Chapter 1 Organizational Behavior: Developing People-Centered Organizations and Skills The Manager’s Job: Getting Things Done Through Others The Field of Organizational Behavior: Past and Present Learning About OB from Theory, Research and Practice A Topical Model for Understanding and Managing OB

1-3 Table 1-1 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 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Skills Exhibited by an Effective Manager 1-3 Table 1-1 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 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Skills Exhibited by an Effective Manager 1-4 Table 1-1 Cont. 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 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Research shows: Women and men managers have very similar skill profiles Derailed managers are often those who overestimate their mastery of these skills

Human and Social Capital 1-5 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 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Research shows Formal organizational learning and knowledge management programs need social capital to leverage individual human capital due to increased use of teams, participative management, empowerment, customer-oriented leaders, view of employees as internal customers

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

Evolution of OB Human relations movement – focus on employees as people Total quality management – focus on customer satisfaction Internet revolution – focus on better work through technology

The Human Relations Movement Hawthorne studies – supportive supervision leads to greater production Mary Parker Follett – more democratic organizations McGregor – theories of motivation

McGregor’s Theory X and Theory Y 1-10 Table 1-3 McGregor’s Theory X and Theory Y Theory X 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 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

What is Total Quality Management? (TQM) 1-11 What is Total Quality Management? (TQM) TQM: an organizational culture dedicated to training, continuous improvement, and customer satisfaction 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 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

The TQM Movement The Deming Legacy: 1-12 Formal training in statistical process control techniques and teamwork Helpful leadership, rather that order giving and punishment Elimination of fear so employees will feel free to ask questions Emphasis on continuous process improvements rather than on numerical quotas Teamwork Elimination of barriers to good workmanship McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

E-business Implications for OB 1-13 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? McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

E-Business Implications Cont. 1-14 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 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

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

Learning Module C Research Methods in OB Copyright© The McGraw-Hill Companies, Inc. 2003 Permission required for reproduction or display Learning Module C Research Methods in OB

The Research Process The Scientific Method Study Designs Identify problem Form a hypothesis Gather information Analyze data Identify new problem Study Designs Correlational Experimental

Correlational Design Type of question Variables Measuring variables Predictor Criterion Measuring variables Reliability Validity Drawing a conclusion about your question Prediction Statistical significance

Experimental design Type of question Variables Assessing variables Independent variable Dependent variable Assessing variables Random assignment Control group Quasi-experiment Drawing a conclusion Cause

The Scientific Literature Empirical Research Studies Four sections Review Articles Critical evaluations and suggestions for future research Theoretical Articles Develop new ideas or models using past work

Ethics and Organizational Behavior Copyright© The McGraw-Hill Companies, Inc. 2003 Permission required for reproduction or display Learning Module A Ethics and Organizational Behavior Ethics – set of principles of right and wrong conduct

A Model of Ethical Behavior in the Workplace Copyright© The McGraw-Hill Companies, Inc. 2003 Permission required for reproduction or display A Model of Ethical Behavior in the Workplace Cultural Influences Family Education Religion Media/entertainment Individual - Personality - Values - Moral principles - History of reinforcement - Gender Role Expectations Organizational Influences Ethical codes Organizational culture Role models (age military, teams) Perceived pressure for results Rewards/punishment system Ethical behavior Political/Legal/ Economic Influences A-1 Figure A-1 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

What does research show about the effects of gender? Men and Women view moral problems and situations differently Men: Justice Perspective based on the ideal of reciprocal rights and driven by rules and regulations Women: Care Perspective involves compassion and an ideal of attention and response to need McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

General Moral Principles Table A-1 General Moral Principles Dignity of human life Autonomy Honesty Loyalty Fairness Humaneness The common good McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Improving On-the-Job Ethics A-4 Improving On-the-Job Ethics Behave ethically yourself Screen potential employees Develop a Meaningful Code of Ethics McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.