Management, Organizational Policies and Practices Lecture 32

Recap from Lecture 20 Why Safety is Important Occupational Safety Laws in Pakistan Responsibilities and Rights of Employers and Employees Top Management’s Role in Safety What Causes Accidents? – Unsafe conditions and other work related factors What causes unsafe acts? How to prevent accidents? – Reducing unsafe conditions

Recap from Lecture 20 Reducing unsafe acts by emphasizing safety Reducing unsafe acts through – selection and placement – Training – motivation Conduct safety and health audits Workplace health hazards Workplace substance abuse Infectious diseases Stress burnout and depression

Recap from Lecture 20 Computer related health problems Workplace smoking Violence at work

Recap from Lecture 21 What is leadership Trait Theories of Leadership – Big five personality model – Limitations Behavioral Approaches to leadership – Ohio State Studies/U. of Michigan – University of Michigan Studies Contingency Theories of Leadership – Fiedler’s Contingency Model – Cognitive Resource Theory – Hersey and Blanchard’s Situational Leadership Model – Path Goal Theory

Recap from Lecture 21 Inspirational Approaches to Leadership – Transformational Leaders – Transactional Leaders – Laissez-Faire Leadership – Ethical Leadership – Online Leadership – Mentoring

Recap from Lecture 22 What is Power? Contrasting leadership and power Basis of power Dependency – the key to power Power Tactics Factors Influencing the Choice and Effectiveness of Power Tactics Political Behavior Determinants of Political Behavior Influences of Political Behavior Organizational Policies and Resource Allocations

Recap from Lecture Explain what is meant by ethical behavior at work. 2. Discuss important factors that shape ethical behavior at work. 3. Describe at least four specific ways in which management can influence ethical behavior at work. 4. Employ fair disciplinary practices. 5. List at least four important factors in managing dismissals effectively.

Recap from Lecture 24 Porter’s strategy clock Integration Strategies Diversification Strategies Intensive Strategies

Recap from Lecture Forces for change 2. Planned versus unplanned change 3. Resistance to change 4. Overcoming resistance to change 5. Approaches to managing change 1. Lewin’s three step change model 2. Kotter’s eight step plan for implementing change 6. Organizational development 7. Creating culture for change 1. Innovation 2. Learning organization

Recap from Lecture 26  Relate institutionalization to organizational culture.  Define organizational culture and describe its common characteristics.  Compare the functional and dysfunctional effects of organizational culture on people and the organization.  Explain the factors that create and sustain an organization’s culture.  Show how culture is transmitted to employees.  Demonstrate how an ethical culture can be created.  Describe a positive organizational culture.  Show how national culture may affect the way organizational culture is transported to a different country.

Recap from Lecture 27 – What is conflict? – Differentiate between the traditional, human relations, and interactionist views of conflict. – Outline the conflict process. – Define negotiation. – Contrast distributive and integrative bargaining. – Apply the five steps in the negotiation process. – Show how individual differences influence negotiations. – Assess the roles and functions of third-party negotiations. – Describe cultural differences in negotiations.

Recap from Lecture 28 – Analyze the growing popularity of teams in organizations. – Contrast groups and teams. – Compare and contrast four types of teams. – Identify the characteristics of effective teams. – Show how organizations can create team players. – Decide when to use individuals instead of teams. – Show how our understanding of teams differs in a global context.

Recap from Lecture 29 What is Structure Matching Strategy with structure Forms of organizational structure Functional structure Divisional structure SBU Structure Matrix structure Conclusions and implications

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