mgmt371/371ch1S11 - College of Business

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6 Νοε 2013 (πριν από 3 χρόνια και 9 μήνες)

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Organizational Behavior


Spring 2011



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


Active Listening


Reading Comprehension


Speaking

?C
Critical Thinking


Active Learning











BLS Statistics


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




Study of human behavior at work, group
dynamics


Young discipline


Interdisciplinary field




1.
Individual level

2.
Group or team level

3.
Organizational level


Open System


Formal and Informal

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


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


Change


Global

`
Economy

`
Employment Relationship



Defining OB: Levels


Human Relations Movement


Hawthorne Effect


McGregor’s Theory X and Theory Y


Mary Parker Follett


Total Quality Management Movement


Deming

?C
Principles



Legalization of union
-
management collective bargaining


`
Behavioral scientists called more
attention to the human factor



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

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 activity

1)
People dislike work

Theory Y

Theory X




Saw employees as complex bundles of
attitudes, beliefs, and needs



Believed managers should motivate job
performance

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
n organizational culture dedicated to training,
continuous improvement, and customer satisfaction


Internet Revolution


E
-
Business


Contingency Approach


Age of Human and Social Capital


Positive OB


E
-
business

involves using the Internet to facilitate
every aspect of running a business.


E
-
Management



Fast paced; Virtual teams; New skills


E
-
communication



Email 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


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




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


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



Leadership/managerial practices


Workforce optimization


Learning opportunities


Knowledge accessibility


Talent management


Employee engagement

Social capital


The productive potential of strong, trusting,
and cooperative relationships

Dimensions of Human and Social
Capital


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


The study and
improvement of
employees’
positive
attributes and
capabilities


Primary resource

Potential problem

View of People

Knowledge (technical
and interpersonal)

Formal authority

Primary Source of
Influence

Skills, results

Time, 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 Managers

Past Managers



Cooperative (win
-
win)

Competitive (win
-
lose)

Nature of
Interpersonal
Relationships

Forethought

Afterthought

Ethical
Considerations

Broad
-
based input for
joint decisions

Limited input for
individual decisions

Decision
-
making
Style

Multidirectional

Vertical

Primary
Communication
Pattern

Future Managers

Past Managers

Facilitate

Resist

Approach to Change

Share and broaden
access

Hoard and restrict
access

Handling of Power
and Key Information

Future Managers

Past Managers




Research














Practice



Theory




Most complete

information for

better

understanding

and managing

organizational

behavior




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