Download presentation
Presentation is loading. Please wait.
Published byCaroline Miller Modified over 8 years ago
1
Managing Behavior in Organizations EMBA Fall, 2014 Alex Stajkovic
2
Characteristics of the 21 st Century Workplace Change! Globalization Technology The 24/7 capital and labor markets New work structures (virtual organizations) Results in: Stress Anxiety 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 50% extend only enough effort to hang on to their jobs 73% are less motivated today than they used to be Gallup (2002) 20% were "actively disengaged” 25% “engaged” 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, I’ve always thought I was pretty good at getting most of the bulbs to light up” “While I might not be the brightest bulb in the chandelier, over the years, I’ve 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? What’s 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
Similar presentations
© 2024 SlidePlayer.com Inc.
All rights reserved.