2. Organizational Behavior (MGT-502) Lecture-42

3. Summary of Lecture-41

4. Organization systems level Organization systems level Group level Group level Individual level Individual level Basic OB Model

5. Organizational Behavior Research Understand organizational events Predict organizational events Influence organizational events

6. Today’s Topics

7. High-Performance Organization?

8. Basic Systems View of Organization Environment INPUTS Human, physical, financial, and information resources OUTPUTS Products and Services TRANS- FORMATION PROCESS Feedback loops

9. Organization’s mission Strategies Goals High-Performance Organization?

10. Quality A Concept critical to the performance & survival of virtually every organization---quality.

11. “In the search for quality there’s no such thing as good enough; there’s is never a finish line” K. Theodor Krantz

12. What is a High-Performance Organization? Total quality management (TQM). A total commitment to: – High-quality results. – Continuous improvement. – Customer satisfaction. – Meeting customers’ needs. – Doing all tasks right the first time.

13. Continuous improvement focuses on two questions: – Is it necessary? – If so, can it be done better?

14. High-performance organizations Value and empower people, and respect diversity. Mobilize the talents of self-directed work teams. Use cutting-edge technologies to achieve success. Thrive on learning and enable members to grow and develop. Are achievement-, quality-, and customer-oriented, as well as being sensitive to the external environment.

15. Quality

16. Essential Elements of TQM A supportive organizational culture Management commitment and leadership Provide a sense of direction Analysis of customer quality needs Benchmarking Standards

17. Essential Elements of TQM (cont..) Strategies to close quality gaps Training Quality teams Progress monitoring and measurement Exceeding customer expectations

18. Can we do it?

19. What Is Performance Management? It is a systematic process of –Planning work and setting expectations –Continually monitoring performance –Developing the capacity to perform –Periodically rating performance in a summary fashion –Rewarding good performance

20. Performance Management 1. Planning Set goals and measures Establish and communicate elements and standards 2. Monitoring Measure performance Provide feedback Conduct progress review 3. Developing Address poor performance Improve good performance 5. Rewarding Recognize and reward good performance 4. Rating Summarize performance Assign the rating of record Five Key Components

21. Performance Management Cycle PlanningRewardingRatingDeveloping Monitoring

22. Performance Management Cycle Planning Set Goals Establish and communicate elements and standards

23. Performance Management Cycle Monitoring Measure performance Provide feedback Conduct progress review

24. Performance Management Cycle Developing Address poor performance Improve good performance

25. Performance Management Cycle Rating Summarize performance Assign the rating of record

26. Performance Management Cycle Rewarding Recognize and reward good performance

27. How can we do it?

28. Positive consequence (reinforced by reward) Negative consequence (no reward) Not repeated Behavior Repeated

29. The Foundations Communication- “Open and Honest” Integrity Accountability

30. HR Management Strategy Model Rewards HR Strategy Desired Results

31. Let’s stop it here

32. Summary

33. Organization’s mission Strategies Goals High-Performance Organization?

34. Quality

35. Performance Management 1. Planning Set goals and measures Establish and communicate elements and standards 2. Monitoring Measure performance Provide feedback Conduct progress review 3. Developing Address poor performance Improve good performance 5. Rewarding Recognize and reward good performance 4. Rating Summarize performance Assign the rating of record Five Key Components

36. The Foundations Communication- “Open and Honest” Integrity Accountability

37. Next….

38. Organizational Behavior (MGT-502) Lecture-42