1. DR. Calvin Nobles UMUC ASIA AMBA 620
Managing People and groups in the Global Workplace
DR. Calvin Nobles UMUC ASIA AMBA 620

2. Managing People and Groups in the Global Workplace (AMBA 620)
Dr. Calvin Nobles
UMUC Asia Campus

3. Organizational Behavior
Defined as an interdisciplinary field dedicated to better understanding and managing of people at work
Influenced by
Psychology – human behavior
Individual differences
Social psychology
Industrial and organizational psychology
Sociology – social systems
Anthropology - societies
Political science – political environment

4. The Dynamics of people and organizations
A primary goal of management education is to develop students into managers who can think ahead, exercise good judgment, make ethical decisions, and take into consideration the implications of their proposed actions – Jane Schmidt-Wilk

5. Premises Organizations are complex systems.
Organizations are complex systems.
Need to understand how the system operates esp. in a sociotechnical system – humanity and technology.
Human behavior in organizations is sometimes unpredictable
Behaviors may come from deep-seated needs, lifetime experiences and personal value systems
Human behavior in a organization can be partially understood
Applying the frameworks of behavioral science, management and other disciplines.
There are no perfect solutions to organizational problems
Increase the understanding and skills – work relationships can substantially upgraded
We do not have the luxury of not working with or relate to other people.
Learn human behavior.
Explore how to improve he interpersonal skills
Begin to mange ones relationships with others at work.

6. Understanding human behavior
Definition OB
systematic study and careful application of knowledge about how people – as individuals and as groups – act within organizations.
Strive to identify ways in which people can act more efficiently
A large number of research studies and conceptual developments constantly adds up to its knowledge base.
An applied science
Provides useful set of tools at many levels of analysis from individual, interpersonal relations, intergroup,and whole system

7. Evolution of OB
Human relations movement – focus on employees as people Total quality management – focus on customer satisfaction (Lean Six Sigma) Internet revolution – focus on better work through technology

8. Goals of OB Describe how people behave under a variety of conditions.
Understand
Why people behave behave as they do.
Probe for underlying explanations
Predict
Predict future employee behavior (tardiness, productive & unproductive etc.)
Provide preventive actions
Control
At least partially and develop some human activity at work.
Managers need to remember that organizational behavior is a tool for human benefit

9. The Manager’s Job
Management – the process of working with and through others to achieve organizational objectives in an efficient and ethical manner
Efficient – use of resources
Ethical – moral choice of what is right or wrong

10. Skills Exhibited by an Effective Manager
Clarifies goals and objectives for everyone involved
Encourages participation, upward communication, and suggestions
Plans and organizes for an orderly work flow
Has technical and administrative expertise to answer organization-related questions
Facilitates work through team building, coaching, and support
Provides feedback honestly and constructively

11. Skills Exhibited by an Effective Manager
Keeps things moving by relying on schedules, deadlines, and helpful reminders
Controls details without being overbearing
Applies reasonable pressure for goal accomplishment
Empowers and delegates key duties to others while maintaining goal clarity and commitment
Recognizes good performance with rewards and positive reinforcement

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

13. Human and Social Capital
Human Capital the productive potential of an individual’s knowledge and actions
Social Capital productive potential resulting from strong relationships, goodwill, trust, and cooperative effort

14. Intellectual Capital Human capital
Knowledge that employees possess and generate
Structural capital
Knowledge captured in systems and structures
Relationship capital
Value derived from satisfied customers, reliable suppliers, and others

15. Trends: Globalization
New organizational structures Different forms of communication Increases competition, change, mergers, downsizing, stress Need to be more sensitive to cultural differences

16. Trends: Workforce Diversity
Primary and secondary diversity More women in workforce and professions Different needs of Generation-X and baby-boomers Diversity has advantages, but firms need to adjust

17. Trends: Employment Relationship
Employability Contingent work Telecommuting Virtual teams

18. The Contingency Approach
The best managerial technique is situationally specific
Managers must adapt
Learn tools for adapting through
Theory
Research
Practice

19. Trends: Information Technology
Affects how employees interact
Virtual teams
Telecommuting
Affects how organizations are configured
Network structures
Affects how firms relate to customers
Communication issues

20. Trends: Lots of Teams
Potentially more effective than employees working alone Concern is when to assign tasks to teams rather than to individuals

21. E-business Implications for OB
E-business involves using the Internet to facilitate every aspect of running a business.
Internet – global system of networked computers
E-Management – Fast paced; Virtual teams, Networking skills
E-communication – use/abuse; Telecommuting promised and drawbacks
Goal setting and feedback – Web-based goal-setting/evaluation; Risk of over control?
Organizational structure – Virtual teams and organizations; Lack of trust and loyalty in “faceless” organizations?
Job design – “Sticky” work settings; Unrealistic expectations?

22. E-Business Implications Cont.
Decision making – Less time to make more decisions; Information overload; Empowerment and participative decision making Knowledge management – E-training; E-learning; distance learning: Asynchronous vs. synchronous Speed, conflict, and stress – Does relentless speed equal burnout? Change and resistance to change – Stop the World, I want to get off! Constant change equals conflict 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

23. Open Systems Anchor of OB
Feedback
Feedback
Subsystem
Inputs
Outputs
Organization

24. Model of OB

26. Key Forces
People
Make up the internal social system of an organization
Melting pot of diversity – talents, background and perspectives to their jobs
Managers need to be tuned in to these diverse patterns and trends.
Changes in the labor force
Decline in work ethic and rise in emphasis on leisure, self expression, fulfillment and personal growth
Decreased automatic acceptance of authority and increase in the desire for participation, autonomy and control.
Skills become obsolete due to rapid technological advances – retrain or be displaced
Security needs are prime concern and loyalty diminishes because of downsizing and outsourcing
Absence of meaningful salary growth has placed renewed emphasis on money as a motivator
Companies address diversity by becoming compassionate and caring, building pride without de-valuing others, empowering some without exploiting, demonstrating openness, confidence, authentic compassion and vulnerability.