strategic pressures
DESCRIPTION
Strategic PressuresTRANSCRIPT
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1Business Administration &Economics Department
CBE6103Managing People in
OrganizationsFall, 2014
General Information
George, J.M. and Jones, G.R. (2011)Understanding and Managing OrganizationalBehavior. Sixth Edition. London: Pearson
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2Course Objectives
Critical exploration of core concepts incurrent organisational theory
Comprehensive analysis of the newmanagerial implications and practices
Analysis of the recent developments inHRM practices and its changing context
Critical analysis of structural changes inorgs. of different sizes & sectors
Course Outline
Strategic pressures driving behaviour HR Structuring the organisation & the structural
change process Changing culture of organisations Power & conflict in organisations Performance management process Emerging managerial and HRM issues
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3What is an organisation?
Group of 2 or more individuals Consciously co-ordinated unit Functions on a continual basis to achieve
common goals
What is OB
Field specialising in the study of humanbehaviour in organisations what makes employee more productive what makes employees more satisfied in
their jobs how can we find the best way to organise
an employees work
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4What is a manager?What do managers do?
Manager: someone who achieves goalsthrough the efforts of others
Plan: define goals, strategize, co-ordinate etc. Organise: determine tasks, job design, determine
authority, where decisions are made etc.
Lead: motivate, direct, communicate, resolve etc.to get members to work toward a goal
Control: monitor/correct actions--meet goals
Strategic Pressures DrivingDevelopments in Managing
Behaviour & Human Resources
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5Views of Loyalty: (Business Week)
77%60%
2%
5%
21%35%
0%10%20%30%40%50%60%70%80%90%
100%
Company loyalty toemployee
Employee loyalty tocompany
More loyal
Same
Less loyal than fiveyears ago
Evolution in How Organizations Have ViewedTheir Employees
Everyone is the same.
There are differences.
Differences are good.
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6Overview of the OB Model
Individual Level
Group Level
Organisation Systems Level
Time
Level III
Level II
Level I
TheDependentVariables
Productivity
Absenteeism
Job Satisfaction
OrganisationalCitizenship
Turnover
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7Independent VariablesIndividual Group Organisation
Biographical Traits
Personality
Values & Attitudes
Ability
Perception
Motivation
Individual Learning
Decision Making
Communication
Other Groups
Conflict
Power & Politics
Group Structure
Work Teams
Leadership
Decision Making
Culture
Structure
Design
Technology
Work Processes
Selection Processes
Training Programs
Appraisal Practices
Forces driving developments
Technological - Information Technology Legislative / Political Downsizing / Outsourcing Competition -- Globalisation Socio-Demographic & Nature of the Workforce Ethics & Social Responsibility
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8Important Note
Forces pressuring change are not all bad There is shifting in the nature of business Jobs are being lost but also created (e.g.,
formation of new markets)
Technological Forces --Information Technology
With advances in IT orgs. generate moreinfo, seek more info, & send info morequickly
Can respond quicker to customers, otherorgs, and competitors
Can alter production schedules more quickly Use of the web and intra/inter net
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9IT (contd.)
Continuous improvement e.g., 99.9% efficiency at the U.S. Postal
Service means losing 2,000 packages perhour; 2 plane crashes per day at OHare
Need for new skills base and training ona continual basis to keep up
IT impacts where business can be done-- job design (e.g., on the road, at home,or around the world)
Legislative / Political Change
Countries are more open to foreigninvestment -- movement of labor & capital
New markets are opening (e.g., SovietUnion, Asia)
Formation of the EU and its standardizedrules and regulations
Deregulation (e.g., airlines, telephone)
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Downsizing & Outsourcing
A planned reduction in workforce aimedat reducing the size or staff and middlemanagement to reduce costs
Org becomes more effective withoutincreasing costs
Downsizing has been referred to as jobshifting -- in the U.S. increases inoverall employment have offset this
Competition / Globalisation
Competitors can now come from acrossthe street or from around the world
Orgs need to defend against theirtraditional competitors as well asentrepreneurial firms including those onthe internet
Interest rate and foreign currencyfluctuations
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Socio-demographic Different types of people found within an
organisation: Generation X / Y Senior Citizens Baby Boomers (1945 - 1960)
Demand different training, benefits,work-place arrangements, rewardsystems etc. based on these changes
Socio-demographic (contd.)
Marriage is being delayed; 50% end indivorce increasing no. of single parent households
Increase in university/college attendance
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Workforce diversity
Similarities/differences in characteristics: age race gender disabilities ethnic heritage sexual orientation
Regional (EU) & Global diversity In many countries minorities are the
fastest-growing segment of the populationand workforce
Workforce diversity (contd.)
Increase in professionals & knowledgeworkers
Many new workforce entrants withlimited or inadequate skill sets
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Ethics & Social Responsibility
Ethics: individual beliefs about what isright and wrong
Social Responsibility: obligation toprotect and contribute to the socialenvironment in which it operates
Examples: obligations to clean up theenvironment (McDonalds); respond toclient needs (e.g., J&J -- Tylenol scare)
Changing employee contract
Fewer jobs for life (downsizing) Fewer situations of a family working in a
particular org Weaker bond between org. & employee William Bridges: talks about no more full-
time work; only contract & part-time rentan employee
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Some challenges & opportunities formanaging behaviour & HR
Improving quality and productivity Improving people skills Managing workforce diversity Responding to globalisation Empowering people Stimulating change and innovation Coping with temporariness Declining employee loyalty Improving ethical behaviour