ba 352. day 2 questions on syllabus and course requirements? announce groups – introductions...
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Day 2 Questions on syllabus and course
requirements? Announce groups – introductions Chapter 1 Ethics learning module
Film Exercise
Back to groups – exchange info, etc.
Organization Behavior
Book: management is the process of working with and through others to achieve organizational objectives . .
Many perspectives, same idea: managing people within an organization, their activities, their interactions, their contribution People below you, on top and around
you.
Needed: People-Needed: People-Centered Managers Centered Managers
and Workplacesand Workplaces
Chapter One
Chapter One OutlineManagers Get Results With and Through Managers Get Results With and Through OthersOthers
•People centered practices
•A Skills Profile for managers
•21st Century Mangers
The Field of Organizational Behavior: Past The Field of Organizational Behavior: Past and Presentand Present
•The Human Relations Movement
•The Total Quality Management Movement
•The Internet Revolution
The Contingency Approach: Applying Lessons The Contingency Approach: Applying Lessons from Research and Practicefrom Research and Practice
The Field of OB: Past and Present
Human relations movement (selected theories)
TQM Contingency approach
People(Skilled, motivated
people who can handle change. Less stress.).)
Products(Satisfied customers
because of better quality goods/services.)
Processes(Faster, more flexible,
leaner, and ethical organizationalprocesses. Organizational learning.)
Productivity(Less wasteful, more
efficient use of allresources.)
Strategic Results: The 4-P Strategic Results: The 4-P Cycle of Continuous Cycle of Continuous ImprovementImprovement
Pfeffer’s 7 People-Centered Pfeffer’s 7 People-Centered PracticesPractices
• Job security (to eliminate fear of layoffs).• Careful hiring (emphasizing a good fit with the company culture).• Power to the people (via decentralization and self-managed teams).• Generous pay for performance.• Lots of training.• Less emphasis on status (to build a “we” feeling).• Trust building (through the sharing of critical information).
Skills and Best Practices: Skills Skills and Best Practices: Skills Exhibited by an Effective ManagerExhibited by an Effective Manager
1) Clarifies goals and objectives for everyone involved
2) Encourages participation, upward communication, and suggestions
3) Plans and organizes for an orderly work flow
4) Has technical and administrative expertise to answer organization-related questions
5) Facilitates work through team building, training, coaching and support
6) Provides feedback honestly and constructively
7) Keeps things moving by relying on schedules, deadlines, and helpful reminders
8) Controls details without being over-bearing
9) Applies reasonable pressure for goalaccomplishment
10) Empowers and delegates key duties to others while maintaining goal clarity and commitment
11) Recognizes good performance with rewards and positive reinforcement
Skills and Best Practices: Skills Skills and Best Practices: Skills Exhibited by an Effective Manager Exhibited by an Effective Manager (cont)(cont)
Past ManagersPast Managers Future Future ManagersManagersOrder giver,
privileged elite, manipulator, controller
Facilitator, team member, teacher, advocate, sponsor, coach
Periodic learning, narrow specialist
Continuous life-long learning, generalist with multiple specialties
Time, effort, rank Skills, results
Primary RolePrimary Role
Learning & Learning & KnowledgeKnowledge
CompensatioCompensation Criterian Criteria
Cultural Cultural OrientationOrientation
Monocultural, monolingual
Multicultural, multilingual
Evolution of the 21st-Century Evolution of the 21st-Century ManagerManager
Past ManagersPast Managers Future Future ManagersManagersFormal Authority Knowledge (technical
interpersonal)
Potential problem Primary resource
Afterthought Forethought
Limited input for individual decisions
Multicultural, multilingual
Primary RolePrimary Role
View of View of PeoplePeople
Ethical Ethical ConsideratioConsiderationsns
Decision Making Decision Making StyleStyle
Primary Primary CommunicatioCommunication Patternn Pattern
Vertical Multidirectional
Evolution of the 21st-Century Evolution of the 21st-Century Manager (cont)Manager (cont)
McGraw-Hill/Irwin ©2002, The McGraw-Hill Companies, Inc. All Rights Reserved
Past ManagersPast Managers Future ManagersFuture Managers
Nature of Nature of Interpersonal Interpersonal RelationshipsRelationships
Competitive(win-lose)
Cooperative(win-lose)
Handling of Power Handling of Power and Key and Key InformationInformation
Hoard and restrict access
Share and broaden access
Approach to Approach to ChangeChange
Resist Facilitate
Evolution of the 21st-Century Evolution of the 21st-Century Manager (cont)Manager (cont)
Theory XTheory X Theory YTheory Y1. People dislike work 1. Work is a natural activity2. People must be pushed to 2. People committed to objectives
work are capable of self-direction3. Most people prefer to be 3. Rewards help people become
directed committed to organizational objectives4. Employees can learn to seek responsibility5. Employees typically have imagination, ingenuity, and creativity
McGregor’s Theory X and McGregor’s Theory X and Theory YTheory Y
What Is Total Quality What Is Total Quality Management? (TQM)Management? (TQM)
Schonberger:Schonberger: TQM is “continuous, customer-centered, employee-driven improvement.”
Principles of 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
TQM – perspective
Deming taught traditional statistical quality control techniques, added management concepts derived from the application of these techniques.
SQC was already taught before WWII. Deming taught the TQM version right after World War II to a war-torn Japan
The Japanese adapted his teaching consistent with their culture
Basic Assumptions of TQM
The outputs of human processes vary
Variations can be understood through statistical techniques
Variations can be reduced And performance improved
New Directions Human capital – unleashing human
potential Social capital – productive potential of
relationships How to build human and social capital
Best practices Social entrepreneurship as a goal and
means Positive Organization Behavior
E-business illustration:Chemoil Corp, San Francisco
Sells bunker fuel to ships Marketing and bunker operations: on US
west, east, gulf coast, Europe (Rotterdam and Monaco), and Asia (Singapore)
Headquarters in San Francisco; finance, personnel, legal, senior management
Accounting in India
Chemoil Corp
Owners were a Japanese company and an Indian who emigrated to US
Employees reflected locations – Dutch, Italians, French, Indians, Filipinos – and diversity of locations – Hispanics, German, etc.
Chemoil Corp. Communications: email, mobile
phones, fax, video phones, personal contact when person happened to be in the office
Data on operations sent through shared files, email, etc.
Chemoil Corp
Objectives-setting: monthly video conference between San Francisco and different offices (meeting with two locations possible from SF office)
Transaction data uploaded in the afternoon, posted by next morning.
Decisions made by phone, etc.
E-business Implications for OBE-business Implications for OB
E-businessE-business involves using the Internet to facilitate every aspect of running a business.
E-Management –E-Management – Fast paced; Virtual teams, Networking skills
E-communication –E-communication – Email use/abuse; Telecommuting promised and drawbacks
Goal setting and feedback –Goal setting and feedback – Web-based goal-setting/evaluation; Risk of over control?
Organizational structure –Organizational structure – Virtual teams and organizations; Lack of trust and loyalty in “faceless” organizations?
Job design –Job design – “Sticky” work settings; Unrealistic expectations?
E-Business Implications E-Business Implications (continued)(continued)
Decision making –Decision making – Less time to make more decisions; Information overload; Empowerment and participative decision making
Knowledge management –Knowledge management – E-training; E-learning; distance learning: Asynchronous vs. synchronous
Speed, conflict, and stress –Speed, conflict, and stress – Does relentless speed equal burnout?
Change and resistance to change –Change and resistance to change – Stop the World, I want to get off! Constant change equals conflict
Ethics –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
Others??Others??