime, computer use, employee rights, sexual harassment, romantic involvement
at work, organizational justice, whistle-blowing, and social responsibility.

LEARNING OBJECTIVES

After reading this chapter, you should be able to do the following:

1. Describe the dimensions of cultural differences in societies that affect work-related

attitudes.
2. Explain the social and demographic changes that are producing diversity in organizations.
3. Describe actions managers can take to help their employees value diversity.
4. Discuss the assumptions of consequential, rule-based, and character theories of ethics.
5. Explain six issues that pose ethical dilemmas for managers.
6. Understand the alternative work arrangements produced by technological advances.
7. Explain the ways managers can help employees adjust to technological change.

21
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22 Chapter 2: Challenges for Managers

KEY TERMS

Chapter 2 introduces the following key terms:

character theory power distance

collectivism procedural justice
consequential theory reinvention
distributive justice robotics
diversity rule-based theory
expatriate manager social responsibility
expert system technology
femininity telecommuting
glass ceiling time orientation
guanxi transnational organization
individualism uncertainty avoidance
masculinity whistle-blower

THE CHAPTER SUMMARIZED

I. THINKING AHEAD: GENENTECH, INC. – Do Business and Science Mix?

II. MANAGEMENT CHALLENGES IN A NEW TIME

Recent surveys indicate that U.S. firms are encountering unprecedented global competition.
Chief executives note their primary challenges as (1) globalizing the firm's operations to compete
in the global village, (2) leading a diverse workforce, (3) encouraging positive ethics, character,
and personal integrity, and (4) advancing and implementing technological innovation in the
workplace. Successful organizations respond to these challenges as opportunities instead of
threats. The United States faces tough competition from countries such as Canada, Germany,
Japan, and the United Kingdom.

III. THE GLOBAL VILLAGE

The concepts of globalization have helped to define the terms organizations use to determine the
level of activity in the global marketplace.

Globalization implies that the world is free from national boundaries, whereas international
carries with it a connotation of nationality. Transnational organizations must assume global
viewpoints that supersede national issues.

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 Chapter 2: Challenges for Managers 23

A. Changes in the Global Marketplace

Numerous global, social, and political changes have led organizations to change the way
they conduct business and encourage their members to think globally. A few of these
changes are the unification of East and West Germany, the European Union, the political
changes in Russia and opening of business ventures in Russia and China, and NAFTA.
Business ventures in China have helped to emphasize the importance of guanxi, or
networking, in order to accomplish personal and business goals.

B. Understanding Cultural Differences

In order to compete globally, and because cultural differences affect work-related attitudes,
organizations must understand diverse cultures. Hofstede’s research focused on the
differences among cultures in work-related settings and found five dimensions of cultural
differences that formed the basis for work-related attitudes.

1. Individualism vs. Collectivism

People in individualist cultures have primary concern for themselves and their
families. People in Collectivist cultures belong to tightly knit social
frameworks and depend on extended families. Group decisions are valued and
accepted.

2. Power Distance

Power distance is the degree to which a culture accepts unequal distribution of

power. High power distance cultures are more accepting of unequal power
distributions; low power distance cultures are less accepting.

3. Uncertainty Avoidance

Uncertainty avoidance is the degree to which a culture tolerates ambiguity and

uncertainty. Cultures with high uncertainty avoidance place importance on
security and tend to avoid conflict. People are more willing to take risks in
cultures with low uncertainty avoidance.

4. Masculinity vs. Femininity

In cultures that are characterized by masculinity, assertiveness and materialism

are valued. Cultures that are characterized by femininity emphasize
relationships and concern for others.

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