Needed: People-Centered Managers and Workplaces

1. Needed: People-Centered Managers and Workplaces Chapter One

2. After reading the material in this chapter, you should be able to: LO1.1 Contrast McGregor’s Theory X and Theory Y assumptions about employees. LO1.2 Contrast human and social capital and describe three ways you can develop each. LO1.3 Explain the impact of the positive psychology movement on the field of organizational behavior (OB).

3. After reading the material in this chapter, you should be able to: LO1.4 Define the term e-business, and explain its implications for organizational behavior and managing people. LO1.5Describe the four levels of corporate social responsibility. LO1.6Explain at least three ways to improve an organization’s ethical climate.

4. The Field of Organizational Behavior • Organizational Behavior • Interdisciplinary field dedicated to better understanding and managing people at work

5. The Human Relations Movement • Legalization of union-management collective bargaining • Behavioral scientist called more attention to the human factor • Elton Mayo – Western Electric Hawthorne study

6. The Hawthorne Legacy • Interviews do not support initial conclusions about positive effect of supportive supervision • Money, fear of unemployment, managerial discipline and high quality raw materials were responsible for high output

7. McGregor’s Theory Y • Theory X assumptions • pessimistic and negative, typical of how managers traditionally perceived employees

8. McGregor’s Theory Y • Theory Y • believed managers could accomplish more through others by viewing them as self-energized, committed, responsible, and creative beings

9. McGregor’s Theory X and Theory Y Table 1-1

10. Question? As a production manager of Great Golf Products (GGP), Lorena believes that her employees are capable of self-direction and self-control. She also believes that they are committed to Titanium's objectives since they are rewarded for doing so. Lorena can be described as a: • Theory X manager. • Theory Z manager. • Futuristic manager. • Theory Y manager.

11. The Contingency Approach to Management • Contingency Approach • Using management concepts and techniques in a situationally appropriate manner, instead of trying to rely on “one best way”

12. The Age of Human and Social Capital • Human Capital • The productive potential of one’s knowledge and actions • A present or future employee with the right combination of knowledge, skills, and motivation to excel

13. The Strategic Importance and Dimensions of Human and Social Capital Figure 1-1

14. The Age of Human and Social Capital • Social capital • The productive potential of strong, trusting, and cooperative relationships

15. Question? The productive potential of strong, trusting, and cooperative relationships is known as __________. • Learning capacity • Social capital • Talent engagement • Knowledge accessibility

16. Ways of Building Your Human and Social Capital Table 1-2

17. 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

18. Positive Organizational Behavior • Positive Organizational Behavior (POB) • the study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today’s workplace

19. Luthans’s CHOSE ModelOf Key POB Dimensions Table 1-3

20. Question? Griff believes that he can successfully perform any assignment that his supervisor gives him. What POB dimension does he exhibit? • Confidence • Hope • Optimism • Emotional intelligence

21. E-Business and Implications for OB and Managing People • E-business • using information communication technologies to facilitate every aspect of running a business • Employers are able to access markets for their products and services much more easily and efficiently and over greater distances

22. Question? www.Thinkgeek.com only has a business presence on the web. This is an example of a(n) __________. • “Brick & Click” • “Click & Mortar” • E-business • Retailer

23. Time and Location of Work • The 24/7, everywhere connectivity means that many employers no longer have dedicated office space for large percentages of their employees. • Today’s managers need to select workers who have self-discipline, as well as being able to measure performance when they cannot directly observe their workers much of the time.

24. Time and Location of Work • Concern is growing that linking to the office everywhere and anytime means that workers cannot or will not ever disconnect. • Managers have to be sure their people don’t succumb to stress and exhaustion from being constantly tethered to their jobs.

25. The Promise and Limits of Collaboration • Many organizations collaborating with outsiders to improve their problem-solving and innovation capabilities. • The question becomes not only what to share but how much and with whom.

26. Web 2.0 Requires Management 2.0 • Managers of the future won’t control the flow of information • Managers will be expected to provide the means for employees to collaborate and share information with each other to achieve common goals

27. The Ethics Challenge • Ethics is concerned with right versus wrong, good versus bad, and the many shades of gray in-between supposedly black-and-white issues

28. A Model of Global Corporate SocialResponsibility and Ethics • Corporate social responsibility (CSR) • means that corporations have obligations beyond shareholders and beyond the bounds of law or contract. • challenges businesses to go above and beyond just making a profit to serve the interests and needs of “stakeholders,” including past and present employees, customers, suppliers, and the countries and communities in which the facilities are located.

29. A Model of Global Corporate SocialResponsibility and Ethics

30. A Model of Global Corporate SocialResponsibility and Ethics Level 1 – Make a profit consistent with expectations for international businesses to fulfill economic responsibility. Level 2 – Obey the law of host countries as well as international law to fulfill legal responsibility.

31. A Model of Global Corporate SocialResponsibility and Ethics Level 3 – Be ethical in its practices, taking host-country and global standards into consideration to fulfill ethical responsibility. Level 4 – Be a good corporate citizen, especially as defined by the host country’s expectations to fulfill philanthropic responsibility.

32. Taking Local Norms and Conduct into Consideration • National culture affects how people think and act about everything, including ethical issues • Each culture requires its own ethical analysis, taking local norms into consideration.

33. Ethical Lapses in the Workplace • Lower-level employees regularly witness common ethical lapses such as lying about being sick, fudging a report, bullying and sexual harassment, personal use of company equipment, and stealing company property or funds.

34. Intense Pressure for Results Starts Early • Most common is an individual’s own desire to “look good” for their bosses, which has been identified as a cause of unethical behavior in lower- and mid-level employees and managers.

35. Intense Pressure for Results Starts Early • Managers pressure unethical behavior due to their own motivations to perform, perceptions that such behaviors are actually acceptable or that no consequences will occur, reward systems that incentivize unethical behaviors, and/or the physical environment facilitates such actions

36. How to Improve the Organization’sEthical Climate • Behave ethically yourself • Screen potential employees • Develop a meaning full code of ethics • Provide ethics training • Reinforce ethical training • Create positions, units, and other structural mechanisms to deal with ethics

37. Five Sources of OB Research Insights

38. A Topical Model for What Lies Ahead

39. Video Case: Starbucks • Why does Starbucks view its social responsibility activities not as an expense or requirement, but rather as an “enlightened self-interest”? • What is the benefit for Starbucks in assisting Latin American farmers in obtaining financing to pay their pickers? • Why is Starbucks so interested in protecting the interests of the farmers who supply their coffee - aren’t there others they could buy from?

40. Video: Pike Place Fish Market • What does it mean at Pike Place Fish to be world famous? Why does it take some new employees months to understand this concept? • What role does organizational culture play in Pike Place Fish’s quest to be world famous? Why are other firms such as Coffee Bean & Tea Leaf adopting the “fish” philosophy? • How does Pike Place Fish create the context for workers to reach their maximum potential? What role does socialization and mentoring play in creating and nurturing this atmosphere?