Transcript Organizational Behavior Agenda

Organizational Behavior Agenda
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Establish realistic expectations about course
Get to know me
Discuss what OB is and why it is important
Review syllabus
Discuss why a scientific approach will be
used
What is Organizational Behavior
• A relatively new field of scientific study
• Concerned with human behavior that occurs
in work settings
• Began by borrowing from other social
sciences such as psychology and sociology
• Scientific study of the behavior and
attitudes of both individuals and groups
within organizations
Mini-History of OB: Scientific
Management and Human Relations
Scientific Management Approach
•The role of “people” in economic success
and failure undervalued for a long time
because of scientific management’s
emphasis on efficiency
•Taylor: Workers as extensions of
machines, interchangeable parts, and pigiron handling study. Time and motion
study.
Taylor’s Four Managerial
Principles
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Select workers
Train systematically
Motivate workers to want to perform
Discover the most efficient way to do the job
Others in Sc. Mgmt: Gantt, Frank & Lillian Gilbreth
Employees a necessary evil—minimize human variation
Human Relations Approach
People were appreciated more fully with
the advent of this approach
Lessons from the Human
Relations Approach
• Hawthorne Studies & Hawthorne Effect
--something common sense would not predict
• Other factors beyond pay & physiological
conditions (e.g., light) influence productivity
• These factors are social and/or psychological
in nature (e.g., 9/11)
• Behavior is not always rational
OB is the scientific study of the
behavior and attitudes of both
individuals and groups within
organizations
Why is OB important?
• Employees can be a source of competitive
advantage. (Natural tendency to think one’s
discipline is the most important in business, but
nearly all successful leaders emphasize human
factors).
• Attracting & retaining talent increasingly difficult
– More frequent employee-initiated job changes
– Mergers, acquisitions, downsizings
• Developing/maintaining favorable work attitudes
and behaviors a constant struggle
Why is OB important?
• Team-based work systems
require collaboration
• Impact of undesirable work
attitudes is increasingly well
documented—text calls this
“deviant workplace behavior”
Outcomes of “Bad” Employee
Attitudes
 Organizational Performance
 Job Satisfaction
 Absenteeism
 Turnover (affects
customer satisfaction)
•  Effort Expenditure
•  Theft (workplace deviance)
•  Willingness to be relocated
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Performance Increases Using
Different Strategies
Strategy to Enhance
ROI Performance
1. TQM (improve product/service
Results Among Firms
Using Strategy
 15%
quality)
 15.4%
2. Downsizing or reengineering (reduce payroll)
 19.1%
3. Employee Involvement
(Attitude Improvement)
Summary: Purpose of Course
To provide managers with
the understanding and
skills to manage workrelated attitudes and
behaviors
Organizational Behavior Course
Model
OB Outcomes: Attitudes
and Behaviors
Influenced by Managers
Using
Effort
Job Satisfaction
Absenteeism
Turnover
Stress
Workplace Violence
Organizational Citizenship
Behavior and Commitment
Employee Theft
Safety and Accidents
Sexual Harassment
Grievances
Application of Individual
Differences
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Perceptions
Attributions
Attitude change
Values
Personality
Group Dynamics
Reward Systems
Job Design
Leadership
How Do Managers Determine
the “Best Way” to Manage?
• Course favors science but
realizes there are other ways
of determining truth
• Unawareness of evidence
leads to imitation &
adoption of fads
• What are the “hot” practices
or emerging trends popular
among managers today?
• Look at some fads over time
Management Innovation or
“Fad”????
The 1950s & 60s
The 1970s
The 1980s
Theory Y
Zero-based Budgeting 1-Minute Manager
MBO
Strategic Planning
Theory Z
T (sensitivity) Groups Portfolio Mgmt
JIT, TQM
The 1990s
The 2000s
2010 & Beyond
Downsizing
Sustainability
Relationship Marketing
Reengineering
Emotional Intelligence Supply Chain Mgmt
Employee Empowerment
JIT, TQM
How Do Managers Determine
the “Best Way” to Manage?
• Course promotes science but
realizes Mgmt is both an art &
science
• Imitating leads to fad
management
• Managers must act and they
rely on multiple ways of
determining truth
(epistemologies) that may
reach different conclusions.
• Sick leave policy example
COMMON EPISTEMOLOGIES
USED BY MANAGERS
1. Experience
2. Intuition
3. Common Sense or logic
4. Expert testimony/Higher
authority/Consultant
5. History or Tradition
6. Science/Evidence-based management
Summary
• Know your own epistemology (epistemologies)
• Appreciate others’ use of alternate
epistemological perspectives
• Change agents (managers) adapt to others’
epistemologies and use multiple epistemologies
• Your preferred epistemology may not be able
to answer your question and epistemologies can
conflict
What does it mean if you say you believe
in Science/Evidence-based Management?
Characteristics of Science
• Empirical
• Rational
• General
– predict
– explain
• Cumulative
– tentative
– replication
– self-correcting