BA 352

Learning Outcomes

Correctly describe organizational behavior tools and concepts, know when to use

Use organizational behavior frames to diagnose situations

Productive members of work teams

How Achievement of Outcomes Will Be Measured

Exams - identify and describe tools and concepts

Cases – apply frames of reference to diagnose situations

Team project - application of selected tools and concepts in an unfamiliar setting

Productive member of work teams – participation in a team

Evolution of Management Thought

Follows evolution of economic base Farm Factory Distributed activities Virtual

Management Principles:An attempt to instill order

Under royalty, nepotism, patronage, favoritism

As governments became more democratic, and complex, professional management and bureaucratic practices were encouraged.

With communication reducing distance and borders, managing multi-locations, diversity

Needed: People-Needed: People-Centered Managers Centered Managers

and Workplacesand Workplaces

Chapter One

1-1

Chapter One OutlineManagers Get Results With and Through Managers Get Results With and Through OthersOthers

•A Skills Profile for managers

•21st Century Mangers

The Field of Organizational Behavior: Past The Field of Organizational Behavior: Past and Presentand Present

•The Human Relations Movement

•The Total Quality Management Movement

•The Internet Revolution

The Contingency Approach: Applying Lessons The Contingency Approach: Applying Lessons from Research and Practicefrom Research and Practice

1-2

Pfeffer’s 7 People-Centered Pfeffer’s 7 People-Centered PracticesPractices

• Job security (to eliminate fear of layoffs).• Careful hiring (emphasizing a good fit with the company culture).• Power to the people (via decentralization and self-managed teams).• Generous pay for performance.• Lots of training.• Less emphasis on status (to build a “we” feeling).• Trust building (through the sharing of critical information).

People(Skilled, motivated

people who can handle change. Less stress.).)

Products(Satisfied customers

because of better quality goods/services.)

Processes(Faster, more flexible,

leaner, and ethical organizationalprocesses. Organizational learning.)

Productivity(Less wasteful, more

efficient use of allresources.)

1-3

Figure 1-1

Strategic Results: The 4-P Strategic Results: The 4-P Cycle of Continuous Cycle of Continuous ImprovementImprovement

1-4 a

Skills and Best Practices: Skills Skills and Best Practices: Skills Exhibited by an Effective ManagerExhibited 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, training, coaching and support

6) Provides feedback honestly and constructively

7) Keeps things moving by relying on schedules, deadlines, and helpful reminders

8) Controls details without being over-bearing

9) Applies reasonable pressure for goalaccomplishment

10) Empowers and delegates key duties to others while maintaining goal clarity and commitment

11) Recognizes good performance with rewards and positive reinforcement

1-4b

Skills and Best Practices: Skills Skills and Best Practices: Skills Exhibited by an Effective Manager Exhibited by an Effective Manager (cont)(cont)

1-5a

Table 1-1

Past ManagersPast Managers Future Future ManagersManagersOrder giver,

privileged elite, manipulator, controller

Facilitator, team member, teacher, advocate, sponsor, coach

Periodic learning, narrow specialist

Continuous life-long learning, generalist with multiple specialties

Time, effort, rank Skills, results

Primary RolePrimary Role

Learning & Learning & KnowledgeKnowledge

CompensatioCompensation Criterian Criteria

Cultural Cultural OrientationOrientation

Monocultural, monolingual

Multicultural, multilingual

Evolution of the 21st-Century Evolution of the 21st-Century ManagerManager

1-5b

Table 1-1

Past ManagersPast Managers Future Future ManagersManagersFormal Authority Knowledge (technical

interpersonal)

Potential problem Primary resource

Afterthought Forethought

Limited input for individual decisions

Multicultural, multilingual

Primary RolePrimary Role

View of View of PeoplePeople

Ethical Ethical ConsideratioConsiderationsns

Decision Making Decision Making StyleStyle

Primary Primary CommunicatioCommunication Patternn Pattern

Vertical Multidirectional

Evolution of the 21st-Century Evolution of the 21st-Century Manager (cont)Manager (cont)

1-5C

Table 1-1

McGraw-Hill/Irwin ©2002, The McGraw-Hill Companies, Inc. All Rights Reserved

Past ManagersPast Managers Future ManagersFuture Managers

Nature of Nature of Interpersonal Interpersonal RelationshipsRelationships

Competitive(win-lose)

Cooperative(win-lose)

Handling of Power Handling of Power and Key and Key InformationInformation

Hoard and restrict access

Share and broaden access

Approach to Approach to ChangeChange

Resist Facilitate

Evolution of the 21st-Century Evolution of the 21st-Century Manager (cont)Manager (cont)

Theory XTheory X Theory YTheory Y1. People dislike work 1. Work is a natural activity2. People must be pushed to 2. People committed to objectives

work are capable of self-direction3. Most people prefer to be 3. Rewards help people become

directed committed to organizational objectives4. Employees can learn to seek responsibility5. Employees typically have imagination, ingenuity, and creativity

1-6

Table 1-2 McGregor’s Theory X and McGregor’s Theory X and Theory YTheory Y

1-7

What Is Total Quality What Is Total Quality Management? (TQM)Management? (TQM)

Schonberger:Schonberger: TQM is “continuous, customer-centered, employee-driven improvement.”

Principles of TQM: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

TQM – perspective

Deming taught traditional statistical quality control techniques, added management concepts derived from the application of these techniques.

SQC was already taught before WWII. Deming taught the TQM version right after World War II to a war-torn Japan

The Japanese adapted his teaching consistent with their culture

Basic Assumptions of TQM

The outputs of human processes vary

Variations can be understood through statistical techniques

Variations can be reduced And performance improved

E-business Implications for OBE-business Implications for OB

E-businessE-business involves using the Internet to facilitate every aspect of running a business.

E-Management –E-Management – Fast paced; Virtual teams, Networking skills

E-communication –E-communication – Email use/abuse; Telecommuting promised and drawbacks

Goal setting and feedback –Goal setting and feedback – Web-based goal-setting/evaluation; Risk of over control?

Organizational structure –Organizational structure – Virtual teams and organizations; Lack of trust and loyalty in “faceless” organizations?

Job design –Job design – “Sticky” work settings; Unrealistic expectations?

1-9a

E-Business Implications E-Business Implications (continued)(continued)

1-9b

Decision making –Decision making – Less time to make more decisions; Information overload; Empowerment and participative decision making

Knowledge management –Knowledge management – E-training; E-learning; distance learning: Asynchronous vs. synchronous

Speed, conflict, and stress –Speed, conflict, and stress – Does relentless speed equal burnout?

Change and resistance to change –Change and resistance to change – Stop the World, I want to get off! Constant change equals conflict

Ethics –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

Others??Others??

Chemoil Corp, San Francisco

Sells bunker fuel to ships Marketing and bunker operations: on US

west, east, gulf coast, Europe (Rotterdam and Monaco), and Asia (Singapore)

Headquarters in San Francisco; finance, personnel, legal, senior management

Accounting in India

Chemoil Corp

Owners were a Japanese company and an Indian who emigrated to US

Employees reflected locations – Dutch, Italians, French, Indians, Filipinos – and diversity of locations – Hispanics, German, etc.

Chemoil Corp. Communications: email, mobile

phones, fax, video phones, personal contact when person happened to be in the office

Data on operations sent through shared files, email, etc.

Chemoil Corp

Objectives-setting: monthly video conference between San Francisco and different offices (meeting with two locations possible from SF office)

Transaction data uploaded in the afternoon, posted by next morning.

Decisions made by phone, etc.

Instrumental UseInstrumental Use (Direct practical application)

Conceptual UseConceptual Use(General conceptual enlightenment)

Symbolic UseSymbolic Use(Verify or legitimize existing positions)

1-10

Three Uses Of OB Research Three Uses Of OB Research FindingsFindings