DIM 1003

ORGANIZATIONAL BEHAVIOR

TAN WAH TIONG

940928-14-5531

AUGUST 2012
NO

DETAIL

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Content

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Introduction
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Definition of competency

- Seven key competencies and define it

Body
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Way of the seven key competencies that can be used in

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organization
Conclusion

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Reference

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Coursework

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Introduction

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Competency is the ability of an individual to do a job properly. A competency is a set

of defined behaviors that provide a structured guide enabling the identification,
evaluation and development of the behaviors in individual employees. As defined,
the term "competence" first appeared in an article authored by Craig C. Lundberg in
1970 titled "Planning the Executive Development Program". The term gained
traction when in 1973, David McClelland, Ph.D. wrote a seminal paper entitled,
"Testing for Competence Rather than for Intelligence". It has since been popularized
by one-time fellow McBer& Company (Currently the "Hay Group") colleague
Richard Boyatzis and many others. Its use varies widely, which leads to considerable
misunderstanding.
Some scholars see "competence" as a combination of knowledge, skills and behavior
used to improve performance; or as the state or quality of being adequately or well
qualified, having the ability to perform a specific role. For instance, management
competency might include systems thinking and emotional intelligence, and skills in
influence and negotiation.Competency is also used as a more general description of
the requirements of human beings in organizations and communities.
Besides, competency is sometimes thought of as being shown in action in a situation
and context that might be different the next time a person has to act. In emergencies,
competent people may react to a situation following behaviors they have previously
found to succeed. To be competent a person would need to be able to interpret the
situation in the context and to have a repertoire of possible actions to take and have
trained in the possible actions in the repertoire, if this is relevant. Regardless of
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training, competency would grow through experience and the extent of an individual
to learn and adapt.Competency has different meanings, and continues to remain one
of the most diffuse terms in the management development sector, and the

organizational and occupational literature. There are seven key of competencies

show below the diagram.

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First of the key of competencies is Self. Definition of theManaging Selfis

CompetencyInvolves the ability to assess your own strengths andweaknesses, set and
pursue professional and personal goals, balance work and personal life, andengage in
new learning (including new or modifiedskills, behaviors, and attitudes). The next
will be across culture. Definition of across culture if involves the ability to recognize
and embracesimilarities and differences among nations andcultures and then
approach key organizational andstrategic issues with an open and curious
mind.Culture is dominant pattern of living, thinking, and believing that is developed
and transmitted by people,consciously or unconsciously, to subsequent generations.
Cultural value is those consciously and subconsciouslydeeply held beliefs that
specify general preferences, behaviors, and define what is right and wrong.
Besides, communication is also a key of competencies. Definition of communication
is involves the ability to use all the modes of transmitting, understanding, and
receiving ideas,thoughts, and feelings, (verbal, listening, non-verbal,written,
electronic, etc.) for accurately transferringand exchanging information and
emotions.In addition, change also a key of competencies. Definition of change is
Involves the ability to recognize and implementneeded adaptations or entirely new
transformationsin the people, tasks, strategies, structures, or technologies in a
persons area of responsibility. Next will be teams. Definition of team is involves the
ability to develop, support, facilitate,and lead groups to achieve organizational goals.
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Furthermore, diversity is also a key of competencies. Definition of diversity is

Involves the ability to value unique individual andgroup characteristics, embrace
such characteristics as potential sources of organizational strength, andappreciate the
uniqueness of each individual. Lastly will be ethics. Definition of ethics are Involves
the ability to incorporate values and principles that distinguish right from wrong
inmaking decisions and choosing behaviors.Ethics are often based upon
laws,organizational policies, social norms, family, religion, and/or personal needs,
and may be subject to differing interpretations with problems in proving truth

Body
Way of the seven key competencies that can be used in organization
Self
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Firstly, understand the personality and attitudes of yourself andothers. Besides,

perceive, appraise, and interpret accurately yourself, others,and the immediate
environment so that you can understand and act on your own and others workrelatedmotivations and emotions. Remember to assess and establish developmental,
personal/life-related, work-related goals. You should also take responsibility for
managing yourself and your career. Next, we should do a development to our career.
What is career? Career is a sequence of work-related positions occupied by a person
during a lifetime.Career development involves making decisions about an occupation
and engaging in activities to attain career goals.A career plan is an individuals
choice of occupation, organization, and career path. There are five aspects of a
career. Firstly, Career success or failure is best determined by the individual, in terms
of his/her personal goal achievement. No absolute career evaluation standards exist
and examine a career subjectively (e.g., values and personality fit) and objectively
(e.g., job choices, competencies needed). Make decisions about occupation and
pursue activities to attain career goals throughout your lifetime and consider cultural
factors as they impact performance and career opportunities

Across the Culture

Firstly, understand, appreciate, and use cultural factors that canaffect behavior. In
addition, appreciate the influence of work-related values ondecisions, preferences,
and practices. Understand and motivate employees with different valuesand attitudes.
Encourage with communicating in the local language. Deal effectively with extreme
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conditions in foreigncountries. Finally, utilize a global mindset (use a worldwide

perspective toconstantly assess threats or opportunities).Individualism is the
tendency of people to look after themselves and their immediate family, which
implies a loosely integrated societyIn cultures that emphasize individualism, people
view themselves as independent, unique, and special; value individual goals over
group goals; value personal identity, personal achievement, pleasure, and
competition; accept interpersonal confrontation; and are less likely to conform to
others expectations. Such cultures include the United States, Australia, New Zealand
and the United Kingdom. For example: Stand on your own two feet!Collectivism
is the tendency of people to emphasize their belonging to groups and to look after
each other in exchange for loyalty. Cultures that emphasize collectivism are
characterized by a tight social framework, concern for the common welfare,
emotional dependence of individuals on larger social units, a sense of belonging, a
desire for harmony, with group goals being viewed as more important than individual
goals, and a concern for face-saving. Such cultures include Japan, China, Venezuela,
and Indonesia. For example: The nail that sticks up gets hammered down!

Communication
Next, Convey information, ideas, and emotions so they arereceived as intended.
Besides,provide constructive feedback and engage in active listening.Use and
interpret nonverbal communication effectivelyEngage in effective verbal

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communicate and written communication. Lastly, effectively use electronic

communication resources.

Change
Apply the other six competencies in pursuit of neededchanges. Provide leadership in
planned change and diagnose pressures for and resistance to change. Use the systems
model and relevant processes to facilitatechange. Seek out, learn, share, and apply
new knowledge in thepursuit of constant improvement.

Team
Determine when and how to use teams. You should also need to set clear
performance goals directly or participative and define responsibilities and tasks
directly or anticipatively. You should also show accountability for goal
achievement.Use appropriate decision-making methods and effectively manage
conflicts. Besides, assess performance and take corrective action as needed

Diversity
Firstly, foster an environment of inclusion for all and learn from others with different
characteristics, experiences, perspectives, and backgrounds.Embrace and support
diversityWork with others because of their talents and contributions, rather than
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personal attributes. Lastly, provide leadership in addressing diversity-based

conflictsApply diversity laws, regulations, and organizational policies related to your
position. So, there are some selected categories of diversity can be show at below.
Primary Categories isgenetic characteristics that affect a person self-image and
socialization, appear to be unlearned and are difficult to modify. For example, age,
race, ethnicity, gender, physical abilities and qualities, and sexual and affect
orientation. Secondary category is learned characteristics that a person acquires and
modifies throughout life.For example, education, work experience, income, marital
status, religious beliefs, geographic location, parental status, behavioral style.

Ethics
Identify and describe the principles of ethical decisionmaking and behavior. Besides,
assess the importance of ethical issues in actions and apply laws, regulations, and
organizational rules inmaking decisions and taking action. Demonstrate dignity and
respect for others and demonstrate honest and open communication limitedonly by
legal, privacy, and competitive considerations.

Note that organizations are open systems, such that their long term effectiveness is
determined by their ability to anticipate, manage, and respond to changes in their
environment, with such changes resulting from external forces and/or stakeholders.
External forces include the labor force, the natural environment, the economy, and
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different cultures, while stakeholders include shareholders, customers, competitors,

suppliers, creditors, governmental agencies and their regulations. Note the impact of
these environmental influences on individual, interpersonal, team, and organizational
processes; organizations that do not effectively adapt to environmental change will
fail.

Conclusion
According to my information that I show above, I can make the nut shell that an
organizational behavior is the study of human behavior, attitudes,and performance in
organizations. Besides, we also learn that competency. Competency is an interrelated
set of abilities, behaviors, attitudes, and knowledge needed by anindividual to be
effective in most professional andmanagerial positions. Competency is also
sometimes thought of as being shown in action in a situation and context that might
be different the next time a person has to act.
In addition, we also know thatthe seven key of competencies which is Self,
Communication, Diversity, Ethics, Teams, across culture, and Changes. Next, we
also learn that how the seven key work in our organization.

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For example, perceive, appraise, and interpret accurately yourself, others,and the
immediate environment so that you can understand and act on your own and others
work-relatedmotivations and emotions (self).Appreciate the influence of workrelated values ondecisions, preferences, and practices (across the culture).Provide
constructive feedback and engage in active listening (communication). Seek out,
learn, share, and apply new knowledge in thepursuit of constant improvement
(team).Provide leadership in addressing diversity-based conflictsApply diversity
laws, regulations, and organizationalpolicies related to your position
(diversity).Demonstrate dignity and respect for others and demonstrate honest and
open communication limitedonly by legal, privacy, and competitive considerations
(ethics).

Reference
http://en.wikipedia.org/wiki/Competence_%28human_resources%29

http://creativegroup.psu.edu/client/world_campus/PADM510/001/content/01_lesson/
style_examples.html

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Journal of Social Issues, 45, 91-118.

Journal of Personality and Social Psychology (37), 322336

http://www.scribd.com/doc/82526443/Organizational-Behavior-Ppt-Bec-Doms

www.goggle.com

Kotler, p. (1997) Marketing Management Analysis Planning, Implementation, and

Control (9th ed). New York: Prentice Hall International.

Coursework
Type of Organizational Culture

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The competing values framework (CVF) provides a practical way for managers to
understand measure, and change organizational culture. Let us begin our discussion
of the culture types of CVF.
Clan culture
A clan culture has an internal focus and values flexibility rather than stability and
control; it resembles a family-type organization in which effectiveness is achieved by
encouraging collaboration between employees. This type of culture is very
employee-focused and strives to instill cohesion through consensus and job
satisfaction a commitment through employee involvement. Clan organizations devote
considerable resources to hiring and developing their employees, and they view
customers as partners.
Adhocracy Culture
An adhocracy culture has an external focus and values flexibility. As demonstrated in
the chapter-opening case on Apple, this type of culture fosters the creation of
innovative products and services by being adaptable, creative, and fast to respond to
changes in the marketplace. Adhocracy cultures do not rely on the type of centralized
power and authority relationships that are part of market and hierarchical cultures.
They also encourage employees to take risks, think outside the box, and experiment
with new ways of getting things done. This type of culture is well suited for start-up
companies, those in industries undergoing constant change, and those in mature
industries that are in need of innovation to enhance growth.

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Market Culture
A market culture has a strong external focus and values stability and control.
Organizations with this culture are driven by competition and a strong desire to
deliver results and accomplish goals. Because this type of culture is focused on the
external environment, customers and profits take precedence over employee
development and satisfaction (For an example, see Skills and Best Practices about
Mayo Clinic). The major goal of managers is to drive toward productivity, profits,
and customer satisfaction. Employ are expected to react fast, work hard, and deliver
quality work on time. Organizations with this culture tend to reward people who
deliver results.
Hierarchy Culture
Control is the driving force within a hierarchical culture. The hierarchy culture has an
internal focus, which product a more formalized and structures work environment,
and values stability and control over flexibility. This orientation leads to the
development reliable internal processes, extensive measurement, and the
implementation of a variety of control mechanism.
Outcomes Associated with Organizational Culture
(a) Several studies demonstrated that organizational culture was significantly
correlated with employee behavior and altitudes. For example, a clan culture
was positively associated with employees job satisfaction, organizational

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commitment, intentions to stay at the company, and the quality of

communication received from ones supervisor.
(b) Results from several studies revealed that the change incongruence between
an individuals values and the organizations values was significantly
associated with organizational commitment, job satisfaction, intention to quit,
performance, and turnover.
(c) There is not a clear pattern of relationships between organizational culture
and outcomes such as service quality, customer satisfaction, and an
organizations financial performance.
List of the most common barriers to implementing successful diversity
programs
1. Inaccurate stereotypes and prejudice. This barrier manifests itself in the belief
that differences are viewed as weakness. In turn, this promotes the view that
diversity hiring will mean sacrificing competence and quality.
2. Ethnocentrism. The ethnocentrism barrier represents the feeling that ones
cultural rules and norms are superior or more appropriate than the rules and
norms of another culture.
3. Poor career planning. This barrier is associated with the lack of opportunities
for diverse employees to get the type of work assignments that quality them
for senior management positions.

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4. An unsupportive and hostile working environment for diverse employees.

Diverse employees are frequently excluded from social events ant the
friendly camaraderie that takes place in most offices.
5. Lack of political savvy on the part of diverse employee. Diverse employees
may not get promoted because they do not know how to play the game of
getting along and getting ahead in an organization. Research reveals that
women and people of colour are excluded from organizational networks.
6. Difficulty in balancing career and family issues. Women still assume the
majority of the responsibilities associated with raising children. This makes I
harder for women to work without children in the picture, household chores
take more a womans time than a mans time.
7. Fears of reverse discrimination. Some employees believe that managing
diversity is a smoke screen for reverse discrimination. This belief leads to
very strong resistance because people feel that one persons gain is anothers
loss.
8. Diversity is not seen as an organizational priority. This leads to subtle
resistance that shows up in the form of complaints and negative attitudes.
Employees amy complain about the time, energy, and resources devoted to
diversity that could have been spent doing real work.
9. The need to revamp the organizations performance appraisal and reward
system. Performance appraisals and reward systems must reinforce the need
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to effectively manage diversity. This means that success will be based on a

new set of criteria. Employees are likely to resist change that adversely
affects their promotions and financial rewards.
10. Resistance to change. Effectively managing diversity entails significant
organizational and personal change.

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