1. Organizational Behavior FMCU, Fall 2007
All presentations showed throughout the semester serve as a complementary material further to the required readings as stated in the course syllabus.
Mastering the content of these presentations will thus by no means be sufficient for the purpose of exam preparation.

2. Introduction to Organizational Behavior (OB)
OBJECTIVES:
WHAT IS OB AND WHY IT IS IMPORTANT
THE NATURE OF ORGANIZATIONS
OB & MANAGEMENT
THE NATURE OF MANAGERIAL WORK
MANAGERIAL SKILLS
MANAGEMENT LESSONS FROM ABROAD:
JAPANESE MANAGEMENT

3. What Is OB & Why It is Important
OB IS A MULTIDISCIPLINARY FIELD DEVOTED TO UNDERSTANDING INDIVIDUAL AND GROUP
behavior
interpersonal processes
organizational dynamics
OB IS IMPORTANT BECAUSE
individual & group behavior is related to performance at work
it is about common topics that now characterize a modern workplace: ethical behavior, globalization, technology utilization, diversity, high performance, etc.
it can expand (your) potential for career success since it is a study or organizational processes from a managerial point of view

4. Why Is OB Important for Managers
MANAGERS ARE RESPONSIBLE FOR WORK THAT IS ACCOMPLISHED THROUGH THE PERFORMANCE OF (SUBORDINATED) PEOPLE
THE WORKFORCE IS CHANGING
CUSTOMER EXPECTATIONS ARE CHANGING
ORGANIZATIONS ARE CHANGING
RESULT – MANAGERS HAVE TO CHANGE AS WELL
BECAUSE OF THE NATURE OF ORGANIZATIONS AS SOCIOTECHNICAL SYSTEMS

5. The Nature of Organizations
ORGANIZATIONS ARE GROUPS (OR COLLECTIONS) OF PEOPLE WORKING TOGETHER TO ACHIEVE A  COMMON PURPOSE
THE REASON WHY ORGANIZATIONS EXIST:
To reach goals that no person could reach alone
Example:
“TO SATISFY THE WORLD’S APPETITE FOR GOOD FOOD, WELL-SERVED, AT A PRICE PEOPLE CAN AFFORD“
(McDonald’s )

6. Typical Attributes of Organizations
created by people (common purpose)
run by people (managers)
their outputs serve to people (needs satisfaction)

7. Organization’s Purpose, Mission & Strategy
PURPOSE: MAY BE STATED AS THE CREATION OF GOODS OR SERVICES FOR CUSTOMERS
MISSION & MISSION STATEMENT: FOCUS THE ATTENTION OF ORGANIZATIONAL MEMBERS AND STAKEHOLDERS ON THE CORE PURPOSE
STRATEGY: GUIDES ORGANIZATIONS TO OPERATE IN WAYS THAT OUTPERFORM COMPETITORS
STAKEHOLDERS: PEOPLE AND GROUPS WITH AN INTEREST OR „STAKE“ IN THE PERFORMANCE OF THE ORGANIZATION

8. Organization’s Purpose, Mission & Strategy
ORGANIZATIONAL CULTURE: THE SHARED BELIEFS AND VALUES THAT INFLUENCE THE BEHAVIOR OF ORGANIZATIONAL MEMBERS
WORKFORCE DIVERSITY: INVOLVES DIFFERENCES BASED ON GENDER, RACE AND ETHNICITY, AGE, AND SEXUAL ORIENTATION
ORG. EFFECTIVENESS: SUSTAINABLE HIGH PERFORMANCE IN ACCOMPLISHING MISSION & OBJECTIVES

9. Trends in the New Workplace
COMMITMENT TO ETHICAL BEHAVIOR
IMPORTANCE OF HUMAN CAPITAL
DEMISE (the end) OF “COMMAND-AND-CONTROL”
EMPHASIS ON TEAMWORK
PERVASIVE INFLUENCE OF INFORMATION TECHNOLOGY
RESPECT FOR NEW WORKFORCE EXPECTATIONS
CHANGING DEFINITION OF “JOBS” AND “CAREER” (related to outsourcing and more individuals working as independent contractors)

10. High-Performance Organizations
Definition:
HPO ARE DESIGNED TO BRING OUT THE BEST IN PEOPLE AND PRODUCE SUSTAINABLE ORGANIZATIONAL RESULTS

11. Characteristics of HPO
VALUE PEOPLE AS HUMAN ASSETS, RESPECT DIVERSITY & EMPOWER ALL MEMBERS TO FULLY USE TALENTS TO ADVANCE ORGANIZATIONAL & PERSONAL PERFORMANCE
MOBILIZE TEAMS THAT BUILD SYNERGY FROM THE TALENTS OF MEMBERS AND THAT HAVE THE FREEDOM TO EXERCISE SELF-DIRECTION AND INITIATIVE TO MAXIMIZE THEIR PERFORMANCE CONTRIBUTIONS
UTILIZE THE LATEST IN INFORMATION & PRODUCTION TECHNOLOGIES, ACHIEVING SUCCESS IN BRINGING PEOPLE & TECHNOLOGY TOGETHER IN A PERFORMANCE CONTEXT
THRIVE ON LEARNING, WITH NORMS AND CULTURES THAT ENCOURAGE KNOWLEDGE SHARING & ENABLE MEMBERS TO EXPERIENCE CONTINUOUS GROWTH AND DEVELOPMENT
ARE ACHIEVEMENT ORIENTED, SENSITIVE TO THE EXTERNAL ENVIRONMENT, AND FOCUSED ON TOTAL QUALITY MANAGEMENT & BEING THE BEST IN DELIVERING CUSTOMER SATISFACTION

12. OB & Management
ORGANIZATIONAL BEHAVIOR AND MANAGEMENT ARE RELATED TO EACH OTHER THROUGH PEOPLE:
OB deals with behavior of people at the workplace
MANAGEMENT is the management of people at the workplace
>>> based on this:

13. Organizational Behavior Is…
… A CONTEMPORARY MANAGEMENT APPROACH THAT STUDIES & IDENTIFIES MANAGEMENT ACTIVITIES THAT PROMOTE EMPLOYEE EFFECTIVENESS BY UNDERSTANDING THE COMPLEX & DYNAMIC NATURE OF INDIVIDUAL, GROUP, AND ORGANIZATIONAL PROCESSES

14. What Is Management? Process (Research) Profession (Practice)
Science (Theory)

15. Management As a Process
DONE THROUGH FUNCTIONS OF MANAGEMENT:
Planning
Organizing
Leading
Controlling
RELATED TO “WHAT MANAGERS DO”

16. Management As a Profession
MANAGERIAL REVOLUTION – SEPARATION OF THE OWNERSHIP AND THE COMPANY MANAGEMENT

17. Management As a Science
INTEGRATES FINDINGS OF SEVERAL OTHER DISCIPLINES:
Psychology
Sociology
Anthropology
Economics
Political Science, etc.

18. Management from the OB Point of View
IS A PROCESS
GOAL ORIENTED
EFFICIENT AND EFFECTIVE
IS THE MANAGEMENT OF PEOPLE

19. The Nature of Managerial Work
FUNCTIONS OF MANAGEMENT ARE RELATED TO “WHAT MANAGERS DO”
MANAGERIAL ROLES GIVE THE ANSWER HOW MANAGERS DO IT:
Interpersonal role
Informational role
Decisional role
An effective manager is the one whose team consistently achieves high-performance goals

20. Managerial Skills
A skill is an ability to translate knowledge into an action that results in a desired performance
Technical skills – the ability to perform specialized tasks
Human skills – the ability to work well with other people. They include communication skills.
Conceptual skills – the ability to analyze & solve complex problems
Emotional intelligence – the ability to manage oneself & one’s relationships effectively

21. Management Lessons From Abroad
Typical characteristics of Japanese approach to management:
Democratic country – companies can choose their system of management
Still there are some typical features:
LIFE-TIME EMPLOYMENT
SENIORITY SYSTEM
RINGI SYSTEM (RINGI SEIDO)
COMPANY TRADE UNIONS
+ some authors add also:
IN-HOUSE TRAINING OF MANAGERS
EXTENSIVE USE OF QUALITY CONTROL METHODS
EMPHASIS ON CREATING HARMONIOUS RELATIONS AMONG WORKERS

22. Contrast Japanese vs. European & American Management Practice
Europe & USA
Specific Career
Japan
Non-specific Career

23. Life-time Employment ABOUT 35% OF WORKFORCE IN JAPAN
ONE AND THE SAME EMPLOYER DURING THE LIFE-TIME (PRODUCTIVE AGE – AFTER GRADUATION TILL THE AGE OF 55 YEARS)
EXECUTIVES ARE AN EXCEPTION
PROCEDURE STARTS IN THE LAST YEAR OF STUDY AT THE UNIVERSITY
NOVEMBER 1 – THE SELECTION DAY
NEW EMPLOYEES ENTER COMPANIES AS TO APRIL 1
RONIN – AN UNSUCCESSFUL ATTEMPT
IN THE AGE OF 55 EMPLOYEES RETIRE

24. The Flow of the Workforce
Graduates
“Productive Age”
Retirement
Age of 18-23
Age of 55
2 groups of employees:
Key workers
Mid-career workers
LIFE-TIME EMPLOYMENT IS OFFERED TO THE FIRST GROUP ONLY!
MANAGERS COME FROM THE SAME GROUP OF EMPLOYEES

25. Seniority System = Compensation System
Partially based both on Taylorism & seniority ☺
ICHI-BAN
SALARY
(-)
NAN-BAN DESUKA?
(+)
SAN-BAN
(-)
A G E

26. Ringi System = Ringi Seido = A Decision-Making System
GROUP DECISION MAKING
(+) ALMOST PERFECT PROBLEM DEFINITION
(-) TIME CONSUMPTION

27. Trade Unions
DO NOT HAVE TRADE UNION ASSOCIATIONS
COMPANY TRADE UNION