1. BA 352

2. Learning Outcomes Correctly describe organizational behavior tools and concepts, know when to use Use organizational behavior frames to diagnose situations Productive members of work teams

3. Reading material The syllabus is posted on website Organizational behavior: key concepts.. Kinicki and Kreitner (2 nd ed) McGraw-Hill The Ropes to Skip and the Ropes to Know Ritti and Levy Wiley (6 th ed) Cases will be handed out

4. How Achievement of Outcomes Will Be Measured Exams - identify and describe tools and concepts Cases – apply frames of reference to diagnose situations Team project - application of selected tools and concepts in an unfamiliar setting Productive member of work teams – participation in a team

5. Grades will be based on... 2 midterm exams 1 final exam 2 written case analyses (group) 1 term project (group) Written Presented Participation in a group – evaluation by peers

6. Requirements/house rules Come to class prepared – read assignments before coming to class In-class writing and exercises Group work House rules Discussion encouraged Informal, but remember why we are here Keep distractions to a minimum, e.g. shut off cell phones or keep them on silent mode during class

7. Evolution of Management Thought Follows evolution of economic base Farm Factory Distributed activities Virtual

8. Management Principles: An attempt to instill order Under royalty, nepotism, patronage, favoritism As governments became more democratic, and complex, professional management and bureaucratic practices were encouraged. Application to business enterprises as these grew in size and complexity, e.g. GM With communication reducing distance and borders, managing multi-locations, diversity

9. 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 and their interactions Managing people below you, on top of you, and those around you.

10. Needed: People-Centered Managers and Workplaces Chapter One

11. 1-1 Chapter One Outline Managers Get Results With and Through Others People centered practices A Skills Profile for managers 21 st Century Mangers The Field of Organizational Behavior: Past and Present The Human Relations Movement The Total Quality Management Movement The Internet Revolution The Contingency Approach: Applying Lessons from Research and Practice

12. 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 organizational processes. Organizational learning.) Productivity (Less wasteful, more efficient use of all resources.) 1-3 Figure 1-1 Strategic Results: The 4-P Cycle of Continuous Improvement

13. 1-2 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).

14. 1-4 a Skills and Best Practices: 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

15. 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 1-4b Skills and Best Practices: Skills Exhibited by an Effective Manager (cont)

16. 1-5a Table 1-1 Past ManagersFuture Managers Order 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 Role Learning & Knowledge Compensation Criteria Cultural Orientation Monocultural, monolingual Multicultural, multilingual Evolution of the 21st-Century Manager

17. 1-5b Table 1-1 Past ManagersFuture Managers Formal AuthorityKnowledge (technical interpersonal) Potential problemPrimary resource Afterthought Forethought Limited input for individual decisions Multicultural, multilingual Primary Role View of People Ethical Considerations Decision Making Style Primary Communication Pattern Vertical Multidirectional Evolution of the 21st-Century Manager (cont)

18. 1-5C Table 1-1 McGraw-Hill/Irwin ©2002, The McGraw-Hill Companies, Inc. All Rights Reserved Past ManagersFuture Managers Nature of Interpersonal Relationships Competitive (win-lose) Cooperative (win-lose) Handling of Power and Key Information Hoard and restrict access Share and broaden access Approach to Change ResistFacilitate Evolution of the 21st-Century Manager (cont)

19. Perspective: Management tools and concepts adapt to or respond to context. Different situations will require different tools.

20. The Field of OB: Past and Present Human relations movement (selected theories) TQM Contingency approach

21. Theory XTheory Y 1. People dislike work1. Work is a natural activity 2. People must be pushed to2. People committed to objectives work are capable of self-direction 3. Most people prefer to be3. Rewards help people become directed committed to organizational objectives 4. Employees can learn to seek responsibility 5. Employees typically have imagination, ingenuity, and creativity 1-6 Table 1-2 McGregor’s Theory X and Theory Y

22. 1-7 What Is Total Quality Management? (TQM) Schonberger: Schonberger: TQM is “continuous, customer- centered, employee-driven improvement.” 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

23. 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

24. Basic Assumptions of TQM The outputs of human processes vary Variations can be understood through statistical techniques Variations can be reduced And performance improved

25. Contingency Approach Situationally appropriate instead of one best way

26. 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

27. E-business Implications for OB E-business E-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? 1-9a

28. E-Business Implications (continued) 1-9b 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 issuesOthers??

29. 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

30. 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.

31. 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.

32. 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.