1. Managing Behavior in Organizations EvMBA Spring, 2013 Alex Stajkovic

2. Characteristics of the 21 st Century Workplace Change! Globalization Globalization Technology Technology The 24/7 capital and labor markets The 24/7 capital and labor markets New work structures (virtual organizations) New work structures (virtual organizations) Results in: Stress Stress Anxiety Anxiety Lack of confidence to deal with change Lack of confidence to deal with change

3. How Motivated are People at Work? Spitzer (1995) 84% could be more productive if they wanted to 84% could be more productive if they wanted to 50% extend only enough effort to hang on to their jobs 50% extend only enough effort to hang on to their jobs 73% are less motivated today than they used to be 73% are less motivated today than they used to be Gallup (2002) 20% were "actively disengaged 20% were "actively disengaged 25% engaged 25% engaged 55% somewhere in the middle 55% somewhere in the middle

4. Determinants of Work Behavior? WB = Ability x Knowledge x Leadership Motivation While I might not be the brightest bulb in the chandelier, over the years, Ive always thought I was pretty good at getting most of the bulbs to light upWhile I might not be the brightest bulb in the chandelier, over the years, Ive always thought I was pretty good at getting most of the bulbs to light up (Jack Welch, 2000, p. 439)

5. Jack Welch approach to senior managers Assume CEO directs you to improve performance of your people to become # 1 or #2 in the market ( e.g., 10% improvement ) CEO also tell you that everybody knows the following beginners basics: Pay them more; Punish them more; Fire them more CEO makes it clear that since you have gotten your EMBA degree, you should know more than the above elementary stuff ( e.g., if you are paid more you should know more ) You are to achieve this goal by: MOTIVATING AND LEADING YOUR PEOPLE BETTER You are also to justify your chosen approach by making clear: a) The conceptual background of it (e.g., logic), b) How do you know it would work, c) Supporting empirical evidence

6. Now What Do We Do? This Class Will Provide You With Several Alternatives Which ones? THOSE PROVEN TO WORK

7. OK, so How Do We Go About It? Whats in the syllabus

8. Course Assumptions Motivation and leadership topics have traditionally been very attractive in the management thought and practice ( e.g., if you doubt this, just turn on the TV or flip through WSJ)Motivation and leadership topics have traditionally been very attractive in the management thought and practice ( e.g., if you doubt this, just turn on the TV or flip through WSJ) As a result, there is a lot of fluff out thereAs a result, there is a lot of fluff out there To guard against folk psychologists ( e.g., motivational speakers ) that are not to be taken seriously, we need to make several assumptionsTo guard against folk psychologists ( e.g., motivational speakers ) that are not to be taken seriously, we need to make several assumptions

9. Assumption 1 FOR EVERY COMPLEX PROBLEM (MOTIVATING THE WORKFORCE) THERE IS A SIMPLE SOLUTION, AND ITS WRONG

10. Assumption 2 SHOW ME THE DATA Folk psychology and motivational speakers do not count

11. Assumption 3 The notion that If you want people to do a good job, give them a good job to do Is not necessarily correct

12. Assumption 4 WE ARE INTERESTED IN BOTTOM LINE: PERFORMANCE IMPROVEMENT

13. Assumption 5 SCIENCE CAN HELP This class will address how