Content/Critical Thinking Analysis

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timer Asked: Sep 6th, 2017
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Question Description

Students will develop a short paper critically analyzing, and summarizing, one to three key content points from assigned chapters, articles, videos, etc. The paper will include:

  • Title/cover page
  • Introduction (2 paragraphs maximum)
  • Content/Critical Thinking Analysis (Identify key concepts, theories and models from weekly assigned chapters in textbook-how can you apply this information to an organization-give examples).
  • Conclusion (2 paragraphs maximum)
  • References

Papers will be 3-4 pages in content length, mostly narrative in format. Papers must follow Publication Manual of the APA 6th ed., 2nd printing guidelines (especially in regards to citing sources to avoid plagiarized work). Students will utilize content from the textbook, and any additional resources, such as scholarly articles, journals, books, assigned videos. (Note: Wikis, blogs, and any other publicly editable or opinion based information is not a scholarly resource).

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Part 1: Individual Behavior © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 7 POSITIVE ORGANIZATIONAL BEHAVIOR How can I Flourish at School, Work, and Home? 7.1 The Importance of Positive OB 7.2 The Power of Positive Emotions 7.3 Fostering Mindfulness 7.4 Positive Psychological Capital: Capital that I Own and Control 7.5 Creating a Climate that Fosters Positive OB 7.6 Flourishing: The Destination of Positive OB Chapter 7 | Slide 2 The Importance of Positive OB What is Positive OB (POB)? • The study and application of positively oriented human resource strengths and the psychological capacities that can be measured, developed, and effectively managed for improvement performance in today’s workplace Chapter 7 | Slide 3 The Importance of Positive OB How Positivity Works Chapter 7 | Slide 4 The Importance of Positive OB The Benefits of POB • Positive deviance: – Successful performance that dramatically exceeds the norm in a positive direction – Provides insight into predictors of job performance Chapter 7 | Slide 5 The Importance of Positive OB The Benefits of POB Positive Businesses Do Well and Good They do well by being profitable and performing at a high level They do good by making the well-being of their employees and other stakeholders a priority Chapter 7 | Slide 6 The Importance of Positive OB Conscious Capitalism (CC) • Integrating POB through every aspect of the organization and incorporating: Higher purpose Stakeholder interdependence Conscious leadership Conscious culture Beyond profit maximization Rather than shareholder-centric Instead of “carrots and sticks” Instead of bottom-line focused Results in better organizational performance A more desirable workplace for employees Chapter 7 | Slide 7 Test Your OB Knowledge The Garden Gnome Company is trying to counteract a negative situation that occurred last year by creating a positive influence. Garden Gnome is hoping to create: A. B. C. D. E. Positive deviance A neutralizing influence An amplifying effect A buffering effect Corporate social responsibility Chapter 7 | Slide 8 The Power of Positive Emotions Positive vs. Negative Emotions Positive emotions: Negative emotions: • Are resources that fuel individual, group, and organizational flourishing • Help build social, psychological, and physical resources • Combat negative emotions • Broaden your mindset, open you to consider new things • Have benefits which endure over long periods of time • Are limiting • Spur you to act in narrow or specific ways Chapter 7 | Slide 9 The Power of Positive Emotions Positive Emotions Lead to Success ✓ ✓ ✓ ✓ ✓ Stronger Social Relationships Prosocial Behaviors Liking of Yourself and Others Stronger Bodies Original Thinking Chapter 7 | Slide 10 The Power of Positive Emotions Positivity Begets Positivity • Self-reinforcing and perpetuating aspects of positive emotions and positivity leads to upward spirals of positivity, where positive behaviors, feelings, and attitudes feed your own and those of others in a continual, reinforcing process Chapter 7 | Slide 11 The Power of Positive Emotions Multiple Positives for Every Negative - ++++ ++++ +++ +++ • Can’t simply remedy a negative situation with a positive • Must have multiple positive experiences for every negative Chapter 7 | Slide 12 The Power of Positive Emotions Strategies to Increase Positivity • • • • Create high-quality connections Cultivate kindness Develop distractions Dispute negative self-talk and thoughts Chapter 7 | Slide 13 Test Your OB Knowledge Stanley would like to increase his positivity. He should do all of the following EXCEPT A. B. C. D. E. Establish social connections with co-workers, family, etc. Fake happiness Go for a run when he feels negativity coming on Use self-talk to stop negative thoughts Volunteer to help a friend who is in a difficult situation Chapter 7 | Slide 14 Fostering Mindfulness Mindlessness vs. Mindfulness • Mindlessness: – State of reduced attention expressed in behavior that is rigid or thoughtless – Failure to control emotions is a key component – Requires minimal information processing – Done automatically – Associated with poor mental and physical health Chapter 7 | Slide 15 Fostering Mindfulness Mindlessness vs. Mindfulness • Mindfulness: ― The awareness that emerges through paying attention on purpose ― Is in the present moment ― Is nonjudgmental to the unfolding of experience moment by moment ― Requires effort because the brain works in ways that detract from staying focused ― Improves interpersonal communication ― Requires attentional balance Chapter 7 | Slide 16 Fostering Mindfulness Inhibitors of Mindfulness • Attentional deficit – Inability to focus vividly on an object • Attentional hyperactivity – Happens when our minds are racing or wandering, resulting in compulsive daydreaming or fantasizing Chapter 7 | Slide 17 Fostering Mindfulness Benefits of Mindfulness ✓ Increased Physical, Mental, and Interpersonal Effectiveness ✓ More Effective Communications ✓ More Balanced Emotions ✓ Personal Effectiveness Chapter 7 | Slide 18 •Breathing Meditation •Walking Meditation Fostering Mindfulness Practicing Mindfulness Breathing Meditation Walking Meditation Reduced Stress Reduced Negative Emotions Increased Emotional Regulation Increased Task Performance Increased Memory Chapter 7 | Slide 19 Test Your OB Knowledge All the following about mindfulness are true EXCEPT: A. Mindfulness requires a person to be present in the moment B. Mindfulness decreases the effectiveness of interpersonal communications C. Attentional deficit inhibits mindfulness D. Mindfulness can be practiced E. Mindfulness enhances a person’s ability to develop and sustain loving relationships Chapter 7 | Slide 20 Positive Psychological Capital: Capital that I Own and Control Psychological Capital (PsyCap) • Those with high levels of PsyCap have high levels of: – – – – Hope Efficacy Resilience Optimism Chapter 7 | Slide 21 Positive Psychological Capital: Capital that I Own and Control Two Components of Hope Having a Goal Means for Achieving the Goal •Willpower • Having a goal and the determination to achieve it •Waypower • Need to see alternative paths to achieve the goal Chapter 7 | Slide 22 Positive Psychological Capital: Capital that I Own and Control Efficacy • Confidence in your ability to do something • Influences the world around you and your ability to deal with inherent challenges and opportunities • Greater efficacy leads to being more confident and positive Chapter 7 | Slide 23 Positive Psychological Capital: Capital that I Own and Control Resilience • The capacity to consistently bounce back from adversity and to sustain yourself in the face of the demands of positive events Chapter 7 | Slide 24 Positive Psychological Capital: Capital that I Own and Control Optimism • Optimists view successes as due to their personal, permanent, and pervasive causes, and negative events to external, temporary, and situation-specific causes • Optimists are realistic and flexible • Optimism is self-inspirational Chapter 7 | Slide 25 Test Your OB Knowledge To have hope one needs to have: A. B. C. D. E. Efficacy Resilience Mindfulness A goal and a means for achieving the goal None of the above Chapter 7 | Slide 26 Creating a Climate that Fosters Positive OB Organizational Climate • Employees’ perceptions of formal and informal organizational policies, practices, procedures, and routines Chapter 7 | Slide 27 Creating a Climate that Fosters Positive OB Organizational Values • Ideals that are endorsed, shared, and supported by the organization as a whole Restorative Justice Compassion Temperance Chapter 7 | Slide 28 Creating a Climate that Fosters Positive OB Organizational Practices • Host of procedures, policies, practices, routines, and rules that organizations use to get things done – Training – Support programs – Human resource practices, programs, and policies Chapter 7 | Slide 29 Creating a Climate that Fosters Positive OB Virtuous Leadership • What individuals and organizations aspire to be when they are at their very best • Help individuals, groups, and organizations to elevate, enrich, and flourish Chapter 7 | Slide 30 Creating a Climate that Fosters Positive OB Components of Virtuous Leadership Forgiveness Greater Good Integrity Trust Chapter 7 | Slide 31 Creating a Climate that Fosters Positive OB Benefits of Virtuous Leadership • Increased: – Financial performance – Customer satisfaction – Positive organizational climate – Measures of organizational effectiveness Chapter 7 | Slide 32 Test Your OB Knowledge The Positive Proton Company has a policy of using a panel of managers and various employees to resolve conflicts that arise. What organizational value does this represent? A. B. C. D. E. Restorative justice Greater good Temperance Integrity Compassion Chapter 7 | Slide 33 Flourishing: The Destination of OB What is Well-Being and Flourishing? • Well Being is the combined impact of five elements (PERMA): P Positive Emotions E Engagement R Relationships M Meaning A Achievement Flourishing = the extent to which our lives contain PERMA Chapter 7 | Slide 34 Flourishing: The Destination of OB Positive Emotions • Broaden your perspective about how to overcome challenges in your life • Build on themselves resulting in a spread of positive emotions • Strengthens relationships with others (the R component in PERMA) Chapter 7 | Slide 35 Flourishing: The Destination of OB Engagement • The extent to which you are physically, cognitively, and emotionally involved with an activity, task, or project • Flow is the state of being completely involved in an activity for its own sake Chapter 7 | Slide 36 Flourishing: The Destination of OB Relationships • Positive emotions are associated with activities involving others • Social support is the amount of perceived helpfulness derived from social relationships – – – – Esteem support Informational support Social companionship Instrumental support Chapter 7 | Slide 37 Flourishing: The Destination of OB Meaningfulness and Achievement • Meaningfulness is belonging to and serving something that you believe is bigger than the self • Achievement pertains to the extent to which you have a self-directed achieving life. – People flourish when they pursue achievement for its own sake Chapter 7 | Slide 38 Test Your OB Knowledge All of the following are components of PERMA EXCEPT: A. B. C. D. E. Positive emotions Relationships Achievement Policies and Practices Engagement Chapter 7 | Slide 39 7 Integrative Framework for Understanding and Applying OB Chapter 7 | Slide 40 Part 1: Individual Behavior © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Part 3: Organizational Processes © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 14 ORGANIZATIONAL CULTURE, SOCIALIZATION, AND MENTORING How Can I Use These Concepts for Competitive Advantage? 14.1 The Foundation of Organizational Culture: Understanding Its Drivers and Functions 14.2 The Impact of Organizational Culture Types on Outcomes 14.3 The Process of Culture Change 14.4 The Organizational Socialization Process 14.5 Embedding Organizational Culture Through Mentoring Chapter 14 | Slide 2 The Foundation of Organizational Culture: Understanding Its Drivers and Functions What is Organizational Culture? • The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments Chapter 14 | Slide 3 The Foundation of Organizational Culture: Understanding Its Drivers and Functions Four Characteristics of Organizational Culture: • • • • Shared concept Learned over time Influences our behavior at work Impacts outcomes at multiple levels Chapter 14 | Slide 4 The Foundation of Organizational Culture: Understanding Its Drivers and Functions Drivers and Flow of Organizational Culture Chapter 14 | Slide 5 The Foundation of Organizational Culture: Understanding Its Drivers and Functions Levels of Organizational Culture – Artifacts • The physical manifestation of an organization’s culture Chapter 14 | Slide 6 The Foundation of Organizational Culture: Understanding Its Drivers and Functions Levels of Organizational Culture – Espoused Values Espoused Values • Explicitly stated values and norms that are preferred by an organization Enacted Values • Values and norms that are actually exhibited or converted into employee behavior Gaps between espoused and enacted values Influence employee attitudes and organizational performance Chapter 14 | Slide 7 The Foundation of Organizational Culture: Understanding Its Drivers and Functions Levels of Organizational Culture – Basic Underlying Assumptions • Organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior Chapter 14 | Slide 8 The Foundation of Organizational Culture: Understanding Its Drivers and Functions Four Functions of Organizational Culture Chapter 14 | Slide 9 Test Your OB Knowledge Which level of organizational culture is the hardest to change? A. B. C. D. E. Artifacts Transactional Enacted values Espoused values Basic underlying assumptions Chapter 14 | Slide 10 The Impact of Organizational Culture Types on Outcomes Types of Organizational Culture – Clan Culture • Companies with a clan culture have an internal focus and they value flexibility rather than stability and control • Effectiveness achieved by encouraging collaboration, trust, and support • Employee-focused Chapter 14 | Slide 11 The Impact of Organizational Culture Types on Outcomes Types of Organizational Culture – Adhocracy Culture • External focus and value flexibility • Creation of new products and services • Culture is adaptable, creative, and fast to respond to the marketplace Chapter 14 | Slide 12 The Impact of Organizational Culture Types on Outcomes Types of Organizational Culture – Market Culture • Strong external focus and value stability and control • Competition • Strong desire to deliver results and accomplish goals Chapter 14 | Slide 13 The Impact of Organizational Culture Types on Outcomes Types of Organizational Culture – Hierarchy Culture • • • • Internal focus Formalized and structured work environment Values stability and control over flexibility Efficiency, timeliness, and reliability Chapter 14 | Slide 14 The Impact of Organizational Culture Types on Outcomes Conclusions about Organizational Culture Organizational culture is related to measures of organizational effectiveness Employees are more satisfied and committed to organizations with clan cultures Innovation and quality can be increased by building characteristics associated with clan, adhocracy, and market cultures Financial performance is not strongly related to organizational culture Market cultures tend to have more positive organizational outcomes Chapter 14 | Slide 15 Test Your OB Knowledge Jane works in an organization where quality and efficiency are highly valued. This organization's culture is likely: A. B. C. D. E. Hierarchy Adhocracy Goal-driven Clan Market Chapter 14 | Slide 16 The Process of Culture Change Four Truths About Culture Change Leaders are the architects and developers of organizational change Changing culture starts with one of the three levels of organizational culture – artifacts, espoused values, and basic underlying assumptions Consider how closely the current change aligns with the organization’s vision and strategic plan Use a structured approach when implementing culture change Chapter 14 | Slide 17 The Process of Culture Change Mechanisms for Creating Culture Change – Formal Statements • Using formal statements of: – – – – – Organizational philosophy Mission Vision Values Materials used for recruiting • Represent visible artifacts Chapter 14 | Slide 18 The Process of Culture Change Mechanisms for Creating Culture Change – Design of Physical Space • Physical spacing among people and buildings • Location of office furniture Chapter 14 | Slide 19 The Process of Culture Change Mechanisms for Creating Culture Change – Slogans, Language, Acronyms, and Sayings • Easy to remember and easy to repeat Chapter 14 | Slide 20 The Process of Culture Change Mechanisms for Creating Culture Change – Role Modeling, Training, Coaching • Structure training to provide an in-depth introduction about organizational values and basic underlying assumptions Chapter 14 | Slide 21 The Process of Culture Change Mechanisms for Creating Culture Change – Explicit Rewards, Status Symbols • Strong impact on employees due to its highly visible and meaningful nature • Strongest way to embed culture Chapter 14 | Slide 22 The Process of Culture Change Mechanisms for Creating Culture Change – Stories, Legends, or Myths • Powerful way to send messages about values and behaviors that are desired Chapter 14 | Slide 23 The Process of Culture Change Mechanisms for Creating Culture Change – Organizational Activities and Processes • Leaders pay attention to those activities they can measure and control • Sends message to employees about acceptable norms Chapter 14 | Slide 24 The Process of Culture Change Mechanisms for Creating Culture Change – Leader Reactions to Critical Incidents • People learn and pay attention to emotions exhibited by leaders • Positive emotions spread • Negative emotions travel faster and further Chapter 14 | Slide 25 The Process of Culture Change Mechanisms for Creating Culture Change – Rites and Rituals • Planned and unplanned activities and ceremonies • Used to celebrate important events or achievements Chapter 14 | Slide 26 The Process of Culture Change Mechanisms for Creating Culture Change – Workflow and Organizational Structure • Hierarchical structure vs. flatter organizations • Reducing the number of organizational layers is an attempt to empower employees and increase employee involvement Chapter 14 | Slide 27 The Process of Culture Change Mechanisms for Creating Culture Change – Organizational Systems and Procedures and Organizational Goals throughout Employee Lifecycle - How a Company Handles: Communication Recruitment Promotion Selection Layoffs Development Retirements Chapter 14 | Slide 28 Test Your OB Knowledge Jackson Electronics would like to change their organizational culture to more of a clan culture. Jackson should use all of the following methods EXCEPT: A. Develop training programs to teach the underlying assumption of clan culture B. Have leaders keep information about negative events from employees C. Change the office structure to allow space for employees to collaborate and communicate D. Develop group and team reward systems E. Celebrate employee accomplishments and life events Chapter 14 | Slide 29 The Organizational Soc ...
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Tutor Answer

anamae12
School: Purdue University

Hi there :). Good morning. Your assignment is done, plgiarism has been checked already. Kindly see attachment and if you some additional questions please do message me, I am still here to support you.

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Content/Critical Thinking Analysis
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Introduction
As I go through in my assigned weekly chapters in my textbooks, I felt a little bit difficult
to understand some of the topics related to the process of the organization when it comes to the
socialization. But, as I made deep researched, I made some improvement about my realization
and realization about this topic. I came to realize how important is socialization, mentoring and
also the organizational culture. Corporate culture is very important to determine the success or
failure of an organization. When evaluating a corporate culture this is mainly focused on the
creation and compliance of the rules of the same. This evaluation does not imply the key
arguments that generate the leadership of a company and the influence they have on the
company's behavior. The most common is that companies raise their values clearly. However,
the degree of integration of the values in the company and the degree of the application by the
staff is not very clear.
I have also understood on how the concept of culture did not practice in the organization,
rather, it was said that organizations were oft...

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