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MGMT 620

MGMT 620. ORGANIZATIONAL BEHAVIOR -------------------------------------- Individual Team Department Facility, Plant, etc. Division Organization ------------------------------------- ORGANIZATIONAL THEORY. Management.

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MGMT 620

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  1. MGMT 620 ORGANIZATIONAL BEHAVIOR -------------------------------------- Individual Team Department Facility, Plant, etc. Division Organization ------------------------------------- ORGANIZATIONAL THEORY

  2. Management • The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources

  3. Organization • A formally structured collection of individuals working toward common goals. • A social entity that is goal directed, designed as deliberately structured and coordinated activity systems, and linked to the external environment.

  4. Why Study Organizations? Understand organizational behavior Organizational Research Predict organizational behavior Influence organizational behavior

  5. Scientific Approach • Seeking information in a • systematic and • unbiased manner

  6. Scientific Approach General Methods of Behavioral Research---A Continuum: Case / Natural Field Lab. <Observat. Survey Exper. Exper.>

  7. Scientific Approach THE FURTHER TO THE RIGHT: -The higher the control of the Independent Variable(s). -The higher the precision in measuring the Dependent Variable(s). -The lower the realism.

  8. Laboratory Experiment “Impressions of Organizational Responses to Whistleblower Accusations” – Decker & Calo Dependent Variables: 1) Respondents’ ratings of Firm 2) Respondents’ ratings of Whistleblower Independent Variables: 1) Firm Admits Guilt vs. Firm Denies 2) Whistleblower is Fired vs. Not Fired 3) Company Product: Tires vs. Paint 4) Customer: Individuals vs. Govt. Agencies

  9. Efficiency = Getting the most out of resources Effectiveness = Choosing worthwhile goals and achieving them to the fullest People Money Machines Materials Doing things right Doing the right things

  10. The Four Functions of Mgmt PlanningSelect goals & ways to attain them Controlling Monitor activities & make corrections OrganizingAssign responsibility for tasks Leading Use influence to motivate

  11. Levels of Management Top Management Examples: President, CEO, Executive V-P Middle Management Examples: Regional Manager, Plant Manager Lower (Supervisory, Operational, First-Line) Management Examples: Account Manager, Office Manager

  12. How Do You Learn to Manage? (Based on a study of successful managers at Honeywell) • 50% from job experience • 30% from other persons • 20% from education & training

  13. Effective Managers’ Attributes • Conceptual, Technical, Human Skills • Self-Objectivity • Analytic Thinking • Creative Thinking • Oral Communication • Written Communication • Resistance to Stress • Tolerance of Uncertainty

  14. Classical Perspective (1900+) • Emphasized a rational, scientific approach to study of management and sought to make workers and organizations like efficient operating machines

  15. Classic. Perspective Categories • Scientific Management • Frederick Taylor • Frank and Lillian Gilbreth • Bureaucratic Organizations (rational) • Max Weber • Administrative Principles (rational) • Henri Fayol

  16. Characteristics of Classical Mgmt. ScientificBureaucraticAdministrative Focus Workers Focus Whole organization Focus Managers Emphases Rules Rationality Emphases Management functions Chain of Command Emphases Training routines Financial motivation Benefits Clear structure Guiding Principles Efficiency Benefits Productivity Efficiency Benefits Fairness Efficiency Drawbacks Overlooks social needs Drawbacks Rigidity Slowness Drawbacks Oversimplified, doesn’t consider environment

  17. Shift in Management Thinking Following the Hawthorne Studies From To Classical Management Humanistic Approach - Rationality - Efficiency - Standardization Recognition of importance of workers’ Social Environment

  18. Humanistic Perspective (1920s+) Behavior Science Appr. e.g., Hawthorne Studies Human Relations Approach Emphasizes enlightened treatment of workers Human Resources Appr. Emphasizes power sharing between managers and employees e.g., Theory Y

  19. Management Science Perspective(1940+) • Involves Mathematics, Computers • Examples: • Forecasting • Inventory control • Scheduling • Break-even analysis

  20. Systems Theory(1950+) • How the parts fit together • How the organization interacts with its environment

  21. Systems Theory Inputs Transformation Outputs * Products/services * Profits/losses * Employee satisfaction * Raw materials * Human resources * Information * Financial resources

  22. Contingency View (1960+) • Integrates many of the other views • “No one best way to manage - the best way depends on the situation (e.g., have few rules in a small organization, many rules in a large one)

  23. Current Challenges in Organizations • Global Competition • Organizational Renewal • Reengineering, Virtual Orgs. • Strategic Advantage • Total Quality, Knowledge Management, • Employee Relationships • Team-based Orgs., Inspirational Leadership • Diversity (incl. Global) • Ethics and Social Responsibility

  24. Contemporary Organizational Trends to Meet the Challenges • Companies stressing vision and values • Organizations “knowledge-based”, stressing “life-long learning” • Quality a forethought, not afterthought • Companies smaller • Organizations “flatter” • Structures more team-based and “boundaryless”

  25. Contemporary Organizational Trends (continued) • Employees more empowered (Managers moving from being bosses to being facilitators) • Companies changing from monocultural to multicultural

  26. Evolution of the 21st-Century Manager Past Managers Future Managers Primary Role Order giver, privileged elite, manipulator, controller Facilitator, team member, teacher, advocate, sponsor, coach Periodic learning, narrow specialist Continuous life-long learning, generalist with multiple specialties Learning & Knowledge Compensation Criteria Time, effort, rank Skills, results Cultural Orientation Monocultural, monolingual Multicultural, multilingual

  27. Evolution of the 21st-Century Manager (cont.) Past Managers Future Managers Primary Role Formal Authority Knowledge (technical interpersonal) Potential problem Primary resource View of People Primary Communication Pattern Vertical Multidirectional Decision Making Style Limited input for individual decisions Multicultural, multilingual Afterthought Ethical Considerations Forethought

  28. Evolution of the 21st-Century Manager (cont.) Past Managers Future Managers Nature of Interpersonal Relationships Competitive(win-lose) Cooperative(win-lose) Hoard and restrict access Share and broaden access Handling of Power and Key Information Approach to Change Resist Facilitate

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