Needed: People-Centered Managers and Workplaces

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Presentation transcript:

Needed: People-Centered Managers and Workplaces Learning Objectives 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. Chapter One

Pfeffer’s Seven People-Centered Practices 1-1 Job security Careful hiring Power to the people Generous pay for performance Lots of training Less emphasis on status Trust building McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

The 4-P Cycle of Continuous Improvement 1-2 Figure 1-1 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 organizational processes. Organizational learning.) Productivity (Less wasteful, more efficient use of all resources.) McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Skills & Best Practices: The Effective Manager’s Skill Profile 1-3 Clarifies goals and objectives for everyone involved. Encourages participation, upward communication, and suggestions. Plans and organizes for an orderly workflow Has technical and administrative expertise to answer organization-related questions. Facilitates work through team building, training, coaching, and support. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Skills & Best Practices: The Effective Manager’s Skill Profile (Cont.) 1-4 Provides feedback honestly and constructively. Keeps things moving by relying on schedules, deadlines, and helpful reminders. Controls details without being overbearing. Applies reasonable pressure for goal accomplishment. Empowers and delegates key duties to others while maintaining goal clarity and commitment. Recognizes good performance with rewards and positive reinforcement. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Evolution of 21st Century Managers 1-5 Table 1-1 Past Managers Future Managers Facilitator, team member, teacher, advocate, sponsor, coach, partner Order giver, privileged elite, manipulator, controller Primary role Continuous life-long learning, generalist with multiple specialties Periodic learning, narrow specialist Learning and knowledge Skills, results Time, effort, rank Compensation criteria Multicultural, multilingual Monocultural, monolingual Cultural orientation McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Evolution of 21st Century Managers (Cont.) 1-6 Table 1-1 Past Managers Future Managers Knowledge (technical and interpersonal) Formal authority Primary source of influence Primary resource Potential problem View of people Multidirectional Vertical Primary communication-pattern Broad-based input for joint decisions Limited input for individual decisions Decision-making style McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Evolution of 21st Century Managers (Cont.) 1-7 Table 1-1 Past Managers Future Managers Forethought Afterthought Ethical considerations Cooperative (win-win) Competitive (win-lose) Nature of interpersonal relationships Share and broaden access Hoard and restrict access Handling of power and key information Facilitate Resist Approach to change McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

McGregor’s Theory X and Theory Y 1-8 Theory X Most people dislike work Most people must be coerced and threatened before they will work Most people actually prefer to be directed 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.

What is TQM? 1-9 Total Quality Management: 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. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

The Age of Human and Social Capital 1-10 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.

Organizational Learning The Strategic Importance and Dimensions of Human and Social Capital 1-11 Figure 1-2 Strategic Assumption Individual Human Capital Social Capital Organizational Learning McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Building Human Capital Skills & Best Practices: How to Build Human and Social Capital 1-12 Building Human Capital Program or activity Company “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 “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 McGraw-Hill/Irwin McGraw-Hill © 2006 The McGraw-Hill Companies, Inc. All rights reserved. © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Building Social Capital Skills & Best Practices: How to Build Human and Social Capital (Cont.) 1-13 Building Social Capital Program or activity Company “The software giant…matches charity donations up to $12,000.” Microsoft Redmond, WA 36,665 employees “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 McGraw-Hill/Irwin McGraw-Hill © 2006 The McGraw-Hill Companies, Inc. All rights reserved. © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Building Social Capital Skills & Best Practices: How to Build Human and Social Capital (Cont.) 1-14 Building Social Capital Program or activity Company “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 McGraw-Hill/Irwin McGraw-Hill © 2006 The McGraw-Hill Companies, Inc. All rights reserved. © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Positive Organizational Behavior 1-15 Positive Organizational Behavior (POB) the study and improvement of employees’ positive attributes and capabilities McGraw-Hill/Irwin McGraw-Hill © 2006 The McGraw-Hill Companies, Inc. All rights reserved. © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

C onfidence/self-efficacy H ope O ptimism S ubjective well-being Luthans’s CHOSE Model Of Key POB Dimensions 1-16 Table 1-3 C onfidence/self-efficacy H ope O ptimism S ubjective well-being E motional intelligence McGraw-Hill/Irwin McGraw-Hill © 2006 The McGraw-Hill Companies, Inc. All rights reserved. © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

E-business Implications for OB 1-17 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? McGraw-Hill/Irwin McGraw-Hill © 2006 The McGraw-Hill Companies, Inc. All rights reserved. © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

E-business Implications for OB (Cont.) 1-18 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 McGraw-Hill/Irwin McGraw-Hill © 2006 The McGraw-Hill Companies, Inc. All rights reserved. © 2005 The McGraw-Hill Companies, Inc. All rights reserved.