Intro to Org Behavior
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The first week/chapter for Introduction to Organizational Behavior for college sophomores.
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Intro to Org Behavior
- 5. Society & Org Development
- 6. OB & Org Design Connection
- 8. OB – Life Long Learning Source: Lawler III, E.E. (2003).
- 14. Total Quality Management (TQM)
- 15. Reengineering
- 16. Six Sigma (Lean Six Sigma)
- 17. TQM vs. Six Sigma
- 18. Management Evolution Primary Role Past Managers Future Managers Cultural Orientation Monocultural, monolingual Multicultural, multi-lingual Source of influence Formal authority Technical knowledge and interpersonal skill View of people Potential problem Primary resource; human capital Decision-making style Limited input for individual decisions Broad-based input for joint decisions Ethical considerations Afterthought Forethought
- 21. Corporate Social Responsibility Source: Carroll, A. B. “Managing Ethically with Global Stakeholders: A present and future challenge, Academy of Management Executive , May 2004, p. 116.
- 28. Course Structure
Notes de l'éditeur
- Even at your ages, you have some variation of work experience. The research is clear that people centered organizations perform better, are more adaptable, less stressful and create greater long term (and often short term) return on investments.
- Organizational Behavior (OB) is a multidisciplinary field trying to figure out to better understand and manage people at work. Why? – Higher Performance and Profit, even if the organization is a non-profit by registration with the state or federal government. The three basic levels are individual, group and organization, and just in case you needed a definition of organization there’s one here, but by that even the mafia is an organization. They have structure, leadership, products, assets, liabilities, and profits and losses.
- Whether it was a science or not, OB and OD have always existed, we just weren’t necessarily studying it and creating terms and definitions.
- From individual craftspersons and farmers to mass production factories to the assembly line. Remember the video from Tuesday about the company in China with 800,000 employees that makes I-phones, I-pads, Kindles, Nooks, etc??
- Organizations have moved from your standard hierarchal doe what I say because of my title and your standard org chart with lots of departments that don’t work well together and fight over limited resources to a more networked environment, communities of collaboration (IPC story). Now of course, not everyone’s gotten the memo by any means yet, and particularly in this country we are still way to top down, and lack of people focused among many businesses.
- In many cases today organizations are global in nature and structure, and employees are networked together.
- OB combines knowledge from many different disciplines in such a way as to help us better understand and manage people at work, but the focus here is really you. Your ability to intelligently and efficiently gain clarify a wide body of knowledge and be able to both communicate it to others and to apply it to your life. And by that I mean both personal and professional. We often try to separate the two, but they are forever intertwined, and we simply can not be two completely different people without ending up conflicted and failing. What career field you intend to go into, or even how often that changes, because it will, the knowledge and skills you’re going to learn in this class apply to every organization because nobody works alone. Not even professional golfers and single’s tennis players. They have coaches, managers, dieticians, strength trainers, agents, etc that they interact with on a daily basis to continually improve.
- Organizational Behavior as a specific field has only been around for roughly 40 years. The foundation of modern business is built upon Adam Smith’s Wealth of Nations (1776) which is online for free to read. As we moved out the agrarian, craftsman and feudal society structures there’s a major move in the railroad industry as their built across the country in division of labor. The first major OB landmark came about when union-management collective bargaining became legalized in 1935. The labor unions bargained with management for wages, working conditions, benefits, time-off, and other related issues. As companies sought to regain the ability to manage their businesses without interference from unions, employers began to focus on meeting the needs and desires of their employees. Ford’s development of the assembly line changed the work world forever Evidence that the human relations movement had an impact on management-employee relations is evident in the fact that from 1945-1960 over 30% of the U.S. labor force was unionized. Today unions represent only about 12% of workers. Pioneers in the Human Relations movement, Mary Parker Follett and Elton Mayo, wrote that motivating performance by considering employees’ attitudes, beliefs, and needs would be more effective than using a dictatorial approach in demanding employees to perform in a certain way. It’s the pull employees along, don’t push. Barnard stressed the influence of psychological and social factors on organization effectiveness and emphasized that the economic motive, on which business organization depends for incentive, is only of those that influence human beings, even when they are part of organizations as employees after signing a contract. Deming was rejected in the US but rebuilt Japan where he as accepted by his 14 point plan to transform organizations. Initially, the Hawthorne Studies touted that supportive supervision and attending to individual needs was responsible for increased performance at Western Electric’s factory. Since then, the actual validity of these findings has been questioned but, nevertheless, it started a movement among employers toward being more people-focused. We’re going to lok at McGregor’s X & Y Theories, TQM, Six Sigmma, Reengineering shortly, and this is by all means not an inclusive list. But the fact of the matter is when we move into the last 30 years, over 70% of these organizational improvement efforts fail to yield the desired results or improve stakeholder value.
- True (A) or False (B)? Effective managers tend to have high skills mastery. True Derailed managers underestimate their skills mastery. False, in fact they overestimate it indicating they are not a self-aware as they could be in identifying their developmental areas Effective female and male managers have significantly different skill sets. False, no actually they are quite similar
- McGregor’s work as a management consultant led him to formulate two contrasting sets of assumptions to describe how managers perceive their employees. McGregor believed that managers traditionally perceive their employees using Theory X assumptions, assumptions that employees inherently dislike work, that they have to be pushed into doing work, and that they prefer to be told what to do rather than think for themselves. McGregor believed that managers would be able to accomplish more if they perceived their employees as possessing the characteristics of his Theory Y assumptions. Clearly, if managers assume that employees enjoy challenging and mentally stimulating work and that they will be committed to objectives they believe in, then leaders would manage their employees in a way that allows their employees to be self-directed and act autonomously to figure out the best way to do things.
- Source: http://www.emeraldinsight.com/content_images/fig/1580120304001.png
- Image source: http://www.edrawsoft.com/images/examples/TQM_MODEL.png
- In Japanese, the definition of Kaizen is "improvement" and particularly, "Continuous Improvement"-- slow, incremental but constant.
- Source: http://www.creative-healthcare.com/images/ss_tqm_chart.gif
- Effective management practices have gone through a transformation because of changes in technology, focus on services, and globalization. This table highlights some of the key roles of managers and contrasts how they’ve been handled in the past compared to how management today and in the future will look. And just for clarification purposes, management is not leadership. They are completely different animals that we’ll talk about in another chapter.
- Reason: Allowing members to understand the need for change. Research: Providing important information that supports the reason. Resonance: The understanding of change must reach to the core beliefs of members. Redescriptions: The basis for change must be expressed in multiple forms (numbers, graphics, etc.). Schein suggests that the stories which bind members together are the most important (Schein, 2004) Resources and Rewards: Members must have the tools they need to complete the change, and a reward for success (beyond simply keeping your job). Real World Events: Change will not be successful if it doesn’t relate to real life and what’s occurring outside of the organization. Resistances: Every human comes from their personal paradigms and resistance to change is inevitable, but can be overcome.
- This pyramid is important because it triangulates three major trends: 1)economic globalization, 2) expanding CSR expectations, and 3) the call for improved business ethics. This CSR pyramid advises organizations to: Make a profit consistent with expectations for international business Obey the law of the host countries as well as international law Be ethical in its practices , taking host-country and global standards into consideration Be a good corporate citizen , especially as defined by the host country’s expectations. Source: Carroll, A. B. “Managing Ethically with Global Stakeholders: A present and future challenge, Academy of Management Executive , May 2004, p. 116.
- Occasional observed unethical behavior – C. 62% Job applicants misinformed about financial condition of company – D. 64% Applicants who lied about their work histories – B. 44% Applicants who lied about their education – E. 41% Applicants who lied about their credentials/licenses – A. 23%
- Occasional observed unethical behavior – C. 62% Job applicants misinformed about financial condition of company – D. 64% Applicants who lied about their work histories – B. 44% Applicants who lied about their education – E. 41% Applicants who lied about their credentials/licenses – A. 23%
- You could probably add more, depending on your values, beliefs and philosophy.
- Specific actions that can be taken to improve organizational ethics are listed here. Behave ethically yourself – no one will take your interest in ethical decisions seriously if you don’t act ethically yourself (and it may even encourage unethical behavior) Screen potential employees – there is a big push recently because of some very unfortunate cases where employees who were abusive in prior jobs ended up seriously harming or murdering their coworkers at their next job. Therefore, it is important to do what you can, legally, to find out about the person you are hiring by checking references and police records. Develop a Meaningful Code of Ethics – A company should put in writing what it’s expectations are with regard to moral decisions. These really help employees who may be in a tough situation concerning financially helping the company vs. harming another constituent What constitutes a meaningful code of ethics? They are distributed to every employee They are firmly supported by management They refer to specific practices and ethical dilemmas likely to be encountered by target employees They are evenly enforced with rewards for compliance and strict penalties for noncompliance
- Provide ethics training – Communicate this code of ethics through training and regular communication Reinforce ethical behavior – Also, don’t let unethical behavior go unchecked – it sends a message that it’s ok, Create positions, units, and other structural mechanisms to deal with ethics – some companies have a chief ethics officer to oversee ethics programs and conduct periodic checks and audits of business practices. Boeing, for example, has implemented this in response to several breaches of ethics that have cost the company billions of dollars. Eliminate need for whistle-blowing – organizations can reduce the need for whistle-blowing by encouraging free and open expression of dissenting viewpoints and providing fair grievance procedures and/ore anonymous ethics hot lines.
- Reason: Allowing members to understand the need for change. Research: Providing important information that supports the reason. Resonance: The understanding of change must reach to the core beliefs of members. Redescriptions: The basis for change must be expressed in multiple forms (numbers, graphics, etc.). Schein suggests that the stories which bind members together are the most important (Schein, 2004) Resources and Rewards: Members must have the tools they need to complete the change, and a reward for success (beyond simply keeping your job). Real World Events: Change will not be successful if it doesn’t relate to real life and what’s occurring outside of the organization. Resistances: Every human comes from their personal paradigms and resistance to change is inevitable, but can be overcome.
- This course is divided into four parts that flow logically from a focus on the individual, to groups, and then the organization as a whole. The context of studying organizational behavior is provided in part one, where we will add to what we’ve studied in this chapter to examine the topics of ethics, diversity, culture, and international OB. In Part 2, represented in the top circle, we will examine the Individual behavior topics of person ality, values, attitudes, perceptions, and motivation. In Part 3, represented in the middle circle, we will look at the group and social processes of decision making, group dynamics, teams, conflict, and negotiation. Finally, in Part 4, represented in the bottom circle, we will examine the organizational processes of c ommunication, influence, leadership, and change.