Und {text:bookmark-start} {text:bookmark-start} erstanding organizational behavior has never been more important for managers. A quick look at a few of the dramatic changes now talking place in organizations supports this claim. For instance, the typical employee is getting older; more and more women and people of color are in the workplace; corporate downsizing and the heavy use of temporary workers are severing the bonds of loyalty that historically toed many employees to their employers; and global competition is requiring employees to become more flexible and to learn to cope with rapid changes. The war on terror has brought to the forefront the challenges of working with and managing people during uncertain times {text:bookmark-end} {text:bookmark-end} .
I {text:bookmark-start} {text:bookmark-start} n short, there are a lot of challenges and opportunities today for managers to use OB concepts. In this article, we review some of the more critical issues confronting managers for which OB offers solutions or at least some meaningful insights toward solutions {text:bookmark-end} {text:bookmark-end} .
{text:bookmark-start} {text:bookmark-start} {text:bookmark-start} {text:bookmark-start} Responding to Globalization {text:bookmark-end} {text:bookmark-end} :
{text:bookmark-start} {text:bookmark-start} {text:bookmark-start} {text:bookmark-start} Organizations are no longer constrained by national borders. Burger King is owned by a British, and McDonald’s sells hamburgers in Moscow. Exxon Mobil, a so called American company receives almost 75 percent of its revenues from sales outside the United States. New employees at Finland based phone maker Nokia are increasingly being recruited from India, China, and other developing countries with non-Finns now outnumbering Finns at Nokia’s renowned research center in Helsinki. And all major automobile manufacturers now build cars outside their borders; for instance, Honda builds cars in Ohio; Ford in Brazil;...