1. People, Processes, Structures
Pfeffer’s 7 People-Centered Practices
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).

2. Skills Exhibited 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

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

4. Ethics at Work
Key Issues:
1. What about loyalty and commitment to the organization in the age of “Me, Inc.?”
2. Under the new employment contract, what do you owe the company and what does the company owe you?

5. Evolution of the 21st-Century Manager
Past Managers Future Managers
Primary Role Order giver, privileged Facilitator, team elite, manipulator, member, teacher, controller advocate, sponsor
Learning & Periodic learning, narrow Continuous life-long Knowledge specialist learning, generalist with multiple specialties
Compensation Time, effort, rank Skills, results Criteria
Cultural Orientation Mono-cultural, Multicultural, monolingual multilingual

6. Evolution of the 21st-Century Manager
Past Managers Future Managers
Primary Source of Formal authority Knowledge (technical Influence interpersonal)
View of People Potential problem Primary resource
Primary Vertical Multidirectional Communications Pattern
Decision-Making Limited input for Broad-based input for Style individual decisions joint decisions
Ethical Afterthought Forethought Considerations

7. Evolution of the 21st-Century Manager (continued)
Past Managers Future Managers
Nature of Inter- Competitive Cooperative personal (win-lose) (win- win) Relationships
Handling of Power Hoard Share and Key Information
Approach to Resist Facilitate Change

8. Learning About OB Through Theory, Research, and Practice
Most complete information for better understanding and managing organizational behavior

9. Learning About OB From Theory
A good theoretical model:
Defines key terms.
Constructs a conceptual framework that explains how important factors are interrelated. (Graphic models.)
Provides a departure point for research and practical application.

10. Learning About OB From Research
Five Sources of OB Research Insights (a Priority Listing):
Meta-analyses
Field studies
Laboratory studies
Sample surveys
Case studies

11. Three Uses Of OB Research Findings
Instrumental Use (Direct practical application)
Conceptual Use (General conceptual enlightenment)
Symbolic Use (Verify or legitimize existing positions)

12. A Topical Model for What Lies Ahead
External Environment (Cultural Context)
Organization (Structure, Culture, Change)
Understanding and managing individual behavior
Understanding and managing group and social processes
Managers responsible for achieving organizational results with and through others
Organizational effectiveness through continuous improvement
Understanding and managing organizational processes and problems

13. Chapter 1 Key Issues What is OB?
What is the contingency approach to management?
Levels of analysis: individual, group, organizational
What is managing and why is managing in the US different than managing in another country, such as Germany?
Perspectives of effectiveness: individual, group, and organizational; what are causes? How do managers contribute to effectiveness?
Compare goal, systems, and multiple-constituency approaches to effectiveness

14. Organizational Culture
“The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.”
- Edgar Schein

15. Embedding Organizational Culture
Formal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection and socialization
The design of physical space, work environments, and buildings
Slogans, language, acronyms, and sayings
Deliberate role modeling, training programs, teaching and coaching by managers and supervisors
Explicit rewards, status symbols (e.g., titles), and promotion criteria
Stories, legends, and myths about key people and events

16. Embedding Organizational Culture (Continued)
The organizational activities, processes, or outcomes that leaders pay attention to, measure, and control
Leader reactions to critical incidents and organizational crises
The workflow and organizational structure
Organizational systems and procedures
Organizational goals and the associated criteria used for recruitment, selection, development, promotion, layoffs, and retirement of people

17. SCHEIN’S THREE LAYER ORGANIZATIONAL MODEL
Artifacts & creations
Visible but often not decipherable
Examples of cultural attributes
Documents
Physical layouts Furnishings
Language
Jargon
Work ethics Commitment
Helping others Management equity Competency counts
Greater level of awareness
Values
Basic assumptions
Taken for granted 3

18. Cooke & Colleagues’ Model Shared Norms and Behavioral Expectations
Constructive Cultural Styles
Self-Actualizing
Affiliative
Humanistic
Achievement
Passive-Defensive Cultural Styles
Approval
Conventional
Dependent
Avoidance
Aggressive-Defensive Cultural Styles
Oppositional
Power
Competitive
Perfectionistic

19. Types of Organizational Culture
Type of Normative Culture Belief Characteristics
Constructive Achievement Goal and achievement oriented
Constructive Self-actualizing Value self-development and creativity
Constructive Humanistic- Participative, employee encouraging centered, and supportive
Constructive Affiliative High priority on constructive interpersonal relationships, and focus on work group satisfaction

20. Types of Organizational Culture (continued)
Type of Normative Culture Belief Characteristics
Aggressive- Oppositional Confrontation and negativism Defensive rewarded
Aggressive- Power Non-participative, take charge of Defensive subordinates, and responsive to superiors
Aggressive- Competitive Winning is values and a win-lose Defensive approach is used
Aggressive- Perfectionist Perfectionist, persistent, and Defensive hard working

21. Types of Organizational Culture (continued)
Type of Normative Culture Belief Characteristics
Passive- Approval Avoid conflict, strive to be liked Defensive by others, and approval oriented
Passive- Conventional Conservative, bureaucratic, and Defensive people follow the rules
Passive- Dependent Nonparticipative, centralized Defensive decision making, and employees do what they are told
Passive- Avoidance Negative reward system and Defensive avoid accountability

22. Outcomes of Culture Constructive Cultures associated with:
Satisfaction
Role clarity
Empowerment
Retention
Performance
Stability
Organizational Identity
Share core values
Defensive Cultures associated with:
Turnover
Role ambiguity
Dissatisfaction
Poor morale
Resistance
What is your department and organization culture?
How do you change the culture?

23. Developing an Adaptive Culture
Early business leaders create an implement a business vision
and strategy that fits the business environment well.
Firm succeeds.
Business leaders emphasize the importance of constituencies and leadership in creating the success.
A strong culture emerges with a core that emphasizes service to customers,
stockholders, and employees, as well as the importance of leadership.
Subsequent top managers work to preserve the adaptive core of the culture. They demonstrate greater commitment to its basic principles than any specific business strategy or practice.

24. A Model of Organizational Socialization
Perceptual and Social Processes
Phases
Anticipatory socialization Learning that occurs prior to joining the organization Fit Person to Culture Acquire Information
Anticipating realities about the organization and the new job
Anticipating organization’s need for one’s skills and abilities
Anticipating organization’s sensitivity to one’s needs and values

25. A Model of Organizational Socialization (cont.)
Perceptual and Social Processes
Phases
2. Encounter Values, skills and attitudes start to shift as new recruit discovers what the organization is truly like Gain on the job experience
Managing lifestyle- versus-work conflicts
Managing intergroup role conflicts
Seeking role definition and clarity
Becoming familiar with task and group dynamics

26. A Model of Organizational Socialization (cont.)
Perceptual and Social Processes
Phases
3. Change and acquisition Recruit masters skills and roles and adjusts to work group’s values and norms
Competing role demands are resolved
Critical tasks are mastered
Group norms and values are internalized
Reward and recognize

27. A Model of Organizational Socialization (continued)
Phases
1. Anticipatory socialization
2. Encounter
3. Change and acquisition
Outsider
Socialized Insider –
Congruence
Behavioral Outcomes
Performs role assignments
Remains with organization
Spontaneously innovates and cooperates
Affective Outcomes
Generally satisfied
Internally motivated to work
High job involvement

28. Socialization & Culture
Anticipatory socialization – realism and congruence; selection and placement programs focus on objective aspects of job and organization. Career paths – lateral and downward.
Accommodation socialization – orientation programs, training programs, performance evaluations, challenging work, demanding and fair supervisors
Role management socialization – satisfaction and turnover are related to socialization. Must consistently and fairly handle conflicts, flexible work assignments, person-oriented managers.

29. Mentoring
The process of forming and maintaining an intensive and lasting developmental relationship between a senior person (the mentor) and a junior person.
Functions of Mentoring
Career Functions - Sponsorship - Exposure and visibility - Coaching - Protection - Challenging assignments
Psychosocial Functions - Role modeling - Acceptance and confirmation - Counseling - Friendship

30. Phases of the Mentor Relationship
Phase Definition
Initiation A period of six months to a year during which time the relationship gets started and begins to have importance for both managers.
Cultivation A period of two to five years during which time the range of career and psychosocial functions provided expand to a maximum.
Separation A period of six months to two years after a significant change in the structural role relationship and/or in the emotional experience of the relationship.
Redefinition An indefinite period after the separation phase, during which time the relationship is ended or takes on significantly different characteristics, making it a more peerlike friendship.

31. A Model of Ethical Behavior in the Workplace
Cultural Influences
- Family
- Education
-Religion
- Media/entertainment
Organizational Influences
- Ethical codes
- Organizational culture
- Role models
- Perceived pressure for results
- Rewards/punishment system
Individual
- Personality
- Values
- Moral
principles
- History of
reinforcement
- Gender
Political/legal/
economic
influences
Ethical behavior
Role Expectations

32. The Four Layers of Diversity
Organizational Dimensions
Functional Level/ Classification
External Dimensions*
Geographic Location
Marital Status
Work Content/ Field
Mgmt. Status
Internal Dimensions*
Income
Age
Personality
Parental Status
Personal Habits
Race
Recreational Habits
Division/ Dept./ Unit/ Group
Appearance
Sexual Orientation
Union Affiliation
Ethnicity
Physical Ability
Work Experience
Religion
Educational Background
Work Location
Seniority
Source: L Gardenswartz and A Rowe, Diverse Teams at Work: Capitalizing on the Power of Diversity (New York: McGraw-Hill, 1994), p. 33

33. Workforce Demographics

34. Implications of Increasing Diversity
Progressive human resource programs needed to attract and retain the best workers
Educational mismatches create lack of skilled entry-level workers and underemployed college graduates
Organizations contribute resources to resolving educational problems in the U.S.
Career plateaus increases for younger workers
Managerial initiatives are needed to adapt to an aging workforce

35. Potential* Competitive Advantages of Managing Diversity
Lower Costs and Improved Employee Attitudes
Improved Recruiting Efforts
Increased Sales and Market Share
Increased Creativity and Innovation
Increased Group Problem-Solving and Productivity
*Note that these advantages depend on other factors

36. Specific Diversity Initiatives
Accountability Practices - Pertain to treating diverse employees fairly - Create administrative procedures aimed at integrating diverse employees into management ranks
Development Practices - Pertain to preparing diverse employees for greater responsibility and advancement - Training programs, networks and support groups, and mentoring are frequently used
Recruitment Practices - Pertain to attracting qualified diverse employees at all levels

37. Barriers and Challenges to Managing Diversity
Inaccurate stereotypes and prejudice
Ethnocentrism
Poor career planning
Unsupportive and hostile work environment
Lack of political savvy by diverse workers
Balancing career and family issues
Fears of reverse discrimination
Diversity not seen as a priority
Outdated performance appraisal and reward systems
Resistance to change