Transcript Organizational Behavior

1
Chapter
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The Manager’s Job:
Getting Things Done
Through Others
The Field of Organizational
Behavior: Past and Present
Learning About OB from
Theory, Research and
Practice
A Topical Model for
Understanding and
Managing OB
Organizational Behavior:
Developing PeopleCentered Organizations
and Skills
1-3
The Manager’s Job
Table 1-1
Management – the process of working
with and through others to achieve
organizational objectives in an
efficient and ethical manner
Efficient – use of resources
Ethical – moral choice of what is right
or wrong
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1-3
Table 1-1
Skills Exhibited by an Effective Manager
1)
Clarifies goals and objectives for everyone involved
2)
Encourages participation, upward communication, and
suggestions
3)
Plans and organizes for an orderly work flow
4)
Has technical and administrative expertise to answer
organization-related questions
5)
Facilitates work through team building, coaching, and
support
6)
Provides feedback honestly and constructively
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1-4
Table 1-1 Cont.
Skills Exhibited by an Effective Manager
7)
Keeps things moving by relying on schedules, deadlines,
and helpful reminders
8)
Controls details without being overbearing
9)
Applies reasonable pressure for goal accomplishment
10)
Empowers and delegates key duties to others while
maintaining goal clarity and commitment
11)
Recognizes good performance with rewards and positive
reinforcement
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Research shows:
Women
and men managers have very
similar skill profiles
Derailed managers are often those who
overestimate their mastery of these
skills
1-5
Human and Social Capital
 Human
Capital the
productive potential of an
individual’s knowledge and
actions
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 Social
Capital productive
potential resulting from
strong relationships,
goodwill, trust, and
cooperative effort
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Research shows
 Formal
organizational learning and knowledge
management programs need social capital to
leverage individual human capital due to increased
use of teams, participative management,
empowerment, customer-oriented leaders, view of
employees as internal customers
Organizational Behavior
 Defined
as an interdisciplinary field dedicated to
better understanding and managing of people at
work
 Influenced by
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Psychology – human behavior
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Individual differences
Social psychology
Industrial and organizational psychology
Sociology – social systems
 Anthropology - societies
 Political science – political environment
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Evolution of OB
relations movement – focus on
employees as people
 Total quality management – focus on
customer satisfaction
 Internet revolution – focus on better work
through technology
 Human
The Human Relations Movement
studies – supportive supervision
leads to greater production
 Mary Parker Follett – more democratic
organizations
 McGregor – theories of motivation
 Hawthorne
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McGregor’s Theory X and Theory Y
Theory X
Table 1-3
Theory Y
1)
People dislike work
1)
Work is a natural activity
2)
People must be pushed to
work
2)
People committed to
objectives are capable of
self-direction
3)
Most people prefer to be
directed
3)
Rewards help people become
committed to organizational
objectives
4)
Employees can learn to seek
responsibility
5)
Employees typically have
imagination, ingenuity, and
creativity
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1-11
What is Total Quality Management? (TQM)
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
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1-12
The TQM Movement
The Deming Legacy:
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Formal training in statistical process control techniques
and teamwork
Helpful leadership, rather that order giving and
punishment
Elimination of fear so employees will feel free to ask
questions
Emphasis on continuous process improvements rather
than on numerical quotas
Teamwork
Elimination of barriers to good workmanship
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1-13
E-business Implications for OB
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E-business involves using the Internet to facilitate every aspect of
running a business.
Internet – global system of networked computers
E-Management – Fast paced; Virtual teams, Networking skills
E-communication – Email use/abuse; Telecommuting promised and
drawbacks
Goal setting and feedback – Web-based goal-setting/evaluation;
Risk of over control?
Organizational structure – Virtual teams and organizations; Lack
of trust and loyalty in “faceless” organizations?
Job design – “Sticky” work settings; Unrealistic expectations?
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E-Business Implications Cont.
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Decision making – Less time to make more decisions; Information
overload; Empowerment and participative decision making
Knowledge management – E-training; E-learning; distance
learning: Asynchronous vs. synchronous
Speed, conflict, and stress – Does relentless speed equal burnout?
Change and resistance to change – Stop the World, I want to get
off! Constant change equals conflict
Ethics – Net slaves (low pay with unrealistic promises of riches);
Electronic monitoring; Repetitive motion injuries; Abuse of part-timers
(no benefits, no job security); Privacy issues
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The Contingency Approach
 The
best managerial technique is situationally
specific
 Managers must adapt
 Learn tools for adapting through
Theory
 Research
 Practice
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Learning Module C
Research Methods in OB
The Research Process
 The
Scientific Method
Identify problem
 Form a hypothesis
 Gather information
 Analyze data
 Identify new problem
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 Study
Designs
Correlational
 Experimental
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Correlational Design
 Type
of question
 Variables
Predictor
 Criterion
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 Measuring
variables
Reliability
 Validity
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 Drawing
a conclusion about your question
Prediction
 Statistical significance
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Experimental design
 Type
of question
 Variables
Independent variable
 Dependent variable
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 Assessing
variables
Random assignment
 Control group
 Quasi-experiment
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 Drawing
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Cause
a conclusion
The Scientific Literature
Empirical
 Four
Research Studies
sections
Review Articles
 Critical
evaluations and suggestions for
future research
Theoretical Articles
 Develop
work
new ideas or models using past
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Learning Module A
Ethics and Organizational Behavior
Ethics – set of principles of right and
wrong conduct
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A Model of Ethical Behavior in the
Workplace
Cultural Influences
 Family
 Education
 Religion
 Media/entertainment
Organizational Influences
 Ethical codes
 Organizational culture
 Role models (age military, teams)
 Perceived pressure for results
 Rewards/punishment system
A-1
Individual
- Personality
- Values
- Moral
principles
- History of
reinforcement
- Gender
Ethical
behavior
Political/Legal/
Economic
Influences
Figure A-1
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A-2
What does research show about the effects
of gender?
Men and Women view moral problems
and situations differently
Men:
 Justice Perspective
based on the ideal of
reciprocal rights and driven
by rules and regulations
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Women:
 Care Perspective involves
compassion and an ideal of
attention and response to need
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A-3
Table A-1
General Moral Principles
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Dignity of human life
Autonomy
Honesty
Loyalty
Fairness
Humaneness
The common good
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A-4
Improving On-the-Job Ethics
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Behave ethically yourself
Screen potential
employees
Develop a Meaningful Code
of Ethics
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