2. 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

3. 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
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4. 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
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5. 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
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6. Research shows:
Women and men managers have very similar skill profiles
Derailed managers are often those who overestimate their mastery of these skills

7. 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
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8. 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

9. 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

10. 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

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

12. 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
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13. 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
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14. 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
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15. 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 – 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?
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16. 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
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17. The Contingency Approach
The best managerial technique is situationally specific
Managers must adapt
Learn tools for adapting through
Theory
Research
Practice

18. Learning Module C Research Methods in OB
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Learning Module C
Research Methods in OB

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

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

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

22. 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

23. Ethics and Organizational Behavior
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Learning Module A
Ethics and Organizational Behavior
Ethics – set of principles of right and wrong conduct

24. A Model of Ethical Behavior in the Workplace
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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
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25. 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
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26. General Moral Principles
Table A-1
General Moral Principles
Dignity of human life
Autonomy
Honesty
Loyalty
Fairness
Humaneness
The common good
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27. Improving On-the-Job Ethics
A-4
Improving On-the-Job Ethics
Behave ethically yourself
Screen potential employees
Develop a Meaningful Code of Ethics
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