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Interdependence

Independence

Dependence

Seek first to

Understand

then to beunderstood

5

Synergize

6

PUBLIC

VICTORY

Think

Win/Win4

3

Put FirstThings First

1

Be

Proactive

2

Begin

with the End

in Mind

PRIVATE

VICTORY

Book Summary Management and Organizational Behavior

Cook, C. W. & Hunsaker, P. L. (2001).Management andOrganizational Behavior(3rdedition).

Chapter 1 Managing People and Organizations

TOPIC: Personal Effectiveness / 7 Habits of Highly Effective People

Covey, S. (1990). The 7 Habits of Highly Eective People.

The Seven Habits

1. Be Proactive More than si!"ytakin# initiative. $s huan%ein#s e are

res!onsi%"e 'or our on"ives. ur %ehavior isa 'untion o' our*eisions, not ouron*itions.

2. Begin with theEnd in Mind +ostart ith a "earun*erstan*in# o'

your *estination. t

eans to knohere you-re #oin#so that you %etterun*erstan* here youare no an* so that theste!s you take are a"ays in theri#ht *iretion. $ !ersona" issionstateent.

3. Pt !irst Things !irst Organize and execute around priorities.

Urgent/Importance Matrix Planning.4. Thin" #in$#in $ 'rae o' in* & heart that onstant"y seeksutua" %enet in a"" huan interations.

5. %ee" !irst to &nderstand' then to be &nderstood Listenith the intent to un*erstan*, not to re!"y.

6. %ynergize The whole is greater than the sum of its parts. The relationship is themost important part.

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7. %harpen the %aw Preservin# an* enhanin# the #reatest assetyou have you. /enein# the 'our *iensions o' your nature !hysia", s!iritua", enta", an* soia"eotiona".

TOPIC: Discuss history of management

nti" the "ate 100-s, or#ani3ations ere very sa"" or in*ivi*ua".

With the in*ustria" revo"ution (trains, asse%"y "ineautoo%i"es, oi"),%usiness or#ani3ations %eae very "ar#e an* very o!"e4.

TOPIC: hat large organi!ations e"iste# prior to $%&&'

+hese ear"y, "ar#e or#ani3ations ere %ase* on the on"y "ar#eor#ani3ationa" 'or that e4iste* at the tie the i"itary.

5ar"y ana#eent theory as entere* aroun* sientiana#eent (6re*erik +ay"or). 57iieny, !eo!"e ere e4tensions o'

ahines. 8o one as e4!ete* to "ike their o%s. Mi* 1900-s %ehavior !syho"o#y Car" :un# in;uene* ana#eent

thinkin#. Peo!"e starte* to stu*y huan %ehavior an* otivation. Hathorne stu*ies (5"*on Mayo) at Western 5"etri in;uene*

thinkin#. +o*ay< sti"" in;uenes o' i"itary or#ani3ation in %usiness, an*

ana#eent. $**itiona" thinkin# a%out hy e ork, hat e shou"*e4!et out o' ork. Coahin#, ouniation, o!en=%ookana#eent, >

TOPIC: (anagers #on)t #esign* ma+e* sell* or #eliver anything, hat'

Mana#ers are res!onsi%"e 'or orkin# ith an* throu#h others to ahieveo%etives %y in;uenin# !eo!"e an* systes in a han#in# environent.Soe ana#ers are a"so "ea*ers an* visionaries, the ?ua"ities o' hih%eoe neessary as ana#ers take on entra" *eision=akin# ro"es ithinan or#ani3ation.

Why Study Management and Organizational Behavior?

TOPIC: hat is organi!ational behavior'

Organizational behavior(@) re'ers to the %ehaviors o' in*ivi*ua"s an*

#rou!s ithin an or#ani3ation, an* the interations %eteen theor#ani3ation an* environenta" 'ores.

Stu*ents o' or#ani3ationa" %ehavior seek to i!rove the e7etiveness o'or#ani3ations (an* their "ives in or#ani3ations) throu#h the a!!"iation o'%ehaviora" siene one!ts an* researh. +he assu!tion thator#ani3ationa" %ehavior an %e i!rove* %y stu*y an* ana"ysis is %ase* onthe !reise that %ehavior is not o!"ete"y ran*o. /ather, it re!resents

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utua" *e!en*enies or ause=an*=e7et "inks that an %e antii!ate*,soeties !re*ite*, an* o'ten in;uene* to varyin# *e#rees.

TOPIC: hat is management'

Managementis the !ratie o' or#ani3in#, *iretin#, an* *eve"o!in#

!eo!"e, tehno"o#y, an* nania" resoures to !rovi*e !ro*uts an* serviesthrou#h or#ani3ationa" systes.

Organizationis a #rou! o' !eo!"e orkin# in a netork o' re"ationshi!san* systes toar* a oon o%etive.

What Purpose Do Organizations Serve?

TOPIC: Pic+ a company* list sta+ehol#ers* -hat #o they -ant/conflict'

6oru"atin# a !ur!ose an* #oa"s in an or#ani3ation is o!"iate* %y thenee* to %a"ane the interests o' various #rou!s ho have a stake in itsations an* outoes. %ta"eholdersare e%ers o' i*entia%"e "usterso' !eo!"e ho have eonoi an*or soia" interests in the %ehaviors an*!er'orane o' a s!ei or#ani3ation. (e.#. Mana#ers, 5!"oyees, nions,Custoers, Aovernents, Wath*o# Arou!s, niversities, Su!!"iers,$""ianes, nvestors.) +o "ink the ro"e o' e!"oyeeinvestor, any rs ithra!i* #roth !ros!ets use stok o!tions as nania" inentives 'ore!"oyees. $n i!ortant ha""en#e 'or ana#ers is to i*enti'y the re"evantstakeho"*ers an* to o!erate the or#ani3ation in ays that o!tii3e thereturns to eah #rou!. Soeties the interests o' these stakeho"*ers are inon;it.

TOPIC: Is the mission of business to ma+e money'

Missionis an or#ani3ation-s 'un*aenta" !ur!ose, artiu"ate* to *ene thenature o' the %usiness an* uni'y huan an* other resoures. $ e""='rae*ission !rovi*es a sense o' !ur!ose an* esta%"ishes !araeters that 'ouse7ort an* resoures.

TOPIC: hat is .our Personal (ission' rite one picture en# of life0,

@eyon* *enin# its ission, 'oun*ers an* to! ana#ers are res!onsi%"e 'orartiu"atin# the or#ani3ation-s 'un*aenta" va"ues, #oa"s, an* #ui*in#one!ts. Suh stateents !rovi*e a sense o' *iretion, onveyin# ho the#ae o' %usiness is to %e !"aye* %y or#ani3ation e%ers. %perordinate

#oa"s are the hi#hest #oa"s o' an or#ani3ationB 'un*aenta" *esire*outoes that ena%"e ana#ers to assess !er'orane re"ative to itsission. $or*in# to Peter ruker, Dthere is on"y one va"i* *enition o'%usiness !ur!ose< to reate a ustoerE.

Si!"isti #oa"s an* strate#ies that ontri%ute to !er'orane ear"y in the"i'e o' an or#ani3ation ay %eoe *etrienta" as the r #ros. nesuess 'or the eer#in# r takes ho"* an* #roth takes o7, ana#erso'ten %ranh out to o7er !ro*uts an* servies %eyon* those that

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esta%"ishe* the ori#ina" %usiness. +he r then runs the risk o' %eoin#un'ouse*, o' tryin# to %e too any thin#s to too any !eo!"e.

Many e!"oyees are ore otivate* to ork *i"i#ent"y 'or or#ani3ationsthat 'u""" soia""y *esira%"e !ur!oses than 'or rs hose ana#ers *enetheir !rini!a" o%etive as !rot takin# or en#a#in# in !raties that

?uestion ethia" nors.

r#ani3ationa" %ehavior is usua""y not ran*o. +he law of eectis the%ehaviora" ten*eny here !eo!"e ten* to %ehave in ays that ena%"e theto attain the #oa"s 'or hih they are rear*e*.

How Do Organizations Behave as Systems?

$ systemis an inte#rate* ho"e 'ore* %y a set o' interre"ate* e"eentsan* interatin# su%systes.

Organizationsare o!"e4 'ors o' soia" systes o!rise* o' !eo!"e,

other resoures, an* su%systes inte#rate* 'or the !ur!ose o' trans'orin#in!uts into ission=re"evant out!uts. $ny %usiness is an in!ut=trans'oration=out!ut syste that takes in resoures, onverts the into#oo*s an* servies, an* !asses a"on# these out!uts to ustoers an*others.

(losed systemso!erate ithout environenta" or outsi*e *istur%ane.Open systemsare in;uene* %y e4terna" !ressures an* in!uts, akin#the ore o!"e4 an* *i7iu"t to ontro" than "ose* systes.

)ynamic systemshan#e over tie as strutures an* 'untions a*a!t toe4terna" *istur%anes an* on*itions.

*ll bsiness organizations are ths open dynamic systems. $s an o!ensyste, rs are su%et to outsi*e 'ores %y o!etitors, ustoers,su!!"iers, an* re#u"ators. $s a *ynai syste, a %usiness an han#e its!ro*ut i4, enter ne arkets, restruture its soures o' nanin#, hirene ana#ers, or re*esi#n its o!ensation !o"iy in antii!ation o' or inres!onse to outsi*e 'ores.

TOPIC: Pic+ a business* -hat are the inputs* subsystems 1 outputs'

InputsPeo!"e,

ateria"s,

su!!"ies,a!ita"

OutputsSa"es o'#oo*san*

servies,aste,o%s

Organizational Subsystems

Proureent &

Pro*ution

r*er6u"""ent

MoneyMana#een

t

!orts 54!orts

Moneyn'oration

Feedback

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+he ana#eent o' o!en *ynai systes re?uires are'u" attention toi!ortant %oun*ary s!annin# transations.Bondary+spanningtransactionsare ations that "ink an or#ani3ation to s!ei e4terna"setorsB e4han#es that ake the syste *ynai an* o!en.

What Do Successful Managers Do?

TOPIC: ho have been managers or manage#0' hat #i# mgrs #o'

Managersare !eo!"e res!onsi%"e 'or orkin# ith an* throu#h others toahieve o%etives %y in;uenin# !eo!"e an* systes in a han#in#environent. Mana#ers *o not have tota" ontro" over that !art o' theor#ani3ation 'or hih they are res!onsi%"e. 8o ana#er an a%so"ute"y!re*it an* ontro" environenta" 'ores. 5ven interna" 'ores that invo"vehuan %ehavior are o'ten un!re*ita%"e an* !eo!"e i"" thart atte!ts %yana#ers to in;uene the.

TOPIC: The 2ational Heroic 3ie-

+he rational heroic viewis a "e#ay o' ear"y *esri!tions an* !resri!tiono' the nature o' a ana#ers o%. +his vie harateri3es the ana#er as oneho en#a#es in re;etive !"annin#, takes tie to are'u""y or#ani3estrutures an* systes, *irets an* oor*inates an orhestrate* ;o o'ativities, an* then e4erises ontro" to kee! ritia" e"eents in harony.+he ana#er is e4!ete* to have an overa"" 'ee" 'or here the or#ani3ationis #oin#, kno hat is #oin# on, an* ae!t res!onsi%i"ity 'or !ro%"eso"vin# an* the *e!artent-s suess or 'ai"ure. $"" 'ores onsi*ere*, the

rationa" heroi o*e" !"aes too uh e!hasis an* res!onsi%i"ity on theana#er an* not enou#h on teas an* 'o""oers ithin the or#ani3ation.When ana#ers at as i' they shou"* %e the on"y ones Din ontro"E, they*e!rive 'o""oers o' o% ha""en#es an* reate *e"ays in *eisions.

TOPIC: The Chaotic 3ie-

+he chaotic viewis that ana#eria" "i'e is intense, 'ra#ente*, an*o!"e4. Henry Mint3%er# 'oun* that instea* o' %ein# the re;etive an*systeati !"anners *esri%e* in tra*iona" %ooks on ana#eent, ostana#ers are atua""y au#ht u! in a variety o' intense, %rie', *isonnete*ativities. Mana#ers !re'er ation to re;etion, aor*in# to %oth Mint3%er#

an* Fotter. +he D!"ansE o' ana#ers o'ten e4ist "ar#e"y in their hea*sB +hey!re'er ora" e*ius over ritten in'oration. Ger%a" ontats ith othersare the ana#er-s !rini!a" soure o' in'oration #ossi!, i*eas, o!inions,an* 'ats.

$"" ana#ers share oon ork harateristis. Writes Mint3%er#, D$""these ana#ers are veste* ith 'ora" authority over an or#ani3ationa"unit. 6ro 'ora" authority oes status, hih "ea*s to variousinter!ersona" re"ations, an* 'ro these oes aess to in'oration.

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n'oration, in turn, ena%"es the ana#er to ake *eisions an* strate#ies'or his unit.

+he,nterpersonal/o"eso !igrehead !artii!atin# in ereonia" *utieso -eader 'ousin# on e4ertin# in;uene over !eo!"eB to

otivate an* enoura#e (servant="ea*ershi!)o -iaison interations ith others outsi*e his or her vertia"

hain o' re!ortin# re"ationshi!s +he,nformational/o"es invo"ves o%tainin# or e4han#in# re"evant

in'orationo Monitor sannin# the environent, askin# ?uestions,

aintainin# a netork o' ontats, an* in #enera" n*in# outhat is #oin# on (M@W$)

o )isseminator sharin# in'oration ith unit e%ers es!eia""y !ro!rietary or #oa" a7etin# in'oration

o %po"esperson sharin# in'oration ith in;uentia" !eo!"eoutsi*e the unit

+he)ecisional/o"es atin# on in'oration to oit theor#ani3ation to ne ourses o' ation, hether as entre!reneur,*istur%ane han*"er, resoure a""oator, or ne#otiator.

o Entreprener atte!tin# to a*ust the or#ani3ation to itsenvironent

o )istrbance Handler ty!ia""y *ras ana#ers ininvo"untari"y (an *e"e#ate)

o .esorce *llocator a ro"e that a"" "eve"s o' ana#ers !er'oro /egotiator ne#otiations an* the ana#eent o' on;it are a

ay o' "i'e 'or ana#ers.

How Do Managers Influence Organization Systems?

+he key resoure varia%"es or a!a%i"ities that ana#ers seek to in;uenean* trans'or in"u*e tasks, tehno"o#y, or#ani3ation, !eo!"e, an*or#ani3ationa" u"ture.

TOPIC: The (anager)s Toolbo" 4 -hat can a manager #o to help'

Tas"s the o%s or ork that !eo!"e *o in !ursuit o' enter!rise!ur!ose. +asks %e#in ith #oa"s an* an %e *esi#ne* to %e si!"e or

o!"e4, easy or *i7iu"t, !hysia" or enta", an* so on. Technology in"u*es the kno"e*#e, e?ui!ent, su%systes,

so'tare, an* etho*s 'or ao!"ishin# ork tasks (a"so in"u*esthe kno"e*#e nee*e* to use har*are an* so'tare).

People Peo!"e ener#i3e an* #ive "i'e to or#ani3ations. +o %e#in ith,ana#ers have to *ei*e ho any !eo!"e to e!"oy in a ertain taskan* hat kno"e*#e an* ski""s they re?uire. Mana#ers are then

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res!onsi%"e 'or se"etin# an* trainin# !eo!"e ho have or an *eve"o!the ski""s nee*e* to ahieve or#ani3ationa" #oa"s.

Organization r#ani3ation as use* here re'ers to a strutura"netork an* the !roesses that *ene an* "ink key su%systes ithinthe enter!rise. r#ani3ation struture is si!"istia""y sy%o"i3e* %y

a hart, *rain#, or a! that *e!its the *eision authority an*ouniation re"ationshi!s aon# !eo!"e an* the ays in hihtasks are #rou!e* into *e!artents or su%units. n a rea"isti sense,ana#ers vie struture in a %roa*er ay to in"u*e a"" thosee"eents that he"! #overn !eo!"e-s %ehavior at ork. +hese in"u*e#oa"s, !"ans, !o"iies, an* ru"es, as e"" as the authority an*ouniation netorks.

Organizational (ltre $"" the 'ore#oin# e"eents o%ine to'or a netork o' soia" systes, an* 'ro these evo"ve anor#ani3ationa" u"ture. @y u"ture e ean the %e"ie's, va"ues, an*assu!tions !eo!"e have a%out their !artiu"ar or#ani3ation an* the

e4!ete* %ehavior ithin it. Management +he nte#ratin# /es!onsi%i"ity n the enter o' this

trans'oration netork, e sho ana#ers an* "ea*ers.

+he !"anne* han#es ana#ers ake in a syste to ahieve inten*e*resu"ts oon"y "ea* to uninten*e* seon*=or*er onse?uenes.

n *ia#nosin# ho an* here to in;uene an or#ani3ationa" syste,ana#ers ty!ia""y start ith out!uts %eause they are i!ortant to a""or#ani3ations. $"" or#ani3ations try to !ro*ue out!uts that eet the ?ua"ity,?uantity, tie"iness, an* !rie e4!etations o' ustoers. +o *o so, theynee* to set s!ei #oa"s that a**ress three out!ut riteria< !ro*utivity,

satis'ation, an* revita"i3ation.

TOPIC: Important Definitions 56

Prodctivityis the ratio o' ae!ta%"e ?ua"ity out!uts to in!uts onsue*Ba easure o' ho e"" the or#ani3ation ahieves its #oa"s.Eiciencyeans *oin# soethin# ri#ht or #ettin# the ost out!ut 'or the "east in!ut.

Eectivenesseans !ro*uin# the ri#ht out!ut or *oin# thin#s ri#ht toreate va"ue 'or stakeho"*ers.

t is !ossi%"e to have e7iieny ithout e7etiveness or vie versa. +he i*ea"is to ahieve a %a"ane o' e7etiveness an* e7iieny, a"thou#h

e7etiveness is usua""y ore ritia".%atisfactionis another key #oa" o' or#ani3ations. Satis'ation re'ers to!ositive 'ee"in#s !eo!"e have a%out an or#ani3ation, hether as ane!"oyee, ustoer, su!!"ier, or re#u"ator.

.evitalizationre'ers to the a%i"ity to take are o' toorro-s !ro%"es ase"" as to*ay-s %y renein# strate#ies, resoures, tehno"o#y an* ski""s./ather than *e!"ete the resoure %ase to #et ie*iate resu"ts, o!anies

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ust !erio*ia""y or ontinua""y reinvest, rene, an* reinvent. /evita"i3ationa"so invo"ves !eo!"e, 'or ithout trainin# an* !ro'essiona" *eve"o!ent o'huan resoures, an or#ani3ation s"i!s in its a!aity to o!ete.

+here'ore, the overa"" o% o' any ana#er isO3E this ?uote by Peter Druc+er@

The single most important thing to remember about any enterprise is thatresults exist only on the outside. The result of a business is a satisedcustomer. The result of a hospital is a healed patient. The result of a schoolis a student who has learned something and puts it to work ten years later.Inside an enterprise, there are only costs. (Peter ruker)

+he !revious si4 ?uestions, or variations o' the, shou"* not %e aske* on"yhen an or#ani3ation is in trou%"e. Suh ?uestions serve as the 'ous 'orana#eent retreats, eetin#s, an* onversations ith !eers.

How Do Organizations Develop Competitive Advantage?

TOPIC: Ho- is Dell #ifferent than Aate-ay'

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Pro'essor Mihae" Porter-s researh on *iversie* rs 'oun* thato!etition ours on"y at the %usiness=unit "eve", hih in a *iversie*r invo"ves a !"ant or *ivision tar#etin# a 'ouse* !ro*ut "ine at as!ei arket.

TOPIC: =ive Aeneric Competitive 6trategies

When one stri!s aay the *etai"s to #et at the rea" su%stane the %i##estan* ost i!ortant *i7erenes aon# o!etitive strate#ies %oi" *on to(1) hether a o!any-s arket tar#et is %roa* or narro an* (2) hetherit is !ursuin# a o!etitive a*vanta#e "inke* to "o osts or !ro*ut*i7erentiation. 6ive *istint a!!roahes stan* out

2. *enti'y a re"evant key resu"t area that is the !er'orane tar#et.54a!"e< ustoer servie.

. State a !er'orane in*iator or easureent stan*ar* that s!eiesthe tar#ete* *e#ree o' ?ua"ity an* ?uantity to %e ahieve*. n*iatorsan %e state* in onetary units, resoure units onsue*, avera#e

tie !er task, !erenta#es, or han#es.I. Provi*e a tie 'rae %y or *urin# hih the key resu"t i"" %e

!ro*ue*.

54a!"e< D+o *erease tie "ost %y e?ui!ent 'ai"ure to no ore than 10inutes !er *ay *urin# the ne4t ?uarterE.

How Does Reinforcement Modify Behavior

.einforcementis the use o' ontin#ent onse?uenes 'o""oin# a %ehaviorto sha!e a onsistent %ehavior !attern. /ein'oreent is the !ro*ut o' a%ehavioris !hi"oso!hy, eanin# that %ehavior is %e"ieve* to %e sha!e* %yenvironenta" onse?uenes.

+he o%etive o' rein'oreent is to a!!"y onse?uenes (rein'orers)'o""oin# a %ehavior that i"" sha!e a !atterne* res!onse to a #ivenantee*ent on*ition.

1. Positive reinforcers !"easant, rear*in#, or otherise satis'yin#ontin#ent onse?uenes that are use* to initiate or inrease a *esire*%ehavior. +hey shou"* inrease in 're?ueny as the *esire* %ehaviorinreases. Praise an* tan#i%"e rear*s or #i'ts are !ositive rein'orersi*e"y use* at ork. So are ore attrative o7ie s!ae, a ore!resti#ious o% tit"e, e4tra tie o7, an* o7=site eetin#s at resorts.

2. /egative reinforcers the reova" or re*ution o' an aversiveon*ition 'o""oin# a *esire* %ehavior to initiate or inrease the *esire*%ehavior. +he ontin#ent onse?uene o' the *esire* %ehavior is re"ie' oresa!e 'ro soethin# un!"easant, threatenin#, or *issatis'yin#.8e#ative rein'oreent is at ork hen one !erson ats to avoi*another-s rath or ri*iu"e or to !revent !ersona" har. t kee!s us!ayin# our %i""s on tie an* o%eyin# the s!ee* "iit.

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. Pnishment an aversive event or the reova" o' a !ositive event'o""oin# a %ehavior, *esi#ne* to re*ue the 're?ueny o' the %ehavior orto e"iinate it a"to#ether. Punishent in the ork!"ae is "ess severethan in the riina" ustie syste an* ay invo"ve arnin#s, ith*raa"o' !rivi"e#es, or assi#nent to un!"easant tasks. +he ost severe

!unishent is !ro%a%"y *isissa".I. Omission a o!"ete"y neutra" res!onse to a ne#ative %ehavior toenoura#e its *iinishent. t is o'ten the i*ea" res!onse to hronio!"ainers an* others ith annoyin# ha%its, suh as te""in# o7ensiveokes.

Behavior Modification Follows an ABC Sequence

1. *ntecedent($) re!resents the antee*ent on*ition or ue that!ree*es a set o' %ehavior a"ternatives the siu"us or irustanesthat invites a *esire* %ehavior.

2. Behavior(@) is the %ehavior in res!onse to the antee*entirustane.

. (onse5ence(C) re!resents an environenta" onse?uene that isontin#ent on an a!!ro!riate %ehavior. +he ost oon onse?ueneis !ositive rein'oreent o' a *esire* %ehavior. $t ties the onse?ueneis ne#ative rein'oreent o' a *esire* %ehavior, hih re*ues or avoi*sa !otentia" ne#ative outoe. Punishent is use* to *erease anun*esire* %ehavior. ission is a neutra" res!onse to either a *esire* orun*esire* %ehavior a"so ten*s to *iinish o7en*in# %ehavior.

+he law of eecta*voates that onse?uenes shou"* ie*iate"y 'o""o

%ehavior to rein'ore the "ink %eteen the to.

Managing Environments with Organizational Behavior Modification

r#ani3ationa" %ehavior o*iation (@ o*) is *e"i%erate ana#eenta!!"iation o' the antee*ent %ehavior onse?uene se?uene to sha!e*esire* e!"oyee %ehaviors. $"thou#h si!"e in one!t, it is *i7iu"t toonsistent"y a!!"y in ost or#ani3ations i' the ana#eent is "e't to a!!"ythe ontin#ent rein'orer. Soe o' the ost si#niant @ o* !ro#rasre"y on autoati, o!uter=#enerate* 'ee*%ak. n 'at, 'ee*%ak a"onehas %een 'oun* to %e a very use'u" rein'orer. +he 'our key !roesses thatare ty!ia""y e!"oye* hen i!"eentin# @ o*