mgmt 371 fall 2009 semester organizational behavior
TRANSCRIPT
MGMT 371 Fall 2009 Semester
Organizational Behavior
College of Business Learning OutcomesRecognize ethical, legal and global
implications in business decision makingWork in collaborative environmentsCommunicate ideas (written, oral, visual, and
electronic)Use quantitative and analytical methods to
address unstructured business problems Use business technologies in creating valueRecognize the benefits and challenges of
diversity
Top 5 Skill Areas Demanded by Top 5 Skill Areas Demanded by US OccupationsUS Occupations
Active ListeningActive ListeningReading ComprehensionReading ComprehensionSpeakingSpeakingCritical ThinkingCritical ThinkingActive LearningActive Learning
BLS Statistics
The goal of Organizational Behavior:
People-centered practicesJob security: eliminate fearCareful hiring: good fit with cultureEmpower: decentralize to self-
managed teamsGenerous pay for performance
(motivation)Training, training, training“We” mentality: ban statusBuild trust: share information
Chapter 1: Organizational Behavior
What do Managers do?Work with and through others to achieve org. objectives
Skills4-P Cycle
Skills Exhibited by an Effective Manager
6) Provides feedback honestly and constructively
5) Facilitates work through team building, coaching, and support
4) Has technical and administrative expertise to address organization-related questions (consulting)
3) Plans and organizes for an effective work flow
2) Encourages participation, upward communication, and input
1) Clarifies goals and objectives for everyone involved
Skills Exhibited by an Effective Manager
11) Recognizes good performance with rewards and positive reinforcement
10) Empowers and delegates key duties to others while maintaining goal clarity and commitment
9) Applies reasonable pressure for goal accomplishment
8) Controls details without being overbearing
7) Organizing work--relying on schedules, deadlines
McGraw-Hill
The 4-P Cycle of Continuous Improvement
History of OB FieldDefining OB: LevelsHuman Relations Movement
Hawthorne EffectMcGregor’s Theory X and Theory YMary Parker Follett
Total Quality Management MovementDemingPrinciples
The Human Relations Movement
Legalization of union-management collective bargaining
Behavioral scientists called more attention to the human factor
The Hawthorne Legacy
The urban legendConclusions about positive effect of
supportive supervision may be overstatedMoney, fear of unemployment, managerial
discipline and high quality raw materials were also appear to have been related to high output
McGregor’s Theory X and Theory Y
5) Employees typically have imagination, ingenuity, and creativity
4) Employees can learn to seek responsibility
3) Rewards help people become committed to organizational objectives
3) Most people prefer to be directed
2) People committed to objectives are capable of self-direction
2) People must be pushed to work
1) Work is a natural activity
1) People dislike work
Theory YTheory YTheory XTheory X
Table 1-3
Mary Parker Follett
Saw employees as complex bundles of attitudes, beliefs, and needs
Believed managers should motivate job performance
What is Total Quality Management? (TQM)
Principles of TQM:Principles of TQM:Do it right the first time to eliminate costly reworkListen to and learn from customers and employeesMake continuous improvement an everyday matterBuild teamwork, trust, and mutual respect
AAn organizational culture dedicated to training, continuous improvement, and customer satisfaction
History of OB Field (con’t.)
Internet RevolutionE-Business
Contingency ApproachAge of Human and Social Capital
Positive OB
E-business Implications for OBE-businessE-business involves using the Internet to facilitate
every aspect of running a business.E-Management – Fast paced; Virtual teams; New
skillsE-communication – Email use/abuse;
Telecommuting Goal setting and feedback – Web-based goal-
setting/evaluationOrganizational structure – Virtual teams and
organizations. Trust and loyalty in “faceless” organizations?
Job design – Virtual jobs
E-Business Implications Cont.
Decision making – Less time, more decisions; Information overload; Empowerment; Participative decision making
Knowledge management – E-training; E-learning; distance learning
Speed, conflict, and stress – Does speed = burnout?
Change and resistance to change – ConstantEthics – Electronic monitoring; Repetitive motion
injuries; Privacy issues
The Contingency Approach
Using management concepts and techniques in a situationally appropriate manner, instead of trying to rely on “one best way”
The Age of Human and Social Capital
Human CapitalThe productive potential of one’s
knowledge and actions
A present or future employee with the right combination of knowledge, skills, and motivation to excel
Human Capital Outcomes
Leadership/managerial practicesWorkforce optimizationLearning opportunitiesKnowledge accessibilityTalent managementEmployee engagement
The Age of Human and Social CapitalSocial capitalThe productive potential of strong, trusting, and
cooperative relationships
Dimensions of Human and Social Capital
The Positive Psychology Movement
Recommends focusing on human strengths and potential as a way to prevent mental and behavioral problems and to improve the general quality of life
Positive Organizational Behavior
• The study and improvement of employees’ positive attributes and capabilities
Evolution of 21st Century Managers
Primary resourcePotential problemView of People
Knowledge (technical and interpersonal)
Formal authorityPrimary Source of Influence
Skills, resultsTime, effort, rankCompensation Criteria
Continuous, life-long learning, generalist with multiple specialties
Periodic learning, narrow specialist
Learning and Knowledge
Facilitator, team member, teacher, advocate, sponsor, coach
Order giver, privileged elite, manipulator, controller
Primary Role
Future ManagersPast Managers
Table 1-2
Evolution of 21st Century Managers
Cooperative (win-win)Competitive (win-lose)
Nature of Interpersonal Relationships
ForethoughtAfterthoughtEthical Considerations
Broad-based input for joint decisions
Limited input for individual decisions
Decision-making Style
MultidirectionalVerticalPrimary Communication Pattern
Future ManagersPast Managers
Table 1-2 cont.
Evolution of 21st Century Managers
FacilitateResistApproach to Change
Share and broaden access
Hoard and restrict access
Handling of Power and Key Information
Future ManagersPast Managers
Table 1-2 cont.
Learning About OB Through A Combination of Theory, Research, and Practice
Research
Practice
Theory Most completeinformation for
betterunderstandingand managingorganizational
behavior
Figure 1-3
Four Sources of OB Research Insights
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 variables in contrived situations
Sample survey questionnaire responses from a sample of people