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Transcript of Identify at least four of Pfeffer’s people-centered practices, and define the term management....
Identify at least four of Pfeffer’s people-centered practices, and define the term management.
Contrast McGregor’s Theory X and Theory Y assumptions about employees.
Explain the managerial significance of Deming’s 85-15 rule, and identify the four principles of total quality management (TQM).
Contrast human capital and social capital, and explain why we need to build both.
Explain the impact of the positive psychology movement on the field of OB.
Define the term E-business, and specify five ways the Internet is affecting the management of people at work.
Needed: People-Centered Managers and Workplaces
Learning Objectives
Chapter One
1. Job security
2. Careful hiring
3. Power to the people
4. Generous pay for performance
5. Lots of training
6. Less emphasis on status
7. Trust building
1-1
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Pfeffer’s Seven People-Centered Practices
1-2 Figure 1-1
The 4-P Cycle of Continuous Improvement
People(Skilled, motivated
people who can handle change. Less stress.)
Products(Satisfied customers
because of better quality goods/services.
Job creation.)
Processes(Faster, more flexible,
leaner, and ethical organizationalprocesses. Organizational learning.)
Productivity(Less wasteful, more
efficient use of allresources.)
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
1. Clarifies goals and objectives for everyone involved.
2. Encourages participation, upward communication, and suggestions.
3. Plans and organizes for an orderly workflow
4. Has technical and administrative expertise to answer organization-related questions.
5. Facilitates work through team building, training, coaching, and support.
1-3
Skills & Best Practices: The Effective Manager’s Skill Profile
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
6. Provides feedback honestly and constructively.
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.
1-4
Skills & Best Practices: The Effective Manager’s Skill Profile (Cont.)
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
1-5 Table 1-1
Evolution of 21st Century Managers
Multicultural, multilingual
Monocultural, monolingual
Cultural orientation
Skills, resultsTime, effort, rankCompensation criteria
Continuous life-long learning, generalist with multiple specialties
Periodic learning, narrow specialist
Learning and knowledge
Facilitator, team member, teacher, advocate, sponsor, coach, partner
Order giver, privileged elite, manipulator, controller
Primary role
Future ManagersPast Managers
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
1-6 Table 1-1
Evolution of 21st Century Managers (Cont.)
Broad-based input for joint decisions
Limited input for individual decisions
Decision-making style
MultidirectionalVerticalPrimary communication-pattern
Primary resourcePotential problemView of people
Knowledge (technical and interpersonal)
Formal authorityPrimary source of influence
Future ManagersPast Managers
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
1-7 Table 1-1
Evolution of 21st Century Managers (Cont.)
FacilitateResistApproach to change
Share and broaden access
Hoard and restrict access
Handling of power and key information
Cooperative (win-win)Competitive (win-lose)
Nature of interpersonal relationships
ForethoughtAfterthoughtEthical considerations
Future ManagersPast Managers
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Theory X Most people dislike work Most people must be
coerced and threatened before they will work
Most people actually prefer to be directed
1-8
McGregor’s Theory X and Theory Y
Theory Y Work is a natural activity People are capable of self-
direction and self-control Rewards cause people to
be more committed to organizational goals
The typical employee can learn to accept and seek responsibility
People are imaginative, creative and have ingenuity
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Total Quality Management: An organizational culture dedicated to training, continuous improvement, and customer satisfaction
Principles of TQM1. Do it right the first time to eliminate costly rework.
2. Listen to and learn from customers and employees.
3. Make continuous improvement an everyday matter.
4. Build teamwork, trust and mutual respect.
1-9
What is TQM?
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
1-10
The Age of Human and Social Capital
Human Capital The productive potential of
one’s knowledge and actions
Social capital The productive potential of
strong, trusting, and cooperative relationships
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
1-11 Figure 1-2
The Strategic Importance and Dimensionsof Human and Social Capital
StrategicAssumption
Individual Human Capital
Social CapitalOrganizational Learning
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
1-12
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Skills & Best Practices: How to Build Human and Social Capital
Building Human Capital
“The brokerage…spends $75,000 per worker on training, and just built AGEU, a 20,000 square foot education center for new financial consultants”
A.G. Edwards
St. Louis
16,482 employees
“Education is foremost at this construction company, where all employees—called ‘partners’—are allowed 100% reimbursement of tuition, fees, and books at any state-supported college.”
TDIndustries
Dallas
1,393 employees
Program or activityCompany
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
1-13
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Skills & Best Practices: How to Build Human and Social Capital (Cont.)
Building Social Capital
“The 153-year-old travel and financial services firm…recently reinstated 12-week sabbaticals [so] staff can take time off to work at nonprofits.”
American Express
New York
43,477 employees
“The software giant…matches charity donations up to $12,000.”
Microsoft
Redmond, WA
36,665 employees
Program or activityCompany
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
1-14
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Skills & Best Practices: How to Build Human and Social Capital (Cont.)
Building Social Capital
“The maker of rugged footwear gives employees up to 40 hours a year of paid time off for community service.”
Timberland
Stratham, NH
2,116 employees
Program or activityCompany
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Positive Organizational Behavior (POB) the study and improvement of employees’ positive attributes and capabilities
1-15
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Positive Organizational Behavior
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
C onfidence/self-efficacy
H ope
O ptimism
S ubjective well-being
E motional intelligence
1-16 Table 1-3
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Luthans’s CHOSE ModelOf Key POB Dimensions
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
E-business running the entire business via the Internet
E-Management Fast paced; Virtual teams, Networking skills E-communication Email use/abuse; Telecommuting promised
and drawbacks E-leadership Involves electronically-mediated interactions in
combination with traditional face-to-face 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?
1-17
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
E-business Implications for OB
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
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
1-18
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
E-business Implications for OB (Cont.)
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.