People, Processes, Structures 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).

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

Skills Exhibited by an Effective Manager 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

Ethics at Work Key Issues: 1. What about loyalty and commitment to the organization in the age of “Me, Inc.?” 2. Under the new employment contract, what do you owe the company and what does the company owe you?

Evolution of the 21st-Century Manager Past Managers Future Managers Primary Role Order giver, privileged Facilitator, team elite, manipulator, member, teacher, controller advocate, sponsor Learning & Periodic learning, narrow Continuous life-long Knowledge specialist learning, generalist with multiple specialties Compensation Time, effort, rank Skills, results Criteria Cultural Orientation Mono-cultural, Multicultural, monolingual multilingual

Evolution of the 21st-Century Manager Past Managers Future Managers Primary Source of Formal authority Knowledge (technical Influence interpersonal) View of People Potential problem Primary resource Primary Vertical Multidirectional Communications Pattern Decision-Making Limited input for Broad-based input for Style individual decisions joint decisions Ethical Afterthought Forethought Considerations

Evolution of the 21st-Century Manager (continued) Past Managers Future Managers Nature of Inter- Competitive Cooperative personal (win-lose) (win- win) Relationships Handling of Power Hoard Share and Key Information Approach to Resist Facilitate Change

Learning About OB Through Theory, Research, and Practice Most complete information for better understanding and managing organizational behavior

Learning About OB From Theory A good theoretical model: Defines key terms. Constructs a conceptual framework that explains how important factors are interrelated. (Graphic models.) Provides a departure point for research and practical application.

Learning About OB From Research Five Sources of OB Research Insights (a Priority Listing): Meta-analyses Field studies Laboratory studies Sample surveys Case studies

Three Uses Of OB Research Findings Instrumental Use (Direct practical application) Conceptual Use (General conceptual enlightenment) Symbolic Use (Verify or legitimize existing positions)

A Topical Model for What Lies Ahead External Environment (Cultural Context) Organization (Structure, Culture, Change) Understanding and managing individual behavior Understanding and managing group and social processes Managers responsible for achieving organizational results with and through others Organizational effectiveness through continuous improvement Understanding and managing organizational processes and problems

Chapter 1 Key Issues What is OB? What is the contingency approach to management? Levels of analysis: individual, group, organizational What is managing and why is managing in the US different than managing in another country, such as Germany? Perspectives of effectiveness: individual, group, and organizational; what are causes? How do managers contribute to effectiveness? Compare goal, systems, and multiple-constituency approaches to effectiveness

Organizational Culture “The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.” - Edgar Schein

Embedding Organizational Culture Formal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection and socialization The design of physical space, work environments, and buildings Slogans, language, acronyms, and sayings Deliberate role modeling, training programs, teaching and coaching by managers and supervisors Explicit rewards, status symbols (e.g., titles), and promotion criteria Stories, legends, and myths about key people and events

Embedding Organizational Culture (Continued) The organizational activities, processes, or outcomes that leaders pay attention to, measure, and control Leader reactions to critical incidents and organizational crises The workflow and organizational structure Organizational systems and procedures Organizational goals and the associated criteria used for recruitment, selection, development, promotion, layoffs, and retirement of people

SCHEIN’S THREE LAYER ORGANIZATIONAL MODEL Artifacts & creations Visible but often not decipherable Examples of cultural attributes Documents Physical layouts Furnishings Language Jargon Work ethics Commitment Helping others Management equity Competency counts Greater level of awareness Values Basic assumptions Taken for granted 3

Cooke & Colleagues’ Model Shared Norms and Behavioral Expectations Constructive Cultural Styles Self-Actualizing Affiliative Humanistic Achievement Passive-Defensive Cultural Styles Approval Conventional Dependent Avoidance Aggressive-Defensive Cultural Styles Oppositional Power Competitive Perfectionistic

Types of Organizational Culture Type of Normative Culture Belief Characteristics Constructive Achievement Goal and achievement oriented Constructive Self-actualizing Value self-development and creativity Constructive Humanistic- Participative, employee encouraging centered, and supportive Constructive Affiliative High priority on constructive interpersonal relationships, and focus on work group satisfaction

Types of Organizational Culture (continued) Type of Normative Culture Belief Characteristics Aggressive- Oppositional Confrontation and negativism Defensive rewarded Aggressive- Power Non-participative, take charge of Defensive subordinates, and responsive to superiors Aggressive- Competitive Winning is values and a win-lose Defensive approach is used Aggressive- Perfectionist Perfectionist, persistent, and Defensive hard working

Types of Organizational Culture (continued) Type of Normative Culture Belief Characteristics Passive- Approval Avoid conflict, strive to be liked Defensive by others, and approval oriented Passive- Conventional Conservative, bureaucratic, and Defensive people follow the rules Passive- Dependent Nonparticipative, centralized Defensive decision making, and employees do what they are told Passive- Avoidance Negative reward system and Defensive avoid accountability

Outcomes of Culture Constructive Cultures associated with: Satisfaction Role clarity Empowerment Retention Performance Stability Organizational Identity Share core values Defensive Cultures associated with: Turnover Role ambiguity Dissatisfaction Poor morale Resistance What is your department and organization culture? How do you change the culture?

Developing an Adaptive Culture Early business leaders create an implement a business vision and strategy that fits the business environment well. Firm succeeds. Business leaders emphasize the importance of constituencies and leadership in creating the success. A strong culture emerges with a core that emphasizes service to customers, stockholders, and employees, as well as the importance of leadership. Subsequent top managers work to preserve the adaptive core of the culture. They demonstrate greater commitment to its basic principles than any specific business strategy or practice.

A Model of Organizational Socialization Perceptual and Social Processes Phases Anticipatory socialization Learning that occurs prior to joining the organization Fit Person to Culture Acquire Information Anticipating realities about the organization and the new job Anticipating organization’s need for one’s skills and abilities Anticipating organization’s sensitivity to one’s needs and values

A Model of Organizational Socialization (cont.) Perceptual and Social Processes Phases 2. Encounter Values, skills and attitudes start to shift as new recruit discovers what the organization is truly like Gain on the job experience Managing lifestyle- versus-work conflicts Managing intergroup role conflicts Seeking role definition and clarity Becoming familiar with task and group dynamics

A Model of Organizational Socialization (cont.) Perceptual and Social Processes Phases 3. Change and acquisition Recruit masters skills and roles and adjusts to work group’s values and norms Competing role demands are resolved Critical tasks are mastered Group norms and values are internalized Reward and recognize

A Model of Organizational Socialization (continued) Phases 1. Anticipatory socialization 2. Encounter 3. Change and acquisition Outsider Socialized Insider – Congruence Behavioral Outcomes Performs role assignments Remains with organization Spontaneously innovates and cooperates Affective Outcomes Generally satisfied Internally motivated to work High job involvement

Socialization & Culture Anticipatory socialization – realism and congruence; selection and placement programs focus on objective aspects of job and organization. Career paths – lateral and downward. Accommodation socialization – orientation programs, training programs, performance evaluations, challenging work, demanding and fair supervisors Role management socialization – satisfaction and turnover are related to socialization. Must consistently and fairly handle conflicts, flexible work assignments, person-oriented managers.

Mentoring The process of forming and maintaining an intensive and lasting developmental relationship between a senior person (the mentor) and a junior person. Functions of Mentoring Career Functions - Sponsorship - Exposure and visibility - Coaching - Protection - Challenging assignments Psychosocial Functions - Role modeling - Acceptance and confirmation - Counseling - Friendship

Phases of the Mentor Relationship Phase Definition Initiation A period of six months to a year during which time the relationship gets started and begins to have importance for both managers. Cultivation A period of two to five years during which time the range of career and psychosocial functions provided expand to a maximum. Separation A period of six months to two years after a significant change in the structural role relationship and/or in the emotional experience of the relationship. Redefinition An indefinite period after the separation phase, during which time the relationship is ended or takes on significantly different characteristics, making it a more peerlike friendship.

A Model of Ethical Behavior in the Workplace Cultural Influences - Family - Education -Religion - Media/entertainment Organizational Influences - Ethical codes - Organizational culture - Role models - Perceived pressure for results - Rewards/punishment system Individual - Personality - Values - Moral principles - History of reinforcement - Gender Political/legal/ economic influences Ethical behavior Role Expectations

The Four Layers of Diversity Organizational Dimensions Functional Level/ Classification External Dimensions* Geographic Location Marital Status Work Content/ Field Mgmt. Status Internal Dimensions* Income Age Personality Parental Status Personal Habits Race Recreational Habits Division/ Dept./ Unit/ Group Appearance Sexual Orientation Union Affiliation Ethnicity Physical Ability Work Experience Religion Educational Background Work Location Seniority Source: L Gardenswartz and A Rowe, Diverse Teams at Work: Capitalizing on the Power of Diversity (New York: McGraw-Hill, 1994), p. 33

Workforce Demographics

Implications of Increasing Diversity Progressive human resource programs needed to attract and retain the best workers Educational mismatches create lack of skilled entry-level workers and underemployed college graduates Organizations contribute resources to resolving educational problems in the U.S. Career plateaus increases for younger workers Managerial initiatives are needed to adapt to an aging workforce

Potential* Competitive Advantages of Managing Diversity Lower Costs and Improved Employee Attitudes Improved Recruiting Efforts Increased Sales and Market Share Increased Creativity and Innovation Increased Group Problem-Solving and Productivity *Note that these advantages depend on other factors

Specific Diversity Initiatives Accountability Practices - Pertain to treating diverse employees fairly - Create administrative procedures aimed at integrating diverse employees into management ranks Development Practices - Pertain to preparing diverse employees for greater responsibility and advancement - Training programs, networks and support groups, and mentoring are frequently used Recruitment Practices - Pertain to attracting qualified diverse employees at all levels

Barriers and Challenges to Managing Diversity Inaccurate stereotypes and prejudice Ethnocentrism Poor career planning Unsupportive and hostile work environment Lack of political savvy by diverse workers Balancing career and family issues Fears of reverse discrimination Diversity not seen as a priority Outdated performance appraisal and reward systems Resistance to change