MANAGEMENT 371 Fall 2008 Semester

1. MANAGEMENT 371Fall 2008 Semester Organizational Behavior

2. Top 5 Skill Areas Demanded by US Occupations • Active Listening • Reading Comprehension • Speaking • Critical Thinking • Active Learning

3. The goal of Organizational Behavior: People-centered practices • Job security: eliminate fear • Careful hiring: good fit with culture • Empower: decentralize to self-managed teams • Generous pay for performance (motivation) • Training, training, training • “We” mentality: ban status • Build trust: share information

4. Chapter 1: Organizational Behavior • What do Managers do? • Skills • 4-P Cycle

5. Skills Exhibited by an Effective Manager • Clarifies goals and objectivesfor everyone involved • Encourages participation, upward communication, and input • Plans and organizesfor an effective work flow • Hastechnical and administrative expertiseto addressorganization-related questions (consulting) • Facilitates workthrough team building, coaching, and support • Provides feedbackhonestly and constructively

6. Skills Exhibited by an Effective Manager • Organizing work--relying on schedules, deadlines • Controls detailswithout being overbearing • Applies reasonablepressure for goal accomplishment • Empowers and delegateskey duties to others while maintaining goal clarity and commitment • Recognizes good performancewith rewards and positive reinforcement McGraw-Hill

7. The 4-P Cycle of Continuous Improvement

8. History of OB Field • Defining OB: Levels • Human Relations Movement • Hawthorne Effect • McGregor’s Theory X and Theory Y • Mary Parker Follett • Total Quality Management Movement • Deming • Principles

9. The Human Relations Movement • Legalization of union-management collective bargaining • Behavioral scientists called more attention to the human factor

10. The Hawthorne Legacy • The urban legend • Conclusions about positive effect of supportive supervision may be overstated • Money, fear of unemployment, managerial discipline and high quality raw materials were also appear to have been related to high output

11. Table 1-3 • People dislike work • Work is a natural activity • People must be pushed to work • People committed to objectives are capable of self-direction • Most people prefer to be directed • Rewards help people become committed to organizational objectives McGregor’s Theory X and Theory Y Theory X Theory Y • Employees can learn to seek responsibility • Employees typically have imagination, ingenuity, and creativity

12. Mary Parker Follett • Saw employees as complex bundles of attitudes, beliefs, and needs • Believed managers should motivate job performance

13. What is Total Quality Management? (TQM) An organizational culture dedicated to training, continuous improvement, and customer satisfaction Principles of TQM: • Do it right the first time to eliminate costly rework • Listen to and learn from customers and employees • Make continuous improvement an everyday matter • Build teamwork, trust, and mutual respect

14. History of OB Field (con’t.) • Internet Revolution • E-Business • Contingency Approach • Age of Human and Social Capital • Positive OB

15. E-business Implications for OB • E-business involves using the Internet to facilitate every aspect of running a business. • E-Management – Fast paced; Virtual teams; New skills • E-communication – Email use/abuse; Telecommuting • Goal setting and feedback – Web-based goal-setting/evaluation • Organizational structure – Virtual teams and organizations. Trust and loyalty in “faceless” organizations? • Job design – Virtual jobs

16. 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 – Constant • Ethics – Electronic monitoring; Repetitive motion injuries; Privacy issues

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

18. 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

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

20. Dimensions of Human and Social Capital

21. 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

22. Positive Organizational Behavior • Positive Organizational Behavior (POB) • The study and improvement of employees’ positive attributes and capabilities

23. Table 1-2 Primary Role Order giver, privileged elite, manipulator, controller Facilitator, team member, teacher, advocate, sponsor, coach Learning and Knowledge Periodic learning, narrow specialist Continuous, life-long learning, generalist with multiple specialties Compensation Criteria Time, effort, rank Skills, results Primary Source of Influence Formal authority Knowledge (technical and interpersonal) View of People Potential problem Primary resource Evolution of 21st Century Managers Past Managers Future Managers

24. Table 1-2 cont. Primary Communication Pattern Vertical Multidirectional Decision-making Style Limited input for individual decisions Broad-based input for joint decisions Ethical Considerations Afterthought Forethought Nature of Interpersonal Relationships Competitive (win-lose) Cooperative (win-win) Evolution of 21st Century Managers Past Managers Future Managers

25. Table 1-2 cont. Handling of Power and Key Information Hoard and restrict access Share and broaden access Approach to Change Resist Facilitate Evolution of 21st Century Managers Past Managers Future Managers

26. Figure 1-3 Learning About OB Through A Combination of Theory, Research, and Practice Theory Research Practice Most completeinformation for betterunderstandingand managingorganizationalbehavior

27. 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