MGMT 371 Fall 2009 Semester Organizational Behavior

College of Business Learning Outcomes Recognize ethical, legal and global implications in business decision making Work in collaborative environments Communicate ideas (written, oral, visual, and electronic) Use quantitative and analytical methods to address unstructured business problems Use business technologies in creating value Recognize the benefits and challenges of diversity

Top 5 Skill Areas Demanded by US Occupations  Active Listening  Reading Comprehension  Speaking  Critical Thinking  Active Learning BLS Statistics

The goal of Organizational Behavior: People-centered practices Job security: eliminate fear Careful hiring: good fit with culture Empower: decentralize to self-managed teams Generous pay for performance (motivation) Training, training, training “We” mentality: ban status Build trust: share information

Chapter 1: Organizational Behavior What do Managers do?  Work with and through others to achieve org. objectives  Skills  4-P Cycle

Skills Exhibited by an Effective Manager 6)Provides feedback honestly and constructively 5)Facilitates work through team building, coaching, and support 4)Has technical and administrative expertise to address organization-related questions (consulting) 3)Plans and organizes for an effective work flow 2)Encourages participation, upward communication, and input 1)Clarifies goals and objectives for everyone involved

Skills Exhibited by an Effective Manager 11)Recognizes good performance with rewards and positive reinforcement 10)Empowers and delegates key duties to others while maintaining goal clarity and commitment 9)Applies reasonable pressure for goal accomplishment 8)Controls details without being overbearing 7)Organizing work--relying on schedules, deadlines McGraw-Hill

The 4-P Cycle of Continuous Improvement

History of OB Field Defining OB: Levels Human Relations Movement  Hawthorne Effect  McGregor’s Theory X and Theory Y  Mary Parker Follett Total Quality Management Movement  Deming  Principles

The Human Relations Movement Legalization of union-management collective bargaining Behavioral scientists called more attention to the human factor

The Hawthorne Legacy The urban legend Conclusions about positive effect of supportive supervision may be overstated Money, fear of unemployment, managerial discipline and high quality raw materials were also appear to have been related to high output

McGregor’s Theory X and Theory Y 5)Employees typically have imagination, ingenuity, and creativity 4)Employees can learn to seek responsibility 3)Rewards help people become committed to organizational objectives 3)Most people prefer to be directed 2)People committed to objectives are capable of self-direction 2)People must be pushed to work 1)Work is a natural activity1)People dislike work Theory Y Theory X Table 1-3

Mary Parker Follett Saw employees as complex bundles of attitudes, beliefs, and needs Believed managers should motivate job performance

What is Total Quality Management? (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 A An organizational culture dedicated to training, continuous improvement, and customer satisfaction

History of OB Field (con’t.) Internet Revolution  E-Business Contingency Approach Age of Human and Social Capital Positive OB

E-business Implications for OB E-business E-business involves using the Internet to facilitate every aspect of running a business. E-Management – Fast paced; Virtual teams; New skills E-communication – use/abuse; Telecommuting Goal setting and feedback – Web-based goal- setting/evaluation Organizational structure – Virtual teams and organizations. Trust and loyalty in “faceless” organizations? Job design – Virtual jobs

E-Business Implications Cont. Decision making – Less time, more decisions; Information overload; Empowerment; Participative decision making Knowledge management – E-training; E-learning; distance learning Speed, conflict, and stress – Does speed = burnout? Change and resistance to change – Constant Ethics – Electronic monitoring; Repetitive motion injuries; Privacy issues

The Contingency Approach Using management concepts and techniques in a situationally appropriate manner, instead of trying to rely on “one best way”

The Age of Human and Social Capital Human Capital The productive potential of one’s knowledge and actions A present or future employee with the right combination of knowledge, skills, and motivation to excel

Human Capital Outcomes Leadership/managerial practices Workforce optimization Learning opportunities Knowledge accessibility Talent management Employee engagement

The Age of Human and Social Capital Social capital The productive potential of strong, trusting, and cooperative relationships

Dimensions of Human and Social Capital

The Positive Psychology Movement Recommends focusing on human strengths and potential as a way to prevent mental and behavioral problems and to improve the general quality of life

Positive Organizational Behavior The study and improvement of employees’ positive attributes and capabilities

Evolution of 21 st Century Managers Primary resourcePotential problem View of People Knowledge (technical and interpersonal) Formal authority Primary Source of Influence Skills, resultsTime, effort, rank Compensation Criteria Continuous, life-long learning, generalist with multiple specialties Periodic learning, narrow specialist Learning and Knowledge Facilitator, team member, teacher, advocate, sponsor, coach Order giver, privileged elite, manipulator, controller Primary Role Future ManagersPast Managers Table 1-2

Evolution of 21 st Century Managers Cooperative (win-win)Competitive (win-lose) Nature of Interpersonal Relationships ForethoughtAfterthought Ethical Considerations Broad-based input for joint decisions Limited input for individual decisions Decision-making Style MultidirectionalVertical Primary Communication Pattern Future ManagersPast Managers Table 1-2 cont.

Evolution of 21 st Century Managers FacilitateResist Approach to Change Share and broaden access Hoard and restrict access Handling of Power and Key Information Future ManagersPast Managers Table 1-2 cont.

Learning About OB Through A Combination of Theory, Research, and Practice Research Practice Theory Most complete information for better understanding and managing organizational behavior Figure 1-3

Four Sources of OB Research Insights Meta-analysis pools the results of many studies through statistical procedure Field study examination of variables in real-life settings Laboratory study manipulation and measurement variables in contrived situations Sample survey questionnaire responses from a sample of people