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

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

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

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

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.

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

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

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

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

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

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

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

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

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

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

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

Trends: Employment Relationship Employability Contingent work Telecommuting Virtual teams

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

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

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

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 – Email 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?

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

Open Systems Anchor of OB Feedback Feedback Subsystem Inputs Outputs Organization

Model of OB

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.